Management process time

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. 

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. 

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. 

The level of effort estimates given in Exhibit 4-1 are for time used by the project team. Design time is an estimate of the number of person days that will be needed to develop a fully defined system program/element or management process starting with the data collected during the assessment phase. 

Effective planning is the next step in the outage management process. Like all other maintenance activities, each task included in the outage plan must be fully planned. However, the finite time frame associated with a fixed-duration shutdown also requires effective scheduling to assure success. 

Negotiating is an important process that takes up as much as 20 per cent of a planner s or project manager s time. Negotiating is one way to resolve differences, and it can contribute significantly to the success of your project. The ideas presented here will prepare you to negotiate effectively. 

The laboratory ensures that the processes that are used for the performance of the analysis operate within defined limits and that the equipment used for the performance of such processes are approved and the persoimel using this equipment are qualified. The operation of the laboratory activity is based on the use of specific methods and procedures. Objective evidence that the whole laboratory activity is under control is supported by the relevant records that the laboratory keeps and manages. Processes shall be re-validated from time to time as well as after the occiurence of any changes that might affect the process. 

With the increased importance of getting new products into the market quickly, the time-to- market issue, attempts have been made to reduce the number of decisions points and stages in a streamlined process. Time equates to money, therefore the sooner a company is able to get a product to market the sooner it can recoup its expenditure on R D. Guidelines for achieving this time reduction in the length of the innovation chain will be given, with particular emphasis on the role R D Management plays in this process. 

The level of the OELs depends on the outcome of the risk assessment and risk management processes for the corresponding substances. There are also different kinds of OELs, depending on the time-frame for the exposure that is regulated. 

Technology and Processes Strategy execution IT capabilities inventory management turnaround times flexibility reengineering quality internal transparency. 

The principles and concepts of TQM have been formalized into a quality management process, as illustrated in Figure 19-3. The traditional framework for managing quality in a healthcare laboratory has emphasized the establishment of quality laboratory processes (QLPs), QC, and quality assessment (QA). A QLP includes analytical processes and the general poHcies, practices, and procedures that define how all aspects of the work get done. QC emphasizes statistical control procedures but also includes nonstatistical check procedures, such as linearity checks, reagent and standard checks, and temperature monitors. QA, as currently applied, is primarily concerned with broader measures and monitors of laboratory performance, such as turnaround time, specimen identification, patient identification, and test utility. Quality assessment is the proper name for diese activities rather than quality assurance. Measuring performance does not by itself improve performance and often does not detect problems in time to prevent harmful effects. Quality... 

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