Organizational data

Information and data collected by other organizational data systems might be valuable to process safety efforts, but if other databases are fed into the metrics system, the interface between these systems must be defined. Organizations should identify what data collection systems exist and list those in the framework strategy. 

Design and Use of Relational Databases in Chemistry helps programmers and users improve their ability to search and manipulate chemical structures and information. It illustrates how the organizational, data integrity, and extensibility properties of relational databases are best utilized when working with chemical information. 

Organizational data Sales organization Distribution channel Division Sales office Sales group... 

Product data represent aU data such as geometry, topology, technologiceil information tuid organizational data to define the product. This data is generated during the design process, enhanced by the application and then internally mapped. 

A statement of work which you require the subcontractor to perform - it might be design, development, management, or verification work and will include a list of required deliverables such as project plans, quality plans, production plans, drawings, test data, etc. You need to be clear as to the interfaces both organizationally and technically (see Part 2 Chapter 4). 

The first area focuses on the cultural and organizational factors that will have a major influence on the effectiveness of a human error data collection system and how well the information derived from such a system is translated into successful error reduction strategies. Regardless of how effectively the technical issues are dealt with, the system will not be successful imless there is a culture in the organization which provides support for the data gathering process. No data collection system aimed at identifying human error causes of accidents will be workable without the active cooperation of the workforce. 

The two categories of data described above relate to immediate causes of error. However, the question of how these factors came to be as they are, involves a consideration of the effects of organizational, and management and cultural issues. 

The organizational meeting had several positive outcomes, which could have been reached in other ways only with difficulty. First, everyone involved realized that once the data collection and reporting process had been agreed, each laboratory would be expected to follow it, without modification. This realization was possible because the procedures to be used after the completion of the analyses were clearly explained, and the need for consistency in reporting was abundantly clear. Second, it was possible to reinforce the lines of communication and responsibility that everyone involved in the study was expected to observe. Third, the necessity for rapid communication of problems between study management and field and laboratory personnel was underscored. 

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