1、 TECHNICAL REPORT ISA-TR18.2.2-2016 Alarm Identification and Rationalization Approved 29 June 2016 ISATR18.2.22016, Alarm Identification and Rationalization ISBN: 978-1-945541-00-1 Copyright 2016 by the International Society of Automation. All rights reserved. Printed in the United States of America
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3、rk, North Carolina 27709 E-mail: standardsisa.org 3 ISA-TR18.2.2-2016 Preface This preface, as well as all footnotes and annexes, is included for information purposes only and is not part of ISA-TR18.2.2-2016. This technical report has been prepared as part of the service of ISA, the International S
4、oc iety of Automation, toward a goal of helping in the understanding and use of the ANSI/ISA-18.02-2009 Management of Alarm Systems for the Process Industries. To be of real value, this document should not be static but should be subject to periodic review. Toward this end, the Society welcomes all
5、comments and criticisms and asks that they be addressed to the Secretary, Standards and Practices Board; ISA, 67 Alexander Drive; P.O. Box 12277; Research Triangle Park, NC 277099; Telephone (919) 549-8411; Fax (919) 549-8288; E-mail: standardsisa.org. This ISA Standards and Practices Department is
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16、ABILITY OF ANY ISA-TR18.2.2-2016 4 GOVERNMENTAL REGULATORY LIMITATIONS AND ESTABLISHED SAFETY AND HEALTH PRACTICES BEFORE IMPLEMENTING THIS DOCUMENT. THE USER OF THIS DOCUMENT SHOULD BE AWARE THAT THIS DOCUMENT MAY BE IMPACTED BY ELECTRONIC SECURITY ISSUES. THE COMMITTEE HAS NOT YET ADDRESSED THE PO
17、TENTIAL ISSUES IN THIS VERSION. The following people served as members of ISA Committee ISA18 WG2 and contributed to this technical report: The following people served as voting members of ISA18 and contributed to this technical report: NAME COMPANY D. Dunn, ISA18 Co-Chair Phillips 66 N. Sands, ISA1
18、8 Co-Chair DuPont B. Fitzpatrick, ISA18 Managing Director Wood Group Mustang D. Logerot, ISA18 WG2 Co-Chair ProSys Inc. D. Strobhar, ISA18 WG Co-Chair Beville Engineering Inc. J. Alford Consultant S. Apple Schneider Electric J. Bogdan J Bogdan Consulting LLC K. Brown Enbridge Inc. M. Brown Matrikon
19、Inc. A. Bryant Oxy Inc. J. Campbell Consultant M. Carter Consultant L. Dubois UReason B. Hollifield PAS S. Kandasamy Chevron Energy Technology Company C. Lunty Suncor M. Marvan Shell Canada D. Metzger DPM Consulting L. Myers Consultant G. Nasby City of Guelph Water Services G. Plowman Rockwell Autom
20、ation D. Rothenberg D Roth Inc. T. Stauffer Exida Co. B. Vail URS PS / AECOM K. Van Camp Emerson Process Management D. Visnich Burns however, several tasks should be completed prior to assembling the group. 6.2.1 Obtain alarm philosophy Since rationalization entails comparison of an alarm to the cri
21、teria in the philosophy document, the alarm philosophy needs to exist, be studied, and available to the group. If a philosophy has not been created, see TR1 for guidance on the creation of an alarm philosophy document. 6.2.2 Determine rationalization approach and scope Rationalization can be done in
22、 either a comprehensive or staged approach. The comprehensive approach would be the application to all alarms at one time. This approach has both the greatest benefit and greatest resource demand. The staged approach is to apply the material to a logical subset of alarms. For example, one major oil
23、company chose to rationalize just their existing highest priority alarms on all process units at a refinery before working on the lower priority alarms. This approach prolongs the rationalization effort for any unit, but ensures that all the highest priority alarms are addressed sooner. The major pi
24、tfall of the staged approach is that the effort can stall at a particular stage and not be completed. Other pitfalls include (a) the staged approach is not amenable to advanced alarms and (b) can lead to an inefficient and possibly incomplete rationalization. In addition, the staged approach (a) may
25、 ignore alarms that do not currently exist but might be appropriate, and (b) might delay consideration of alarms that should be higher priority but are configured as a lower priority. 6.2.3 Identify team/personnel Rationalization should be performed by representatives with the knowledge and skills l
26、isted below. In some cases, one person may have the knowledge from several different areas. More specialized personnel can attend on an as-needed basis. 6.2.3.1 Full time skill sets Personnel with the following skill sets should be considered as full time members of the team: a) process engineering
27、(production engineers, operations engineers) familiar with the process workings, economics, and with the control system; b) operations (operators, controllers, operating technicians, trainers, operating supervisors), preferably two operators from different shift teams with experience in use of the c
28、ontrol system; c) process control (process control engineers, instrumentation engineers); d) experienced alarm rationalization facilitator, knowledgeable in alarm management principles and practices, with background in areas such as human factors, process engineering, operations, or control systems;
29、 and without vested interest in the previous configuration; ISA-TR18.2.2-2016 22 e) scribe (this depends upon the database and computer skills of the other fulltime members); f) regulatory compliance (may only be needed for certain processes in highly regulated industries or industries with certain
30、types of operating permits). 6.2.3.2 As-needed skill sets The team should be supplemented as needed by personnel with the following skill sets on an as-needed basis: a) safety and environmental; b) maintenance/equipment reliability (usually when specific equipment is being discussed); c) management
