scottish power am case study
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Scottish Power Goal :
to make Process Safety risks
as visible as Health and SafetyRisks?
February 2012 Process Safety KPIs
Martin Sedgwick – Head of Engineering and R&D Iberdrola Group
Angela Wands – Process Safety Manager Amor Group
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Agenda
February 2012 Process Safety KPIs
Introduction
Safety and Business Benefits
Making Process Safety Risks Visible
The goal: to become a “High Reliability Organisation”
Implementing HSG 254
Process Safety KPI Dashboard
Summary
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Iberdrola Group and ScottishPower
ScottishPower is part of Iberdrola, a world leader in energy
…with a clear focus on clean, sustainable energy provision
2nd wind company3rd player in gas
storage
1st private
producer in Mexico1st distributor in
Brazil
One of the sixlargest generator
/ retailers1st windcompany
Main energycompany
Operating in over 40 countries to serve30 million customers
Combined April 2007 to form one ofthe largest global energy companies
44GW of installed capacity and a worldleading 11 GW of renewables
SP is one of the „big six‟ energy
suppliers in the UK
SP has 5.2 million customers and 6GWof generation capacity across the UK
February 2012 Process Safety KPIs
Scottish Power
Manweb
(Distribution)
ScottishPower
Transmission &
Distribution
Longannet
Cockenzie
Cruachan
Lanark
Galloway
Ravenhead
& Pilkington
Blackburn
Pearsons
NHHT
Basingstoke
Rye House
Brighton
Damhead
Creek
CHP
Hydro
CCGT
Pumped
Coal
Over 8,000 employees
Supply 5.2 million customers
6GW of coal, gas & hydrogeneration across the UK
SP Renewables largest onshorewind operator in UK (1200 MW)
Distribution area of over 35,000square kilometres
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Scottish Power Goal : to make Process Safety
risks as visible as Health and Safety Risks?
February 2012 Process Safety KPIs
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HSE Case
StudyJudith Hackitt CBE
February 2012 Process Safety KPIs
We need more Leaders to adopt the
ScottishPower approach and to consider
innovative ways of making process
safety an integral part of everyone‟s role
Judith Hackitt CBE, Chair of HSE UK
June 2011
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Working in together
• Relationship spans 15 years +
• Aim to help other companies fast track a similar approach
• Best of breed Industry and implementation knowledge
• Providing access to recognised Industry leading expertise
• Providing access to proven tools and delivery methodology• Jointly developed range of tool kits and training material
• Integrating technologies to deliver a sustainable solution
February 2012 Process Safety KPIs
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The Benefits
Incidents and severity now starting to fall...
February 2012 Process Safety KPIs
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• 29% reduction in
Operations and
Maintenance costs
• 22% increase in plant
availability
• 50% reduction in plant
forced outage rates• 10% Reduction in
Insurance costs and
deductable period
Significant benefits have been realised to date.....
2008 2009 2010 2011
Plant Availability 64.5% 77.0% 83.9% 86.9%
EFOR1 10.1% 7.5% 6.4% 5.5%
0
10,000
20,00030,000
40,000
50,000
60,000
70,000
80,000
2008 2009 2010 2011
Generation Costs (£m)
The Benefits
February 2012 Process Safety KPIs
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Generation Strategy
February 2012 Process Safety KPIs
Driving light into the future
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Our Strategy...The electricity generation industry is facing significant challenges...
The need for asset safety and efficiency are keydrivers within the power industry.
Process Safety retains focus on criticaloperations, maintenance and engineeringprocesses and supports optimum performance
of assets - against the backdrop of ageing plant,stringent legislation and cost pressures.
Through an integrated asset managementstrategy that puts Process Safety at the top of
the agenda, our objective is to become a“High Reliability Organisation”
February 2012 Process Safety KPIs
A “High Reliability Organisation” is one thatproduces its product relatively error freeover a long and sustained period of time.
The two main attributes of a High ReliabilityOrganisation are:
Have a chronic sense ofunease – they lack anysense of complacency.
Make strong responsesto weak signals - they settheir threshold for
intervening very low.
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“High Reliability Organisation”
Governance &Audit
PAS 55 is used as aframework for Asset
Management
Process Safety is fullyembedded in culture and
process
Integrated auditprogramme (ISRS 8) in
place that independentlychecks processes and
procedures against bestpractice.
