AAOM Handbook

evidence for the hazards release mechanism is usually masked by either the small scale of the issue, or by the packaging of the component, or by the damage caused by the failure. Overstress usually results in random catastrophic failure of electronic components. Fatigue is typically thermal or mechanical in origin, and hence evident in the operating environment (heat or vibration), and exhibits a wear out pattern. Chemical action is also typically evident in the operating environment and also exhibits a wear out pattern. Hence, a reasonable estimate can be made of the likely hazard release mechanisms applying to electronic components. The risk source sources to consider when trying to identify the types of hazards and unwanted events that may arise in or around a process are: • Design - fatigue, chemical action, wear and fouling are all, to some extent, 'designed in' to a process based on the purpose of the process and the choice of technologies for its implementation. • Operation - wear, stress and fouling can be influenced by the age of process elements, operating rates, operating conditions, feed materials, maintenance and process shutdown/start-up cycles etc. • People - the errors, omissions or deliberate actions of people, resulting in changes to operating procedures/limits or material/equipment specifications, can lead to stress, chemical action or wear. • Environment; o Commercial - innovation and competition may lead to obsolescence of product, services or technology. o Natural – e.g. flood, tornado, hurricane, volcanic eruption, earthquake, or landslide can lead to stress, erosion, or silting. o Social – e.g. social unrest or sovereign risk may lead to damage or changes to expectations, standards, laws etc. Whether or not one of these release mechanisms might arise depends on; • capability of people for their role, • behaviours, symbols and systems in the social environment, • induction and training, • physical environment, • design of processes, work, plant and equipment, • choice of materials, operating limits, techniques and practices, • operating stability and rates,

• control of modification of design, use or operation, • maintenance/care of people, hardware and software, • the required Functional Life of the process.

There are many possible risks, but far fewer that are probable. In setting a Service Strategy we should focus on the risks; • that are probable given the specific combination of the above factors that operate, and • which are likely to result in a significant consequences and exposure.

Some risks emerge early in the life of a process and some may not appear for many years or decades. In order to ensure that a complete record of probable

© McAlear Management Consultants 2006

Operational Planning: Set Service Strategy

Updated: August 2018

Page 31