3.3 Program Leadership and Implementation
Studies of the most effective safety programs show a high degree of management commitment.
Thus, consistent emphasis on PSM and management attention to PSM programs are necessary
for these programs to effectively prevent releases of HHCs.
Responsibilities and PSM Integration
Because responsibilities for PSM elements are scattered throughout DOE contractor
organizations, clear assignment of responsibilities within PSM programs is essential. However,
because a PSM program requires a single point of leadership, each affected site should identify a
PSM Coordinator to be responsible for integrating all PSM elements. The PSM Coordinator
might chair a site PSM committee composed of representatives from all supporting
organizations. The PSM Coordinator might be the manager of a covered process, or the PSM
subject-matter expert in the safety organization.
One of the most critical challenges in implementing an effective PSM program is integrating or
forging 14 diverse management elements into a single management system focused on process
safety. Many aspects of the PSM program exist within DOE. However, these elements often
operate independently because they are performed by different departments within contractor
organizations. A PSM program cannot succeed without good communication and coordination
among elements. Careful implementation of the MOC element can provide critical linkages
necessary for integration.
A system is essential for tracking incident and audit findings. This system should be
implemented early in the PSM program to track progress against milestones in the
implementation plan, because most of these milestones address findings of the baseline audit.