Objectives, goals and

Giving Responsibility and Establishing Goals. For enrichment and growth it is desirable to make individuals responsible for specific areas. Many companies assign machines, specific areas, or buildings to individuals. The individuals ate then responsible for the maintenance, cleanliness, safety, security, and productivity in their assigned areas. A good manager can define the objectives, set goals, and judge the results fairly. Such programs encourage worker identification with company goals and greater worker participation in the achievement of these goals. A good manager realizes that an important motivator is recognition of achievement.  [c.443]

Organizing. Organization of the R D effort involves seeking out, bringing together, integrating, and stmcturing the company and its resources, the work processes, and the effort of individuals to accomplish the set goals and objectives.  [c.132]

In establishing their training programs, employers must clearly identify the employees to be trained, the subjects to be covered, and the goals and objectives they wish to achieve. The learning goals or objectives should be written in clear measurable terms before the training begins. These goals and objectives need to be tailored to each of the specific training modules or segments. Employers should describe the important actions and conditions under which the employee will demonstrate competence or knowledge as well as what is acceptable performance.  [c.235]

Mattson et al., 1980, Concepts, Problems and Issues in Developing Safety Goals and Objectives for Commercial Nuclear Power, Nuclear Safety 21, pp 703-716, November-December.  [c.484]

Goals and objectives to be defined Determination of customer satisfaction Continual improvement Analysis of data  [c.12]

Requirement for goals and objectives and measurements to deploy the quality policy to be defined in the business plan  [c.58]

There are two requirements for goals the one mentioned above and that specified in clause 4.1.4 under Business plans. Quite why goals are addressed twice is a mystery, but clearly one needs to specify goals before one can start to produce a business plan. However it is not uncommon to find business plans comprising nothing else but goals and objectives, with no substance at all on how these goals and objectives are to be accomplished.  [c.102]

Policies, Goals, and Objectives  [c.103]

Policies are implemented - goals and objectives are achieved.  [c.103]

Establish whether there is conflict between the stated quality policy, the quality objectives, and the organizational goals and expectations and needs of your customers.  [c.138]

In what document do you define your quality goals and objectives  [c.154]

The relationship between broad goals and specific objectives is comparable to the difference between policy and procedures. Goals help establish what your company expects to achieve, while objectives delineate how those goals will be met.  [c.23]

Having agreed on PSM goals and objectives, your next step is to conduct a more detailed assessment of the present status of PSM activities within your company, to form the basis for your implementation plan. This baseline assessment works against both the model you have selected for PSM and the characteristics that describe a sound management system, such as those described by CCPS.  [c.73]

An assessment that lacks objectivity may yield questionable results, e.g., a higher (or lower) level of compliance with PSM program goals and objectives than is actually in place. An independent perspective helps eliminate potential biases that could interfere with an objective assessment. Independence" refers to the perspective of individuals who have not been involved in the design of ongoing operation of these management systems. You should use people who will not take things for granted and who will take a fresh view of how things really are managed.  [c.75]

The facility sets formal PSM goals and objectives and tracks their progress.  [c.91]

Defining goals and parameters. Like any other initiative, a PSM pilot test needs definition of its purpose, methods, objectives, and duration. This need not be a complex exercise a simple way to accomplish this task is to answer these questions What are we doing, and why When and where are we doing it How are we doing it, and who is responsible This enables you to summarize the test project in clear, simple terms, as shown in Figure 7-1, as well as to establish some criteria by which to measure success. In addition, it also creates a framework for generating interim progress reports by establishing topic areas for discussion.  [c.150]

Decision/action charts are linear descriptions of the task and provide no information on the hierarchy of goals and objectives that the worker is trying to achieve.  [c.170]

The following sections describe a design process based on the CCPS approach to human factors in chemical process safety management, which addresses a wide variety of issues relevant to reducing error potential. Many of these issues can be considered both during the process of designing a new plant and also for an existing operation. The design process addresses both management level factors (e.g., objectives and goals) and also operational level factors (e.g., training and procedures).  [c.348]

Accountability is the obligation to answer for one s performance with respect to expectations, goals, and objectives. It is an important element of an effective process safety management system. To improve safety, the risk associated with human errors must be reduced. The work situation is the predominant cause of human errors and management has control over the work situation.  [c.349]

Differentiate between goals and objectives. When setting goals and objectives, it is important to understand the difference between them. The relationship between broad goals and specific objectives is comparable to the difference between policy and procedures. Goals help establish what your company expects to achieve, while objectives delineate how those goals will be met. A goal might be something very general such as "It is our goal to integrate all PSM and ESH programs within a single management system. This goal will be achieved through a series of objectives such as We will complete a pilot integration project at one facility within 18 months.  [c.15]

