Management Initiatives

According to information from 3M as well as from numerous facility audits, the initiation of an effective waste reduction program begins with a strong management commitment. It is advisable to work from the top down . The plan can be implemented beginning with a waste minimization assessment such as the one detailed in the EPA assessment manual (USEPA 1988). 

Following the implementation of a solution, further efforts are made to recognize contributors, publicize success stories, and keep account of the quantities of waste reduced and the costs saved. 

Other examples of in-house waste reduction programs are found at Borden Chemical Company in Fremont, CA, and at Emerson Electric Company in Murphy, North Carolina (Huisingh 1985). 

Huisingh, D., et al. 1985. Proven Profit from Pollution Prevention (Conference draft). Washington, D.C. The Institute for Local Self-Reliance. 

April 1988. The EPA Manual for Waste Minimization Opportunity Assessments. Prepared by Jacobs Engineering Group, Inc. for the EPA Hazardous Waste Engineering Research Laboratory, Cincinnati, Ohio. 

The first edition s appendix had a section titled Modem Quality Control. This section discussed modem initiatives in the spirit of quality pioneer W. Edwards Deming. Since then, I have learned of several management initiatives aimed at improvement from various directions. Here is a brief list  

Total Quality Management—diseussed in the first edition as Modern Quality Control. 

Critical Path Analysis—studying general procedures. 

Sales Foree Automation—computerizing the sales force. 

Chaordic Organizations—structured chaos and order combined. 

Decentralization— making divisions more independent. Flat Organizations—eliminate middle management. Critical Path Analysis—studying general procedures. Sales Force Automation—computerizing the sales force. 

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Process Safety Management Initial Planning Effort ... 

Most important, our process safety management initiative needs management s commitment to proceed. 

As discussed earlier in this chapter, the main requirements to ensure an appropriate safety culture are similar to those which are advocated in quality management systems. These include active participation by the workforce in error and safety management initiatives, a blame-free culture which fosters the free flow of information, and an explicit policy which ensures that safety considerations will always be primary. In addition both operations and management staff need feedback which indicates that participation in error reduction programs has a real impact on the way in which the plant is operated and systems are designed. 

Informally review and consider major initiatives or campaigns (for example, PSM and Responsible Care , or other quality management initiatives) that have succeeded in your company—along with those that have failed. What made them work Incentives to participation Relevance to job or quality of life Other factors And what about the failures Lack of follow-through Weak endorsement Poor idea in the first place ... 

Look at previous quality management initiatives within your organization to see whether they have met, exceeded or fallen short of expectations. For those that failed to meet expectations, identify the problems that led to the shortfall and make sure to address these in your plan. 

Managers with good experience of other Quality Management initiatives are likely candidates for active support. 

Typically, funding to embark on information and/or knowledge management initiatives within the life sciences only occurs after a serious failure within the business, such as a project failure or a withdrawal of a medicine from the market. Recently, COX-2 programs across the industry are under close scrutiny since the highly publicized withdrawal of Vioxx [10]. Of course, there has been no withdrawal of aspirin, paracetamol, alcohol, or tobacco products, which are well known as toxic. 

Empirical selection of antimicrobial spectrum of activity should be related to the severity of the illness. Generally, acutely ill patients may require broader-spectrum antimicrobial coverage, whereas less ill patients may be managed initially with narrow-spectrum therapy. While a detailed description of antimicrobial pathogen- specific spectrum of activity is beyond the scope of this chapter, this information can be obtained readily from a number of sources.9,10... 

In June 1993, the Center for Devices and Radiological Health (CDRH) introduced tier/triage management initiatives to improve the efficiency of its administrative and scientific review of premarket applications. One key item in this plan was introduction of a tier/triage process for 510(k) applications. This proposal was designed to allow levels of 510(k) reviews adjusted according to the device risk. Three review levels were proposed as follows ... 

Charcoal Is a valuable byproduct of some woodland management Initiatives, and a local supply of this sustainable resource should always be sought out by the organic barbecue chef, rather than buying charcoal that may... 

The departmental manager (initiator) will initiate the change request form prior to implementing any change in the approved and authorized technical document. 

None of these is independent of the other products may be brought into development along the timeline of vintages these may be inserted into one or more therapeutic areas and matched for their profit or market size. Major brands can be reinforced by life-cycle management initiatives including new formulations to extend the main franchise, different forms to suit a wider catchment of patients and the extension to new indications possibly by the use of different or novel formulations at the same time. 

FDA Project Manager Initial Screen (Completeness Review)... 

Under Homeland Security Presidential Directive 5, the Secretary of the Department of Homeland Security is the principal federal official responsible for domestic incident management. Initial responsibility lies with local and state officials the federal government assists when state capabilities are overwhelmed or when federal interests are involved. 

All sustainability projects could be easily adapted to be consistent with the lean six sigma framework. Integration of these management initiatives into the sustainability program (or vice versa) will require changes in how sustainability programs are operated. 

R. B. Pojasek, Lean, Six Sigma, and the Systems Approach Management Initiatives for Process Improvement Environmental Quality Management, 13(2), 85-95 (2003b). 

J. Fiksel, K. Funk, P. C. Kalafut and J. Low, Clear Advantage Building Shareholder Value. Environment Value to Investors, Global Environmental Management Initiative, Washington, DC, February 2004. 

Global Environmental Management Initiative (GEMI), Measuring Environmental Performance A Primer and Survey of Metrics In Use, GEMI, Washington, DC, 1998. 

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