Errors opportunities

Figure 2.8.9 Error opportunities at different organisational levels (adapted from...

According to Turner and Keegan (2001), uncertainty about the product and process is greater in the project context than in a classical organization or business. Simple routine management by the permanent parent organization, when there is one, may not be sufficient for the project it may prove unsuitable and raise the risk of error, opportunism and lack of customer satisfaction. 

As pointed out in Chap. 5, replacing simple columns by complex columns tends to reduce the vapor (and heat) load but requires more of the heat to be added or removed at extreme levels. This means that the introduction of complex columns in the design might prejudice heat integration opportunities. Thus the introduction of complex distillation arrangements needs to be considered simultaneously with the heat integration. This can be carried out manually with some trial and error or using an automated procedure such as that of Kakhu and Flower. ... 

In Dynamic Spatial Reconstructor at the expense of use 2D matrix of detectors there was the opportunity to use a divergent cone beam of source emission. This system had a number of lacks. In particular the number of projections is rigidly limited by the number of x-ray sources. The dispersion of source emission results in errors of data collected.. However the system confirmed basic advantages of application of conic beams and 2D matrices of detectors for collecting information about 3D object. 

The measuring error of crack depth by means of electropotential devices is considered to be approximately 10%[2]. The research work performed gives us an opportunity to maintain it that is practice such a measuring error can be higher in many times et some probably combinations of parameters h, I, T. 

Every effort has been made to select the most useful and most reliable information and to record it with accuracy. However, the editor s many years of involvement with handbooks bring a realization of the opportunities for gremlins to exert their inevitable mischief. It is hoped that users of this handbook will offer suggestions of material that might be included in, or even excluded from, future editions and call attention to errors. These communications should be directed to the editor at his home address (or by telephone). 

Every effort has been made to select the most reliable information and to record it with accuracy. Many years of occupation with this type of work bring a realization of the opportunities for the occurrence of errors, and while every endeavor has been made to prevent them, yet it would be remarkable if the attempts towards this end had always been successful. In this connection it is desired to express appreciation to those who in the past have called attention to errors, and it will be appreciated if this be done again with the present compilation for the publishers have given their assurance that no expense will be spared in making the necessary changes in subsequent printings. 

During the analysis numerous opportunities arise for random variations in the way individual samples are treated. In determining the mass of a penny, for example, each penny should be handled in the same manner. Cleaning some pennies but not cleaning others introduces an indeterminate error. 

In this experiment students measure the length of a pestle using a wooden meter stick, a stainless-steel ruler, and a vernier caliper. The data collected in this experiment provide an opportunity to discuss significant figures and sources of error. Statistical analysis includes the Q-test, f-test, and F-test. 

A new edition of any book presents an opportunity which an author welcomes for several reasons. It is a chance to respond to constructive criticisms of the previous edition which he thinks are valid. New material can be introduced which may be useful to teachers and students in the light of the way the subject, and the teaching of the subject, has developed in the intervening years. Last, and certainly not least, there is an opportunity to correct any errors which had escaped the author s notice. 

Simplincation Simpler plants are friendher than complex ones, as they provide fewer opportunities for error and less equipment which can fail. Some of the reasons for complication in plant design are ... 

The example spreadsheet covers a three-day test. Tests over a period of days provide an opportunity to ensure that the tower operated at steady state for a period of time. Three sets of compositions were measured, recorded, normalized, and averaged. The daily compositions can be compared graphically to the averages to show drift. Scatter-diagram graphs, such as those in the reconciliation section, are developed for this analysis. If no drift is identified, the scatter in the measurements with time can give an estimate of the random error (measurement and fluc tuations) in the measurements. 

Understanding the behavior of all the chemicals involved in the process—raw materials, intermediates, products and by-products, is a key aspect to identifying and understanding the process safety issues relevant to a given process. The nature of the batch processes makes it more likely for the system to enter a state (pressure, temperature, and composition) where undesired reactions can take place. The opportunities for undesired chemical reactions also are far greater in batch reaction systems due to greater potential for contamination or errors in sequence of addition. This chapter presents issues, concerns, and provides potential solutions related to chemistry in batch reaction systems. 

To be able to systematically identify opportunities for reducing human error, it is useful to ask the question, What is human error One definition is that human error is an inappropriate or undesirable human decision or behavior that reduces, or has the potential for reducing safety or system performance (Rasmusssen 1979). There is a tendency to view errors as operator errors. However, the error may result from inadequate management, design, or maintenance of the system. This broader view which encompasses the whole system can help provide opportunities for instituting measures to reduce the likelihood of errors. 

We take this opportunity to thank users of the first edition who pointed out errors and omissions, or otherwise suggested improvements or additional material that should be included. We are indebted to Mrs S.Schenk who emerged from retirement to type this manuscript. 

Typically, fixing errors and redesign account for around 30% of product development time, as shown in Figure 5.3, and improving this position provides an opportunity for lead time reduction. This means doing more work early in the process when (Parker, 1997) ... 

Step 9.3 Reconcile Wastewater Flows. The sum of the wastewater generated from each unit operation should be approximately the same as the input to the process. If its not, then there are possible sources of error in your accounting. The inability to reconcile water flows is a good tip-off to P2 opportunities. To make sure it doesn t miss such an opportunity, the team should focus attention on accurate reconciliation of the inputs and outputs. 

Analyses used to determine the number of opportunities for each type of error to occur,... 

Opportunities, and resultant talcs for each error analyzed, and... 

The packing instructions are likely to be one of the last instructions you provide and probably the last operation you will perform for a particular consignment. This also presents the last opportunity for you to make mistakes They may be your fast mistakes but they will be the first your customer sees. The error you made on component assembly probably won t be found, but the slightest error in the packaging, the marking, or the enclosures will almost certainly be found therefore this process needs careful control. It may not be considered so skilled a process but all the same it is vital to your image. 

Section 3.2 discusses similar incidents. Rather than blame workers who make mistakes or disobey instructions, we should try to remove the opportunities for error by changing the work situation, that is, the design or method of operation. 

This chapter describes accidents caused by those slips and lapses of attention that even well-trained and well-motivated persons make from time to time. For example, they forget to close a valve or close the wrong valve. They know what they should do, want to do it, and are physically and mentally capable of doing it. But they forget to do it. Exhortation, punishment, or further training will have no effect. We must either accept an occasional error or change the work situation so as to remove the opportunities for error or to make errors less likely. 

Errors introduced during modifieations are discussed in Chapter 2, while designs that provided opportunities for operators to make en ors were discussed in Chapter 3. 

If the plant had been controlled conventionally, the operators involved may have known of the temporary interchange of the leads, or a notice could have been placed on the panel informing them. However, it would be difficult to tell the computer that the valve is open when the signal says it is shut A computer provides new opportunities for familiar communication errors. 

The dotted lines in the diagram indicate the various feedback paths that exist to enable the individual to identify if a particular stage of the processing chain was executed correctly. Thus, if the operating team had planned a strategy to handle a complex plant problem, they would eventually obtain feedback with regard to whether or not the plan was successful. Similar feedback loops exist at the rule and skill-based levels, and indicate opportunities for error correction. The application of the stepladder model to a process industry example is given in Appendix 2A at the end of this chapter. 

The analyst also records opportunities to recover errors, and various performance shaping factors (called performance-influencing factors in this book) which will subsequently be needed as part of the quantification process. 

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