Planning the work

Gathering information together must be done before a risk assessment is made for a project, and this in turn is necessary before an adequate safety plan can be written or reviewed. This will contain clear information on all significant hazards likely to be present, and should be sent to subcontractors at an early stage. If tenders and bids are made with knowledge of requirements for safety, health and the environment, contractors are much less likely to complain about lack of advance knowledge, so reducing 

Relevant information will be available from a variety of sources the client, design staff, contract documents, equipment and material suppliers, and standards and laws. 

Information about the previous uses of the site, and any unusual features, can give guidance on hazards which may be present. Especially important is Information about the presence, now or in the past, of  

In recent years there has been a growing awareness of the need to plan for safe moving traffic on sites. The basic principle is to keep the movements of vehicles and people physically apart — this may require barriers and designated routes on site. Also, pedestrian crossing points will have to be established, with adequate lighting. So plan for safe access to and around the site. How will vehicles be kept clear of pedestrians, especially at site entrances and exits, loading and unloading areas and anywhere where the drivers vision may be restricted  

Site boundaries should be fenced off and signed suitably. In multiple-occupancy situations, who controls which areas Site rules may be needed to keep the construction work apart from other activities. What precautions are needed for night-time working What methods will be used to close the site when no work is being done  

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The most important aspect of planning the work is that the plan should be constantly monitored for progress and the individuals responsible for particular areas of work should be kept well informed regarding delays or advances in the program. 

The addition of predictive maintenance techniques as an outage-scheduling tool reduced the outage to five days and resulted in a total savings of 200,000. The predictive maintenance data eliminated the need for many of the repairs that would normally have been included in the maintenance outage. Based on the ball mill s actual condition, these repairs were not needed. The additional ability to schedule the required repairs, gather required tools and plan the work reduced the time required from three weeks to five days. 

The complexity of the method may, for instance, limit the number of samples that can be handled in a batch. Construct a simple timetable to help plan the work. 

Timetable for work plan. The work plan spans five years and involves eight related projects (Figure 3). Enzyme preparation, syntheses of I4/T- and D/T-labeled NADPI4, and preparation of high resolution crystals have been started, or will be started, in the early stages of the project. Studies related to KIEs, the temperature dependence of KIEs, and DI4FR dynamics will take place in years 1-5 modeling and interpretation of the results will take place in years 2-5. 

This paper describes the MIRADCOM Propulsion Facility Plan, the work flow process, the safety factors that must be considered and the primary organizations that assist in insuring that hazards are kept to an absolute minimum. Safety considerations become a consideration at the initiation of a concept and is a constant partner until the missile is phased out of the inventory. It is only by such constant attention that operations with such materials and devices can be performed without incurring disaster. 

Kig, 1,2. Quality assurance and quality control are strongly inttueneed by internal structural and external regulatory parameters. When planning the work, the laboratory must take them into account (adapted from ref. [lOj). 

Plan the work carefully. At the beginning of an extended project, formally analyze the proposed program for possible hazards and consider the consequences of possible failures or errors. Ask a colleague to review the hazard analysis with you. Being too close to a subject often leads to overlooking potential problems. Unfortunately, even with the best plans, eventualities will exist which no one thinks of, and these are just the ones which may result in accidents. 

Design out temporary stability problems w here possible. Where not possible and the stability is alTcctcd by seabed movements, wind or waves, use a real-time weather system to plan the works. 

Time The time available can often determine the approaches taken in method development therefore, it is important to use time effectively and plan the work well. Such constraints may not always be compatible with the development of automated methods. Again this emphasizes the need for a robust manual method to be selected for automation. 

As with all testing it is essential to plan the work and to agree the plan with all concerned. The nature of the specimens tested will depend upon the particular circumstances, but the plan should have clear objectives and also state clearly the limitations of the testing. 

