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河南龙宇煤化工有限公司培训教材煤气化装置技术气化工区编写编写：李耀刚李斌马永桓武大勇李圣君党运峰张建设邵春林主编：李耀刚审核：闫军审定：王世太批准：裴兴社印刷厂：版本：页数：时间：序言永城煤电（集团）有限责任公司，1989年开工建设，是以煤炭为依托，集煤、电、运为一体，煤化工、矿建安装、机械加工、商贸、宾馆等多业并举的大型现代化企业集团。
是全国六大无烟煤生产基地之一。
河南龙宇煤化工有限公司是永煤集团控股的子公司。
龙宇煤化工从2004年开始建设，是利用当地优厚的煤炭资源，按照循环经济理念设计、开发的企业。
一期工程是年产50万吨甲醇项目。
该项目概算投资21.54亿元，建成后，每年可实现销售收入10亿元，实现利润3亿元。
采用的煤气化工艺是世界最先进的壳牌粉煤加压气化工艺，单系列生产能力居世界前列。
气体净化、甲醇合成精馏、空气分离及公用工程部分，全部采用国内外先进技术。
产品甲醇的单位能耗在国内煤制甲醇装置中具领先地位。
针对新企业、新装置、新员工的特点, 我们安排工区编写了《培训资料》，侧重于生产原理和设备的介绍，旨在引导员工认真学习新装置生产技术，起到抛砖引玉的作用。
所以，在培训过程中，还应与PID图、设备图、操作规程及专业教材配套学习加以提高。
在此，向参与编写的工程技术人员表示衷心感谢。
由于编写时间处于技术设计和设备订货阶段，可供参考的资料匮乏，且非终板资料，所以该《培训资料》可能存在缺陷与错误，肯请业内人士批评指正。
我们热切希望参与本套甲醇装置的开车人员，一定要把生产原理弄明白，把工艺流程、设备构造、技术参数、操作程序及要点搞清楚，以期达到一次开车成功的目的。
这就是编写《培训资料》的初衷！生产准备部二零零六年二月六日前言随着龙宇煤化工50万吨甲醇项目建设进度的不断加快，为气化工区化工装置试车和生产运行进行人员培训所需资料的准备已显得日益紧迫。
为了搞好这项工作，现根据气化工区的实际情况，特编制气化工区员工培训材料，以供培训学习使用。
Contractor Senior Management HSEWorkshopYulin, 14th June 2006By:Simon Durkin & Eric WongShell China EPContractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 1030 Break1045 HSE Management Basics HOW? 1200 LunchContractor Senior Management HSE WorkshopObjectives:•Understand Shell HSE Commitment and Expectations/理解壳牌HSE承诺和期望•Understand basic HSE Management System and how leadership behaviours drive performance/理解基本的HSE管理体系和领导层的行为如何推动HSE表现•To enable Leaders & Senior Managers understand the methods and their personal role in HSE management/使领导和高级经理们理解HSE管理的方法和他们在其中的个人角色•To create a critical mass of senior managers who are committed to drive improvement in HSE performance/建立一个关键的承诺推动HSE表现进步的高级经理群I have donemy bestI have a HSE Plan What more do I need to do?I have putmoney in HSEI haveSafety OfficersInjury…事故造成的损失Why manage HSE?LPG sphere –Gas cloudfrom a 4mm hole leak!-Bombay High North (BHN) Disaster –2005 -12 dead, 13 missing355 rescuedAsset Lost : BHN platform, one drilling rig and one supporting vessel事故造成的损失Losses from past Incidents 事故造成的损失HSE Management is a good business’70 s -Union Carbid Gas leak in India -Thousands dead, Company closed down1979 –Three Mile Island Nuclear Plant -1.3 Billion USD 1988 -PIPER ALPHA Platform (North Sea UK)-3.0 Billion USD1989 -Exxon (艾克森) VALDEZ -20 Billion USD 1998 -ESSO Longford Plant Explosion ( Australia)-4.8 Billion Aust. Dollars 2001 –Lost of Petrobras P36 platform, Brazil -??2005 –BP Texas City Refinery-??2005 –Bombay Height ONG BHN Platform Fire (India) -??’70 s -Union Carbid Gas leak in India -Thousands dead, Company closed down 1979 –Three Mile Island Nuclear Plant -1.3 Billion USD 1988 -PIPER ALPHA Platform (North Sea UK)-3.0 Billion USD 1989 -Exxon (艾克森) VALDEZ -20 Billion USD 1998 -ESSO Longford Plant Explosion ( Australia)-4.8 Billion Aust . Dollars 2001 –Lost of Petrobras P36 platform, Brazil -??2005 –BP Texas City Refinery -??2005 –Bombay Height ONG BHN Platform Fire (India) -?? Manage HSE risk properly can reduce losses ！Why manage HSE?