Resource Support Teams

Chart 6.5 also shows how the steering team identifies Lean leaders who will be the champions of the Lean process in their respective areas. These individuals will identify and create Resource Support Teams (RST) that can collect information and access information to support the lean effort. The RST, in conjunction with the steering team, will then identify the team members that are necessary to make each event as effective as possible. 

The resources, which will be required in all projects, are human resources, support facilities, equipment and materials. Planning for these resources is the task of the Project Manager and the team. 

The resources involved in the V-Chef example include the pilot team, the technical support team, and the students, as well as the infrastructure for the online course. 

Fig. 1 The hospice interdisciplinary team. The patient, primary caregiver, and family are the focus of the hospice team s efforts in collaboration with the patient s primary physician. The core team is represented by the next circle away from the center. The support team is indicated by the outer circle. Community resources that support hospice care are listed outside that circle. Pharmacists serve on both the core team (second circle from the center) by providing direct pharmaceutical care to patients and families, and on the support level (next circle out from the center) by providing professional and public education about drug therapy in the care of terminally ill patients. (From Lipman AG, Berry JI. Pharmaceutical care of terminally ill patients. Journal of Pharmaceutical Care Pain and Symptom Control 1996 3(2) 31-56.)...

Section 5.1 Organizational Structure. Describes how the organizational structure will support teaming. Describes the eomposition of teams organized to support a speeifie elranent of the SBS. Also describes major responsibihties and authority of team members by name, and ineludes present and platmed project technical staffing. Includes plaimed persoimel needs by discipline and performance level, human resource loading, and identification of key persoimel. 

At the Instructor Resource Center, htQ) //www.pearsonhighered.com/irc, instructors can easily register to gain access to a variety of instructor resources available with this text in downloadable format. If assistance is needed, our dedicated technical support team is ready to help with the media supplements that accompany this text. Visit http //247.pearsoned.com for answers to frequently asked questions and toll-free user support phone numbers. 

Rosenblum, L., DiCecco, M. B., Taylor, L., Adelman, H. S. (1995). Upgrading school support programs through collaboration Resource coordinating teams. Social Work Education, 17,117-124. 

Adequate support from the facility staff is absolutely essential. The facility staff must help the analysis team gather pertinent documents (e.g., PSilDs, procedures, software descriptions, material inventories, meteorological data, population data) and must describe current operating and maintenance practices. The facility staff must then critique the logic model(s) and calculation(s) to ensure that the assumptions are correct and that the results seem reasonable. The facility staff should also be involved in developing any recommendations to reduce risk so they will fully understand the rationale behind all proposed improvements and can help ensure that the proposed improvements are feasible. Table 12 summarizes the types of facility resources and personnel needed for a typical QRA. 

What Support or Resources They Can Expect. You should consider in advance what the design team s resource needs might be and how you can address them realistically. For example, if funds exist for travel, outside consulting services, or project management software, these maybe useful expenditures. Similarly, administrative support can expedite the team s efforts. Whatever the level of support your company can provide, if s important to make it clear if you must undertake systems design as a bare-bones effort, the team needs to know it in advance to avoid unrealistic expectations. 

Computer resources and support were provided by the Large Allocations Resource Committee through grant TG-MCA05S010 and the University of Florida High-Performance Computing Center.Amber developers team, TG allocation. 

Since SYSCO does not itself manufacture, a quality assurance team of more than 180 professionals determines specifications for each own-brand item and also sets criteria for raw materials and for the standards that manufacturers and processors must follow for food safety, quality, and consistency, as well as for social responsibility and supplier codes of conduct. This quality assurance team identifies and establishes supply sources and audits those suppliers to enforce SYSCO s strict standards for various factors like facility conditions and sanitary measures. Inspectors are at the plants as bacon comes off the production line, or follow produce from field to cooler to assure proper holding temperatures and product integrity. SYSCO s program is unmatched in the food industry. The number of people and level of resources committed to supporting the integrity of the products are far superior to those of other industry competitors, who may devote merely a handful of personnel to these tasks, if they are undertaken at all. 

Cameco Corporation, AREVA Resources Canada, and UEM Inc. are gratefully acknowledged for their support of this work and their permission to present it here. Numerous members of the Cameco Exploration team contributed to the collective product, and the staff of the McArthur River Exploration Team are especially thanked for their logistical assistance in the collection of the material analyzed. 

The presentation phase The VIP team formally presents the profitability recommendations consistent with the objectives and constraints of the workshop and their implementation plans to the steering committee or the project management team. The steering committee then approves those recommendations that pass muster and authorizes the project team to begin the implementation effort. Often, this approval is conditional on early validation by subject matter experts within the project owner s organization, but not present within the workshop. This external feasibility check is meant to provide support to the project team for any additional resources and schedule time needed to fully incorporate the improvements into the project scope of work. 

My preliminary assessment of the problem I had to resolve was that there were too few therapists, who worked, fairly isolated in Area Teams, with little administrative support. A meeting with the Director to ask for extra financial resources produced an extra OT locum to reduce tensions in the waiting lists and an agreement to Increase the OT establishment in the next financial year. But this was only my stream of consciousness reaction to handle the situation in the short term. 1 formed a deeper resolve to unravel this problem in a more meaningful fashion. 

Personnel supporting waste reduction efforts include one supervisor, three lead senior staff, and a multidisciplinary team of 25 engineers and scientists. These personnel are employed in the Waste Reduction Unit, the Resource Recovery Unit, and the Technology Clearinghouse Unit. These three units comprised the Waste Reduction Program. Each unit s activities are discussed below. 

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