Company Restructuring

When a company moves business units from a site, changes its management organization, or otherwise restructures operations, there is a possibility that the PSSR element will be affected. 

The PSSR checklist or electronic database may contain items that no longer apply if certain raw materials, intermediates, or end products are removed from the on site. The PSSR work process itself may change if management titles change or responsibilities are reassigned. It is not uncommon to find these issues in any PSM element after such a restructuring. 

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As the growth rates of propylene outpace ethylene, and companies restructure and simplify their portfolios, this catalytic route becomes more attractive. 

It would be unreasonable to think that either of these companies are operating even remotely similarly to how they did in the 1970s. Many chemical companies restructured and reduced the size of their technical staffs in the mid-1980s, and many other organizations added chemical process safety professionals. However, these approaches still seem very useful and workable. 

A passage that examines cause generally answers the question why something took place Why was the company restructured Who or what made this take place A passage that examines effect generally answers the question what happened after something took place What happened as a result of the restructuring How did it affect the company ... 

The success of the chemical businesses of the three major U.S. manufacturing enterprises—General Electric, Pittsburgh Plate Glass, and Eastman Kodak—is part of the transformation of the industry into specialty chemicals after it had reached the limits of growth in the 1970s. Thus the stories are similar to those of the focused companies described in Chapter 4. Each of the three commercialized a small number of related products. Like the focused companies, they continued to prosper in the 1980s as the U.S. multiproduct companies restructured their product lines. 

Similar to company restructuring, acquisitions, mergers, and divestitures can affect the PSSR work process. Any major change in the characteristics of the site should be evaluated for the impact on PSSR and associated elements of the process safety management system. 

The composition of this manager s work group has changed because of company restructuring. Performance levels have dropped. Deadlines... 

The various restructures of the industry are all planned to address these major issues. Wide-area planning, while undefined, may solve certain issues resulting from the unknown parameters. Divestiture of the industiy into generation, transmission, and distribution companies will strengthen emphasis on the facilities involved. Many of these new structures will move the industiy toward full competition however, coordination of their activities could become more difficult. 

The current accessible information from this company do not show any records on BDS activities, the most recent recorded event correspond to 2000 activities. On November 14, 2001, their report announced a restructuring process of the Company s Scientific Advisory Board, replacing members with scientists and physicians with experience in cancer, production of therapeutic proteins, preclinical development and clinical trials. That indication for a new orientation and focus to the health sector did not last enough, and soon after, the company disappeared from the SEC (and any other financial) listing. 

The rapid movement in the global phthalates market away from using plasticisers 2-ethylhexanol (2-EH) and diethylhexyl phthalate (DEHP) in favour of alternative products was underscored recently when BASF revealed plans to close its 2-EH and DEHP plants in Germany. The restructuring in Europe will have no effect on BASF s plasticiser portfolio in Nafta and Asia, however, where the company will continue to offer 2-EH and DEHP. About 70% of the plasticiser maiket volume is phthalates, and plasticisers make up about 60% of the plastic additives maiket. PVC accounts for 80-90% of global plasticiser consumption. In October 2003, California added DEHP to the state s list of more than 750 chemicals known to cause birth defects or reproductive harm. Previous studies had shown that the chemical can leach from plastic bags that contain intravenous fluids, blood, tube feedings or other medical treatment, and thereby enter the bodies of patients. 

To achieve this goal, MED restructured its operations, concentrating on manufacturing, work force, and internal group structures. The first step was to achieve a significant reduction of manufacturing capacity. To do this, the company reduced the scope of the activities that were handled internally. Many low-value-added steps - such as basic parts or cable manufacturing - were outsourced. 

Results The actions implemented during MED s restructuring period helped the company to regain its competitiveness, and effectively set... 

Results The actions associated with MED s Top+ Program, P, as well as the actions implemented during the company s restructuring, have directly contributed to the company s profitable growth by helping to decrease its cost base and increase its power to innovate. 

The shrinkage in demand has resulted in a restructuring of the carbon black-industry. Several of the principal multinational oil companies have left the business including Ashland, Cities Service Co., Phillips, and Conoco. Some plants have changed ownership. In the United States this has increased the production capacities of Degussa, Sid Richardson, and Huber. Today s U.S. industry consists of six principal producers. Rated capacities of the six U.S. manufacturers is shown in Table 13. Cabot Corp. and Columbian Chemicals are the leading producers, followed by Degussa, Sid Richardson, J. M. Huber Corp., and Witco. A survey of the future markets and present structure of the carbon black industry has been presented (1). 

Such measures would improve the opportunities for investors in the natural gas sector, and restructure the gas market and also promote the direct private participation. However, in-depth analytical skills, management and administrative capacity will be needed in order to operate the companies, and to resolve problems such as non-payment and administrative interference in commercial activities. 

There are three factors driving partnerships that I would like to mention. The first is industry restructuring. The increased degree of specialization has clearly left many companies without a full hand of cards. Many companies have downsized their R D organizations or eliminated their central or corporate R D capabilities entirely. Therefore, necessity has driven a fraction of the increase in partnerships. 

Robert A. Beyerlein, National Institute of Standards and Technology First, you mentioned that with restructuring activities going on in many companies, they might not have the full resources needed. If the company s science base and resources are not complete for the job at hand, how do you address that Also, what is the process of implementing innovation that allows the company to focus on unmet market needs I m curious about how you identify those unmet market needs. 

It should be noted though, that in practice the restructuring of a value chain s production network often combines different basic restructuring types and includes capacity changes. Also, the relative importance of decision criteria depends on the type of project. For example, in plant closures factors such as public opinion towards the decision (sometimes causing a company to favor closures in countries other than their home country) and possible obligations to repay subsidies received become important (cf. Richbell and Watts 2000). 

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