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Home » Authors » James B. Porter Jr.

James B. Porter Jr.

James B. Porter, Jr. is the founder and president of Sustainable Operations Solutions, LLC, which helps companies make, sustainable improvements in workplace safety, process safety, capital effectiveness and operations productivity. Jim received a BS in Chemical Engineering from the University of Tennessee in 1965. He joined the DuPont Company in 1966 and he was the Chief Engineer and Vice President - DuPont Engineering and Operations when he retired in 2008.

Articles

ARTICLES

Process safety management
Part 2 of 2

Process safety management - the business case

Evaluate three critical aspects of your operation
James B. Porter Jr. Deborah Grubbe
November 4, 2018

Simply stated, process safety is a management system implemented to prevent major incidents involving hazardous materials. It is necessary for managing complex process operations. An effective process safety management system focuses on three important aspects of your business:


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Process safety management (PSM)
Part 1 of 2

The case for process safety management beyond OSHA compliance

Deborah Grubbe James B. Porter Jr.
October 8, 2018

Process safety management (PSM) is a term that is most frequently used in highly hazardous industries like oil refining, gas processing and chemical manufacturing. However, PSM could apply to any industry where people are working in and around any hazardous equipment or environment. 


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workers

Want a sustainable safety culture?

Audit these 11 operational discipline essentials
Deborah Grubbe James B. Porter Jr.
August 23, 2018
We know that most of us don’t like to be bounded by a set of rules around our actions and our behaviors; however, there is no sustainable safety culture if there is no operational discipline.
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safety management systems

An actionable safety plan: Part 3 – Sustaining safety success

This is the third in a three-part series
Deborah Grubbe James B. Porter Jr.
April 9, 2018
In our previous two columns on this subject, developing an actionable safety plan is covered in three parts. First Actions was explained in Part One (October 2017 ISHN) and Core Actions detailed in Part Two (January 2018 ISHN). The rest of this column focuses on Sustaining Actions.
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safety management systems

An actionable safety plan: Part 2 – Establishing core actions

This is the second in a three-part series
Deborah Grubbe James B. Porter Jr.
January 19, 2018

Our most recent column (October 2017, pp. 16-17) covered part one (of three) in developing an actionable safety plan. First we described some key First Actions in implementation. Below we describe the three action areas. Part three will detail Sustaining Actions.


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safety management systems

An actionable safety plan: Part 1- Improving safety performance

This is the first in a three-part series
Deborah Grubbe James B. Porter Jr.
October 17, 2017

Your plan must be based on your organization's vision for future safety performance. Frame it as a set of actions that will: Further a safety culture change from reactive to proactive, provide the functioning capability to lead the change, and provide governance requirements to sustain the change.


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ISHN0717_C3_pic.jpg

How to achieve zero: First you must believe it’s possible

Deborah Grubbe James B. Porter Jr.
July 28, 2017

Before you can begin the journey toward the goal of zero injuries and incidents, leaders must believe it’s possible. Many people argue that “zero” isn’t possible — it is a proven truth that can be seen in every area of human endeavor.


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ISHN0417_C2_pic.jpg

Here’s your roadmap to zero incidents

Deborah Grubbe James B. Porter Jr.
April 1, 2017

Effective asset management and operations are the life blood of any business. The old adage of “grow or die” applies universally, so all work must be executed to deliver business success, or the business will not be competitive and eventually will cease to exist.


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