Task Force

American Petroleum Institute, Task Force EF-18 of the Committee on Mobile Source Emissions, Alcohols—A Technical Assessment of Their Application as Fuels, Publication Mo. 4261, API, New York, July 1976. 

The role of the U.S. government in international standardi2ation activities has been examined by a special ASTM task force (46). The addresses of these organi2ations or thek subsidiary standards groups are as follows. 

Council for Agricultural Science and Technology, (CAST) ELormonallj Active Substances in Foods A Safety Evaluation, Task Force Report No. 66,... 

CAST, FoodFats and Health, Task Force Report No. 118, Ames, Iowa, 1991. 

TMI-2 Ressons Reamed Task Force Status Report and Short-Term Recommendations NRG Report NUREG-0578, U.S. Nuclear Regulatory Commission, Washington, D.C., July 1979. 

Perhaps the most notable aspect of the history of the API operation is that it has been shaped at every step by those who use the system. Created by information speciaHsts within the petroleum iadustry, it has beea governed by a technical information committee made up of company representatives, and guided by a series of iadustry task forces, which have modified as aeeded the indexing thesaums, subject selectioa guideliaes, and selection rules for countries ia pateat coverage, journals, and other sources ia the aoapateatHterature. 

In 1986, the FDA s Sugars Task Force assessed the impact of sugar consumption on human health and nutrition and concluded that sucrose is not an independent risk factor for heart disease, nor does it cause or contribute to the development of diabetes (62). Although diet is important after the onset of diabetes, sucrose can be well tolerated by insulin-dependent diabetics (63—65). 

The rising incidence of obesity has not paralleled sucrose consumption. The FDA Task Force concluded that sugars have no unique role in obesity and that dietary fat rather than carbohydrate is a significant contributor to this condition (62,67,68). However, sugar can promote weight gain in individuals with life-styles marked by excess caloric intake and insufficient exercise. 

The Sugars Task Force s Select Committee on Nutrition and Human Needs recommended a daily consumption of sugars at 10% of total calories, which approximates current (11%) daily intake levels in the United States. At this level, sucrose does contribute to the development of dental caries however, no firm evidence exists that it causes dietary imbalances or deficiencies of vitamins (qv), minerals, or trace nutrients (62). 

The biotechnology (qv) industry has no formal standards for equipment manufacture and quality control as of this writing. The American Society of Mechanical Engineers (ASME) set up a task force in 1989, for developing relevant standards for biotechnology equipment. 

Once management has made a commitment to the program and goals have been set, a program task force is established. The selection of a team leader will be dependent upon many factors including their ability to effec tively interface with both the assessment team and management staff. 

The task force must be capable of identifying pollution reduc tion alternatives as well as be cognizant of inherent obstacles to the process. Barriers frequently arise from the anxiety associated with the belief that the program will negatively affect produc t quality or result in production losses. According to an EPA survey, 30 percent of indus-tiy comments responded that they were concerned that product qualify would decline if waste minimization techniques were implemented (Ref. 6). As such, the assessment team, and the team leader in particular, must be ready to react to these and other concerns (Ref. 2fy... 

Interagency Task Force on Acid Precipitation. National Add Predpitation Assessment Plan. NTIS, PB82-244 617, 1982. 

Does your company have regular meetings or task forces that focus on P2 opportunities Have these meetings or task forces ever been tried before, and what kind of success did they have ... 

SECY-80-283, 1980, Report of the Task Force on Interim Operation of Indian Point, USNRC. 

In 1988, the Purchasing and Supply Vice Presidents of Chrysler, Ford, and General Motors chartered a Task Force to standardize reference manuals, reporting formats, and technical nomenclature, resulting in five standardized reference manuals. 

In 1996, an International Automotive Task Force was established, comprising representatives of the vehicle manufactures and trade associations from the Americas and Europe (see Figure 1.1). 

Since 1994, the automotive industry in the USA and Europe has been operating quality system certification schemes that extended the requirements of ISO 9001, ISO 10011, and EN 45012. One of these schemes was addressed by my QS-9000 Quality S /stems Handbook, published in 1996. In the same year the automakers of the USA and Europe formed the International Automotive Task Force (lATF) which, in cooperation with the technical committee of the International Organization of Standardization (TO 176), produced ISO/TS 16949. Use of and registration to this new standard is currently voluntary. It is intended that following the first revision to incorporate ISO 9000 2000, the ISO/TS 16949 certification scheme will be mandated by all major vehicle manufacturers on their Tier 1 suppliers. As a result, the standard will be cascaded along the supply chain, ultimately reaching all suppliers to the global automotive industry. 

Vickers, K. and Knittel, T. no date. Detonation Arresters for Offshore Production Platforms. Paper presented to API Task Force for API RP I4C. Westecli Industrial Limited, Calgary, Alberta, Canada. 

If your company has established a formal product stewardship or other major intracompany program, a charter designating a work group, committee, or task force may have been developed that you can use as a model... 

The Task Force s mission is to design a state-of-the-art process safety management system that will support all of Company X s varied business operations, and to install it at a pilot site to be determined. The team will maintain ongoing communication with Division C s Facility Managers Council, which has accepted responsibility for focusing on the division s process safety management systems. 

Company X s PSM champion, (name), wiil lead the Task Force, whose initial emphasis will be on Divisions A and B. Task Force members are ... 

Progress Report from Process Safety Management Task Force... 

As you know, the Task Force has spent the past five months reviewing the division s process safety management (PSM) systems as part of our company s corporate PSM initiative. We are pleased with our progress to date, and your support has enabled us to expedite the process ahead of expectations. 

Facility Manager Ray Leonard is the task force s primary contact for the test. Ray is now assisting us with designing the pilot, and will be responsible for all communications, administration, and other management functions associated with its installation. He will provide weekly progress reports, and will be a strong contributor to the system review and refinement process once the test is complete. 

The PSM Task Force will oversee the pilot throughout its duration, monitor its progress, and develop recommendations for improvement. Individual task force members will actively participate in the pilot test, to support Ray s managerial responsibilities and to provide specific input as needed. The Task Force reports to the division s Vice President—Environmental, Health, and Safety. 

Company X s Corporate Safety Director, who has acted as a consultant to the Task Force, will continue as an advisor during the pilot test. As the company s PSM champion, he will be actively involved in the monitoring, reviewing, and recommendations phases. The Safety Director reports to Company X s General Manager—Environmental, Health, and Safety. 

Following is a questionnaire format developed by a divisional PSM Task Force to elicit feedback from a plant s employees about the PSM pilot test. The Task Force designed it to be adaptable to a range of activities and plans to use it at the conclusion of each one. At the request of the plant manager, responses are sent directly to the Task Force rather than directed to him. 

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