Audit observationsproactively addressed
through continualimprovements
Implementation of a solidgovernance framework
using visible metrics toregularly review and
improve performance fromBoard to Plant Level
Fully embedded integratedsystem for managing
Audits, Actions, Incidents,Near Misses and Risks
IntegratedOperations and
Maintenance
Shift from reactive toproactive , reliability ledmaintenance strategy
Work captured, prioritised,planned, scheduled and
executed using a proactiveapproach
Common Maintenancestrategy across all plattypes by classification
Reliability principles areused to establish bestpractice maintenance
approaches
Lifecycle cost reporting andasset performance used to
drive maintenance strategy
Common OperationalStandards established
Plant operated with in itsdesign parameters against
agreed procedures
Plant put back in tooperation safely following
outages
Leadership, StaffCompetence andHuman Factors
Staff and contractors havethe required knowledge ,skills and competence to
operate and maintain theplant effectively and safely
Process Safety culture isembedded in the
organisation, from seniormanagers to all staff
Robust Safety Ruleprocedures and processes
Behavioural safety culture,MIND safety and 5S
housekeeping principlesestablished
Communication strategydesigned to deliver regularupdates on performance,
risks, issues andimprovement opportunities
All incidents and nearmisses are reviewed andlessons learned sharedwith all staff at all sites
EmergencyArrangements and
BusinessContinuity
Staff and contractors havethe required knowledge
and skills to deal with allemergency situations
Emergency Systems aretested and practiced on a
regular basis
Business Continuity Plansare established and
regularly tested
Off site and Crisis plansare established and
regularly tested
EngineeringGovernance
Technical RiskManagement through
robust change processes,underpinned by
Engineering Standards and
a Governance framework
Management of Changeprocesses are established
and rigorously followed
Criticality is assigned to allassets using a commonrisk based framework.
Life plans developed usingreliability engineering
methods appropriate toasset criticality and
condition
ALARP principles
embedded and used toasses technical risks
Capital Investments aremade based on integrated
assessment of assetcondition and commercial
impact
A robust TechnicalRecommendation (RT)
process is established toshare learning
Alarm, Controlsand InstrumentManagement
Alarms are prioritises andactively managed to
resolution
No long termstanding/Shevled alarms
Alarm performance is inline with best practice
Standard approach toinstrument calibration
Control loops are optimisedand in control
Critical Instrumentation andsafety systems are fullycatalogued with robustmanagement and proof
testing is in place
Benchmarking
Benchmarking is carriedout with and without sectorto establish and maintainindustry leading position
Continual review of “BestPractice”
Implementation ofimprovement “RoadMaps”
to deliver a sustainedprocess
Integration with Iberdrola toestablish common
processes and practices
Delivering Common Processes and Practices across the Iberdrola Group
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Our 7 Step Approach (High Reliability Organisation)
February 2012 Process Safety KPIs
Create Vision & StrategyEstablish
Leadership
Design AssetManagement &Process SafetyManagement
System
ImplementFoundationDashboard
Integration&Automation Of
Dashboard
Review &Governance
Benchmarking &Continuous
Improvement
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Road MapAsset Management & Process Safety Integrated RoadMap
Create Vision & StrategyEstablish
Leadership
Design AssetManagement &Process SafetyManagement
System
ImplementFoundationDashboard
Integration&Automation Of
Dashboard
Review &Governance
Benchmarking &Continuous
Improvement
Establishintegratedapproach.
Developbusiness case.
Ensurebusiness buy in
at CEO andSenior
Leadershiplevel.
Common levelof awareness
andunderstandingestablished.
Follow HSG254six step
approach.
Structuredapproachdelivers
comprehensiveand rigorousanalysis of
hazards, riskcontrol
systems.
“Quick win”implementationof dashboard
based onmanual KPIs.
Provides initialassessment ofProcess Safetyperformanceand kicks off
cultural change.
Move to dailytracking of KPIs
based onautomated
feeds.
Exploit drilldown andtrending to
driveperformance to
next level.
Establishframework for
delivery ofsustained
performance
andimprovements.
Embed coredecision
making tool.
Maintain senseof vulnerability
throughlearning from
others andchallengingbusiness as
usual.
Pathway To A “High Reliability Organisation”
February 2012 Process Safety KPIs
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2006 to 2008
• Maximo established atall sites
• Pilot Ivara EXP• Ivara Contract Award
2007
• Project ManagementSystem Established
July2008
•OperationalTransformation
ProgrammeEstablished
• Integrated ApproachDeveloped
• Ivara EXP established
• Application of MTA
• Introduction of HandHeld Technology
• MSPe and QMS forProject ManagementISO 9001
June2009
• Process SafetyManagement SystemDeveloped
• KPI DashboardIntroduced
• ORG GovernanceEstablished
• P2Pr ProcessEstablished
November 2009
• PAS-55 Accreditation Achieved
• Reliability EngineeringEstablished At Key Sites
• Leadership Training
• ISRS8 Pilot
• Cintellate - IncidentReporting & Investigation
December 2010
• Alarm Management SystemOperational
• New Operations Standards
Issued• Electronic Shift Logging – Live
• Staff CompetencyImplemented
• New Maintenance PlanningTools
• EXP Established at Hydroand Has Storage sites
• ICheme Award for ProcessSafety
• Development of newOperational IntegrityProgramme including MSR
• HSE Case Study Developed
Programme Time LineBuilding a strong capability in Asset and Process Safety Management...
