This article was originally published in May by our sister publication Chemical Processing.
Plant operators should be able to rely on process alarms to provide essential information for running their units safely and steering them efficiently through critical operations such as start-ups or upsets. Unfortunately, many incident investigations have shown that quite often this isn't the case. Missed or misinterpreted alarms can contribute to the occurrence of incidents.
Proper management of an alarm system by operations personnel is crucial to achieve quick and accurate detection, assessment and resolution of abnormal operating conditions. To be a viable tool for operators in these situations, alarms must be defined and meticulously configured according to the guidance of EEMUA publication 191 and ISA SP 18 (see: "Avoid the Domino Effect"). This implies that a site has defined an alarm philosophy for its units and rationalized its alarms according to this philosophy. When these alarms are subsequently implemented on the plant's distributed control system (DCS) in many cases management feels it has done its job in providing a well performing alarm management system for operators. That's a mistake!
Human error and a constantly changing plant environment (quality, throughput, expansion, equipment alterations, etc.) can contribute to incidents. So without regularly monitoring alarm performance and making necessary adjustments to alarm set-up, the value of alarms will diminish and alarm performance will deteriorate. This is especially true where there's no ownership by the main stakeholder — operations. A good way to address such concerns and get ownership is to appoint an alarm champion. This person's primary responsibility is to identify and resolve outstanding alarm issues. The champion's job isn't necessarily to correct these issues but to get appropriate personnel involved in addressing the problems.
Recognizing a Need
LyondellBasell values effective alarm management and the importance of monitoring the performance of the alarm management process. In late 2006 the company implemented Logmate, an alarm management application from TiPs, across its manufacturing sites. After reviewing the first months of data for alarm loading and key performance indicators (KPI), the company began discussing the need for a resource to lead and promote the alarm management process. The Corpus Christi, Texas, site was one of the first locations to recognize this need; a control specialist was tasked with monitoring the KPIs and presenting summary information of bad actors and alarm floods during regular meetings. Over the course of the next year, the scope was refined using input provided by personnel from several sites that had adopted the alarm management initiative. Staff now serves as alarm champions at these production sites and the company has begun rolling out the program to other sites.
In many cases the first alarm champions were people from the local control group because they were involved in the initial implementation of the alarm monitoring application and the initial bad actor mitigation. Nevertheless, the program is more effective if sites recruit the alarm champion from operations to promote ownership. A process or production specialist, or even an experienced lead operator, can handle the role.
The initiative does not create another full-time position. Instead, the role of alarm champion is combined with an employee's other responsibilities; this is made possible by providing the necessary infrastructure for easy alarm performance monitoring, along with automated reporting, easy drill-down and troubleshooting. Establishing a consistent alarm philosophy with support from central engineering also helps this effort. Initially, alarm champion duties will require additional time and effort to establish the program and to address shortcomings and flaws of existing alarm management. Depending upon the conditions of the existing alarm system, responsibilities of an alarm champion should easily fit into the daily routine after completion of the initiation period.
Assigning ownership of alarm management to one person is essential. Ideally, the person should become involved early in the process of establishing proper alarm management at the production unit. However, this isn't a requirement for success.
Establishing alarm management at a production site essentially involves three phases: implementation of alarm monitoring and documentation; maintenance and support; and continuous improvement. Involvement of the alarm champion increases with each phase.
Initial implementation of an alarm management application requires activities that typically are performed only once, including:
• Collecting data and benchmarking current alarm system performance;
• Establishing standard reporting, KPIs and easy-to-use drill-down tools for troubleshooting; and
• Validating the current alarm database and documentation for import into an alarm knowledge base (AKB) under management of change (MOC). The AKB is the master alarm database for a unit's alarm settings.
The local control systems group, with support from the global center of excellence, usually handles these tasks. If an alarm champion already has been selected, this is an excellent opportunity for that person to review and become familiar with current alarm management philosophy and company standards. Efficiency in this phase is achieved by using best practices and standardized tools through central engineering.
The alarm champion is much more involved in maintenance and support of the alarm management system. However, software upgrades or resolution of communication issues between the DCS and alarm database aren't the alarm champion's responsibility, but are managed by the local control systems group or central engineering. (The smaller the site, the more support from the corporate center is needed.) The alarm champion should take the lead in maintaining alarm documentation and auditing, and enforcing implemented alarms on the DCS.