Includes bibliographical references and index.

"Contains guidelines to assist facilities in recognizing and addressing the phenomenon of normalization of deviation -Provides techniques for addressing normalized deviations and techniques to eliminate waste in all manufacturing processes -Describes methods for identifying normalized deviation as well as where to find deviations -Includes techniques to reduce operational normalization of deviance and to reduce organizational normalization of deviance Market description: Process safety professionals in all areas of manufacturing; Process safety consultants; Chemical engineering students; Certified safety professionals"-- Provided by publisher.

Description based on print version record and CIP data provided by publisher; resource not viewed.

Intro; RECOGNIZING AND RESPONDING TO NORMALIZATION OF DEVIANCE; Table of Contents; List of Tables; List of Figures; Glossary; Acronyms and Abbreviations; Files on the Web; Acknowledgements; Preface; Executive Summary; 1. Introduction; 1.1 The Definition of Normalization of Deviance; 1.1.1 Deviation Versus Deviance; 1.2 The Motivation for Writing This Book; 1.3 Our Audience and How to Use This Book; 1.4 How Our Worldview Affects Us When Recognizing Normalized Deviance; 1.4.1 Regulatory Influences; 1.4.2 Unique Worldviews

1.5 Work Process Knowledge is Essential in Determining the Existence of Deviation1.6 Normalized Deviation and Traditional Process Safety Concepts; 1.6.1 Process Safety Around The Globe; 1.6.2 Implementing a New PSM System; 2. Why Examine the Phenomenon of Normalization of Deviation?; 2.1 Introduction; 2.2 Past Incidents Related to Normalized Deviance; 2.2.1 Space Shuttle Challenger Incident; 2.2.2 Space Shuttle Columbia Incident; 2.2.3 BP Texas City Refinery Explosion; 2.2.4 Toxic Gas Release in Bhopal, India

2.3 How The Concept of Normalization of Deviance Affects Overall Process Safety Performance2.5 Can Normalized Deviation in Your Business Work Processes Affect Risk?; 2.6 Normalization of Deviation and Management of Change; 2.6.1 The Relationship Between Managed Deviation and Unintentional Deviation in Your Work Processes; 3. The Roots of Deviation; 3.1 Lack of Operational Discipline; 3.1.1 Repeated Controlled Deviations Can Lead to Normalization Over Time; 3.1.2 Accepting Transient Process Conditions as Normal Operations; 3.1.3 What About Your Infrastructure?

3.1.4 Examples of Practices That You May Get Away With...Until You Don't3.2 Insufficient Knowledge, Procedures, Training and Resources; 3.2.1 Consider Loss of Organizational Knowledge; 3.2.2 Check That the Training Program Matches Current Process and Job Configuration; 3.2.3 Evaluate Periods of Resource Constraints; 3.2.4 Failure to Document the Infrastructure Knowledge; 3.2.5 Human Factors Issues; 3.2.6 Insourcing Jobs, Outsourcing Jobs, and Normalized Deviance; 3.2.7 Organizational Change can Encourage Normalized Deviance; 3.3 Risk Versus Reward Perception

3.3.1 How Employees Perceive Leadership's Message3.3.2 Evaluate Management Systems; 3.3.3 Incentive Methods; 3.3.4 A Low-value Work Perception?; 3.3.5 A Culture Biased Toward Action Rather Than Analysis?; 3.4 Overconfidence; 3.4.1 The Dangers of Overconfidence; 3.4.2 'It hasn't happened yet' -- Excellent Past Performance Can Fool You; 3.4.3 Overreliance On Technology; 3.5 Human Nature; 3.5.1 Why Choose to Deviate?; 3.5.2 The "On My Shift..." Attitude; 3.5.3 Evaluate Decision-Making Styles; 4. Identifying Normalized Deviation; 4.1 Find Trigger Words and Phrases; 4.2 Use Your HIRA Process