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Management/managers process

Process iron Process management Process monitoring... [Pg.812]

Before deciding on a LIMS product, a complete set of specifications for required functions of the LIMS should be written. The best time to do this is before any vendors have been contacted. Inviting vendors to participate in this process results in a specification which can be automatically fiilfilled by their product. A thorough understanding of current data management processes is necessary to draw up a specification (17), and vendors do not have it. [Pg.519]

The fourth level of defense-in-depth is activated if all of the previous levels fail and radioactivity is released from the power-generating system. This level consists of containment systems and accident management processes that prevent the dissernination of radioactivity to the atmosphere even if it is released from the nuclear systems. The fifth level is the provision for emergency planning outside the plant boundary in the highly unlikely event that all of the first four levels of defense were to fad. [Pg.236]

Eric Jenett, M.S.Ch.E., Manager, Process Engineering, Brown Root, Inc. Associate Member, AIChE, Project Management Institute Registered Professional Engineer (Texas) (Section 29, Process Macliinery Drives)... [Pg.12]

All of these issues make batch reaction systems unique, in terms of the challenges they pose for managing process safety. [Pg.3]

This control activity includes process control and unit management. Process control includes those loops and devices that perform sequential control, regulatory control, and discrete control. Unit management is responsible for coordinating the activities associated with the batch units (e.g., allocating resources within the unit, ensuring that batch sequences proceed in the proper order, etc.). [Pg.111]

Nimmo, I. 1996. Abnormal Situation Management. Process and Control Engineering, 49(5), 8, 1996. [Pg.156]

Incident investigation The management process by which underlying causes of undesirable events are uncovered and necessary steps are taken to prevent similar occurrences. [Pg.214]

George L. Head, The Risk Management Process, Risk and Insurance Management Society, Inc., New York, NY, 1978. [Pg.65]

V thout such a commitment from management, process safety management will be far more difficult and time-consuming to implement. An initiative that lacks a collective sense of utgency and priority is likely to be carried out piecemeal, despite the best efforts and intentions of its champion. Over time, piecemeal implementation is a false economy, since it is likely to take longer and cost more most important, it is very likely to be less effective. PSM is a continuous process, not an event, or a series of discrete activities. Without continuity, the process can easily break down. [Pg.7]

An important part of (name s) mandate from the Committee is to assure that our plan for managing process safety reflects our businesses diverse needs and takes full advantage of our resident experience and specialized expertise. To do this, (name) needs your help effective implementation of PSM can only be achieved as a team effort. For this reason, we have encouraged him to identify and call on experts throughout Company X to work with him. [Pg.27]

Improving maintenance helps reduce equipment failure. In addition, managing process changes can help avoid process upsets and thus reduce downtime. [Pg.42]

Team composition Multidisciplinary, including full range of PSM customers," i.e., facility management, process safety, engineering, research and development, occupational health and safety, others to be determined. [Who]... [Pg.54]

A related limitation of the model program approach is that these "transplants" rarely take full advantage of opportunities to link PSM into other company systems, for example, using existing human resources systems to manage process safety-related training. [Pg.136]

To make the most of our participation in the PSM pilot test, the PSM Task Force needs your help. One of the main reasons we are conducting this test is to make sure our new system for managing process safety is practical and that it gives each of us what we need to do our jobs safely and effectively. We can t do this without your input. That s why the pilot test plan calls for getting your feedback on a continuing basis, and one of the ways we ll be asking for it is through questionnaires like this one. [Pg.153]

In this book we have selected ISO 9001 as the model system and used ISO 9004 to identify the management process and quality system elements. These two standards are typically those used in the process industries. Although these guidelines are focusing on ISO 9001 and ISO 9004, your... [Pg.6]

We will eliminate all duplication of effort within our PSM and ESH systems by integrating the elements, programs, and management processes wherever possible. We will achieve this integration by using Quality Management principles to design new systems. We will measure our improvement in terms of fewer resources, quicker response to new demands and improved PSM and ESH performance. [Pg.17]

In quality management terms, the customer is the next person in an activity or management process, including, of course, the traditional customer who receives the final product. Each person is supplied with information, equipment, product or raw material which must be worked on and then passed to the next customer for further refinement. Thus an activity or management process consists of a series of suppliers and customers. For PSM and ESH integration, customers include people such as ESH staff, operating staff and individuals to be trained. [Pg.19]

Each of these four steps can be a quality management process. In practice, other steps or substeps are also needed to achieve a successful program. [Pg.24]

If you cannot quickly identify the management process, it probably doesn t exist. [Pg.28]

Don t expend too much time trying to identify PSM and ESH management processes. They may not exist, be very informal or vary dramatically from department to department. [Pg.28]

Exhibit 2-8. Sample Integrated PSM and ESH Management Process Flow Diagram... [Pg.29]

Customerfocus and satisfaction. This requires that all of the customers of the processes and their interests be identified. Using a Quality Management approach ensures a deliberate effort to identify all customers and discover their expectations. The result will be that employees and other customers will experience improved satisfaction with PSM and ESH management processes. [Pg.33]

Resolution Most managers will be familiar with the changes in span of control when other processes were converted to Quality Management processes. It would be helpful if you could find out whether these changes were generally well received or just tolerated. You can consult colleagues and others who you know are sympathetic to the idea of integration. [Pg.34]

Resolution The development of Quality Management processes starts with a comprehensive review of existing systems and a careful review of the needs the processes must meet. Showing this process should help reassure the manager that all issues will be covered. You should also indicate what staff are likely to be involved in these processes and ask whether there are any others that should be included. [Pg.35]

Fewer processes to manage. Once the integrated processes are in place, the total number of management processes and the number of steps within those processes will be reduced. Less management attention will be required to oversee these streamlined processes. [Pg.36]


See other pages where Management/managers process is mentioned: [Pg.10]    [Pg.134]    [Pg.2229]    [Pg.2286]    [Pg.7]    [Pg.13]    [Pg.361]    [Pg.2]    [Pg.9]    [Pg.12]    [Pg.19]    [Pg.21]    [Pg.22]    [Pg.26]    [Pg.26]    [Pg.27]    [Pg.27]    [Pg.28]    [Pg.28]    [Pg.29]    [Pg.30]    [Pg.32]    [Pg.35]    [Pg.36]    [Pg.39]   
See also in sourсe #XX -- [ Pg.120 ]




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