Barriers to improvement

Time and priorities. There was insufficient time or too many other things to do to accomplish safety improvement. Competing priorities included a focus on short-term financial results and production. 

The reward process. A number of observations were made about deficiencies in the reward process. The reward process focused on the short-term. It rewarded numbers not excellence, and it seemed to reward production over safety. 

This referred to the turmoil in the organization caused by such factors as the competitive marketplace and frequent reorganizations of the business. In addition, the group cited numerous instances in which their time was used to perform tasks that benefited corporate staffs but had no apparent benefit to their own operation. In our experience, some chaos is a basic property of business. This chaos is the business equivalent of the fog of war, and it is rarely absent. It can be an excuse for failure or a motivation to innovate and succeed. On the other hand, much of the chaos reported by our groups was unnecessary. 

Lack of training and education. This primarily referred to training managers and supervisors in management skills, especially communications skills. It also referred to training nonmanagers in many of these same skill sets. 

Empowerment without authority. Many instances were cited in which teams were given a problem to solve but no authority to implement a solution if they found one. 

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What areas of PSM need the most improvement at our company " "What are the barriers to improvement "... 

Figure 3.6 Application of an oil barrier to improve crystals in hanging drops, (a) A standard hanging drop trial (b) a trial containing an oil barrier. Modified from Chayen (1997b). J. Appl. Cryst. 30, 198-202, with permission from the lUCr.

A 1998 survey undertaken by BMRB International on behalf of the UK Environmental Best Practice Programme (ETBPP) looked at attitudes and barriers to improved environmental performance. The survey was compiled from the responses of over 1400 companies across 12 industry sectors. Overall, the survey found that large companies (more than 250 employees) are more advanced in almost all areas of environmental policy. 

Table 1.4 lists the priority R D needs that were identified for burners, boilers, and furnaces. Essentially all of these needs require some amount of testing. These needs were generated from the following end-use requirements increased system efficiency reduced NOx, CO, CO2, and particulate emissions increased fuel flexibility more robust and flexible process control and operations better safety, reliability, and maintenance lower capital and operational costs faster, low-cost technology development and enhanced system integration. Coupled with these needs are some barriers to improvement financial risk, inability to accurately predict the performance of new systems, lack of industry standards, and the wide gap that often exists between the research done at a small scale that needs to be applied to industrial-scale systems. Testing is often required to address some of these barriers. 

Drive out fear. Fear is barrier to improvement and innovation. Management by fear should be avoided. 

The Faraday plate detectors, the mainstay of detector technology in IMS from its inception as a modern analytical method, are seen as robust and effective for field instruments and relatively small ions. Nonetheless, the poor gain and susceptibility to microphonic noise can also be seen as disadvantages. Probably, these worries and wishes are small compared to the fundamental barrier to improved resolving power, which is established with the ion shutter. The Bradbury-Neilson (BN) or Tyndall-Powell (TP) shutters have and will certainly be the method of choice into the foreseeable future for IMS analyzers. The constraint is ambient pressure based. The limitation induced with fleld-mobility-based injections are large, yet no improved solution has been demonstrated. 

Phase 1 develops the strategy, including as-is documentation and evaluation, definition of the destination, and identification of gaps and root causes. Phase 2, to implement the strategy, addresses the barriers to improvement described in Section 13.1.2. These barriers are lack of focus, confusion about technology and costs, motivators, boundaries, and slowness due to rigidity. 

Gel coats and top coats may be added to the surface of a composite structure for a variety of reasons to filter out ultraviolet radiation and improve weathering, to add flame retardancy or provide an increased thermal barrier, to improve chemical resistance, to improve erosion, to provide electrical insulation (relevant to carbon fibre composites), to provide an increased barrier to moisture, or to provide a colour scheme and improve general finish. 

The description of how safety climate tools, walk-rounds and the WHO Surgical Safety Checklist have been implemented in healthcare has identhied some of the challenges to measuring and improving culture in healthcare teams and organisations. Other important barriers to improving safety culture exist ... 

In summary, currerrt trairring and education create another barrier to improving safety culture because they do not support the development of shared norms and behaviours across different professional groups. Rather they create professional silos. The net effect of the current training approach is that doctors and nurses carmot walk in each other s shoes. Handovers, where multi-disciplinary team input is needed to commimicate safety information across healthcare interfaces, illustrate this issue very well. All too often, nurses seek nursing information and doctors want to hand over a clinical management plan in which key information required by the nurses is not included. 

Barriers to Improving Safety Practices Financial Limitations... 

It should come to the benefits for physical properties of PU brought from nanoclay after gaining the understanding of unique morphology of PUCLNs. Silicate sheets are featured as mechanically strong and thermally stable nanoscale block, and they can be used to enhance the mechanical properties and thermal stability of PU. Two-dimensional structures can make them play as barrier to improve the permeability of PU. Therefore, the topics in this section will mainly cover enhanced mechanical, thermal, and barrier properties of PUCLNs. 

Review performance trends to identify barriers to improvement (Cooper, 1998). 

El What do you consider to be the major barrier to improving quality in the company/this department or shift etc. ... 

Introduction of additional barriers to improve the situation. At this juncture, several alternative arrangements such as preventive, detection, and/or mitigating controls are explored, for example, use of intrinsic safety circuit, increasing redundancies, etc. are considered so that failure probabilities can be reduced or eliminated. These control measures could also reduce impact on life, material, or environment. 

The data indicate that the majority of schools have undergone substantial ehange. About one quarter were judged to have achieved embedded change. There is a substantial minority of schools, however, which have not achieved significant progress. An important part of the analysis has been the identification of factors that act as barriers to improvement. Data relevant to this are reported below. 

There is no simple relation between high-risk occupational activities and the size of the enterprise. Much of what is written and discussed about OH S in smalt business implies that the lack of safety officers, formal structures for company administration, the lack of formal procedures for HR and OH S management, and the lack of formalised industrial relations constitute barriers to improved work environment and workers health. However, there is not much empirical or scientific proof for this and it might be more a reflection of frustrated communications efforts than a proper analysis of the true state of OH S in small business. 

Various methods have been proposed to overcome the barriers to improve the performance of rubberized Portland cement concrete, some of which have shown promise (54). 

The comparative health of the institutions that support traffic safety outcomes is of course known to be crucial in determining the relative level of traffic safety performance that is achieved by any country compared with its peers. Institutional health remains a major potential barrier to improved traffic safety performance for many high- and most middle- and low-income countries to varying degrees. Traffic safety has steadfastly stood alone, quite separate from developments in safety management in other transport modes or in industrial safety. A recent review of the effectiveness of safety management systems undertaken by the Australian Transport Safety Bureau comprehensively covered aviation, rail, and marine safety systems with no reference to road transport ... 

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