The document discusses operational discipline and its importance for process safety. It defines operational discipline as "doing the right thing, the right way, every time" and breaks it down into three key areas of focus: 1) knowing what the right thing to do is, 2) being willing to always do the right thing, and 3) ensuring others also always do the right thing. Successful implementation of process safety management requires adapting it to the local culture or changing the culture, as cultural differences must be recognized and the implementation strategy must account for these differences to fully realize the benefits of process safety management.

1. Tier 4 Events - Operational Discipline
Do you know how are you performing in your facility?
Operational Discipline, as we define it and most others would agree, is “doing the right
thing, the right way, every time.” That is a pretty simple definition, but when you start
thinking through the implications of what it takes for employees to be properly equipped
and have the motivation to do that, things get more complicated. If you break down the
definition, you see there are three areas of focus needed to drive the right behaviors of
Operational Discipline:
1. Know what the right thing to do is
2. Be willing to always do the right thing
3. Ensure others also always do the right thing

2. Meet your presenter
• Carlos WIGSTROM
• WIGSXPERT Founder
• wigstrom@wigsxpertpsc.com
• www.wigsxpertpsc.com
• 23 years Process Safety experience
Successful PSM implementation requires either adaptations to the
local culture or change in the culture. Therefore, cultural differences
must first be recognized, followed by development of a PSM
implementation strategy that takes these differences into account.
Inability to culturally adapt the effort can result in an organization that
does not fully realize the benefits of Process Safety Management.

3. Who is this for?
Your Organization
WHY?: As a result of the U.S. Chemical Safety and Hazard Investigation Board’s (CSB) investigation
of the 2005 BP Texas City incident, the CSB issued several recommendations. One of those
recommendations called for API and USW to work together to develop an ANSI standard that
creates “performance indicators for process safety in the refinery and petrochemical industries.”
A performance indicators program provides useful information for driving improvement and when
acted upon, contributes to reducing risks of major hazards by identifying the underlying causes
and taking action to prevent recurrence.

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5. What will you receive from this
Webinar?
Understanding of Tier 4 PSE classification requirements
Why you must focus on the monitoring of Tier 4 PSE
Lessons Learned from others experiences
A possibility to have an enhancement action in your
organization (Main Benefit)

6. 1.Our Key Message
2.PSC Momentum
3.Industry References
4.Tier 4 - Our target Audience
5.Purpose of Tier 4 Indicators
6.How do we make it work?
7.How do you manage it?
Agenda

7. Our key Message
1. If you can't explain it simply, you don't
understand it well enough.
1. Simplify to Comply
1. Brain is always required

8. PSC Momentum

9. Industry References

10. Tier 4 - Our target Audience

11. A Tier 4 indicator represents your Operating Discipline and
Management System performance. Tier 4 indicators are
indicative of process safety system weaknesses that may
contribute to future Tier 1 or 2 events.
Purpose of Tier 4 Indicators (API RP754)
A Tier4 KPI represents performance of the individual risk
control barriers, or its components, within a facility´s
management system and operating discipline, typically more
leading and pro-active
Purpose of Tier 4 Indicators (OGP 456)

12. How do we make it work?

13. How do we make it work?
Advice 1 : Start your tier 4 reporting
requirements from Basics aspects
1. Out of date P&ID
2. Work Permit compliance
3. Task Risk Assessment according to the task
4. P&ID Mark up Activities
5. Procedures Current and Accurate
6. Work Permit Compliance
7. Management of Change compliance
8. Pre-Startup Safety Review compliance
9. Completion of Emergency Response drills on time

14. How do we make it work?
Advice 2 : Provide tool or mean
of reporting avoiding conflict
with local context
Starting from the precept of “Culture shall be
identified as group not as individuals “is very
important to provide tools for people to be used as
reporting channels i.e OPER-D Card is basically a
preventive observation card that includes basic
Operational discipline aspects helping to report
deviations in a preventive manner.

15. How do we make it work?
Advice 3 : People need to be part of
initiatives or requirements
Based on our experiences we have found in
reiterated opportunities people in a very
comfortable zone “I do what my boss ask me to
do” without any added value for the individual or
for the organization. Employee participation is key
for success

16. How do we make it work?
Advice 4 : Setup objectives in
relation to operational discipline
In many cases personnel does not have objectives
related to what the facility wants to achieve in
matters of Operational Discipline

18. Reliance on the low personal injury rate at Texas City as a safety indicator failed to provide a true picture of process safety
performance and the health of the safety culture.
A “check the box” mentality was prevalent at Texas City, where personnel completed paperwork and checked off on safety policy
and procedural requirements even when those requirements had not been met.
BP Texas City lacked a reporting and learning culture. Personnel were not encouraged to report safety problems and some feared
retaliation for doing so. The lessons from incidents and nearmisses, therefore, were generally not captured or acted upon.
Important relevant safety lessons from a British government investigation of incidents at BP’s Grangemouth, Scotland, refinery
DANGER!! WE COULD BE VERY CLOSE TO A MAJOR EVENT
Company A – Year 2014

19. Company A – Year 2014
PINE EFFECT
CRITICAL SCENARIO

20. Company A – Year 2016
EXPECTED SCENARIO

21. Company A – Example

22. Actions Taken by Company A
1. Communication
2. Company culture review - Commitment
3. Training about PSE classification
4. Employee participation – Targeting Supervisors
and Panel and Plant Operators
There is no magic formula, however
A, B, C is the same in Europe, Africa,
America,etc

23. Any questions so
far?

24. Our key Message
1. If you can't explain it simply, you don't
understand it well enough.
1. Simplify to Comply
1. Brain is always required

25. Outcoming Webinars
Further Information on
http://www.wigsxpertpsc.com/webinars
Please register for Operational Discipline - The 5 Pillars need to work
together on Nov 3, 2016 9:00 AM COT at:
https://attendee.gotowebinar.com/register/7928321440023827971
Let us share with you the importance of the 5 Pillars.
Level of Knowledge and Questioning Attitude help employees know and
understand what the right thing to do is. Integrity and Formality support
employees’ willingness to do the right thing themselves. Forceful Watch Team
Backup is there to ensure that employees are also concerned with ensuring
others also do the right thing all the time.

26. WXPERT - Lets fight Child Cancer
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