Implement the strategy

The SIS functionality should be documented in a design basis that is maintained under revision control as process safety information for the life of the system. The SIS design basis should address the following  

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The SiS design basis is covered by ANSi/iSA-84.00.01-2004 (Clauses 10 through 12). ISA-TR84.00.04-1 gives guidance on design requirements for the hardware in Annex N and software in Annex O. Uniform faciiity practices shouid be considered to promote consistency in SIS implementation, as well as to reduce training costs and the potentiai for human error. 

A user approval process should assure that field equipment has an established history of performance in a similar operating environment and that its failure mechanisms are understood and accounted for in the design, operation, and mechanical integrity practices. ISA-TR84.00.04-1 Annex L provides guidance on the selection of SIF devices. An SIS must be sufficiently robust to meet the required SIL under operating environment conditions. For each installation, define the conditions that impact SIS equipment selection, such as  

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As the result of these studies, the phased approach was selected for further development and implementation. The strategy makes use of the three levels of sampling and analysis mentioned earlier. The survey phase is defined as Level 1 the detailed analysis of priority components, Level 2 and the monitoring of selected components. Level 3. 

Are abstentions correctly seen as precedents Does p have a rational foundation It seems clear that if we do not believe p, we will as a matter of fact drink at six o clock on all days, even if we have a stable preference for never drink > always drink through time and believe that we will drink tomorrow if we drink today. This follows from the payoff structure. Without a belief in p, we will implement the strategy always drink, although we have a stable preference for never drink > always drink. We can see our drinking as giving in to temptation but being able to act upon the stable preference never drink > always drink as having willpower. 

In implementing the strategy, there are four basic challenges for society ... 

Plan for securing resources and funding to implement the strategy that is ambitious, forward-looking, and sustainable... 

In order to implement the strategy a range of new materials were produced, namely ... 

Implement the strategy by building a solution incrementally. Don t try to solve the problem all at once. If no solution can be found, try reformulating the problem. Examine the assumptions and look for hidden constraints. Perhaps some of the assumptions are unnecessary or are overly complex. 

At MicroCube, we developed and use a process where broad business aspects are analyzed in a disciplined way. To briefly summarize the process, we start by identifying a clinical need, and analyze the overall market status. We then identify as many business opportunities as possible, with the associated restrictions, constraints, and limitations. When completed, we brainstorm to define different ways to take advantage of the opportunities within the known constraints or, in other words, we define several missions. We then compare the risks and opportunities associated with the missions, select the one with the most attractive risk/opportu-nity ratio, and select a mission. Then, strategies are put in place to achieve the mission, and projects to implement the strategy. 

Results are also measurable in terms of their achievement — even if it takes longer to know if one has reached one s objective. The outcome definition of the project leaves it to the project team to get to where one wants to go. The firm might begin with a broad result-defined outcome for an initial supply chain strategy project and then use several product-defined and service-defined projects to implement the strategy. So, frequently the supply chain strategy project will use a result to infer its scope and direction. 

Figure 15.1 repeats a model for supply chain change introduced in Chapter 13. Such a model could form the nucleus of a singular methodology, Level 3 in the Kerzner maturity model. We have already used the approach to define the supply chain strategy. An important point is that it also applies to process improvement projects that implement the strategy. 

Phase 1 develops the strategy, including as-is documentation and evaluation, definition of the destination, and identification of gaps and root causes. Phase 2, to implement the strategy, addresses the barriers to improvement described in Section 13.1.2. These barriers are lack of focus, confusion about technology and costs, motivators, boundaries, and slowness due to rigidity. 

Table 20.1 describes potential partnership solutions for implementing the strategy. The column Candidate Partnerships contains options for developing the activity jointly with partners. Partnership Type describes ways in which the activity will help Acme become a better partner to its customers. The table uses our characterization system, or partnership taxonomy, from Chapter 19 to identify the type of partnership required to implement the activity. 

Instructor Ask participants to think about what resources they will need to successfully implement the strategies suggested in number 6 above. Encourage participants to seek help from supervisors, peers, other institutions, and professional societies. 

Implement the strategy develop a design basis to achieve the target SIL and execute the detailed design to meet the requirements. 

As stated above, there is a need for regular evaluation and review of progress to implement the strategy. In addition to the regular review the entire strategy should be formally reviewed on an annual basis. 

There may be cases where multiple projects make a lot of sense. There are probably an equal number of cases where fewer would also be better. To help organize a change program, we recommend a three-level construct from the strategy to the initiative to the project or action plan that implements the strategy. 

When developed, each initiative will have one or more action plans. Depending on the nature of the projects, we believe five is an appropriate limit for each initiative. More than that would prove difficult to implement in most organizations. Action plans will "come and go" as they are executed. Initiative lives are longer — continuing through both Phases 2 and 3 — as they serve as "umbrellas" for implementing the strategy. 

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