Business acceptance

Keeping risk as low as is reasonably practical (ALARP) is accepted business practice. As soon as the risks extend beyond the ALARP region, then the consequences of those risks could be detrimental to the business and the people working there. 

Certain parts of the hazards must be in an acceptable business language of the importing country. 

Most likely, the main barrier to implementing these improvements is the cost of modifying existing plants. Nonetheless, after contacting all producers of IB and terpene based polymers in North America and Europe, the lead author found that Arizona Chemical [199], Chevron-Oronite [200], and Gevo [45] are interested in development of more environmentally acceptable business practices. Hopefully, this mini-review will help prompt the replacement of older systems with cleaner and greener methodologies. 

The environmental performance of companies within the industry is normally subject to the legislative requirements of the host government, but is increasingly becoming scrutinised by the public, as available information and general levels of awareness increase. Major companies see responsible management of the environmental aspects of their operations as crucial to the future of their business. The approval of loans from major banks for project finance is usually conditional on acceptable environmental management. 

Commercial flavor enhancers for pet foods have become big business. Flavor enhancers, primarily so-called digests, provide high acceptance of pet foods and enable the pet to select one food over another. Commercial companies compete with flavors based on the types that pets like. However, owner objections minimize the use of some acceptabiUty enhancers such as some fish products, onions, and gadic. 

Plants need to be mn by people and the avaHabiUty of employees can constitute the overriding consideration in certain businesses, in relation to siting. Labor-intensive businesses have to either move to a location where labor is available or move their employees to the new plant site, which can be cosdy both from the standpoint of the physical move and also with regard to the additional expense of relocating a family from one place to whoUy new surroundings. Older and less flexible work forces often choose to accept eady retirement, quit, or not to relocate. 

The business climate of the 1990s is different from the past. Factors such as increased competition, a global marketplace, rapid technical shifts, and greatly compressed product life cycles constantly open new opportunities for plastics in general and reinforced plastics in particular. Reinforced plastics have become widely accepted for particular appHcations because they offer a combination of design, performance, and economic benefits to the user. These materials have had a proven record of success since the 1940s. 

Technical and Business Issues. In general, the successflil appHcation of any technology is dependent on both technical and business issues. For knowledge-based systems, six critical issues are problem identification, user acceptance, measurement of impact, appropriateness, feasibHity, and cost. 

Time Value of Money A large part of business activity is based on money that can be loaned or Borrowed. When money is loaned, there is always a risk that it may not be returned. A sum of money called interest is the inducement offered to make the risk acceptable. When money is borrowed, interest is paid for the use of the money over a period of time. Conversely, when money is loaned, interest is received. 

Many distributions occurring in business situations are not symmetric but skewed, and the normal distribution cui ve is not a good fit. However, when data are based on estimates of future trends, the accuracy of the normal approximation is usually acceptable. This is particularly the case as the number of component variables Xi, Xo, etc., in Eq. (9-74) increases. Although distributions of the individual variables (xi, Xo, etc.) may be skewed, the distribution of the property or variable c tends to approach the normal distribution. 

Numerical Measures of Risk Without risk and the reward for successfully accepting risk, there would be no business activity. In estimating the probabilities of attaining various levels of net present value (NPV) and discounted-cash-flow rate of return (DCFRR), there was a spread in the possible values of (NPV) and (DCFRR). A number of methods have been suggested for assessing risks and rewards to be expected from projects. 

Tour company has signed a business contract with potential aftertax proceeds of P. The probabihty of achieving the net gain of P is, say. Pi = 0.75, and the probabihty of a net loss of P is po = 0.25. If you would rather keep the contract, how much cash would you accept for your interest in it If you would rather be released from the contract, how much cash would you pay to be released from it ... 

The closer one is to the failure, the more its direct effects are apparent. The cumulative effects of failure are often overlooked in the rush to fix the immediate problem. Too often, the cause of failure is ignored or forgotten because of time constraints or indifference. The failure or corrosion is considered just a cost of doing business. Inevitably, such problems become chronic associated costs, tribulations, and delays become ingrained. Problems persist until cost or concern overwhelm corporate inertia. A temporary solution is no longer acceptable the correct solution is to identify and eliminate the failure. Preventative costs are almost always a small fraction of those associated with neglect. 

Individuals tend to acclimate themselves and their concerns (sometimes to their detriment) about the risk of a given activity if they have a large amount of personal experience in dealing with a well-known hazard. For example, an individual may accept the risk of driving a car on a busy highway but reject the much lower risk of flying in a commercial airliner. 

People are more willing to accept risks from which they will receive a direct, tangible benefit. A one-company town will likely have widespread community support for the company and accept the risks of its business—it directly or indirectly provides the livelihood for most families in the community. This may not be the case in an area having a broad-based manufacturing and service economy. Here the relatively small public benefit from a new plant may be outweighed by the public s perception of the plant s risk. People are unwilling to tolerate a given level of risk unless there is a direct benefit to themselves. 

As the name implies, these operations, if uncontrolled, can cause a serious air pollution problem. The main problem is the odors associated with the process. Examples of such industries are tanning works, rendering plants, and many of the food processing plants such as fish meal plants. In most cases, the emissions of particulates and gases from such plants are not of concern, only the odors. Requiring these industries to locate away from the business or residential areas is no longer acceptable as a means of control. 

The index provides a means for users of the data to distinguish effects due to changes in business activity from the effects specifically due to waste minimization efforts. It is not necessary to indicate the units on which the index is based. The index should not be based on the dollar value of sales. Examples of acceptable indices include ... 

There is no requirement for you to state the policies to meet each clause of the standard but many organizations in fact do just this. ISO 9001 requires the manual to cover the requirements of the standard and ISO 10013 gives an example of how this may be done. ISO 10013, however, points you in the direction of producing a quality manual which is structured in the sequence of the key elements of the standard rather than the operations of your business. This is fine for third party auditors but not for your staff, who will probably want to know your policy on some aspect of your operations in order to make a certain decision. This is where you need operational quality policies organized around the operations of the business - such an approach is deemed acceptable in ISO 10013. 

The corrective action requirements fail to stipulate when corrective action should be taken except to say that they shall be to a degree appropriate to the risks encountered. There is no compulsion for the supplier to correct nonconformities before repeat production or shipment of subsequent product. However, immediate correction is not always practical. You should base the timing of your corrective action on the severity of the nonconformities. All nonconformities are costly to the business, but correction also adds to the cost and should be matched to the benefits it will accrue (see later under Risks). Any action taken to eliminate a nonconformity before the customer receives the product or service could be considered a preventive action. By this definition, final inspection is a preventive action because it should prevent the supply of nonconforming product to the customer. However, an error becomes a nonconformity when detected at any acceptance stage in the process, as indicated in clause 4.12 of the standard. Therefore an action taken to eliminate a potential nonconformity prior to an acceptance stage is a preventive action. This rules out any inspection stages as being preventive action measures - they are detection measures only. 

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