Planning situations requiring

Third, processing times may require special modeling in chemical industry. While in discrete manufacturing processing times for a certain lot are usually dependent on the lot size, i.e., the number of units to be produced, this is often not true in the chemical industry. Here, processing times are often constant, irrespective of whether a reactor is filled to 70% or 90% of its capacity. This is often referred to as batch production [5], On the other hand, the quality of the material produced may depend on resource utilization. Certain reactions may not even be feasible, if a minimum bound of the procured material is not exceeded. This implies additional restrictions regarding the resource utilization level on the planning situation. 

Material flow and resource allocation can be defined by time, duration, type and quantity in the planning model. They describe a definite (by best current knowledge) change of the planning model in the future. In addition to this there are a number of fuzzy information data that have to be included in the planning model but are only weak assumptions about the future planning situation. These include, e.g., planned orders and planned independent requirements. 

While most emergency situations require notification of other site personnel, each emergency situation will typically not require notification to all personnel. An important part of emergency response planning should be the definition of types of situations that require notification and the extent of notification. In addition, the responsibility for that notification should be established in the emergency response plan and through training. 

As far as is reasonably practicable, in the event of a major accident, the release of radioactive fission products from the uranium fuel to the atmosphere is prevented by a series of containment barriers. Should these be penetrated and a release of activity to the environment occur, the Station Emergency Plan is required to be implemented. The immediate response by the operators to this potentially dangerous situation is vitally important if the consequences to station personnel and the local population are to be minimised. 

The recommendations for a "supply chain stage-gate process" call for early consideration of needed supply chain changes. The initial assessment at Gate 1 is whether a supply chain change is needed at all. At Gate 2 developers should know the type of product it is in the case of a new-product situation. At this point, we believe candidate partners should be identified. The business case at Gate 3 should produce a discovery-driven plan that requires documentation of supply chain assumptions. 

A contingency is an emergency situation requiring special plans, rapid response, and special procedures to avoid an impending mishap and ensure... 

Does eaeh worksite require a separate HASP, or ean one plan eover multiple worksites In general, eaeh HASP should address only one worksite. However, this is not a requirement. A situation eould arise in whieh it is deeided to use one HASP for multiple worksites. We believe that the approaeh used should depend on eonditions at the worksite. If worksites are similar, in near proximity to eaeh other, and aetivities are phased together, one HASP may be preferred. If worksites have enough diflferenees that need to be addressed in the HASP and these differenees eould eause eonfusion in the field, then more than one HASP should be developed. 

Not performing monitoring that is required hy the SSHAP may have potentially serious consequences. For noise monitoring, guidance should he written into the plan that specifies when noise monitoring will he performed. For instance, how should one handle the following situation Let s say you are on site hut you do not have a sound level meter. At what point do you need to monitor One rule of thumb for this situation is as follows if you cannot conduct a normal conversation with fellow employees that are within three feet, you are likely at or above 85dBA. Your plan should state this. And it should state when and if the site would need to have a sound level meter on site. 

If you can t predict the course of action or sequence of steps you need to take, you can t write a procedure. You can t plan for unforeseen events and as the unexpected will happen sooner or later, it would be wasteful of resources to produce procedures for such hypothetical situations. If you do not use statistical techniques, for instance, it is a waste of time writing a procedure that will not be used even though the standard requires one. 

Quality plans are needed when the work you intend to carry out requires detailed planning beyond that already planned for by the quality system. The system will not specify everything you need to do for every job. It will usually specify only general provisions which apply in the majority of situations. You will need to define the specific documentation to be produced, tests, inspections, and reviews to be performed, and resources to be employed. The contract may specify particular standards or requirements that you must meet and these may require additional provisions to those in the quality system. Although ISO/TS 16949 requires the plan to include customers requirements, the intention is not that these requirements are reproduced if provided in a documented form by the customer, but that a cross reference is made in the plan together with any other relevant specifications referred to in the contract. However, when constructing the plan, it would make sense to refer to specific customer requirements and provide a response that indicates your intentions regarding those requirements. 

This is probably one of the most powerful requirements in the standard, much underused in ISO 9000 quality systems. If you examine the words closely you will find that it can be applied to any situation where measures can be taken to prevent problems. A common weakness in many organizations is the absence of planning. Planning is a preventive action. We plan to achieve an objective which we would fail to meet if we didn t make adequate provision for the resources and activities needed to meet our objective. Therefore, although the standard does not require plans for every activity, if preparation is necessary before an activity can take place and such preparation has not been accom-... 

If the nature of the problem is not readily apparent, then it might be necessary to go to the rule-based level. In this case a diagnostic rule will be applied to identify the state of the plant and an action rule used to select an appropriate response. Control will revert to the skill-based level to actually execute the required actions. More abstract functions such as situation evaluation and planning will only be required at the knowledge-based level if the problem cannot not be resolved at the rule-based level. 

There are many other factors which affect project planning as it is related to process engineering. However, these are usually peculiar to the process or objective of the project. On first glance some of the items listed in Table 1-11 may appear to be unrelated to the process engineering requirements, and this can be the case for some types of projects. In these situations they become more of a project engineering responsibility. However, in many cases these have a relationship either to the process engineering requirements or to the decisions which must take this into account. 

Application for approval of the proposed chimney height should be made to the appropriate authority at an early stage of a project in order to ascertain their approval or other height they may require. Failure to do this can result in an embarrassing situation where insufficient finance has been allocated due to their requiring a larger chimney than was included in the planned costing. 

---