...CAROLINA __________________________________________________________ MEDICAL CENTER MEMORANDUM 138-8 NOVEMBER 27, 2004 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN ____________________________________________________ 1. PURPOSE: To provide resources for the continuation of patient care during a variety of emergencies that may disrupt operations at the W. G. (Bill) Hefner VA Medical Center, Salisbury, NC, the Winston-Salem OPC, the Charlotte CBOC and all other associated clinics. The plan describes how the medical center will establish and maintain a program to ensure effective response to disasters or emergencies affecting the environment of care. The plan addresses four phases of emergency management activities: mitigation, preparedness, response and recovery. 2. MISSION: To improve the health of the served veteran population by providing primary care, specialty care, extended care and related social support services through an integrated healthcare delivery system. Consistent with this mission, the Executive Committee for the Governing Body (ECGB), Integrated Risk Management Committee and the Environment of Care Committee have been established to provide ongoing support for the Emergency Management Program. 3. FUNDAMENTALS: a. This plan addresses the four phases of emergency management activities: mitigation, preparedness, response and recovery. In each of these four phases the following is addressed: • Mitigation: These activities...
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...B. Business Contingency Plan The Compass Park Hospital Network aims to maintain business operations in the case of a disaster. In order to maintain patient care in the face of an emergency situation we are seeking to plan for restoration of business services as quickly as possible and transfer operations to other facilities in our hospital system as needed. We have reviewed some possible emergency scenarios and developed a business contingency plan to encompass all aspects of disaster recovery, including clean up from the emergency, communication with the public and our associates, emergency medical care for anyone that needs it, restoration of normal patient care operations and temporary transfer of operations and procedures as necessary. The Compass Park Hospital network is a healthcare network comprised of five full service hospitals and numerous surgery centers and clinic. In addition to helathcare facilities they also operate patient transportation services (EMS vehicles and non-emergency patient transportation) and a home medical equipment supply company. The Compass Park Hospital Network has hired an independent contract service to analyse the structural stability of each of their facilities and requested improvements to any facility that they are leasing from the landlord. They have reviewed the report and begun to make multiple safety improvements throughout the facilities that they own. They have made sure that all walkways are safe and free of structural...
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...often times we fail to implement changes indicated as a result of the exercise. Why? One of the most significant reasons is lack of funding. That is why improvement planning needs to begin even prior to planning for a particular exercise. Rather, funding should be identified in the program management phase of the HSEEP cycle. Actually securing the funding, however, can be challenging. After-action reports from previous exercises can provide the greatest investment...
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...The investors of Best Tool Company (BTC), a company established to manufacture and sell electric drills, saws, and sanders, have requested a supply chain strategy which is outlined below. A.) In considering options for supply chain strategy, the pros and cons of various methods should be considered. In this section, the Keiretsu networks, Virtual Company, and Vertical Integration methods will be discussed. Keiretsu networks are business networks composed manufacturers, distributors, and financiers. In this model, the manufacturers may choose to be partial owners of the suppliers and the suppliers become part of the company coalition (Heizer & Render, 2011). The benefit of a Keiretsu strategy is the mutually beneficial relationship through shared goals which provides a level of trust. This network strategy is compelling in that the risk that is normal in supply chains is spread somewhat. Also, the flexibility provided by this strategy is impressive. Short-term relationships can be developed with multiple vendors which assist in negotiating reduction of costs paid to these vendors. Long-term relationships will be developed over time with a few key vendors which provide security in the delivery of high quality products. A few disadvantages to consider are costs involved in maintaining the network when multiple vendors are involved. It is important to actively manage these relationships to avoid increased costs of goods or services and to monitor quality. A virtual...
