Guidelines for Managing Process Safety Risks During Organizational Change
An understanding of organizational change management (OCM) - an often overlooked subject - is essential for successful corporate decision making with little adverse effect on the health and safety of employees or the surrounding community. Addressing the myriad of issues involved, this book helps co...
| Autor principal: | |
|---|---|
| Autor Corporativo: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley
2013.
|
| Colección: | Wiley ebooks.
CCPS guidelines series. |
| Acceso en línea: | Conectar con la versión electrónica |
| Ver en Universidad de Navarra: | https://innopac.unav.es/record=b46159381*spi |
Tabla de Contenidos:
- Cover; Title Page; Copyright Page; Contents; List of Tables; List of Figures; Files on the Web Accompanying This Book; Acronyms and Abbreviations; Glossary; Acknowledgements; Preface; 1. INTRODUCTION AND SCOPE; 1.1 Case Study: Hickson and Welsh Ltd.-England (1994); 1.1.1 Lesson Learned; 1.2 Introduction; 1.3 The Need for Management of Organizational Change; 1.4 Organization of this Book; 1.5 A History of Organizational Change Management; 1.6 Definitions Related to Management of Organizational Change; References; 2. CORPORATE STANDARD FOR ORGANIZATIONAL CHANGE MANAGEMENT.
- 2.1 Case Study: BP-Grangemouth, Scotland (2000)2.2 OCM Background; 2.3 Management Commitment; 2.4 OCM Policy; 2.5 OCM Workflow; 2.6 OCM Procedure; 2.7 Definition of Organizational Change; 2.8 Roles and Responsibilities; 2.9 Initiate an Organizational Change; 2.9.1 Example OCM Case; 2.10 Review the Change; 2.11 OCM Risk Assessment; 2.11.1 Preparation-Selecting the OCM RA Team; 2.11.2 Preparation-Gathering Relevant Data; 2.11.3 Preparation-Selecting the OCM RA Method(s) and Tool(s); 2.11.4 Facilitation of the Risk Assessment; 2.11.5 Documenting the Risk Assessment.
- 2.12 Action and Implementation/Transition Plans2.12.1 Example OCM Case; 2.13 Postimplementation Monitoring; 2.13.1 Example OCM Case; 2.14 Closeout; 2.15 Conclusion; References; 3. MODIFICATION OF WORKING CONDITIONS; 3.1 Case Study: Esso-Longford, Victoria, Australia (1998); 3.1.1 Lessons Learned; 3.2 Modifying Location, Communications, or Time Allocation for People; 3.3 Case Study: Changes in Shift Schedules and Staffing During Turnarounds; 3.3.1 Lessons Learned; 3.4 Changes to Terms and Conditions of Employment (e.g., Hours, Shifts, Allowable Overtime).
- 3.5 Staffing During Turnarounds, Facility-Wide Emergencies, or Extreme Weather Events3.6 Impacts and Associated Risks; 3.7 Special Training Requirements; 3.8 Conclusion; References; 4. PERSONNEL CHANGES; 4.1 Case Study: Union Carbide-Bhopal, India (1984); 4.1.1 Lessons Learned; 4.2 Case Study: Bayer CropScience, LLC-Institute, West Virginia, USA (2008); 4.2.1 Lessons Learned; 4.3 Changes in Plant Management (e.g., Plant Manager or EHS Manager); 4.4 Replacement of a Subject Matter Expert; 4.5 Replacing the Incumbent in a Position that Directly Affects Process Safety.
- 4.6 Strikes, Work Stoppages, Slowdowns, and Other Workforce Actions4.7 Emergency Response Team Staffing; 4.8 Impacts/Associated Risks; 4.9 Organizational Change Procedures versus OCM for New Hires, Promotions, etc.; 4.10 Conclusion; References; 5. TASK ALLOCATION CHANGES; 5.1 Downsizing Examples; 5.2 Task Allocation Changes; 5.3 Job Competency Change; 5.4 Case Study: Bayer CropScience LLC-Institute, West Virginia, USA (2008); 5.4.1 Lessons Learned; 5.5 Assigning New Responsibilities; 5.6 Temporary Backfilling; 5.7 Vanishing Task Allocations.
