Presentation, team

Project management software This is software that is receptive to presentation team input over time and that has capabilities to organize and structure the tasks associated with the group, often in the form of a Gantt chart. This is very specialized software and would be potentially useful for a team interested primarily in obtaining typical project management results in terms of PERT charts and the like. 

After the incident, an investigation team determined that the first operator had not added the initiator when required earlier in the process. When the relief operator added the initiator, the entire monomer mass was in the reactor and the reaction was too energetic for the cooling system to handle. Errors by both operators contributed to the runaway. Both operators were performing many tasks. The initiator should have been added much earlier in the process when much smaller quantities of monomer were present. There was also no procedure to require supervision review if residual monomers were detected. The lesson learned was that operators need thorough training and need to be made aware of significant hazardous scenarios that could develop. 

The company seeking to toll internationally in this case will benefit from selecting an experienced team of reviewers with international experience. Tollers seeking business from foreign companies would benefit by recognizing these new aspects may present difficulties when their capabilities are being assessed. The candidate tollers could prepare information in advance that helps respond to these potential concerns. 

One method that can be used to enhance the efficiency of technology transfer presents itself when a client has a laboratory or pilot plant producing the materials. When this is so, the toller s personnel can visit the site, observe the processing and ask questions of the research and development team. Conversely, the research and development team or chemists and engineers from the client can witness any test runs taking place at the toller s plant. These options allow both companies to ask questions, give advice on process and... 

These startup precautions should determine if a startup advisor or team from the client should be present for the initial startup and shake down operations. This is especially helpful if part of the toll involves technology or chemicals new to the toller s staff. Having someone nearby who may have prepared the technology package and run a pilot of the toll process can be very useful to the startup crew. 

You should consider obtaining internal and external quality assurance reviews of the study (to ferret out errors in modeling, data, etc.). Independent peer reviews of the QRA results can be helpful by presenting alternate viewpoints, and you should include outside experts (either consultants or personnel from another plant) on the QRA review panel. You should also set up a mechanism wherein disputes between QRA team members (e.g., technical arguments about safety issues) can be voiced and reconciled. All of these factors play an essential role in producing a defendable, high-quality QRA. Once the QRA is complete, you must formally document your response to the project team s final report and any recommendations it contains. 

The loeation of the persons required in the team ean also present problems. Not only are designers and produetion engineers found in different funetional departments, but they ean frequently be on different sites and are in the ease of sub-eontraetors in different eompanies. 

Just how long-chain molecules can in fact be incorporated in regular crystal lattices, when the molecules are bound to extend through many unit cells, took a long time to explain. Finally, in 1957, three experimental teams found the answer this episode is presented in Chapter 8. 

Summarize the fmdings and recommendations in a brief pre-assessment report, and present and review this with management. This will reaffirm management s commitment to the next phase. Include in the pre-assessment report a list of actions or steps that the team intends to follow in the next phase. If some of these steps involve field measurements, then highlight these and their possible effects on production schedules and personnel assignments. Use the steps in Phase II as a guide to developing the recommended actions. 

Consider the environmental benefits and the savings in process and waste-treatment operating costs, along with the payback period for an investment, to decide which options are viable candidates. Once this is done, the audit team can develop draft recommendations to include in the final report and presentation to top management. 

Similarly, the Site B contractor s SSAHP provided corporate policy and procedures for permit-required confined space entry but lacked the site-specific detail necessary to describe the application of the corporate policy to procedures at the site. For example, the SSAHP did not identify specific components of the thermal treatment unit that presented confined space hazards, nor did it describe the specific circumstances or procedures that would require employee entry into these areas. In addition, the plan stated that the contractor would maintain an onsite employee confined space rescue team, but did not identify the members of this team. The SSAHP for Site F also contained a generic confined space entry program but did not identify the specific location of confined space hazards present at the site. 

The time and cost of a What-If analysis are proportional to team size and complexity. Table 3.3 2-3 presents estimates of the time needed to perform a PrHA using the what-if analysis method. 