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...that roughly tracks the price of oil. drilling rig bores a hole into the earth through which steel pipes are inserted. Pipes or casings like cement would then be put in between for strength as well as for separating different pressure zones- if they exist. The well is then drilled further, and more casings are added. At times, 2-3 layers of casings would be built depending on the geological composition of the zone. The rotator table then passes the drill string onto the hole. The drill string rotating by 'top drive' or 'power swivel' mechanism extends the drill bit. This extension is done with the help of the derrick (the structure holding the drill string). The drill bit then cuts the rock into pieces. Drilling fluid, also called mud-mixture of fluids, chemicals, abrasives and solids - is then pumped down the drill string. This fluid clears the cut rock bits onto the surface. Compressed air is substituted for the fluid, at times. In turbo-drilling, a turbine is placed in the drill string. Mud flows through this turbine causing the drill bit to rotate. This hydrocarbon-rich mixture of crude oil and gases runs our factories, our cars, heats some homes and has provided Americans with an unprecedented standard of living since its discovery in America in 1859. Petroleum is an extremely versatile substance; refining it creates everything from asphalt and gasoline to lighter fluids and natural gas, along with a variety of essential elements such as sulphur and nitrogen. Petroleum products...
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...Breakdown time Reduction of Case Differential Machining Line By practicing Total Productive Maintenance (TPM) A Dissertation Proposal for Management Programme By Manoj Kumar Rana Enrolment Number: 17070745420 Under the guidance of Sudhir Sharma Gurgaon-122001 SYNOPSIS 1. Introduction— 1.1 Self-- I am Manoj Kumar Rana is presently working with Corwn Berger ,Kenya. I was working in Sona Koyo Steering Systems Ltd, Gurgaon as a Assistant General Manager – Quality System. My role was to implement Continuous improvement tools is the organization 1.2 Organization: Sona Koyo Steering Systems Ltd. Gurgaon is India’s largest steering systems manufacturing concern. Company has been awarded “Deming Prize” in December 2003. It is the first company in North India, which is awarded by Deming Prize. Sona Koyo is an ISO/TS16949:2002, ISO 14001 certified company and is in technical collaboration with JTEKT corporation Japan, which is world’s largest steering systems manufacturer. Sona Koyo has been awarded the TPM Excellence Award in the year 2008 by Japan Institute of Plant Maintenance (JIPM) for recognition of excellence in operation by following TPM practice in the organization Major Customers-- Maruti Udyog Ltd., Hyundai Motors India Ltd., Toyota Kirloskar Motors Ltd., Tata Motors Ltd., JTEKT Japan, General Motors (U.S & India), Fuji Autotec (France), Mahindra & Mahindra Ltd., Lotus Club car UK. 1.3 Mission of the company is “Create a Company That...
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...quantities of simple technology or fast turn-around prototype boards were required, these requests usually are fulfilled by contract shops. With a company that is managed primarily by engineers, Donner’s core competency was, obviously, its engineering expertise, and it produced specialized circuit boards known as “soldermask over bare copper” (SMOBC) boards. Donner positioned itself to manufacture these boards to small and large electronic firms and management envisioned it as one of the industry leaders. With 750 competitors in the US alone, and a market that is volatile, Donner’s ability to anticipate and resolve design problems and prototype techniques enabled it to maintain its competitive edge. However, this competitive edge has been compromised by poor on-time delivery and high rate of product return, in addition to planning and manufacturing problems that caused bottlenecks, shifting bottlenecks and improper utilization of labor. These problems began to hamper the overall performance of the firm, and management started evaluating the company’s position and different strategic policies. 1. Draw the process flow diagram for a normal order that goes through the production system at Donner. Receive "Master" artwork from customer Produce negative image from circuit. Repeat image on each panel Inspect for visual defects Shear laminate into panel. Punch holes Raw material purchase Transfer pattern to panel Copper immersion bath * Wash * Scrub * Coat Photoresist ...