Operational
TransformationProgramme
Our Destination “High Reliability Organisation”
February 2012 Process Safety KPIs
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Design Asset Management and
Process Safety Management System
Set Vision & StrategyEstablish
Leadership
Design AssetManagement andProcess SafetyManagement
System
ImplementFoundationDashboard
Integration&Automation Of
Dashboard
Review &Governance
Benchmarking &Continuous
Improvement
Pathway To A “High Reliability Organisation”
February 2012 Process Safety KPIs
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Development of KPI DashboardBased on Key Concepts in HSG 254...
February 2012 Process Safety KPIs
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Major
Process
Safety
Incident
SignificantProcess
Safety
Incident
Minor
Process
Safety
Incident
Classification Of Incidents
Classification of Process Safety Incidents
based on benchmarking with HSE and API
guidance: Major Process Safety Incident:
• Equipment damage > £100k
• Loss of Production > 24 hours
• Injuries / fatalities (RIDDOR)
• Major environmental impact Significant Process Safety Incident:
• Equipment damage > £20k but
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Key Performance Indicators
Fully defined KPI,including:
Objective
Definition
Data Source
Data Aggregation /
Calculation
Targets
Data RecordingGuidelines
Formal sign off by
senior managers
February 2012 Process Safety KPIs
S f
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Process Safety Dashboard
Philosophy is to visualise Swiss Cheese Model......
F th HSE G id
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Further HSE GuidanceRisk Ranking of Indicators…
February 2012 Process Safety KPIs
KPI R ki
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KPI RankingOperational Indictors are the key to avoiding incidents...
February 2012 Process Safety KPIs
Operational Control Indicators
Generic Indicators
Programme Indicators
0 1 2 3 4 5 6
M j H d A id t
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Major Hazard AccidentsIndicators Need To Be Visible to prevent accidents....
February 2012 Process Safety KPIs
P S f t
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Process Safety
Swiss Cheese Model
Hazards
Risk Control Barriers
February 2012 Process Safety KPIs
Making the warning signs v is ib le to ALL
Instant ly !
KPI B d O 4 I
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KPIs Based On 4 IconsA simple concept that all staff can buy in to...
Best Practice
Performance
Performing
At Or Above
RequirementPerforming
Below
Requirement
Performing
Significantly
Below
Requirement
No
Process Safety
Incidents
Minor
Process Safety
IncidentSignificant
Process Safety
Incident
Major Process
Safety Incident
Leading Indicators
Lagging Indicators
February 2012 Process Safety KPIs
Pl t Ch k
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Plant ChecksKey Operational Indicators...
February 2012 Process Safety KPIs
Pl t Ch k
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Plant ChecksVisibility Of All Routine Operations Plant Checks...
February 2012 Process Safety KPIs
Shift Hando er
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Shift HandoverKey Communication Tool...
February 2012 Process Safety KPIs
Shift Handover
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Shift HandoverLinked to Operational & Competence Standards...
February 2012 Process Safety KPIs
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Integration & Automation Of
Dashboard
Set Vision & StrategyEstablish
Leadership
Design AssetManagement &Process SafetyManagement
System
ImplementFoundationDashboard
Integration&Automation Of
Dashboard
Review &Governance
Benchmarking &Continuous
Improvement
Pathway To A “High Reliability Organisation”
February 2012 Process Safety KPIs
Data Source Systems
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Data Source Systems
ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
February 2012 Process Safety KPIs
Data Source Systems
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Data Source Systems
ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
Alarm Management
• Proving real-time trendanalysis of all alarmsthroughout theorganisation
• Improvement plansdeveloped for all sites
Works Management
• Single solution and setof processes defined
and implementedacross the asset estate
• Scheduling capabilitiesused outside core worksmanagement
February 2012 Process Safety KPIs
Data Source Systems
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Data Source Systems
ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
Risk Management
• Single, fully integratedrisk management,incident management,action tracking, audit
tool
Shift Logging
• All Control Rooms andUnit Desks using
standard electroniclogging system
• Automatic feedsdeveloped from plantinformation (OSI PI)
February 2012 Process Safety KPIs
Data Source Systems
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Data Source Systems
ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
ReliabilityEngineering
• All sites using hand heldtechnology for OperatorRoutes
• Automatic monitoringthrough single system
Staff Competence
• Operations standardsintroduced
• Start up and shutdown /shift handovercompetencies in placeand monitored
February 2012 Process Safety KPIs
Data Source Systems
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Data Source Systems
ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
February 2012 Process Safety KPIs
Data Source Systems
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ProcessSafety
AlarmManagement
WorksManagement
RiskManagement
ShiftLogging
ReliabilityEngineering
StaffCompetence
Data Source Systems
February 2012 Process Safety KPIs
KPI Dashboard Architecture
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A d H o c A n a
l y s i s ( B u s i n e s s O b
j e c t s )
Source
SystemsData Processing
Reporting and
Analysis
KPI Dashboard ArchitectureAn enterprise scale solution...