事故造成的损失Injuries and loss of life:伤亡事故•Pain & Injuries ……(伤痛)•Loss of family member …. (失去家人)•Change the life of the whole family. (改变整个家庭的生活)事故造成的损失In Shell, any fatality requires top man to explain face-to-face with CEO in HollandOn 9th May 2005, a contractor employee in a Shell JV construction site did not come home from work….He was the only child from the familyHe was only 26 year old when accident happened.Worker`s Working PositionFell to the groundSafetyharnessanchoring pointCo-workersA fatality at construction site in China in 2005:•A worker fell 11 meter from height, first aid and medical help could not savehim•Who is going to look after his parents and wife?Incident PhotoAs leader and supervisor, you would be expected to face the victim’s family and break the sad news…..As leader of company(作为公司领导)-What drives you personally to manage HSE ? (是什麽促使你自己管理HSE)-What drives your company to manage HSE ? (是什麽促使你的公司管理HSE)Why manage HSE?Exercise (集体讨论) 1:Individual to reflect on the 2 questions below.(思考下面两个问题，谈谈个人看法)-Write down your own views (写下自己的观点)-Share with others (与大家分享)I will collect your views for summary at the end of the session.我将收集你们的观点做这部分的总结Why Shell Manage HSE? Shell 为何管理健康、安全和环保?•We value life and don’t want anyone to get hurt!(我们尊重生命，不想任何人受到伤害!)•We care about Environment, the only one we have (我们关注环境，我们只有一个地球！)•A Safe Business is a good business !! (安全的商业才是好的商业!!)¾To comply with Law and regulation(满足法律和法规的要求)¾To meet social expectation(满足社会期望)¾Shell Group HSE Policy and Commitment(符合壳牌集团HSE方针和承诺)Contractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 1030 Break1045 HSE Management Basics HOW? 1200 Lunch先看看…..Door handlerFallHSE Performance/表现阶段时间/Time事故发生率A c c i d e n t r a teWhat stage is your company operating at? Shell expects a working HSEMS …Managing HSE in our business –The Basics:•HSE Commitment and Policy /HSE承诺和政策•HSE Management System /HSE 管理体系: Structured way to manage hazard–Management demonstrate commitment: visit & visibility, set targets, role model for others–HSE organisation, people & resource–Introduce tools on manage hazard: PtW, Job Hazard Analysis etc•HSE Procedures /HSE程序•HSE Standards/HSE标准•HSE Guidance/HSE 导则Power barShell HSE Commitment and Policy….Differences区别Commitment承诺Policy 政策Other supporting Policies for clear implementation….其他支持政策Example: STOP WORK Policy, No smoking, security, etcSTOP WORK Policy:停工政策All employees, including contractor staff, have the right and duty to stop when there is an immediate threat to the safety and health of the employees or that of others or to the environment.…..[ 在员工或第三方的健康、安全，或者环境受到直接威胁时，所有员工包括承包商员工，都有权利停止工作…]Over 2000 ACT cards issued in 2005 at Changbei worksites -What does this mean?-As leader, what is your role to demonstrate support?HSE 管理体系Assure HSEMS is functioning; 保障体系可对控制措施进行检查与权衡：•审计•管理层审核•自我评估(Self-Assessment)HSE Management (HSE管理) –Managing HazardIs People that make system worksObjective: reduce likelihood (pro-active/preventative)Objective: mitigate consequences and re-instate (reactive)HSE Management (HSE管理) –Managing HazardHazard Analysis Using Bow-TieDiscussion (集体讨论):a)作为公司经理和领导，你在HSE管理方面的角色是什麽? As Manager and Leader of my Company, what is MY Role in managing HSE?b)怎样做好你的角色？How well do I exercise MY role?c)困难在哪里？Where are the difficulties?谢谢！