Change stakeholders

This book has identified the most useful indicators of environmental changes in mercury contamination in 4 compartments of the environment 1) airsheds and watersheds, 2) water and sediment, 3) aquatic organisms (with emphasis on freshwater ecosystems), and 4) wildlife that live in freshwater, terrestrial, and/or coastal ecosystems. The indicators identified in this book are wide-ranging and involve measurements made at several different scales of time and space. The authors believe that these indicators will provide the best information to policymakers, as well as other stakeholders, as to whether environmental concentrations are changing (A indicators) and what the reasons for those changes might be (B indicators). 

Thus, it is highly desirable that key buyers and sales channels have already been locked up by the time of product launch. Inevitably, customers, process engineers, financial officers, and other stakeholders request various design changes. Proper change control is essential to avoid unacceptable delays and cost overruns. 

The committee cautioned that the report offers a strategic framework and blueprint for change, not an immediate roadmap or next steps plan. The third recommendation called for a public process of stakeholder deliberations to explore the full implications of the proposal and address technical design issues. The lOM recommended that the National Vaccine Program Office (NVAC) of the U.S. Centers for Disease Control convene a series of regional and national meetings with the major stakeholders and others to rehne the recommendations and develop plans for implementation. 

Environmental evaluation and setting priorities for change involve value judgements. No simple metric exists that encompasses the range of environmental issues or addresses the concerns of all stakeholders. 

Including the key stakeholders in decisions affecting process design or changes ensures efforts by the process owner are applied correctly. Process robustness is dependent upon meeting business and customer needs, and the process owners require input and support from the stakeholder group. 

An important barometer of process performance is the number of nonconformances, corrective and preventive actions taken, and planned deviations initiated against a process. These types of process artifacts must be known and owned by the process owner and stakeholders. The process owner must consider these process metrics for evaluation of and changes to process design, training, documentation, and performance. 

The process owner with stakeholders will need to provide a process improvement proposal if the issue or change requires prioritization due to funds or additional resources from the enterprise. The proposal should include, at minimum, the problem and or opportunity statement, impact to the site based on risk, and proposal of an action and/or project, including both cost and resource requirements. 

Although our focus is the pharmaceutical industry, this should not be interpreted to mean that we believe that changes to that industry will magically solve global health problems. We realize that the global poor face public health problems that go beyond what pharmaceutical companies can address. Nonetheless, it is necessary for each stakeholder to do what it can to alleviate the health problems that face the global poor. 

Can a reframing of pharmaceutical stakeholder obligations change the goals of the system ... 

---