Program Leadership and Implementation - doe-hdbk-1101-20040133

DOE-HDBK-1101-2004

3.3 Program Leadership and Implementation

Management Commitment

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.

Tracking Systems

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.

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