Thank You!HSE MS In-Place 管理体系“落实”What is your roles in maintaining the system?Examples of activities in a Working HSE Management System•Introduce HSE committees, and HSE meetings (介绍HSE 组织和HSE 会议)•Communication of HSE objectives, policy, procedures and performance (传达HSE 目标，方针，程序和表现)•Provide adequate resources for HSE activities (为HSE 活动提供所需充分资源)•Dedicated HSE team (专门的HSE 团队)•HSE Competency and training scheme (HSE 能力及培训计划)•Contractor/sub-contractor to manage HSE in line with company. (承包商/分包商的HSE 管理要符合SHELL 标准)•Clear HSE roles and responsibilities at different level in the organization. (HSE commitment handbook) 明确组织中不同级别人员的HSE 角色和职责（见HSE 承诺手册）Examples of activities in a Working HSE Management System•Review and follow up of major incident (审查并跟踪处理主要事故)•Review effectiveness of HSE-MS –audits (审查HSE-MS 的有效性)•Review effectiveness of HSE plan (审查HSE 计划的有效性)•Review audit implementation and action follow-up (审查实施情况及其后续事宜)Examples of activities in a Working HSE Management SystemHSE MS StructureHSE MS (管理体系) 的执行….. 4 statements(四级说明) LEVEL/级别HSE in the heart心中的HSEHSE in the head头脑中的HSEHSE on paper书面上的HSEContractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaENDHSE Managementn t.Worker`s Working PositionFell to the groundSafetyharnessanchoring pointCo-workersA fatality at construction site in China in 2005:•A worker fell 11 meter from height, first aid and medical help could notsave him•He was 26 year old, only child in the familyIncident PhotoAccident causation theoryAnalysis of an Accident : Foot Injury ( January 2004, Malaysia) The Accident :A mechanic (Richard)was asked to tighten connection (of brake) on a winch drum. A colleague was helping him when the accident happened. The mechanic climbed and stand on the winch frame. While tightening on the connection, drum rotated. The injured left foot was caught between supporting frame and winch drum resulted in crush injury.Mechanic foot on anchor winch support frameMechanic injuredleft foot.Mechanic left foot after dressingDrum that move•Mechanic did not lock moving drum.•Not locking is an accepted practice by workers.•Use of PtW not common•No regular check on work practice By site management.Analysis of an Accident : Foot InjuryUnderlying Causes (根本原因)Exercise 3: Identify underlying causes 集体讨论3：识别根本原因Background:背景1) contractor truck working full time for company (承包商卡车全天为公司工作)2) 6 to 8 trips per day from material yard to nearby harbour (每天从料场到附近港口往返6-8次)3) Truck already made 3 trips when this photo was taken. (拍摄此照片时，卡车已经往返3次)Exercise 集体讨论:a) Reflect on 思考下面问题9what questions would you like to ask to whom? 你喜欢向谁问哪样的问题9what are the underlying causes? 根本原因是什么？b) Share with group 与大家分享Questions to all of us:Are we spending enough time to observe and learn from unsafe conditions and unsafe act at our own worksites? Act before accident happen..Leader’s behavior and care influence supervisors and workers performanceWorking at height–Potential killer…..Lifting and material handling –What controls do we have ?Reality at worksite:-As managers/supervisors, our in-action could have contributed to accidents -worker accept what is provided ascorrectElectrical hazard…..Summary –Accident Causation 总结-事故发生•Many causes to an accident (导致事故的多种原因)•Most of the causes are known prior to accident (事故前，大多数原因都是已知的)•People don’t want to make accidents, they react to their “man-made environment”(人们不想制造事故，只是对人为环境做出反应)•Effective improvement focuses on the man-made environment (有效的改善关键在人为的环境)•Use the symptoms, to discover the underlying causes that can lead to major accidents –Leaders and supervisors need to be alert and look out/intervene on symptoms at sites(从现象发现导致主要事故的根本原因-领导和监督员需要注意警惕并对现场事件进行调解)0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaEND0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaEND。