The management of process plant engineering resource costs and schedule durations is frequently problematical and occasionally disastrous. Often the problems stem from a technical error, or series of errors, which are discovered too late and require remedial action. Equally often, however, the problems stem from management failure, that is, from failure to plan the work and control its execution according to the plan. The plan may be unachievable because the project team is not sufficiently competent to meet the challenge, or because irresistible (or insufficiently resisted) external factors dictated an over-optimistic commitment. 

The first mutual need is to plan the work (and the procedures to do the work) in a way which provides the best balance between technical and commercial issues, as discussed in Chapter 6. The following are some of the points to be resolved ... 

A brief is essentially an aid to planning an activity, and as such it is part of the basic project execution philosophy of Plan the work then work the plan . Its objective is to ensure that all important aspects of a job are understood and communicated before the job is performed. 

The fundamental need for strategic thinking for projects lies in the basic modus operandi for effective project work, set out in Chapter 3 plan the work then work the plan. Work is carried out effectively if it follows a plan that is subject to minimal revision and minimal questioning as work proceeds. All issues which might otherwise lead to a change of plan need to be anticipated and dealt with up front . 

Plan the Work, and Work the Plan How to Condnct a Safety Tailboard... 

The technical execution of the project is straightforward once the baseline activities are properly identified, scheduled, resource loaded, and leveled. If planning the work is completed in detail, the only thing left is to work the plan and report on the progress in a consistent manner. Normal reporting utilizes an earned value management system identified under the project management section. 

Establishing the planning and analysis concept is emphasized here, with a caution against creating burdensome procedures and reports for simplistic non-routine jobs. For those jobs, if it became the accepted practice that workers think through the job to be done and plan the work methods, discuss the hazards and risks, and determine whether the risks are or are not acceptable, that would be a highly favorable accomplishment. 

Before starting any excavations, it is important to plan the work by following a comprehensive planning procedure (as described in HSG 185) so that all significant hazards can be addressed. The principal hazards have been outlined in 9.2.1 and the most immediate ones for planning purposes are the following ... 

Under the recordkeeping requirements established by the Occupational Safety and Health Administration and adopted by virtually all of the state plans, the work-related injury or illness is required to be recorded on the OSHA provided forms. However, safety and health professionals should be aware that the criteria through which a work-related injury or illness becomes recordable is substantially narrower than that of a workers compensation claim. A work-related workers compensation claim in which monies are spent by the employer may not meet the criteria to become an OSHA recordable case. Thus, given the different criteria between workers compensation and OSHA, the same injury or illness could potentially be a difference, depending on which system is being evaluated. 

Plan the Work. Know in advance what you are going to do and have aU necessary tools at hand. This reduces the amount of time for the job and lessens the chance for dirt to get into the bearing. 

The inspection dates should be entered in a diary or call-forward system or planned preventive maintenance software package which is consulted by the supervisor when planning the work schedule. 

Review the experience of the Washington State Department of Transportation (2011). This agency addresses the relationship between the level of effort needed to plan the work and effort needed to work the plan. Its experience indicates that it takes about 10 percent of the time and effort to plan the work and 90 percent of the time and effort to work the plan. 

Important factors in motivating people to work safely include joint consultation in planning the work organisation, the use of working parties or committees to define objectives, attitudes currently held, the system for communication within the organisation and the quality of leadership at all levels. Financially-related motivation schemes, such as safety bonuses, do not necessarily change attitudes, people frequently reverting to normal behaviour when the bonus scheme finishes. 

Scope and level of detail Affording to the Safety plan Carrying out the processes acxxtrding to the defined activities, as referenced or specified in the safety plan. The work results in accordance with the Safety plan, the required processes performed and the revievi of the Safety measures taken. wNch can be evaluated durirtg the development of the vehicle stem. 

Carry out a full site investigation before planning the work. Competent persons must be appointed to design temporary support works, and support equipment will be needed as determined by the design and investigation, with de-watering equipment appropriate to the needs. 

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