(65j) Dynamics Operational Risk Management in Organizational Design, the Challenge for Sustainability

The maintenance of the organizational sustainability requires acknowledgment that business risks are dynamic and, therefore, depend on the balanced analysis of issues relating to product and process with people and culture. The analysis of the dynamic risk occurs in three steps as described as follows.

The first analyzes the balance between the human and social factors with process and product factors, generating preliminary recommendations from probable scenarios through techniques such as LOPA and APR with recommendations to avoid accidents and technical failures. Risks related to the environmental and human aspects are analyzed with APRSH to anticipate future events that may cause technical failure or evoke a stressor environment in the workplace.

The second step requires knowledge of the organization in its aspects of management, technical and non-technical, inputs and productivity benchmark to define the assumptions and criteria used to project performance of operations, including the skills required by the business. The result of this study is the definition of technical, human, organizational and natural factors for the sustainable operation of production system. The techniques applied in this second stage are: HAZOP and HAZOP-Social; requirements for the task (GMTA, PADOP); events cause and consequence analysis; and analysis of barriers for events (BOWTIE).

In the third stage of dynamic risk analysis rescues the criteria and assumptions established in the previous step by defining the management model and detailing the technology used. In this phase, it will be handled operational routines, asset control, control of failures and possible crisis. Thus, it will designed the systems of technical area (equipment, processes, products and control modes), interface (task, management, and human-machine interface), and social area (culture and biases, cognitive decision, stress analysis and behavior).

The factors that make up the control of operations are analyzed in the standard procedure way and in the failure analysis using the following techniques: equipment (FMEA, FMEAH); product and process (monitoring and statistical control - CEP); task in complex mode (GMTA, CARMAN, PADOP); man-machine interface and control room (APRSH and Regional Criteria for control room design); culture (human reliability committee for organizational change and archetypes analysis); cognitive decision (study of cognitive failure); stress and decision (LOPA); and, stress and occupational health (LESHA). These techniques for analysis of operations in a dynamic way have metrics based on the operator's speech from the results of routine by reflecting the occupational consequences (accident), environmental (pollution and waste), climate (CO2 emissions) and economic (competitiveness losses based in the rates of consumption and productivity).

The result of these measurements allows the routine adjustments in the design of operations, the organization's project settings and business project. A deployment exercise will be proposed for the chemical industry.

Diagram will be presented reflecting the dynamic in the management of operational risks.