The Use of Bowtie Theory to Develop and

Deliver Process Safety Indicators

Alec Harley
The use of Bowtie theory to develop and
deliver Process Safety Indicators
17 Nov 2014

Alec Harley
Head of Process Safety

LOCKHEED MARTIN PROPRIETARY INFORMATION

LM Global Footprint
Europe
3,023 Employees
UK 2,315 LCNs + 256 expats
Netherlands 214 LCNs + 6 expats

47 local hires + 185 expats across Belgium,

Cyprus, Denmark, Finland, Germany , Greece,
Greenland, Italy, Kyrgyzstan, Norway, Poland,
Portugal, Romania, Spain, Switzerland

Americas ASIA Pac

110,141 Employees 1,123 Employees
Canada 740 LCNs + 25 expats Australia New 641 LCNs + 19 expats
Mexico 317 LCNs + 0 expats Zealand 206 LCNs + 1 expats
USA 109,000 CONUS
73 local hires + 183 expats across China,
51 local hires* + 8 expats across Brazil, Guam*, Hong Kong, India, Indonesia, Japan,
Chile, Colombia, USA, Puerto Rico*, Malaysia, Marshall Island, Philippines,
Uruguay Singapore, South Korea, Taiwan, Thailand.

Middle East & Africa

1,440 Employees
43 LCNs + 386 expats across Egypt, Israel,
116,000 Saudi Arabia, Turkey &
Employees UAE Antarctica & Classified
Globally - 290 Employees
1,011 expats across Algeria, Afghanistan, Antarctica 21 expats
7,000 Bahrain, Jordan, Kuwait, Iraq, Morocco, Classified 269 expats
Employees Oman, Pakistan, Qatar, Tunisia.
Outside US

2
LOCKHEED MARTIN PROPRIETARY INFORMATION
Why is Lockheed talking to O&G forum?

Information
Systems &
Global Solutions

4 LOCKHEED MARTIN PROPRIETARY INFORMATION

 Why Lockheed Martin?

Lockheed Martin is a global security and aerospace

company principally engaged in the research, design,
development, manufacture, integration and
sustainment of technology systems and products.

Lockheed Martin acquired Amor Group to leverage our

+25 years’ track record and highly skilled resource base.

We enhance the LMs ability to provide the Energy sector

with a full range of management, engineering, technical,
scientific and information solutions focused on
optimizing asset & human performance, safety, security
and profitability.

Specifically; these solutions focus on addressing

oProcess / Technical Safety

o Human Factors &
Culture o
Operational Excellence
o Risk Management
o Information Management
o Industrial Control System and IT Cyber Security
5 LOCKHEED MARTIN PROPRIETARY INFORMATION
St Albans Crown Court 07/2010

Gordon MacDonald, HSE

6 LOCKHEED MARTIN PROPRIETARY INFORMATION

Drivers

1. Do we understand what could go wrong?

2. Do we know what our systems are to

prevent this happening?

3. Are we getting the right information to

assure us that these systems are working
effectively?

7 LOCKHEED MARTIN PROPRIETARY INFORMATION

UKCS – HSE – Performance based

8 LOCKHEED MARTIN PROPRIETARY INFORMATION

Step 1 - Collect Existing Information

Inputs
• Hazard A nal ys is / Studies
• Safety C ases/R eports
• Perform ance Sta ndar ds
• Existing KPIs
Step 2 – Analyse Hazard Scenarios, Control
and Mitigation Barriers (incl. ALARP)
Analysis

zard Analysis / Studies

proot data & findings
ety Cases/Reports
rformance Standards y
existing KPIs

Inputs
• Ha
• Ta
• Saf
• Pe
• An
Step 3 – Establish Risk Assessment Process and Framework

Inputs
• Hazard Analysis / Studies
• Safety Cases/Reports
• Performance Standards
• Existing KPIs

Risk Control Framework

Risk Rank and Categorise KPIs

• KPIs weight based on risk .