Staff requirements for a HAZOP depend on the size and complexity of the process being analyzed. Time and cost are proportional to the size of the process and the experience of the study leader and team members. Table 3.3.4-5 presents estimates of the time needed to perform a PrHA using the HAZOP study method (CCPS, 1992). Study sessions should be limited to 3 consecutive... 

Remarks. Present suggested actions for reducing its likelihood or mitigating its effects and the conditions that were considered in the analysis. If the team discovers that a component s failure is not detectable, the FMEA should determine if any second failure would have bad... 

Both the.se methods have weaknesses. The historical data, implicit in both, may not be appropriate for the component in the assumed environment for the particular circumslances considered and may be irrelevant because of design rectification based on knowledge of previous failure. The broad approach may then be unduly pessimistic. On the other hand, the fault tree may fail to identify a primary cause which may have been missed by the plant designer to underestimate the probability of failure. The fault tree approach also takes credit for the preventative measures which may not be present in practice. The broad approach is likely to overestimate the risks because of insufficient account of preventative measures. The PSA team used the broad approach, recognizing that more accuracy may be attained by detailed industry studies. 

The evaluation may need to be carried out by a review team, by subcontractors, or by the original proposer however, regardless of who carries out the evaluation, the results should be presented to the change control board for a decision. During development there are two decisions the board will need to make ... 

PART OF prompts the team to ask if the composition of the material in the pipeline could differ from design, MORE THAN prompts them to ask if additional substances or phases could be present, and OTHER THAN reminds them to consider startup, shutdown, maintenance, cata-... 

He felt that it would be beyond his capability to work up the enormous amount of data but that the task might be feasible for a team of co workers We are now presenting to the fluorine chemistry audience a result of a common effort of 44 contributors who have many years of experience in various fields of fluorine chemistry... 

Outline work to date (meetings with colleagues, fact-finding, etc.) Recommend establishment of task team (membership, responsibilities) Present process overview ... 

If you decide on a formal presentation, consider having the full PSM team participate. Similarly, written communications concerning the plan (if, for example, it is broadly distributed for comment) should originate with the team. This will not only acknowledge their contribution but will also tangibly demonstrate the interdisciplinary nature of the challenge you have undertaken. 

What Is the Expected Process for Their Work. This requires a clear presentation of the approach (TQM, process redesign, model programs, other), which will to some extent dictate the working process. In addition, specifics about team leadership, the role (if any) of facilitators or advisors. 

If this is the case, it s wise to consider this format as an effective way to present the team s work product, since it is likely to be widely understo and recognized as an official company document. 

Other organizations present their policies and procedures in a less formal marmer and/or with considerable variation. In some companies, each functional area, division, or business unit may have its own preferred format in others, the format depends on the topic presented. In cases such as these, it is particularly important to identify the "process owner," since this determination may drive the form of the team s work product. 

As with previous presentations to senior executives, consider involving the entire PSM team. This tangibly recognizes their contribution while reinforcing the team-oriented nature of the effort. 

Consider supplementing these relatively static media with in-person presentations—especially as you undertake facility-specific communications. In some companies, it may be feasible to develop a core presentation that a number of PSM advocates— the PSM team, for example—can use to provide an overview and introduction to the PSM system. This helps bring your company s PSM system out of the ivory tower (or research lab) and into the field in addition, it helps encourage dialogue with participants— present and future. 

If your analysis of results suggests the need for intervention, or your team has devised a proposed solution to a problem you have identified, you may wish to include a "commentary" section at the end of your report. Alternatively, you may prefer to discuss these ideas informally with your PSM sponsor before committing them to a formal presentation. Either way, it s a good idea to be prepared to respond affirmatively to management questions. 

On the part of the contractor team, two root causes were identified, root cause 1 being insufficient training of the contractor team leader. He was uncertain of permit systems, specifically whether they should report in at the end of shift, and, if so, who should do it. The second root cause relates to the procedure used at the end of the shift for supervisors to sign back permits. Although according to procedure all workers should hand back permits to supervisors in person, in practice this did not occur. If no one is present, or they are busy, it had become common practice to either leave the permits on the supervisor s desk, or to sign them back in the morning. 

At the initial workshop, someone from the integration project team should introduce the project and its objectives and then present the overall findings from the assessment. 

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