31、(may only need to be involved in the kick-off meeting and MOC process); d) instrumentation/analyzer specialists; e) electrical and rotating equipment engineers; f) metallurgical and other specialized disciplines; g) knowledge of product quality requirements (e.g., cGMPs). 6.2.4 Analyze alarm system
32、performance (for existing control system) A history of alarm system activity and characteristics can be useful during the rationalization sessions. Operator interviews / audits can also be used to establish alarm management issues. Several months of alarm data is typically needed to capture the rang
33、e of plant operations needed to assess alarm problem areas. The data should be reviewed to identify a) bad actors; b) standing alarms; c) highly correlated/duplicate alarms (alarm sequences). More information on obtaining this information is contained in TR5. 6.2.5 Prepare master alarm database The
34、results of rationalization should be entered into a master alarm database (MADB). A database of all tags in the process control system, and their possible alarms, is needed. Set-up of this database will need to occur prior to the group sessions. The list of alarms to be rationalized comes from the p
35、reviously completed identification work process. Clause 9 contains a more detailed discussion of the MADB. An initial review of the master alarm database may be warranted prior to the rationalization sessions. The purpose of the review is to identify systematic trends, deficiencies, and issues in al
36、arm identification. For example, if all temperature alarms have a high, hi-hi, low, and lo-lo alarm, then the rationale behind this (if any) should be investigated prior to the group meetings. Or, if the alarm priorities skew heavily to the highest priority category, then investigation prior to the
37、group sessions may be worthwhile. 6.2.6 Assemble process analyses Different processes impose different requirements on rationalization. Operational details of the process are needed, including normal process variables and their tolerable limits. If these vary depending on factors such as operating m
38、ode, batch stage or recipe, then details of each variant are needed. For batch processes, it is likely that the different phases of the batch and/or recipe demands will need to be known. 6.2.7 Assemble reference documents Having relevant process documentation on-hand during rationalization is critic
39、al to the process. Some types of documentation can be more easily shared between meeting participants. Certain documents, such as the P b) hazard and risk analysis (e.g., PHA, HAZOP, FMEA) reports; c) LOPA results and safety requirements specifications; d) safe operating limits; e) equipment design
40、parameters, such as temperature, pressure and capacity; f) interlocks/cause-effect diagrams; g) environmental/other permits; h) production/quality targets; i) key operating procedures; j) complex loop documentation; k) operating graphics (on-line or hardcopy); l) incident reports; m) access to proce
41、ss historical data; n) task checklists; o) process narrative or description; p) manufacturer/licensor alarm requirements/recommendations; q) instrument parameters such as span and response time. 6.2.8 Kick-off meeting Since it is important for (a) management support to ensure resource availability (
42、operators, engineers) and (b) management understanding of the results of the rationalization, a kick-off session is used to acquaint management and all other interested parties as to the reasons for, method, and potential results of the rationalization process. A review of current alarm system perfo
43、rmance usually confirms the need for improvement. A presentation on the basis for alarm rationalization, as well as examples of past rationalizations, will assist the group in understanding the overall intent of the effort. Requirements for participation by specialists can be discussed as well as an
44、y concerns different plant groups might have regarding alarm removal or addition. The kickoff meeting can include the first part of the rationalization team training. Having the kick-off meeting prior to the rationalization sessions enables any potentially serious issues, such as a manager questioni
45、ng the philosophy or authority of the rationalization effort, to be resolved prior to rationalization of any alarm. 6.2.9 Train rationalization team Prior to the commencement of the actual rationalization sessions, it may be useful to conduct a brief training session on alarm rationalization to all
46、likely participants. This would include full and part time members, as well as anyone in the organization that may be impacted by the results (e.g., safety, instrument maintenance, operations). The course should cover the following: ISA-TR18.2.2-2016 24 a) Objectives / Goals These should be clearly
47、stated such that each member of the rationalization team has an understanding of why the effort is being undertaken and what the results of the effort hope to achieve. b) Methodology The actual process to be used during the sessions should be explained to all participants. This includes how the Alar
48、m Philosophy is applied, how the need for alarms is determined, how alarms are prioritized, any advanced alarm techniques to be employed, etc. c) Roles and Responsibilities Each member of the team has certain responsibilities during the rationalization effort. These should be explained and agreed up
49、on prior to commencing the rationalization sessions. d) Scope Each member of the rationalization team should have a clear understanding of what is within the scope of rationalization sessions. This is to ensure that the meetings focus on the alarm system and the team does not get sidetracked by trying to improve or redesign the actual control system. e) Progress Expectations of daily progress and overall effort duration should be set ahead of the rationalization sessions. Team members should be aware that progress is to be tracked and reported back to man
