Management briefing

As an incident investigation proceeds, the teams will be required to brief management as to its findings on a regular basis. The frequency and level of detail of the briefings will naturally depend on the severity of the event. Figure 11.3 outlines a representative reporting procedure. The Go... 

Safety tours and inspections >- Team briefings >- Management meetings >- Tool box talks by supervisors >- Problem-solving workshops >- Appraisal interviews. 

Directions in Eow-Eevel Radioactive Waste Management A Brief History of Commercial Eow-Eevel Radioactive Waste Disposal, DOE/LLW-103, Rev. 1, The National Low-Level Waste Management Program, INEL, Idaho Eads, Idaho, Aug. 1994. 

Cost reports should be brief but informative, preferably in sum-maiy form. They should report expenditures and commitments, estimated costs to complete, and expected overruns or underruns of the authorized budget for each important item of cost. Brief notes should emphasize significant deviations from predicted cost. Any large, persistent overrun should have already been investigated and reported to the project and construc tion managers for immediate attention. If an expected overrun cannot be avoided, the current summaiy cost report should serve as justification for a request for additional funds. 

The first edition s appendix had a section titled Modem Quality Control. This section discussed modem initiatives in the spirit of quality pioneer W. Edwards Deming. Since then, I have learned of several management initiatives aimed at improvement from various directions. Here is a brief list ... 

Summarize the fmdings and recommendations in a brief pre-assessment report, and present and review this with management. This will reaffirm management s commitment to the next phase. Include in the pre-assessment report a list of actions or steps that the team intends to follow in the next phase. If some of these steps involve field measurements, then highlight these and their possible effects on production schedules and personnel assignments. Use the steps in Phase II as a guide to developing the recommended actions. 

In companies in which senior management has strong operating experience, the concepts behind PSM are more likely to be self-evident. Similarly, some senior managers may have an ongoing interest in process safety and be knowledgeable about CCPS initiative. In these cases you can limit your preliminary discussion of PSM principles to a brief summary. 

A useful way to approach this is to develop your proposal (1) as if key managers are unable to participate in a meeting, but request a full briefing, or (2) as though you have a sudden emergency and a colleague must stand in for you. This means you cannot rely on brief, cryptic bullet points on an overhead slide, or fall back on "I ll cover that in the Q and A." This approach means more work on the front end, but the discipline it requires is likely to pay off in terms of results since it helps assure comprehensive treatment of the subject and a more thorough appreciation from your audience. 

An unannounced visit from a major supplier coincided with a group training session, which gave the Plant Manager the opportunity to brief him on the division s work in PSM. 

Once the plan is complete, you will almost certainly need to submit it for final approval. Your company probably has well established approval processes. Make sure to understand these and adequately brief anyone who may present your project to project review committees or board meetings on your behalf. When preparing your plan for approval, it is important to briefly reiterate the history of the project. Although you have thoroughly prepared senior management through your various communication and consultation exercises, they will not recall all of the relevant background. 

The bicycle s advantages as the world s most mechanically efficient means of transportation are clouded by the limitations of the human engine. To put it in power output terms, the human body can produce sustained power only at modest levels. For most people, 100 watts would be too much, and for an elite athlete, 400 watts is the approximate ceiling. (The athlete may manage a brief burst of 1.1 kilowatts.)... 

Security patrol and guarding is only satisfactory if properly managed and controlled with trained guards and complemented by electronic detection and monitoring equipment. The guards would generally be available to react to the unexpected, and should be well briefed as to responsibility and how to obtain help as well as how to deal with any type of unexpected situation. 

MANAGING PAIN Pain at the injection site may occur when diese drug are given IM. The nurse warns the patient that discomfort may be felt when it is injected and that additional discomfort may be experienced for a brief time afterward. The nurse places a warm moist compress over die injection site to help alleviate the discomfort. 

The composition of body fluids remains relatively constant despite the many demands placed on the body each day. On occasion, these demands cannot be met, and electrolytes and fluids must be given in an attempt to restore equilibrium. The solutions used in the management of body fluids discussed in this chapter include blood plasma, plasma protein fractions, protein substrates, energy substrates, plasma proteins, electrolytes, and miscellaneous replacement fluids. Electrolytes are electrically charged particles (ions) that are essential for normal cell function and are involved in various metabolic activities. This chapter discusses the use of electrolytes to replace one or more electrolytes that may be lost by the body. The last section of this chapter gives a brief overview of total parenteral nutrition (TPN). 

On completion of an audit and before the auditors leave the premises, the management of the site will be briefed as regards the main observations during the audit. Where issues arise, FDA inspectors use Form 483 to present the manufacturer with a list items that may be deemed as non-compliant with the regulations. Should any non-conformances be highlighted at the audit close-out session, management should state their commitment to correcting these and, if possible, indicate what the... 

Scheme sponsors such as senior management, line managers and external clients All briefing on scheme. Line managers only briefing on role... 

As with the mentor training, you might want to add a briefing on attitudinal requirements to the agenda point of expectation management. Desirable mentee attitudes include ... 

As with the administration staff, line managers will only tend to require a briefing on the scheme as well as an explanation of their role. The latter should make clear to them ... 

For senior management and external clients, a briefing on scheme facts will usually constitute the only form of training required. However, since you will already have consulted with either or both of these parties regarding the implementation of yoiu scheme, they should already be very familiar with it. Their familiarity will have been underscored by your efforts to keep them in the picture throughout the design phase of the program. This means that they will already know about the scheme facts prior to the start of your scheme - which is when you would... 

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