Organisational routines

An engineering problem-solving environment does not just make the transition, on its own, from fuzzy to clear, tacit to explicit, or individually-focused to collectively-aimed. If the problem-solving effort is to be successful, that is to culminate in learning, stewardship must be provided to make these transitions. Organisational routines can create contexts and mechanisms that facilitate the problem-solving process. 

The developments of people, organisation, routines, instruments and tools have to proceed in parallel. The selection of adequate computer software is a central issue. We will here recommend a strategy for the development of computer support that uses the company s standard PC software. There are also other possibilities. A common solution is to buy a proprietary SHE information system. Still another alternative is to develop new software to suit the company s specific needs by applying a software-engineering approach. 

As well as the various national standards and codes, the larger design organisations will have their own (in-house) standards. Much of the detail in engineering design work is routine and repetitious, and it saves time and money, and ensures a conformity between projects, if standard designs are used whenever practicable. 

In the present organisation of the programs, the above tasks require the cumbersome rewriting of parameter lists and small but important changes in the different routines. Such processes are error prone and are better avoided. 

Among the two genotoxicity tests, the Mutatox is a commercial test using a bacterial strain and is no more difficult to perform than the well known Microtox test. The test on induction of micronuclei in erythrocytes of Xenopus laevis larvae developed by van Hummelen et al. (1989) requires specialized skills and training and is routinely performed only in a few laboratories. However, this test is currently being standardized by ISO (International Standardization Organisation). 

Outsource regularly used in-house services that provide no competitive advantage, for example IT and computing, information library support and routine analytical services, by agreeing an ongoing service contract with a specialist organisation. 

Enterprises need a certain internal organisation for chemicals control. A clear allocation of responsibility and efficient routines must be established within the company for control of the purchase of chemicals, data retrieval, hazard and risk assessment, classification, labelling, SDS, work instructions, training, exposure and emission control, etc. Obviously, smooth and efficient co-operation between actors in the supply chain simplifies the work of enterprises (c.f. Fig. 16.4). Enterprises may meet demands on expertise by making use of the skills of their chemical suppliers, by hiring their own experts or by hiring external expertise as consultants. Normally, a combination of these alternatives is used. 

In this connection it should be recalled that South Africa, after pointing out the likelihood of the challenge inspection becoming a little used mechanism, proposed in 2000 that there seems to be a need to create another level of mechanism which falls between the routine industry inspection and the politically loaded challenge inspection. A mechanism which is a purely technical exercise but which serves to clarify questions and uncertainties which delegations and the Organisation may have. Such a mechanism, denuded of a political character, could serve a useful... 

A quality manual has to document those procedures and policies that are carried out in the laboratory that can affect an analysis. In addition details of the organisational relationships, responsibilities and authorities of all of the more senior staff and the internal auditors are described. The manual will probably include descriptions of the resources of the laboratory, examples of records used, calibration and audit schedules, and routines such as the periodic review of the quality system. 

An intercomparison exercise or a proficiency test should be organised annually. The following matrices were proposed soil, water, vegetation and air filter which are of interest for routine monitoring and emergency situations. The analytical techniques that were recommended for inclusion in the proficiency tests are summarised in Table 1. 

To obtain a realistic assessment, the method and detail of the purchaser s evaluation of a new supplier must be formalised, and the results documented. The opportunity must be taken to view the supplier under normal operating conditions, with the involvement of the relevant technical staff. Systems of working routines must be made available and the operation of quality systems defined. The supplier company should explain its organisation (line/functional disposition), its personnel training policy, and its philosophy and commitment to quality. 

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