Accidents in “normal” operation – Can you see them coming?

Sonnemans, P.J.M.; Körvers, P.M.W.; Pasman, Hans J.

doi:10.1016/j.jlp.2010.01.001

Cited by 21 publications

(9 citation statements)

References 20 publications

(18 reference statements)

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“…Incidents have multiple consequences, as described in Section 3.1, and also multiple causes. An analysis of multiple events by Sonnemans, Körvers, and Pasman (2010) for instance showed that accidents are often caused by a combination of technical, human and organizational factors. Analysis of incidents enables the identification of the causes and of barriers that failed to prevent the incident (Chung, Broomfield, & Yang, 1998; Conceptual research in which a theory is proposed based on observations and literatureinductive Dien, Llory, & Montmayeul, 2004).…”

Section: Identifying Incident Causesmentioning

confidence: 99%

What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters

Drupsteen

Guldenmund

2014

Contingencies & Crisis Mgmt

110

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Learning from incidents, accidents and disasters contributes to improvement of safety and the prevention of unwanted events. In this review, literature on learning from safety incidents within organizations is studied and compared with the organizational learning theory of Argyris and Schön. Sub‐processes, such as learning lessons, sharing, storing and applying lessons, are described, and factors that influence these processes are listed, such as trust, the severity of the consequences of an incident and the people involved in learning. In comparison with the theory of Argyris and Schön, aspects about the information to learn from, i.e., the incident and analysis, are much more specified in the safety literature. However, the organizational learning theory gives more details about the earlier mentioned sub‐processes.

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Section: Identifying Incident Causesmentioning

confidence: 99%

What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters

Drupsteen

Guldenmund

2014

Contingencies & Crisis Mgmt

110

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“…However, as the causes of barrier failure are captured by the FEP list, it also provides information on “how” to intervene. Latent failures are a key concept when assessing a multibarrier system . Barrier performance is influenced by a multitude of factors, including technological and resource limitations, political and social issues, and human factors.…”

Section: Model Appraisalmentioning

confidence: 99%

A Systems Approach to the Policy‐Level Risk Assessment of Exotic Animal Diseases: Network Model and Application to Classical Swine Fever

et al. 2012

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Exotic animal diseases (EADs) are characterized by their capacity to spread global distances, causing impacts on animal health and welfare with significant economic consequences. We offer a critique of current import risk analysis approaches employed in the EAD field, focusing on their capacity to assess complex systems at a policy level. To address the shortcomings identified, we propose a novel method providing a systematic analysis of the likelihood of a disease incursion, developed by reference to the multibarrier system employed for the United Kingdom. We apply the network model to a policy-level risk assessment of classical swine fever (CSF), a notifiable animal disease caused by the CSF virus. In doing so, we document and discuss a sequence of analyses that describe system vulnerabilities and reveal the critical control points (CCPs) for intervention, reducing the likelihood of U.K. pig herds being exposed to the CSF virus.

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“…68 investigated the causation of recurring process disruptions/ deviations/disturbances/defects, which are safety critical or at least have a negative influence on safety, and can be considered as "precursor" signals. Safer operations may in the longer term be more cost effective, but short-term gains are of course tempting.…”

Section: Management Dilemmasmentioning

confidence: 99%

“…Failures at different levels in an organization of not detecting a disruption, not considering it important, not executing agreed action, or not steering the activity from a higher level (after Sonnemans et al 68 based on Ko¨rvers's PhD dissertation 67 ) showing as a result of the case studies performed that 63% of failures found is in the steering and hence is due to management failure. In fact, the ISO standard concerns a "trilogy": ISO 55000 provides overview, concepts, and terminology; ISO 55001 specifies requirements for good AM in the asset management system (AMS) and ISO 55002 provides interpretation and implementation guidance for an AMS.…”

Section: Management Dilemmasmentioning

confidence: 99%

Human Factors, Safety Culture, Management Influences, Pressures, and More

Pasman¹

2015

Risk Analysis and Control for Industrial Processes - Gas, Oil and Chemicals

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Accidents in “normal” operation – Can you see them coming?

Cited by 21 publications

References 20 publications

What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters

What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters

A Systems Approach to the Policy‐Level Risk Assessment of Exotic Animal Diseases: Network Model and Application to Classical Swine Fever

Human Factors, Safety Culture, Management Influences, Pressures, and More

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