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Proceedings of the Eighth International Conference on Probabilistic Safety Assessment & Management (PSAM)

Editor
Michael G. Stamatelatos
Michael G. Stamatelatos
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Harold S. Blackman
Harold S. Blackman
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ISBN-10:
0791802442
No. of Pages:
2576
Publisher:
ASME Press
Publication date:
2006

During work in well P-31A on Snorre A on the 28th of November 2004, a gas blow-out occurred on the seabed with subsequent gas on and under the facility. The gas flow was halted and the well was stabilized at 10:22 hours on the 29th of November 2004. On the 29th of November 2004, the PSA appointed an investigation group which has identified non-conformities and improvement areas. These can be categorized as follows:

• Lack of compliance with governing / controlling documents

• Inadequate understanding and implementation of risk assessments

• Inadequate management involvement and violation of well barrier requirements

Many of the non-conformities identified are in resemblance with results from a Smarter together research project. The project identified a need to improve the relations between work practice and steering documentation. The question at hand is what can be done to avoid this lack of compliance with steering documentation?

This paper's objective is to introduce the use of visualised work processes as an organisational tool to clarify roles, responsibility, collaboration and risk, in order to document and integrate best practice into the daily work life to obtain safe and efficient work practice.

In this paper we will introduce a four-stage method. The method has been developed during various projects with Hydro, Statoil and ConocoPhillips Norway (COPNO). We will also discuss and present results from projects involving these companies with regard to operational use of the four-stage method:

• Step 1: Create a rough visualised draft of the work process

◦ The purpose of this step is to prepare a basis for the forthcoming discussions with regard to the work process and accompanying best practice. A rough draft of the work process is drawn and visualised, preferably in a flow scheme, illustrating roles and responsibilities.

• Step 2: Discuss the work process draft

◦ In Step 1, the output is a rough draft of the work process modelled into a flow scheme. However, the draft is not necessarily the work process' best practice. It's important to include operational personnel in the process to verify the drafts. A discussion is needed to agree on and get a clarification and understanding of the roles and responsibilities for the personnel involved.

• Step 3: Work process risk analysis and qualification

◦ In Step 2, the work processes have been adjusted to incorporate best practice; however it is important to perform a risk analysis to ensure that they have a positive effect on the total risk picture and conform to the steering documents.

◦ Finally, the work processes need to be documented into an ICT system. In this way the work processes are more accessible and easier to upgrade and maintain. (This method does not cover the aspects of selecting and developing a software system. However, we have developed concept solutions for such an ICT system)

• Step 4: Integrate the work process in daily work practice

◦ To achieve a full integration and use of the work processes as an organisational tool demands a lot from the involved personnel and the company's leaders. In fact, it is vital that the involved contribute in the preparation and elaboration of all the described steps. This gives a feeling of ownership to the work process and the organisational tool itself. This will motivate and encourage the operationalization of the organisational tool in use. The main challenge is to integrate the tool in everyday life.

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