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...Ricardo Vergara Training Management 3340 April 29, 2012 Abstract This paper explores Six Sigma, the business initiative that was developed by Motorola in the early 1990s. This program has had very good success with some very large corporations such as Allied Signal and General Electric. This paper will explore the methodology of each of the five phases in the Six Sigma model. The five phases are Define, Measure, Analyze, Improve and Control (DMAIC) Phases. The Six Sigma model will then be evaluated based on the researched information. Further, a recommendation will be made concerning whether an organization should implement Six Sigma based on the evaluation. Establishing a Six Sigma Program Introduction: In a world class business environment, employees will be stimulated to strive toward a goal of total quality and continuous process improvement. The benefit of achieving this goal is to become more competitive in the marketplace by reaching business excellence in meeting and exceeding the demands of the customers. The improvements in productivity and the reductions in cost will make stretching towards this goal a feasible business mission (Constanza, 1996, p. 251-252). Operations managers are key players in...
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...1.0 Introduction Management of Fire Safety Procedures is an integral part of Safety management on ship. Fire Safety management procedure is the action on Fire Safety plan which are the collection of procedures and recorded information about the safety of various fire installations and the relevant procedures of fire safety. Fire safety management plan ensures acceptable standards relating to fire safety and the adherence and the standard maintenance. The safety plans provide, manage and maintain a safe and healthy working environment for all those onboard and it also promote awareness and protection against hazards at workplace. The International Maritime Organisation (2009), ship safety is a subject that is currently receiving high attention by most countries; this was due to a number of serious vessel casualties that have occurred in recent years. (Howarth 1999), Fire Safety Management is “the application of policy, standards, tools, information and practices to the task of analysing, evaluating and controlling fire safety”. The introduction of a fire safety management model is useful for the analysis and measurement of the existing fire risks and possible recommendations for management to adopt 2.0 Fire Hazards onboard the Ship The causes of fire in a ship can be predictable; on few occasions it could be accidents that may not be preventable. Various work items and appliances can trigger fire on board. John G. Antherson (2000) states that the causes of fire on a ship...
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...“lower costs, reduce risk and improve productivity” for their production operations. Working alongside their customers, Baker Hughes claims “collaboration is at the heart of our business”. To provide services that include engineered products for drilling, evaluation of drill sites, completion/production applications and reservoir consulting, Baker Hughes collaborates with their own internal departments, technological corporations, research facilities, and universities worldwide. In addition, because each project is unique due to the excavation of different fuels and land formations, Baker Hughes is continually challenged with new research efforts and to design new products while collaborating with old and new resource collaborators. Baker Hughes markets itself, as a partner working alongside their clients to meet all of their production needs. Therefore, Baker Hughes adheres to 3 key corporate philosophies to improve their collaboration services. These key areas include: local teams collaborating with clients to find the right solution for each project; “access right experts, right technology and the right data at the right time to maximize the value of every asset”; and for corporate management to focus on continuous improvement in all areas of customer operations. Consequently for Baker Hughes to efficiently consult clients the corporation is structured into 9 regions with 23 geomarket management teams. These regions include: U.S. land, Gulf of Mexico, Canada, Latin America...
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...The Juran Trilogy: It is one of the best approaches developed by Dr. Joseph Juran. It has three components: Planning, control, and improvement, and is referred to as the Juran Trilogy. It is based loosely on financial processes such as budgeting (planning), expense measurement (control), and cost reduction (improvement). Quality Planning: The structured process for designing products and services that meet new breakthrough, goals and ensure that customer needs are met. The processes are called Design for Six Sigma or Concurrent Engineering. This can be particularly challenging for a planning team, because customers are not always consistent with what they say they want. The challenge for quality planning is to identify the most important needs from all the needs expressed by the customer. The planning component begins with external customers. Once quality goals are established, marketing determines the external customers, and all organizational personnel determine the internal customer. Once the customers are determined, their needs are discovered by: Being a user of the product or service, * communicating with customers through product or service * satisfaction and dissatisfaction information, or * Simulation in the laboratory. The next step in the planning process is to develop product and/or service features that respond to customer needs, meet the needs of the organization and its suppliers, are competitive, and optimize the costs of...
