Replacement Employees

However, what about the costs to train and compensate a replacement employee, repair damaged property or equipment, downtime of equipment, investigating the incident, and implementing corrective actions Even less apparent are the costs related to product schedule delays, added administrative time, lower morale, increased absenteeism, pain and suffering of the employee, and impaired customer relations. These are the indirect costs and, as such, have been described by many professionals as an iceberg. You cannot see the bottom until it is too late. We will discuss these costs later in more detail [3]. 

Personnel or administrative costs constitute a large portion of the costs related to replacement employees. These expenses include advertisement of the position or contact costs for a temporary placement agency, as well as the costs of personnel resources used for screening, interviewing, and other human resources functions necessary in the hiring process. 

The benefits to be accrued from the implementation of a program of planned maintenance can be found in the efficient and economical operation of the plant and equipment and the utilization of resources (i.e. plant and equipment and manpower) while also maintaining a sound standard of safe working and environmental conditions for operators, other occupants and employees within the workplace. Maintenance systems vary, depending on the location of the plant and equipment and/or company policy. Systems can range from the complete maintenance of plant and equipment using all available methods to their replacement on failure. To meet the company s requirements it is then necessary to decide on the maintenance system that provides the most satisfactory benefits overall. 

Items requiring replacement because of changes in the law (for example, those relating to fire prevention, safety measures for the protection of employees and public). 

HIV/AIDS-induced mortality and morbidity of workers can result in significant economic loss to business, including direct cost due to increased insurance premiums paid by employers, costs due to increased benefits paid by employers, indirect costs due to lost time due to illness, lost and reduced productivity, and other costs, like cost to new training and hiring of staff. Famham and Gorsky (1994) used a Markov model to calculate the expected medical, disability, employee replacement, life insurance, and pension costs to a business firm in the US for an HIV-infected... 

Trust, which implies respect, is the fundamental source of high morale and productivity, loyalty, and enthusiasm. A common corporate aphorism is that "no one is irreplaceable". In fact, the loss of even the least efficient member of one s team to some degree scars the whole. While everyone may be replaceable, one must ask whether replacing people is worth the price in trust lost. There may be cases in which an employee proves incapable of performing at a minimal level of competence. In such cases, transfer or termination should be performed promptly for the benefit of the group, the corporation, and the employee. The recent trend toward solving corporate performance problems by dismissal of employees, however, is unwholesome. 

Unless the precautions given in the previous two examples are taken, some employees could be injured or killed. Even if this did not occur the financial loss could be large, since if critical pieces of equipment were damaged it might take months before they could be repaired or replaced and before production could be resumed. For each day the plant does not run a number of expenses continue (salaries, depreciation, taxes, insurance). There is also the problem of supplying customers. If a customer goes to another supplier it may be difficult to lure him back. As a result, the company may furnish him with product made at a distant plant and not charge him the extra transportation expenses, or may buy a competitor s product and sell it to the customer at less than the purchase price. 

Although Krauch was not yet directing production in all the factories, he became Goering s production advisor. Goering turned a deaf ear to suggestions that Krauch be disciplined, commissioned into the Wehrmacht, forced to hire government employees to replace his key personnel (every one of whom was a Farben man). 

Under the management of change section of the PSM standard employees are required to develop and implement documented procedures to manage changes in the process chemistry, process equipment, and operating procedures. Before a change occurs (except for replacement-in-kind), it must be reviewed to ascertain that it will not affect the safety of the operation. After the change has been made, all the affected employees are trained, and a pre-startup review is conducted. 

GR-5.3.1.2 External Corrosion of Above-Ground Facilities. Facilities exposed to the atmosphere shall be periodically examined for indication of surface corrosion. Where corrosion is taking place to the extent that public or employee safety may be affected, the facility shall be reconditioned or replaced. Special consideration shall be given to surfaces near the ground line. 

The above solution procedure has been applied to find replacement solvents for the following solvents Ethyl Glycol Acetate, Ethyl Glycol and Methylene Chloride. These three solvents are extensively used in the paints and ink industry, although, recent studies have shown that they carry an appreciable environmental burden in addition to being found harmful for the health of the people exposed to them (for example, employees in the manufacturing plants and/or consumers). 

Chemical and hazardous materials industry infrastructure includes substantial facility and equipment investment it is highly capital intensive. Most chemical industry facilities contain very specialized process equipment that would be difficult to replace quickly. A good example is an oil refinery plant, where if the cracking facilities were destroyed they could not be replaced anytime soon. It is interesting to note that some chemical industry facilities (e.g., oil refineries) require large amounts of land (have a large footprint) but are typically staffed with few employees relative to on-site land requirements. 

Support and maintenance. Facilities must be available for the proper storage and maintenance of respiratory equipment. Regular cleansing and sanitation is essential. It is preferable that each employee be assigned his/her own respirator, but, failing that, the user must be satisfied that the respirator is in fact clean and sanitary. All equipment, with the exception of consumable dust filters, which should be replaced after use, must be kept clean and ready for use. Over a period of time, a piece of equipment will deteriorate even when not used. Consequently, regular inspection must be conducted damaged or deteriorated equipment must be identified and replaced when necessary. It is also necessary to ensure a supply of consumables such as replaceable filters as well as equipment components. 

Drills and exercises are used to verify that employees will respond as trained in the event of an emergency. Drills and exercises are not a replacement for training. The objectives of drills and exercises are to ... 

Once the field technician has exposed and analyzed his supply of samplers, his kit can be replenished in the home lab or replacement items can be sent to him. Likewise, the data compiled is sent to the home office where it is analyzed for exposure patterns as a function of operational procedures before being incorporated into employee health history files. 

Documented process structure provides rapid employee assimilations when transferring employees between sites. New employees, replacing existing process owners, are enabled to rapidly execute process responsibilities due to the abbreviated learning curve when processes have been well defined and documented. Systems designed as described here provide meaningful and comparable metrics for leadership to evaluate progress, compliance, and performance. 

Studies indicate financial rewards alone cannot provide employee satisfaction and retention. High employee turnover costs companies tremendous financial and competitive resources. Many employees faced with equal or higher pay but unsatisfying work will move onto another company or position. A poorly integrated QMS with complicated processes is often the foundation for that dissatisfaction. To repeat work, lose valuable time, or deliver substandard product does not satisfy today s highly educated and competitive worker in the pharmaceutical and biopharmaceuti-cal industry. The cost to recruit, replace, relocate, and retrain employees is significant. Avoidance of these costs can be used as a partial basis for support of the program. 

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