The World of Manufacturing
Reprinted from Volume 13 • IssuH 3 www.industrytoday.com
FEATURE • DISASTER PREPARATION
When the Worst Happens
o one can control when
disasters or accidents occur.
however, manufacturing executives and plant operators can control the aftermath; that is, they can
accomplish what needs to be done to
quickly restore functionality.
and it begins even well before disaster
strikes.
Proactive measures, such as smart, welldocumented recovery plans developed well
before an incident helps companies more
efficiently resume operations. Disasters
N
By Jim Rogers
may overwhelm, so the best time for clear
thinking is before the unthinkable happens.
consider one set of circumstances: the
2010 atlantic hurricane season puts operations from texas to Maine at risk.
Forecasters predict above-average activity
this year with as many as 16 tropical
storms, including up to eight hurricanes.
But storms aren’t the only threats. now
consider what manufacturing and industrial facilities recently endured:
• an april underground explosion killed
more than two-dozen coal miners at
DISASTER PREPARATION EQUALS
MORE EFFICIENT RECOVERY.
“Following a disaster, a number of logistical issues, when planned for, will
improve the efficiency of the recovery process. These include preparing for
on-site management and local logistical contact information for the
responding contractors.”
FEATURE • DISASTER PREPARATION
Top-Five Disaster
Recovery Tips
GE Energy Services identifies the following areas that need to be addressed following a disaster:
• Back up Engineering Data Remotely
For accurate and efficient repair, contractors require immediate access to
engineering data (e.g., drawings). To
safeguard information, engineering data
should be stored remotely at a data center. The plant also should back-up any
programs for smart devices, such as programmable logic controllers or protective
relays, to ensure any new equipment
installed has the correct settings.
• Record Plant Processes
Record the sequence in which equipment
needs to come back online. This record
helps the contractor quickly and strategically get the plant back up and running.
Consider these questions: What do I need
up and running first? What components
or processes are most critical?
Massey energy co.’s Upper Big
Branch mine in Montcoal, w.Va.
• an april heat exchanger failure at
tesoro corp.’s refinery in anacortes,
wash. scorched an area half the size of a
football field, killing at least five workers.
• a February explosion at a Kleen
energy Systems gas power plant outside of hartford, conn., reduced the
facility’s largest building to rubble and
killed at least five people.
here’s more: Since 2005, monumental
storms in new orleans, texas, oklahoma
and Kansas forced multiple industries to
continuously worry about water removal
and health concerns from flood contaminants. Ge energy Services provided
recovery efforts to organizations in those
regions. Based on those experiences and
others, Ge developed a disaster-preparedness regimen applicable to manufacturing and industrial facilities of all
sizes.
Pictured above: Diesel generator lift.
BACK UP ENGINEERING
DATA REMOTELY
It begins with effective back up. recovery
teams work most accurately and efficiently
when gaining immediate access to engineering data and drawings. to safeguard information, engineering data should be stored
remotely at a data center. the plant should
also back up any programs for smart
devices, such as programmable logic controllers or protective relays, to ensure any
new equipment installed uses the correct settings. Some companies store documents on
location – making the information vulnerable, whether digital or on paper. Ge, for
instance, routinely backs up information to
a remote data center as an extra precaution.
RECORD PLANT’S PROCESSES
operators should document the sequence
that equipment needs to come back online.
• Implement a Disaster EHS Plan
Safety requirements following a disaster
can be very different than those for normal contractor site visits. Contingency
safety requirements help prepare the
contractor properly respond the first
time, decreasing overall downtime. The
last thing a plant needs is a contractor
standing at the door, ready to help, but
unable to enter due to improper or insufficient personal protection equipment,
which can include everything from a certain color shirt to electrical testing
equipment.
• Logistics Planning
Post-disaster logistical planning improves recovery process efficiency. Issues
include onsite management and local
logistical contact information for responding contractors.
• Holistic Plant Assessment
Once a disaster has passed, the plant
must be inspected for damage. Some
damage may not immediately present
itself. Following the assessment, some
machines may need to be replaced. Part
replacement, while attractive in the short
term, may create larger issues down the
road. Consider an immediate investment – no matter how large it may
seem – to forestall even more considerable future costs. But if damaged
machines must be brought back online,
ensure a plan is implemented to replace
damaged units as quickly as possible.
FEATURE • DISASTER PREPARATION
this record will help contractors quickly
and strategically get the plant running.
consider these questions: what do I need up
and running first? what components or
processes are most critical?
PREPARE DISASTER ENVIRONMENTAL,
HEALTH AND SAFETY PLANS
Safety requirements following a disaster may
be different than those for normal contractor
site visits. communicating contingency
safety requirements will help prepare contractors to properly respond the first time,
decreasing overall downtime. example: the
last thing a plant needs is a contractor ready
to help but unable to enter the facility due to
improper or insufficient personal protection
equipment, which can include everything
from a specific-color shirt to electrical testing equipment.
PLAN FOR LOGISTICS
Following a disaster, a number of logistical
issues, when planned for, will improve the
efficiency of the recovery process. these
include preparing for on-site management
and local logistical contact information for
the responding contractors. More specifically:
• Project management: Plants will be outside normal operating rhythms, so it is
important to designate a person in charge
of site management. this person will help
coordinate those involved in the disaster
recovery effort. For example, a site manager will conduct safety meetings, coordinating work among multiple contractors.
• local logistics: have a list of contacts that
contractors can use to help address supply
issues. where can the contractor obtain
fuel for equipment (diesel and gasoline)?
what lodging facilities are near the plant?
where can the contractor purchase food?
where will they access clean water? how
will the contractor dispose of wastewater?
ASSESS PLANT AFTER DANGER PASSES
once a disaster has passed, the plant must
be inspected for damage. But keep in mind
that some damage may not immediately
present itself. For example, salt water flooding can damage a machine in ways not
immediately detectable. If damaged
machines must be brought back online, seriously consider replacing the damaged units.
changing a few parts may be cheaper in the
short-term but may create costly reliability
issues in the future.
Pictured opposite: Submarine work;
below right: motor dryout.
a disaster’s impact may be widespread,
significantly affecting the company, its industry and the community it serves. Further, individuals involved will experience the limits of
physical and emotional endurance. a proactive recovery process is essential; it will
accelerate the recovery when the unthinkable
happens. It’s like making a will: the most
financially astute know that you don’t compose a will on your deathbed but when things
are going well.
as such, today’s disaster preparation conserves the resources (e.g., manpower and
capital) necessary to deal with tomorrow’s
potential disasters.
Lessons Learned from Recent
& Potential Disasters
After recent earthquakes in Haiti, Chile, Turkey and California – as well as the
impending hurricane season – plant owners and operators no doubt wonder
how they can most efficiently prepare their facilities for disaster. Preparation
and recovery encompass numerous elements, but GE Energy Services
experts have identified the key concerns. These include:
• Decreasing downtime;
• Safeguarding proprietary information;
• Assuring that contractors can quickly and safely access the damaged site;
• Carrying on real-time communications and logistics.
These elements may seem overwhelming.
•
Jim Rogers is the General Manager, Industrial
Services & Motors, at GE Energy Services based in
Atlanta. GE Energy Services works with utilities
and power consumers to find cleaner, smarter and
more efficient energy solutions.
Reprinted with permission from Volume 13, Issue 3 of US Industry® Copyright 2010, Positive Publications. All rights reserved.
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