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EVALUATING AND IMPROVING OPERATIONAL DISCIPLINE James A. Klein E. I. du Pont de Nemours and Company Bruce K. Vaughen DuPont Teijin Films Prepared for Presentation at the American Institute of Chemical Engineers 2007 Spring National Meeting Process Plant Safety Symposium Houston, TX April 22 – 26, 2007 Copyright © E. I. DuPont de Nemours and Company April, 2007 UNPUBLISHED AIChE shall not be responsible for statements or opinions contained in papers or printed in its publications 11 Abstract DuPont defines operational discipline as a deeply rooted dedication and commitment by each member of the organization to carry out each task, the right way, each time. Operational discipline reflects the strength of an organization’s safety culture in making process safety management systems effective and in providing tangible results for preventing injuries and incidents. Achieving high levels of operational discipline can be difficult, though, partly since methods for evaluating and improving performance have not been well characterized. This paper reviews efforts to evaluate operational discipline from both organizational and individual perspectives using self-assessments, audits, and incident investigations and to improve performance using a toolbox of best practices. Introduction Managing potentially hazardous materials and processes to prevent serious injuries and incidents is an essential part of safety management programs, requiring the continuous dedication and commitment of everyone in an organization. DuPont’s Process Safety Management (PSM) programs ha