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...Final Report on the Investigation of the Macondo Well Blowout Deepwater Horizon Study Group March 1, 2011 The Deepwater Horizon Study Group (DHSG) was formed by members of the Center for Catastrophic Risk Management (CCRM) in May 2010 in response to the blowout of the Macondo well on April 20, 2010. A fundamental premise in the DHSG work is: we look back to understand the why‘s and how‘s of this disaster so we can better understand how best to go forward. The goal of the DHSG work is defining how to best move forward – assessing what major steps are needed to develop our national oil and gas resources in a reliable, responsible, and accountable manner. Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster This Page Intentionally Left Blank Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster In Memoriam Jason Anderson Senior tool pusher Dewey Revette Driller Stephen Curtis Assistant driller Donald Clark Assistant driller Dale Burkeen Crane operator Karl Kleppinger Roughneck Adam Weise Roughneck Shane Roshto Roughneck Wyatt Kemp Derrick man Gordon Jones Mud engineer Blair Manuel Mud engineer 1 Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster In Memoriam The Environment 2 Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster Table of Contents In Memoriam....................................................................
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...INTERACTIVE SESSION: MANAGEMENT COLGATE-PALMOLIVE KEEPS MANAGERS SMILING WITH EXECUTIVE DASHBOARDS Colgate-Palmolive Company is the second largest consumer products company in the world whose products are marketed in over 200 countries and territories. The company had 38,600 employees worldwide and $16.734billion in annual revenue in 2011.Colgate has been keeping people smiling and clean around the world, with more than threequarters of its sales in recent years coming from outside the United States. Colgate's brands in oral products, soap, and pet food, are global names, including Colgate, Palmolive, Mennen, Softsoap, Irish Spring, Protex, Sorriso, Kolynos, Elrnex, Torn's of Maine, Ajax, Axion, Fabuloso, Soupline, and Suavitel, as well as Hill's Science Diet and Hill's Prescription Diet. The secret to continued growth and stability for the past two decades has been Colgate's ability to move its brands off shore to Latin América, Europe and Asia. In the past, Colgate divided the world into geographic regions: Latin American, Europe, Asia, and North America. Each region had its own information systems. As long as the regions did not need to share resources or information this patchwork system worked, more or less. This all changed as global operations became more integrated and senior management needed to oversee and coordinate these operations more closely. Colgate had been a global SAPuser since the early 1990s, but it was running five separate ERP systems to serve its different...
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...all levels spend an enormous amount of time planning for the next disaster event. The time invested will help to prepare the whole community better when the emergency operations plan is ever needed. Planners realize how critical plans is when there is a disaster. Plans help the community during the entire process of the event. They will increase response times and will speed up the recovery process. The understanding of a good emergency operations plan is to save people’s lives and protect property. Having a well thought out plan in place will benefit the whole community. Mitigation Strategies The Federal Emergency Management Agency (FEMA) suggests that all emergency managers follow the guidelines designed in the Comprehensive Preparedness Guide (CPG) 101 when developing a plan (Federal Emergency Management Agency, 201 para 1). The framework of an emergency operation plan consists of goals, actions, and the action plan. The purpose of a plan is to identify the risk...
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...people. Being a team-player Staff have to learn with and from each other. There is no room here for mavericks. Taking initiative & rising to the challenge At ExxonMobil, it is a real career. They will provide the opportunities…it’s up to individuals to step up, take initiative & rise to the challenge! http://www.esso.be/Benelux-English/careers_experienced_fit_culture.aspx How does the management or organization chart of the company works? ExxonMobil change their policy and physical state of the organization according to the demand of the time from merger and adoption. There is well communication connection across the organizations (http://www.ukessays.co.uk/essays/management/the-exxonmobil-corporation.php) ExxonMobil adopted Operation integrity management system (OIMS), the important elements in the framework are: * Management leadership, commitment and accountability * Risk assessment and management * Facilities design and construction * Information/ documentation * Personnel and training * Operations and maintenance * Management of change *...
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