Xabier Uriagereka
In an industrial facility, replacing a component, modifying equipment, or changing an operating condition are routine actions. They are part of maintenance, process improvement, and the evolution of the facilities.
However, a seemingly minor modification can introduce risks that did not exist under the original operating conditions.
Let’s imagine replacing a part with another one that has similar characteristics but is made of a different material. Although both parts appear to perform the same function, conditions such as temperature, pressure, or exposure to certain substances can affect their behavior differently.
The problem does not necessarily lie in the change itself, but rather in failing to identify its potential consequences.
This is where industrial change management, or Management of Change (MoC)takes on special importance here.
What is industrial change management?
Industrial change management is a systematic process that enables identify, evaluate, approve, and control changes that may affect the safety, operations, or performance of a facility.
Its purpose is not to hinder technical interventions, but to ensure that relevant changes undergo the necessary reviews before being implemented.
This involves determining what may be affected, what risks may be introduced, who should participate in the assessment, and what conditions must be met to authorize the modification.
Within the SAP environment, these needs can be addressed using specialized solutions such as SAP EHS, which enable the integration of risk management with operational processes
When should a change be formally evaluated?
Not all modifications require the same procedure or the same level of evaluation.
The key is to identify their criticality and determine whether they can alter the conditions under which an activity takes place.
There are certain situations that should trigger, at a minimum, an initial review:
- Modifications to equipment or components: replacements that introduce different materials, technical characteristics, or operating conditions.
- Changes to operating parameters: variations in pressure, temperature, capacity, speed, or process conditions.
- Introduction of new substances: modifications that may affect the safety of people, facilities, or the environment.
- Changes to procedures: new instructions for operation, maintenance, monitoring, or intervention.
- Temporary or emergency modifications: actions that require special attention to assess their consequences and conditions for reversal.
The presence of any of these factors does not necessarily mean that a complex procedure must be initiated. It means that it is advisable to determine whether the change could introduce significant risks.
The initial assessment is the starting point
An effective change management system begins with a question: What might happen if we implement this change?
To answer this, it is necessary to have sufficient information about the proposed change and its potential effects.
This initial review, which in many industrial settings is called screening, allows the change to be classified according to its nature, scope, and criticality.
Based on this, the organization can decide whether the change requires further technical evaluation, the involvement of specialists, or specific authorizations.
A minor change can be addressed through a simple procedure. A change with potentially critical consequences may require more in-depth assessments and the involvement of various departments.
The goal is to apply the appropriate level of control to each situation.
Who should participate in the evaluation?
Managing industrial change is not the sole responsibility of the Safety department.
Depending on its nature, a change may require the involvement of Engineering, Maintenance, Operations, Industrial Safety, Environmental, or Purchasing.
Each department brings a different and necessary perspective.
Engineering can analyze the technical specifications; Maintenance, the installation conditions; Operations, the implications for operations; and Safety, the associated risks.
Coordination is especially important when a change affects multiple departments and no single department has all the information needed to make a decision on its own.
From Assessment to Change Management
Identifying risks is just the beginning.
Once the change has been evaluated, it is necessary to determine what actions need to be taken, who should authorize them, and how it will be verified that they have been completed.
It is also essential to maintain records of the decisions made.
This is precisely where change management processes can benefit from digitization: by facilitating coordination among those responsible, tracking activities, and ensuring the traceability of changes.
Where should a company start?
Before implementing new tools, it is a good idea to review how industrial changes are currently being managed.
Some questions may be particularly helpful:
Do we have clear criteria for identifying a significant change? Do we know who is responsible for evaluating it? Can we verify which authorizations have been obtained? Do we have evidence of the actions taken?
If the answers depend on specific individuals, emails, or scattered documents, there is likely room for improvement.
At i3s, we help organizations analyze their industrial safety processes and identify how SAP solutions can contribute to more coordinated and traceable management.
Learn about our capabilities in SAP Management of Change.