Company compatibility requires the analysis of the engineering, manufacturing (with quality assurance), distribution, and sales capabilities of an organization to produce and realize a profit from a given engineering design or product. Often an engineering department within a company may be capable of designing a particular device or system, but the production and sales departments are not capable of carrying out their respective tasks. Also, a new product line under consideration may be beyond the scope of the overall business goals and objectives of the company.  [c.378]

The decision to establish a predictive maintenance management program is the first step toward controlling maintenance costs and improving process efficiency in your plant. Now what do you do Numerous predictive maintenance programs can serve as models for implementing a successful predictive maintenance program. Unfortunately, more were aborted within the first three years because a clear set of goals and objectives were not established before the program was implemented. Implementing a total plant predictive maintenance program is expensive. In addition to the initial capital cost, there is a substantial recurring labor cost required to maintain the program.  [c.808]

Constructive actions issue from well-established purpose. It is important that the goals and objectives of a predictive maintenance program be fully developed and adopted by the personnel who perform the program and upper management of the plant. A predictive maintenance program is not an excuse to buy sophisticated, expensive equipment. Neither is the purpose of the program to keep a number of people busy measuring and reviewing data from the various machines, equipment and systems within the plant.  [c.808]

Specific goals and objectives will vary from plant to plant. However, we will provide an example that will illustrate the process. Before goals and objectives can be developed for your plant, you must determine the existing maintenance costs and other parameters that will establish a reference or baseline dataset. Since most plants do not track the true cost of maintenance, this may be the most difficult part of establishing a predictive maintenance program.  [c.809]

As noted above, one of the goals of NAMD 2 is to take advantage of clusters of symmetric multiprocessor workstations and other non-uniform memory access platforms. This can be achieved in the current design by allowing multiple compute objects to run concurrently on different processors via kernel-level threads. Because compute objects interact in a controlled manner with patches, access controls need only be applied to a small number of structures such as force and energy accumulators. A shared memory environment will therefore contribute almost no parallel overhead and generate communication equal to that of a single-processor node.  [c.480]

Discuss the differences in approach in using air quality standards (as in the United States), air quality objectives (as in Canada), and air quality goals (as in certain other countries).  [c.381]

This brings us to what the real objectives behind P2 are about. Pollution prevention is a carefully plarmed investment aimed at reducing an enterprise s operating costs through the elimination of harmful pollution. A successful P2 activity is a win-win type of investment — that is, the company not only eliminates pollution at the source, but does so on the condition that, at the very least, the activity pays for itself and, more favorably, provides attractive financial returns. The re-engineering considered for the pollution reduction and/or elimination must meet a set of well-defined financial goals within the enterprise otherwise it is not a worthwhile P2 practice.  [c.356]

When the objective of water treatment is to provide drinking water, then we need to select technologies that are not only the best available, but those that will meet local and national quality standards. The primary goals of a water treatment plant  [c.7]

Medical monitoring and surveillance programs enable occupational health professionals to identify adverse health effects caused by exposure to hazardous substances and conditions and to discuss plans with site workers, industrial hygienists, safety professionals, and line management to prevent exposures and protect workers. These goals can be accomplished through two objectives  [c.83]

The. statement goes on to acknowledge the contribution of the Reactor Safety Study (WASH-1400) to risk quantification but points out that safety goals were not the study objectives and that the uncertainties make it unsuitable for such a purpose. After pointing out that the death I f any individual is not "acceptable," it states two quantitative objectives  [c.14]

This step defines the goals, objectives, and depth of study based on the strategic instructions from management and the resources provided. The organization and responsibilities of the team are defined along with project milestones, quality assurance, reviews and reporting. This information is reported to management for approval. Upon resolution, and with management go ahead, the project begins.  [c.300]

Depending on your strategy, quality systems should enable you to achieve all your quality goals. Quality systems have a similar purpose to financial control systems, information technology systems, inventory control systems, and personnel management systems. They organize resources so as to achieve certain objectives through processes which, if implemented and maintained, will yield the desired results. Whether it is the management of costs, inventory, personnel, or quality, systems are needed to focus the thought and effort of people towards prescribed objectives. Quality systems focus on the quality of what the organization produces, the factors which will cause the organization to achieve its goals, the factors which might prevent it satisfying customers, and the factors which might prevent it from being productive, innovative, and profitable. Quality systems should therefore cause conforming product and prevent nonconforming product.  [c.41]

The standard requires that the management with executive responsibility define and document in the business plan its goals, objectives, and measurements to deploy the quality policy.  [c.102]

The requirement for goals seems misplaced as goals are also addressed under quality objectives. Plans however, should contain provisions made to accomplish goals. Including the goals in the plan would therefore be appropriate but basing the plan as well as the goals on an analysis of competitive products and on benchmarking does seem illogical. It would appear that what is intended is that the goals be based on competitive products and on benchmarking and a plan be produced that defines the provisions made to meet these goals. It is quite common to produce separate business plans of the following types  [c.140]

