Operations department

When preparing a Field Development Plan (FDP), the production operations department will become involved in setting out the way in which the field will be operated, with specific reference to areas such as those shown in the following table ... 

One of the primary objectives of production operations is to deliver product at the required rate and quality. Therefore the product quality specification and any agreed contract terms will drive the activities of the production operations department, and will be a starting point for determining the preferred mode of operation. The specifications, such as delivery of stabilised crude with a BS W of less than 0.5%, and a salinity of 70 g/m, ... 

Standardisation of equipment items is an area for potential cost savings, both in terms of capital expenditure (capex) and operating expenditure (opex), and is a decision which should be taken In consultation with the production operations department at the FDP stage. Standardisation can be applied to equipment items ranging from drilling platforms to valves. The benefits of standardisation are ... 

It is essential that as-built architectural/constmction drawings are given to maintenance at the completion of every job, together with all other job documents, such as equipment information, operating instmctions, test data, supply information, etc. These documents are needed to operate and maintain the faciHty effectively. At the completion of any project, there should be an official acceptance of documentation by the maintenance/operation department. No job is complete without this formal acceptance and sign off. 

The development of fiber optics technology, user-friendly displays, and enhanced data presentation capabihties have made on-line analysis acceptable within the plant manufactuting environment. However, it is apparent that a barrier stiU exists to some extent within many organizations between the process control engineers, the plant operations department, and the analytical function, and proper sampling is stiU the key to successful process analytical chemistry. The ultimate goal is not to handle the sample at ah. 

Compressed-Air. Enough flow elements should be provided to permit accurate assessment of use by different operating departments within a plant. Compressed air is often unmetered thus there is Httle motivation to reduce use. A large fraction is often lost through leakage at fittings. 

A practical solution is to digitize the drawings and place them on CD s available to the maintenance and operation department. A good digital file reduces search time and helps the departments do a better job of keeping the machinery operating at their peak efficiency with minimal downtime. 

The root causes for this critical event both concern the operations department and the service department who ran the contractor maintenance team. The operations department (i.e., the day shift operations supervisor) failed to provide adequate supervision and instructions to the contractor team. Explanations of the nature of the permit-to-work systems (i.e., the need to report back at end of shift) should have been given, and the possibility and implications of work not being completed before the end of the shift should have been considered by both parties. 

Although maintenance systems contain some of this information, engineering, purchasing, and operating department records may be required to find the remainder. Also, equipment maintenance records may be in several file locations since they are usually organized by components and component modules that may differ from equipment boundaries established for risk analysis. 

Management, engineering, and operations departments perceive problems differently. Frequently, there is someone familiar with the operation who most likely knows the symptoms and possibly can offer a solution to the problem, but for various reasons, people who are in a position to implement the solution may not have thought to ask him or her. Typically, those closest to the problem are the unit operator and maintenance foreman and they will offer the most valuable input. All four operating shifts should be consulted. Do not draw any conclusions before gathering all applicable facts. 

Where it is necessary to follow a fixed sequence of operations—for example, during a plant start-up and shut-down, or in batch operations — interlocks are included to prevent operators departing from the required sequence. They may be incorporated in the control system design, as pneumatic or electric relays, or may be mechanical interlocks. Various proprietary special lock and key systems are available. 

Q. You testified, Dr. Gajewski, that Dynamit A.G. was only formally connected with Farben, and you referred to Mr. Schmid of Dynamit A.G. as proof, did you not Do you recall that this very same Mr. Schmid, in transmitting a certain decision to you, reminded you "The measures taken by our firm and its armament business, whether explosives, munitions, or plastics, are considered on the same footing as those taken by the operations departments [Spatzen suboffices and so oh of I. G. Farben" ... 

The objects can also be detailed or abstracted. A seminar company has a Sales department and an Operations department a Seminar System, which helps coordinate activities and a portfolio of courses, each of which deals with a number of Subjects (see Figure 1.9). As before, boxes are the default representation of object types. We can use stick figures... 

What other roles does the Seminar System play The Operations department uses it to schedule the various tasks involved in running a course and to record the qualifications and availability of instructors. Also, the administrators perform various systems management and peformance tuning tasks on it (see Figure 1.17). 

These cost data are reported as purchased, dehvered, or installed cost. Purchased cost is the price of the equipment FOB at the manufacturer s plant, whereas delivered cost is the purchased price plus the delivery charge to the purchaser s plant FOB. Installed cost means the equipment has been purchased, dehvered, uncrated, and placed on a foundation in the purchaser s operating department but does not include piping, electrical, instrumentation, insulation, etc., costs. Perhaps a better name might be set-in-place cost. 

OPD Operations Department Ordnance Research and Development Branch ... 

Track and report your progress frequently—The priorities in the validation area must match those of the operating departments. This can be achieved through the distribution of updated, periodic issuance of validation status and activity reports. 

The operating departments each had some similarity in structure there were separate research, manufacturing, and marketing/sales divisions, each headed by directors, who reported to a general manager. These then reported to the company s executive committee and president and chairman. 

One of the many benefits of working for the DuPont Company in the 1960s was the availability of a company-organized abstract publication that covered the technical and patent activities in areas of interest to the operating departments. 

Committee on Application of Machines to Patent OflBce Operations, Department of Commerce, Washington, D. C., Jan. 22,1954. 

Operations Department Operations Development Forces(Navy)... 

Mr. M. Khajah Manager Operations - MAA Kuwait National Petroleum Company (KNPC) Mina Al Ahmadi Refinery Operations Department P.O.Box 10252 Shuaiba, 65453, Kuwait... 

QC activities in clinical research are manifold and comprise all activities undertaken by operational departments (such as clinical monitoring, project management, data management, etc.) to ensure that activities are performed in compliance with the trial protocol, SOPs and other procedure guides. These in-process quality controls are vital to the quality of the documents prepared (e.g. trial protocols, study reports) and the integrity of the trial conduct. 

By 1970 Du Font s senior managers, having appreciated the limits of their corporate capabilities for new-product development, redefined the role of corporate R D in their industry, as they had lost their strong faith that research, particularly fundamental research, would be the salvation of the company. They now understood that the postwar product-specific technical, functional, and managerial capabilities developed in the several operating departments clearly served as a more reliable source for the improvement and commercializing of new products and processes than did basic research or even centrally planned, related-product diversification into new markets. 

---