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Project team evaluation

Semiconductor wafer production also consumes a large quantity of fresh water. The Philips San Antonio facility was producing 150 mm wafers and planned to move into 200 mm wafer production in early 2000. One task it encountered was the need to increase its supply of high purity water. Its project team evaluated several options, including expanding the fresh water supply and recycling waste wafer rinse water. The team... [Pg.3224]

Analyses of the opportunities and constraints linked to a project team evaluation ... [Pg.345]

In the next step, Norskoil s project team evaluates incoming bids. In addition to the economic evaluation of the bids, the project team makes a technical evalnation of the tenders. Here, the proposed organisation, the competence of its members and plans for the work are focused upon. The bidders must... [Pg.332]

The final step of any project should be an evaluation review. This is a look back over the project to see what was teamed that would contribute to the success of future projects. This review is best done by the core project team and typically in a group discussion. [Pg.840]

Once the criteria were clearly established, the project team reviewed available commercial solutions and started out on a serious of presentations from vendors. From the list of possible vendors, a short list was drawn up, in rank order, and pilot evaluations were carried out. In the pilot program the systems were deployed in a real-world environment to approximately 100 scientists worldwide. [Pg.225]

As the project progresses, more information is available therefore, the review technique used can be different at each stage of the project. The use of various hazard evaluation techniques, such as checklist analyses, relative rankings, what-if analyses, and hazard and operability studies, is documented in Guidelines for Hazard Evaluation Procedures Second Edition with Worked Examples (CCPS, 1992). The need to use more quantitative techniques for hazard evaluation may be identified during these reviews, and become an action item for the project team. [Pg.71]

Most project risk comes from two sources business requirements and technology infrastructure. It is common for a project team to evaluate complexity based mostly on the business requirements—the problem domain itself—and vastly underestimate the effort it will take to implement all the plumbing and supporting pieces that are not domain-specific. [Pg.520]

The software utilizes a wide variety of information contained in corporate databases to identify interesting compounds with lead-like features. These features of a compound are grouped into several categories and are combined to create scores that define fairly independent measures of a compound s suitability for follow-up evaluation. These scores are then combined to create a composite score that weights the features according to project team objectives. [Pg.115]

This final step involves the project team in evaluating the outcome of the inherent safety project in the firm and formulating additional recommendations. This includes the results of plant management evaluation. [Pg.498]

As part of the planning part of the project, an evaluation of the cleaning requirements for both the equipment and the facility must be done. An overall plan must be outlined for the evaluation of the success of the team. This success may be measured by the results of the equipment and facility qualification. What criteria will we use to qualify our construction and installation The answer to this question will allow us to tailor our activities so that we can remain focused on the task at hand. [Pg.317]

Colorado Department of Public Health and Environment and the Working Integrated Project Team Process, 29 Citizens Advisory Commission, 30 Evaluation of Pueblo Stakeholder Relations, 30... [Pg.13]

Step 6 allows us to create a statistical approach for the evaluation of the collected data. Using a statistical test and the statistical parameters selected in Step 6, we will be able to control decision error and make decisions with a certain level of confidence. Decision error, like total error, can only be minimized, but never entirely eliminated. However, we can control this error by setting a tolerable level of risk of an incorrect decision. Conducting Step 6 enables the planning team to specify acceptable probabilities of making an error (the tolerable limits on decision errors). At this step of the DQO process, the project team will address the following issues ... [Pg.23]

The EPA developed a document titled Guidance for Data Quality Assessment, Practical Methods for Data Analysis, EPA QA/G-9 (EPA, 1997a) as a tool for project teams for assessing the type, quality, and quantity of data collected for projects under the EPA oversight. This document summarizes a variety of statistical analysis techniques and is used primarily by statisticians. DQA, however, is not just a statistical evaluation of the collected data. It is a broad assessment of the data in the context of the project DQOs and the intended use of the data, which requires a... [Pg.282]

Now the chemist and other members of the project team will evaluate the collected data against a different standard, which are the overall project objectives. In Step 6, the project team will assess the valid data to resolve two questions ... [Pg.290]

To determine the quantity of valid and relevant data, the project team will evaluate several key issues as follows ... [Pg.290]

Completeness will be evaluated in the context of the project DQOs. The data sets may be complete, and at the same time unrepresentative of the true site conditions or conversely, they may be incomplete, but still meet the project purposes. If inadequate completeness prevents the project team from making a decision, additional data may be collected. [Pg.290]

All these considerations will enable the project team to estimate the quantity of valid and relevant data relative to the project DQOs and determine whether it is sufficient for confident decision-making. For projects with a list of contaminants of concern, which is a subset of the target analyte list, this determination may be based on the evaluation of completeness only for the contaminants of concern. For probabilistic sampling designs, the ultimate determination of whether the data quantity is sufficient can be made only after a statistical evaluation of the data has been conducted as described in the next chapter. [Pg.292]

The identification of the fall off in plant output uses the same statistical process control methods as for product quality [D-4]. Usually, and certainly in the larger manufacturing units, these issues will be handled by the local plant support teams. However, sometimes output issues arise which are outside the more routine evolutionary techniques employed by the process control teams. A typical example is when the output from a process is constrained by a particular plant item. An improved piece of equipment needs to be identified and evaluated. The introduction of this equipment will usually necessitate process changes for maximum efficiency. This and similar packages of work are best done by an R D project team. [Pg.223]

A key member of the review team is the project manager, formerly called the consumer safety officer or CSO. The project manager evaluates regulatory information to determine compliance with current policies and regulations. In addition, project managers orchestrate and coordinate the drug review team(s) interactions, efforts, and reviews and they serve as the CDER review team s primary contact with the drug industry. They may be considered as the liaison between the FDA and industry. [Pg.399]


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