The three main goals of a molecular mechanics program for small molecules are calculation of geometiy, energy, and spectial absorbances due to vibrational excitation. Hagler (Hwang, Stockfish, and Hagler, 1994) has categorized force fields into class 1, intended to achieve the first of these increasingly demanding objectives class 2, to achieve the first two and class 3 to achieve all three objectives. Research and development on class 3 force fields is an active enterprise, as is extension of class 1 and class 2 force fields to less common molecules and larger, biologically important species. We have already introduced geometiy determination in Chapter 4.  [c.131]

In the 1970s evaluations of alcohol fuel programs always considered environmental impacts and objectives even though the main thmst of the programs was toward energy security and diversification benefits. Assessments of performance identified these fuels as consistent with environmental goals and by the mid 1980s, the environmental benefits of the alcohol fuels had become the chief driving force for thek further consideration. Detailed assessments were made of photochemical smog and ak toxics reductions that might be obtained from the wide use of alcohol fuels in light-duty vehicles. Methanol received the most evaluation, because it appeared to be far more cost competitive than ethanol. The potential benefits of alcohols used in heavy-duty diesel-type engines were also studied.  [c.433]

Training programs identify subjects, goals, and individuals to be trained. The learning objectives define measurable goals for the training modules. Hands-on-training using a simulator is important for control room operators. Technicians for test and maintenance and chemical processes benefit from hands-on training when reinforced with theory. Training using videos or OJT ir - foctive. The training program prepares these persomiel without the risk of learning with the hazards.  [c.71]

Policies, Programs, and Procedures Goals and objectives have been set. Formal corporate and facility work plans, policies, guidelines, standards, and procedures are available to clearly define PSM program scope, outputs, milestones, initiating mechanisms, and aiternatives. Management demonstrates commitment and sponsorship for these programs. Policies, programs, and procedures are periodically reviewed and revised.  [c.78]

The approach developed from a general change in emphasis in applied psychology during the 1970s and 1980s, from viewing the human as a passive black box, analogous to an engineering component, to the view that individuals were purposeful in that their actions were influenced by future goals and objectives. The cognitive systems engineering approach is particularly applicable to activities such as planning and handling abnormal situations. Its methods include cognitive task analysis, which focuses on information processing failures, and the use of decision support systems of varying levels of sophistication to assist in the handling of abnormal situations. To date, the application of the approach has been limited in process plants, although the development of interest in the area by human factors specialists has stimulated research into the nature of the skills possessed by process workers. Nevertheless, this approach is the most comprehensive in terms of evaluating the underlying causes of errors. This means that it has particular relevance to analyzing the causes of recurrent errors and for predicting specific errors that may have serious consequences as part of safety analyses.  [c.45]

Safety objectives have been estabUshed to make both ALWRs even safer than the plants of the early 1990s and safer than required by the safety goals estabhshed by the U.S. NRC. The ALWR safety objectives are that there would be only one chance in 10 x 10 per reactor-year that a severe accident would be initiated, a factor of 10 better than the U.S. NRC safety goal. Mitigation of the accident through the containment systems would reduce the risk by another factor of 10, so that the chance that the radiation dose at the boundary of the plant would be as high as 0.25 Sv, the level below which there is no clinically observable effect, would be one in 1 x 10 . An additional objective has been set to limit the level of occupational radiation exposure. No more than 1.00 Sv/yr occupational exposure should be received by all the workers in each plant, an average of about 0.001 Sv/yr. Improved performance objectives have also been set to provide an additional power margin. This places less burden on both the equipment and operators in miming the plant, resulting in increased rehabiUty and lower operating and maintenance costs.  [c.245]

Participation in Developing the Mission andFstablishing Goals. Technical professionals are often more resistant to mandated goals than are others in the organization. Participation in goal-setting is integral to their job satisfaction alignment of individual and organizational goals is important for sustaining motivation. Once committed to the goals, technical professionals often set very high performance standards involving an intense personal commitment sudden changes in objectives or goals can be particularly upsetting and demotivating. They are, furthermore, very interested in the needs of the business and in how they can contribute to business success. It may even be said that they thirst for this type of knowledge.  [c.132]

There is no guidance in ISO 9000 1994 on the subject matter of corporate quality policies. However, in the Committee Drafts (CD) of ISO 9000 2000 there is now some useful information. It is recommended that the quality policy should be consistent with the overall policy and goals of the organization and should provide a framework for the setting of quality objectives and quality targets. For the first time in these standards, a link has been made between policy and objectives so that policies are not merely motherhood statements but intentions for action. By deriving objectives from the policy you initiate a process for bringing about compliance with policy.  [c.93]

See pages that mention the term Objectives, goals and : [c.47]    [c.14]    [c.41]    [c.41]    [c.74]    [c.151]    [c.416]    [c.32]   
Guidelines for implementing process safety management systems (1994) -- [ c.2 , c.24 ]