دانلود کتاب مهندسی ایمنی سیستم و ارزیابی ریسک. رویکردی عملی، ویرایش سوم

The famous words from the Apollo 13 crew, at almost a third of its journey to the Moon for the Apollo landing, were stoically transmitted back to NASA Johnson Space Center Mission Control. I was an 11-year-old school kid watching along with the rest of the world. Astronauts Jim Lovell, Fred Haise, and Jack Swigert felt a little vibration 5 1/2 minutes after liftoff, but it wasn’t until 46 hours into the mission that they realized it was life-threatening. A series of events ensued in rapid succession: the oxygen tank’s quantity indicator read “off the scale”; the crew cycled the tank again; telemetry lost for almost two seconds; caution and warning indicated a low-voltage condition. Then a loud bang. One oxygen tank completely empty. Another tank rapidly draining. The crew saw their oxygen (fuel and life support) gushing into black space. Multiple fashing warnings. The crew quickly shut down the fuel cells and transferred power from the command module to the lunar module, creating their lifeboat. Back on Earth at Mission Control, engineers were furiously working to figure out what went wrong, brainstorming and running calculations over and over to find a solution. For almost six days straight the world watched every moment of that mission, complicated never-done-before navigation operations and an extremely highrisk sling shot maneuver around the moon, reorienting the spacecraft back toward Earth. We all—and, to repeat, this was a global phenomenon—held our collective breath until the crew splashed down in the South Pacific Ocean, safely back home. This event marked a turning point in my life, though I did not know it at the time. Space, engineering, but more precisely, risk and safety, would be my calling. I don’t think I slept at all, or very little, during those days. Worried about saving the astronauts, I looked through the Washington, DC, phone book to find the number to the White House. I had to talk to President Nixon and give him my ideas for saving the crew. I never did reach the President, but I did eventually speak with someone at Johnson Space Center. Some years later, I would get a bachelor’s degree in mechanical engineering and a masters in reliability engineering and after working in South America a few years I started my new job as a contractor at Johnson Space Center. My first day on the job was January 2, 1986. Twenty-six days later, the Space Shuttle Challenger disaster struck. That was when I officially started my safety career. Lots has changed in the world since the second edition book was published in 2014. With the world deglobalizing, supply chains are becoming more fragile and complex especially with many factories reshoring or moving closer to home. We are in the midst of an energy transition to renewables but that doesn’t mean that fossil fuels are not still the dominant energy source. Commercial nuclear power is getting another look in some countries, including the United States. High tech, with its dizzying improvements, is now one of the primary engines of growth for many countries which means sourcing and processing rare earth metals and using vast amounts of electricity are even more important; electric vehicles are common in city buses and private cars with battery manufacturing ramping up quickly. Catastrophic battery fires are a new problem in operations and waste management. Autonomous driving vehicles are proliferating rapidly around the world. Artificial intelligence (AI) and massive amounts of data open a wonder of opportunities, but also unknown challenges and fears making AI a critical business differentiator. Global climate change has created extreme weather conditions around the world, and its fierceness and unpredictability are huge hazards to populations and business operations. Of course, geopolitical volatility and economic downturns add color to this picture. And, unfortunately, we never seem to be very far from another war. At the same time, there is significant increased public scrutiny of companies and how they impact communities. Though workplace safety improvements are visible in many organizations, the public, and therefore government regulators, are much less tolerant than before of catastrophic accidents and safety failures. They are responding by making safety a priority as a requirement for the “right to operate.” Investors and Board rooms are taking notice too, pressuring CEOs to improve safety performance while holding down costs. Safety due diligences are starting to become more common in mergers and acquisitions. As businesses buy and sell companies, organizational culture and business integration is still a critical success factor. But most acquisition failures are still from poor organizational integration. All these factors increase the pressure on engineers and business leaders to build products and operate plants more safely and make the business more resilient to unforeseen events. Now more than ever, it is time for a book on safety engineering and risk management written in succinct and clear language with real-life applications of actual safety successes. This book demystifies safety and risk in an easy-tounderstand way. It improves the likelihood of successful safety transformations by describing methodologies that can be immediately applied. Case studies and many real-world examples are explained to help apply proven, efficient, and successful approaches to a variety of safety and risk challenges. “Notes from Nick’s Files” illustrate what works and doesn’t from personal experience across multiple industries, and how to avoid common pitfalls in execution. It pushes you to focus on realizing positive safety outcomes and impacts and not just changes in business processes or governance.