Operational
Programme
Control Generic
Indicators
Indicators

Lagging
gi g Indicators
di a Lagging
gin Indicators
di a Leading
din Indicators
In
i Monitoring
•Active Moni i and an Logging:: Inc
•Incident Repor ng andd Investigation:
Reporting Inve iga on: atu
•Statutory t
Inspections Comp ed (e.g.
Completed .g PSSR)
PSSR)
•Breaches OfOf Plant
lan Limiting
L mi ing Conditions
t (e
(e.g. Near Misses
•Near M es (e.g.
e. demand
m on safety
on ety system)
ys m) d s To Programme
•Audits P mm e
e su overspeed,
overpressure, o emp
overtemp) Of Containment
•Loss Of C ai m (e.g. .g release
ease of high i n Closure
•Action losu
on l Loops Out
•Control Out Of
O Control
Cont ure steam)
pressure team ai
•Training nd Competence
and m en e
u ment In
•Equipment In Manual
M l et Incident
•Process Safety In .g major
(e.g. m jorequipment
ipm n •Procedureses Up
Up To Date
D te
Opera ion of protection
•Operation p i systems
ys m m
damage) Im m amm
•Improvement programmes
l
•Failure o protection
of pro i n systems
s m

Leading
din Indicators
In Leading
din Indicators
In
•Inspection
Inspec on and nd Maintenance
Mai of
of Control
rol Systems
Sy ms i ica processes
•Critical p de
undertaken o t
correctly
and Critical
Cr i l Systems
tem Opera ons
•Operations
•Alarm
arm Management
M nagem M in
•Maintenance n
•Controlol Loop
oo Performance
Pe man e i
•Engineering
m le on Of
•Completion Of Operational
i na Routine
Rout Checks
Check /
i
Testing
i Logging & Handover
•Shift Hando er
ant Overrides
•Plant i and Defeat
and De o interlock
of r
et Critical
•Safety C i i Systems
tem not
not available
ai abl

12 LOCKHEED MARTIN PROPRIETARY INFORMATION

Example

13 LOCKHEED MARTIN PROPRIETARY INFORMATION

Example - Flash Tank Leak

Barrier Potential KPI KPI

Category Category

Technical Overdue Engineering Standard Programme

Passive Document Reviews
Example - Flash Tank Leak

Barrier Potential KPI KPI

Category Category

Technical Percentage of sample time spent Operational

Active in alarm flood
 Swiss Cheese Model/Risk Control Systems
Plant Process People Recovery

2 3 4
Alarm, 5 6 7 8
Technical Safety
Risk Control and Maintenance Operations Staff Emergency
Critical Instrument Management Management Competence Preparedness
Management Systems
“M
M eaesm
anag uerentment is the first step that leads
Plant Modification
Procedure Emergency to control and eventuallyWork Prioritisation
to improvement.
Start-up /Shutdown
Communications

If you can’t measure something, you can’t

Supplies Procedures
Control Systems Emergency
Plant Status Review /
Technical Risk Register Planning

Strategic Spares understand it. Work If you can’t understand

Identification,
Routine Plant
Checks it, Leadership

youCcritiacanl ’t controlInistpe.ctIiofnsyou can’t control

Fire Systems Routine Plant
Engineering

it, you can’t improve it.”Routine Testing

Standards Instrumentation Training Needs
Analysis
Technical Knowledge HV Electrical Work Planning, Business
Management Systems
— H. Jam ScheeduslinH g Continuity Planning

arrington
Shift Handover Training Plan
Design Review Protective Systems
/ Devices
Main Protection
Asset Investment Work Execution
Systems Company Safety Competency
Rules Management Assurance
Environmental
Civil Inspections Containment
Oil Separation Alarm Systems Personal Risk Plant Limiting Staff Knowledge Systems
Pressure System Systems Assessment
Safety Regulations Conditions Management

External Audit Integrated Internal Audit Action Tracking Controlled Documents

1 Operation & (Policies, Procedures,
Compliance Audit Standards)
16
 Operational Integrity Management Tool
• automatically collects data on the barriers and provides
daily visibility of their performance to the whole
organisation and clearly indicates the priority areas for
action.

Risk Model

Low Risk High Risk

17 LOCKHEED MARTIN PROPRIETARY INFORMATION

Hazard Report (Graph)
A ‘live’ interactive
bowtie view
displaying the status
of individual
preventative and
mitigation barriers
relative to the
hazards they
surround.

Also provide a
cumulative risk score
on the likelihood of
hazard realisation
based on the status
of the barriers.

18 LOCKHEED MARTIN PROPRIETARY INFORMATION

KPI Top Risk Report
Provides a
supplementary
viewpoint to the
Matrix and KPI Detail
screens
Provides an answer to
the question “If I have
two KPIs outside
tolerance, which KPI
should I look at first?”

19 LOCKHEED MARTIN PROPRIETARY INFORMATION

19
LOCKHEED MARTIN PROPRIETARY INFORMATION