Scheduling
ReliabilityEngineering
(Ivara EXP)
Incidents & Staff
Competency(Cintellate)
Asset & Work
Management(Maximo)
Technical Risks(Cintellate)
Alarm Management(PAS)
Shift Logging &
Handover(Opralog)
S t a g
i n g A r e a
E T L
E T L
E
T L Dashboard
I n t e g r a t e d
T r a n s a c t i o n a l
D a
t a M a r t
K P I D a
t a
M a r t
February 2012 Process Safety KPIs
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Review & Governance
Set Vision & StrategyEstablish
Leadership
Design AssetManagement &Process SafetyManagement
System
ImplementFoundationDashboard
Integration&Automation Of
Dashboard
Review &Governance
Benchmarking &Continuous
Improvement
Pathway To A “High Reliability Organisation”
February 2012 Process Safety KPIs
Group Governance Process
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Review
Level
EnergyWholesale
Generation
Generation
Groups
PowerStations
Governance Body
Energy Wholesale Board
Operational Risk Group (ORG)
Coal PRM
LN, CK, DD
Gas PRM
RH , DC, SH,BB, HT
Hydro PRM
CN, GW, LK
Review
Guidance
ConsolidatedIndicators
Major or KeyIncidents
Business WideIndicators
SignificantIncidents
Trends
Group Indicators
Significant &
ModerateIncidentsClose-out rates
Local Indicators
All Incidents
Frequency
Monthly
Monthly
Monthly
Daily
Group Governance ProcessCascade up approach...
39February 2012 Process Safety KPIs
Process Safety Dashboard
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Process Safety DashboardMonthly Reports – support Operational Risk Governance meetings…
February 2012 Process Safety KPIs
Operational Risk Group (ORG)
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Operational Risk Group (ORG)
Leading Indicators
Performance
(KPI Dashboard)
Incident Reviews(Cintellate)
Technical Risks
Benchmarking
Legislation Update
Overview of standard agenda items...
February 2012 Process Safety KPIs
Learning Points
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Learning PointsKey learning points from ScottishPower‟s journey to date...
For the first time, senior management is given near time visibility of core
processes
Introduction of Process Safety KPIs has driven improvement across the
business
Maintenance improvements – backlog, preventative maintenance, planning
Technical Risk – visibility and mitigation
Business benefits also now being realised – e.g. insurance, plant availability
increasing, opex and capex reductions
Key success factors
Buy in and commitment from senior management
Involvement of staff in designing, developing and embedding
Clear definition of each KPI is essential
Common processes across all business units
Delivery of sustainable solution can only be achieved using integrated IT platforms –
ie automatic generation of KPIs
February 2012 Process Safety KPIs
In Summary
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In SummaryBusiness Benefits...
•Supports business drivers ofimproving plant availability,
reliability and cost reduction
•Reduces the Frequency andSeverity of system failures
and their impacts.
•Save lives, time, careers, &
money!
February 2012 Process Safety KPIs
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Question Time
February 2012 Process Safety KPIs
Control Loops
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Control LoopsControl Loop Management
February 2012 Process Safety KPIs
Control Loop Management
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Control Loop ManagementVisibility of Control System Performance...
February 2012 Process Safety KPIs
Safety Critical Instrumentation
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Safety Critical InstrumentationCalibration and Proof Testing of Critical Protection Systems...
February 2012 Process Safety KPIs
Safety Critical Systems
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Safety Critical SystemsStandard Approach to Monitoring & Proof Testing...
February 2012 Process Safety KPIs
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Process Safety Approach
February 2012 Process Safety KPIs
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Operational Transformation Programme
Centrally coordinated, business driven approach...
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