Deborah Grubbe

Deborah Grubbe is owner and president of Operations and Safety Solutions, a global consultancy that works with various industries. Deborah is a former member of the NASA Aerospace Safety Advisory Panel, and worked on the U.S .Chemical Weapons Stockpile Demilitarization. She serves on numerous advisory boards and is an Emeritus Member of the Center for Chemical Process Safety.

Part 2 of 2

Process safety management - the business case

Evaluate three critical aspects of your operation

James B. Porter Jr. Deborah Grubbe

November 4, 2018

Simply stated, process safety is a management system implemented to prevent major incidents involving hazardous materials. It is necessary for managing complex process operations. An effective process safety management system focuses on three important aspects of your business:

Part 1 of 2

The case for process safety management beyond OSHA compliance

Deborah Grubbe James B. Porter Jr.

October 8, 2018

Process safety management (PSM) is a term that is most frequently used in highly hazardous industries like oil refining, gas processing and chemical manufacturing. However, PSM could apply to any industry where people are working in and around any hazardous equipment or environment.

Want a sustainable safety culture?

Audit these 11 operational discipline essentials

Deborah Grubbe James B. Porter Jr.

August 23, 2018

We know that most of us don’t like to be bounded by a set of rules around our actions and our behaviors; however, there is no sustainable safety culture if there is no operational discipline.

An actionable safety plan: Part 3 – Sustaining safety success

This is the third in a three-part series

Deborah Grubbe James B. Porter Jr.

April 9, 2018

In our previous two columns on this subject, developing an actionable safety plan is covered in three parts. First Actions was explained in Part One (October 2017 ISHN) and Core Actions detailed in Part Two (January 2018 ISHN). The rest of this column focuses on Sustaining Actions.

An actionable safety plan: Part 2 – Establishing core actions

This is the second in a three-part series

Deborah Grubbe James B. Porter Jr.

January 19, 2018

Our most recent column (October 2017, pp. 16-17) covered part one (of three) in developing an actionable safety plan. First we described some key First Actions in implementation. Below we describe the three action areas. Part three will detail Sustaining Actions.

An actionable safety plan: Part 1- Improving safety performance

This is the first in a three-part series

Deborah Grubbe James B. Porter Jr.

October 17, 2017

Your plan must be based on your organization's vision for future safety performance. Frame it as a set of actions that will: Further a safety culture change from reactive to proactive, provide the functioning capability to lead the change, and provide governance requirements to sustain the change.

How to achieve zero: First you must believe it’s possible

Deborah Grubbe James B. Porter Jr.

July 28, 2017

Before you can begin the journey toward the goal of zero injuries and incidents, leaders must believe it’s possible. Many people argue that “zero” isn’t possible — it is a proven truth that can be seen in every area of human endeavor.

Here’s your roadmap to zero incidents

Deborah Grubbe James B. Porter Jr.

April 1, 2017

Effective asset management and operations are the life blood of any business. The old adage of “grow or die” applies universally, so all work must be executed to deliver business success, or the business will not be competitive and eventually will cease to exist.