🌍 Story: Hana and the Change That Saved the Plant

Hana had just been promoted as the Process Safety Engineer at a chemical processing plant. She knew that in high-risk industries, even a small change could create unforeseen hazards. One Monday morning, production management proposed replacing a critical pump with a new, more energy-efficient model.

Rather than rushing the installation, Hana initiated the Management of Change (MOC) process.

1. Identification of Change
   Hana documented the proposed replacement and clearly described what was changing — the model, capacity, and material compatibility of the new pump.

2. Risk Assessment & Hazard Evaluation
   She conducted a HAZOP-style review with operations, maintenance, and safety teams. The team identified that while the new pump saved energy, its seal material might not withstand certain solvents, creating a potential leak hazard.

3. Approval & Authorization
   The findings were escalated to plant leadership. Only after engineering controls (new seal material) were included did the safety committee approve the change.

4. Communication & Training
   Hana arranged training sessions for operators to understand the new pump’s controls and limitations. Updated Standard Operating Procedures (SOPs) were distributed.

5. Implementation & Documentation
   The pump was installed with oversight from engineering and quality assurance. Hana ensured all steps were logged into the digital MOC system for future traceability.

6. Post-Implementation Review
   After one month, Hana reviewed the performance. The pump operated safely and efficiently, with no leaks or downtime. Her structured approach prevented a potential chemical release and reinforced trust in the plant’s safety culture.

Hana’s story shows that MOC is not bureaucracy—it’s a safeguard. Without her diligence, the plant could have faced environmental damage, reputational loss, and even worker harm.

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📖 Moral:
In process industries, change is constant. But controlled change is what separates safe operations from catastrophic incidents. Leaders like Hana ensure that every modification—no matter how small—passes through the lens of process safety.

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📑 References (Footnote Style)

1. CCPS (Center for Chemical Process Safety). (2008). Guidelines for Management of Change for Process Safety. Wiley-AIChE.

2. Khan, F. I., & Amyotte, P. R. (2003). How to make inherent safety practice a reality. The Canadian Journal of Chemical Engineering, 81(1), 2-16.

3. OSHA. (1992). Process Safety Management of Highly Hazardous Chemicals; Final Rule. Federal Register 57(36).

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