Drivers for change

Eorthis reason, the Substitution Principle cannot be implemented to its full and necessary effect simply as a general policy statement within the regulatory framework, since this will be an insufficient driver for change. Instead it needs a clear mandatory imperative to drive it. Within REACH, this means that the Substitution Principle needs to be written into the authorisation procedure so that the availability of a safer alternative is sufficient grounds for an authorisation to be refused. 

Based on the selected flowcharts (process flow diagrams) one can make a first rough estimate of the costs of the new processes. Various standard methods for this are available, depending also on the company s systems for cost estimation. This part of Step 2 should not be forgotten, because it can clearly show the benefits of a new process in terms of costs, which is one of the main drivers for changes in processes. It also helps in ranking ideas. 

Over the first part of the twentieth century, it is expected that a large increase in the utilization of renewable bioresources will occur. The possibility for change arises from the broad range of research projects that are currently under way, and the drivers for change continue to include sustainable economic growth and national energy security, and to minimize anthropogenic effects on the environment. 

Because of a scarcity of data, it is difficult to explore the mechanisms behind the increases in toxicity observed for earthworms. It is possible that the drivers for changes in toxicity in terrestrial systems are different from those in aquatic systems where the exposure route is less complex. 

ASME Board on Education (2013). ASME Vision 2030 Project Drivers for Change Data Actions Advocacy, Vision 2030 Mechanical Engineering Education. 

It should also be noted that theoretically the approach to equilibrium involves an ever-decreasing rate of change, although in many reactions there is soon a point when there is no further observable change. We can understand this in terms of a simple feedback cycle (Figure 3.1, overleaf). If we consider the driver for change to be the extent to which the reaction mixture is out of equihbrium , then the further from equilibrium the mixture, the greater the net rate of reaction (shown by a + symbol), which of course moves the reaction closer to equilibrium. However, that reduces the driver, and the rate of reaction slows, and the rate at which the reaction approaches equihbrium also slows. 

Thomas Foster has reported research from Northeastern University and consulting firm Accenture on the progress of collaborative relationships in the 3PL industryHis report cites the following drivers for change and the his conclusion regarding the implications ... 

RSSB has a commitment to update the SRM annually to take account of the latest data relating to the operation and maintenance of the railway. As the SRM and the results from the SRM were used it became apparent that there were a number of items that would require a more significant revision of the model in addition to the data update. These drivers for change were as follows ... 

Another external driver for change has been the CAIB report. NASA formed the so-called Diaz Team to look at issues stemming from the CAB report that were applicable to broad spectra of activities (Diaz Team, 2004), and this team made numerous recommendations. As well, CAB called for creation of an independent technical authority (CAB, 2003) to raise the importance of safety. NASA had already created the NASA Engineering and Safety Center (NESC) in response to the Columbia disaster. However, NESC does not have as much independence as CAB urged, so NASA is creating another administrative subsystem to fulfill this need, with the result that NESC appears to add redundant complexity. NESC has achieved some successes that may warrant its preservation, but NASA needs to clarify the distinctive responsibilities of NESC, the office of the Chief Safety and Mission Assurance Officer, the engineering organizations, and the independent technical authority advocated by CAB. 

In regulatory toxicology, the primary drivers for change have always been regulatory requirements, either implicit (in guidelines) or implied. 

In general, companies are subjected to a large number of external forces and internal stresses, and they need to find appropriate responses to survive and prosper. As we shall see later, these drivers may also define the opportunities a company may want to explore. External forces emanate from different sources such as customers, technology, locations, dismptions, and sustainability. Similarly the need for redesigning processes, reducing cost, and minimizing waste act as the internal drivers for change. 

Opportunities for improving the effectiveness of operations act as the internal drivers for change. They include asset utilization, productivity improvement, cost minimization, waste reduction, and work place safety, as shown in Fig. 1.4. For example, it may be possible to improve product performance and cut manufacturing cost by substituting one component with another. To implement it, however, one may have to modify some manufacturing processes, modify procurement, work with new suppliers, modify marketing plans for the product, and train workers. 

All these drivers for change lean heavily on the implementation of improved technology. For jewelry manufacturers to prosper, the optimum use of technology and best practice is essential. In this context, quality, in its wider sense, is increasingly the focus of product differentiation in the market. Attainment of quality standards also relies on improved technology and Best Practice, the latter reflected in the implanentation of more sophisticated quality assurance and production systems that are not covered in this chapter. 

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