Deadlines

Because of the necessity to comply with national standards for ground-level ozone, some states are planning another phase of more stringent NO emissions limits which may take place in the eady 2000s. These additional post-RACT reductions may affect plants of all sizes and types, but are likely to focus on major sources. The deadline for compliance in the most extreme areas is 2010. For severe nonattainment areas (O levels 0.181—0.280 ppm), including many coastal areas in the Northeast, from northern Virginia to southern Maine, compliance must be achieved by November 2005 to November 2007. Serious ozone nonattainment areas (O levels 0.161—0.180 ppm) are expected to be in compliance by November 1999. Moderate noncompHance areas must comply by November 1996. 

In addition to achieving the o2one standard by the deadline, moderate and higher areas must demonstrate a total net VOC emissions reduction below the base year ia accordance with an aggressive schedule of percentage reductions. These reductions are 15% ia the first six years (through November 15, 1996), and 3%/yr thereafter. 

Acceptance - Deadlines put pressure on the team, and CA may be seen as yet another hurdle for the team to jump, or as a eritieism of the designer s work. Teehniques must be aeeepted at all levels in the organization as measures of per-formanee on the design, not the designers, and as positive initiatives to promote ereative ideas to modify designs and eliminate risk. 

The Montreal Protocol of July 1987 resulted in an international treaty in which the industrialized nations agreed to halt the production of most ozone-destroying chlorofluorocarbons by the year 2000. This deadline was hastily changed to 1996, in February 1992, after a U.S. National Aeronautics and Space Administration (NASA) satellite and high-altitude sampling aircraft found levels of chlorine monoxide over North America that were 5i % greater than that measured over Antarctica. 

The Clean Air Act Amendments of 1990 put a heavy burden on the Environmental Protection Agency (EPA) and state agencies to permit and oversee compliance with the Clean Air Act (CAA). Table 24-1 lists the major deadlines affecting industry under the 1990 amendments. Some of the deadlines have already passed without any action" being promulgated and finalized. The other deadlines may also slip to a later date. Almost no statutorv "hammers" have been included in CAAA90. 

Deadlines Impacting Industry under the Clean Air Act Amendments of 1990... 

EPA must issue New Source Performance Standards (NSPS) for any solid waste incineration unit not covered by another deadline lor issuance of such standards. 

Title I allows the EPA to define the boundaries of "nonattainment" areas for ozone, CO, and PMjg. Emission standards for these areas will be based on a new set of "nonattainment categories." EPA has established a classification system for ozone design values (goals) and attainment deadlines. Table 24-2 lists these parameters. 

Classification Ozone design values Attainment deadline (from enactment)... 

Choose a specific metropolitan area and determine its classification as an ozone nonattainment area. Find the alternative deadline and allowable emissions of NO and VOC com-... 

Section 6. Regulatory Requirements. This section describes a few of the ways that a software application can explain the requirements under Title III and assist in compliance with requirements, such as tracking deadlines and responding to requests for information. 

Obiective Track regulatory deadlines and assist in the assessment of compliance with reporting requirements, as well as record the status of required information and log requests for information. 

Tracks deadlines for reporting requirements under Title III of SARA Deadlines for reporting as required under Title III Sections 302, 304, 311-312, and 313. 

On the due date when the tenders should have been received, record those that have been submitted and discard any submitted after the deadline. Conduct an evaluation to determine the winner - the subcontractor that can meet all your requirements (including confidence) for the lowest price. The evaluation phase should involve all your staff that were involved with the specification of requirements. You need to develop scoring criteria so that the result is based on objective evidence of compliance. 

In addition, commitment from the top sets standards—and deadlines— for performance. While no one wants to constantly invoke the boss (and it can certainly be counterproductive to do so), specific, articulated expectations from the top greatly improve the chances that individual commitments will be met. 

Establish and stick to deadlines. This applies equally to your own commitments and those you expect of team members. The team leader must take responsibility for seeing that deadlines are met and commitments honored team members who don t contribute drain the group s momentum. 

Circulating reminders with meeting agendas can help teammates meet their deadlines. In addition, request team members to notify you in advance if it appears that a deadline might slip. 

Dealing with a poor contributor requires a combination of firmness and tact. If a team member consistently misses deadlines or produces shabby work, talk to him or her privately to try to find out the reason. Ask for suggestions as to how you or others might help. At the same time, make it clear that the team expects a certain level of performance and be prepared to replace a team member who cannot or will not achieve it. 

In addition to specific deadlines for each task and subtask, you should also consider program milestones, key pcrints in the plan at which you will want to review progress to date and make any necessary adjustments. For example, if you have adopted an element-by-element approach, you could consider completion of each PSM element as a milestone similarly, each facility s program would constitute a milestone, if that is the approach you ve chosen. 

In setting schedules and deadlines, try to be realistic while maintaining your sense of urgency. Be sure to build in sufficient time for group meetings to evaluate progress to date. Also, remember to consult those most immediately affected (for example, people whose staff will be called on) by the plan, whose other priorities must be taken into account in scheduling. 

In addition, make sure to build in sufficient time for monitoring (Chapter 8), as well as for administration (meetings, reporting, etc.) Also, consider building in specific milestones throughout the schedule these interim deadlines, reflecting completion of key tasks, help keep the schedule on track. 

Keep in mind that the pilot test may have taken more time than a comparable facility would need for installation once the system has been refined. At the same time, take care not to be unrealistic it s always better to beat a deadline than to miss it. 

Stich-tag, fixed day, key date, deadline, -wein, m. sample wine, -wort, n. heading catchword key word code word password cue. 

In general, = W n if the deadline is attached to one of the derrick legs, and F = W 2n if the deadline is attached between two derrick legs, n is the number of lines between the crown block and traveling block. The formula for F assumes that no single leg shares the deadline and fastline loads. 

Figure 4-7. Projection of fast-line and deadline locations on rig floor [9].

Deadline tiedowns The deadline is the nonmoving end of the wire rope from the hoisting down through the crown and traveling blocks. This end is anchored at ground level with a tiedown. 

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