This course is offered for live-streamed or face-to-face delivery. It is available for public or in-house delivery. Please be sure to select the “online” option during the registration process if you are interested in attending a live-streamed delivery.
Register Contact for In-house Training
| Locations | Dates | Duration | Tuition |
|---|---|---|---|
| Online (9:00am EST) | January 6-7, 2025 | 2 half days | $895 |
| Houston, TX | March 18, 2025 | 1 day | $975 |
| Online (9:00am EDT) | July 1-2, 2025 | 2 half days | $895 |
Course Description
Management of Change (MOC) programs are intended to ensure that changes to a process are properly reviewed and any hazards exacerbated or introduced by a change are identified, analyzed, and controlled prior to making the change. MOC is deceptively simple in concept but it can be one of the more difficult process safety elements to implement effectively.
This course teaches participants how to establish a new or improve an existing MOC program. Examples are provided of how changes, including even very simple ones, have caused accidents. Keys to successful implementation of a MOC program are discussed and guidelines on establishing an effective MOC program are presented.
What you will learn:
- Regulatory requirements for MOC
- The types of changes covered by a MOC program
- How to design and implement a MOC program
- How to improve an existing MOC program
- The elements of organizational change management
- MOC personnel roles, responsibilities, and qualifications
- A procedure for developing and implementing a MOC program
- Guidelines for developing and implementing a MOC management system
- How to interface a MOC program with other PSM elements
Who Should Attend
Process safety managers / coordinators; MOC coordinators; Engineering and maintenance personnel; and others who participate in decisions about process changes.
Prerequisite
Experience in process safety is desirable.
Credits
0.7 Continuing Education Credits (CEUs) or 7 Professional Development Hours (PDHs) are awarded.
