Aplicação de métodos de gestão na implementação de MOCs na indústria química como forma de evitar desastres

Abstract

Change management, which originated between the 19th and 20th centuries, involves two main approaches: process and structural improvement, inspired by Taylor (1911), and human adaptation, developed by Bridges (2004). These approaches aim to apply structured processes to prepare, support, and help individuals, teams, and organizations effect successful and sustainable changes. In other words, this concept involves a set of tools that are applied to manage the human and technical aspects of the transition from a current situation to a desired one, whether in an organizational, technological, or work process context. In the context of Risk-Based Process Safety (RBPS), change management is an element of the Risk Management pillar and ensures that any changes in processes, equipment, technologies, or organizational structures are carefully evaluated and implemented safely. Based on this, the present work aims to elucidate how to employ commonly used management methods in corporate areas, such as PDCA, SWOT, and the Falconi Method, in the chemical industry, with the goal of preventing disasters caused by the absence of a structured change management system. A case study approach was used, with an in-depth analysis of the accident that occurred in 1984 at the Union Carbide India Limited pesticide plant in Bhopal, India. The Bhopal accident had significant social, economic, and environmental impacts, in addition to changing the way process safety is addressed globally. The integration of management methodologies with process safety practices strengthens an organization’s ability to anticipate and respond to potential threats, providing a safer environment for workers and reducing environmental impact. The results indicate that the use of management methods at the plant would have allowed for the quick identification and handling of changes in the process on the day of the accident, preventing a catastrophe of the magnitude that occurred. It is concluded that the incorporation of established management methods is beneficial, provided that they are properly adapted to their context of use and that knowledge is widely disseminated among the industry’s employees and leaders.