ERR M at Operational Level
ERR M at Operational Level
ERR M at Operational Level
Concepts of Contingency Management Understanding the reaction of human beings to emergencies. Case Studies on Emergencies in the engine room and their management.
FOUNDERING
CAPSIZING
COLLISION
CONTACT DAMAGE
GROUNDING
FIRE
Mega Borg Pumproom fire & explosion off Galveston June 19908
EXPLOSION
10
POLLUTION
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HUAL EUROPE
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HUAL EUROPE
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Structural failure 7%
Pilot error 8%
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MEANS OF ACCESS
WELL LIT AND UNOBSTRUCTED WARNING SIGN FIXTURES AND FITTINGS - WHERE SEAMEN MAY TRIP OR PROJECTING OVERHEAD - CAUSING POTENTIAL HAZARD SUITABLY PAINTED OR MARKED GEAR STOWED WITHIN AREA - SECURED GUARD-RAILS SECURE OPENINGS SUITABLY FENCED PORTABLE LADDERS - SECURED
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WORKING ENVIRONMENT
SAFE TO ENTER LIGHTING ADEQUATE VENTILATION ADEQUATE PROTECTION FROM NOISE DANGEROUS GOODS/SUBSTANCES UNNECESSARILY STORED IN THE AREA OR IN A DANGEROUS MANNER LOOSE TOOLS, STORES LYING AROUND UNNECESSARILY
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WORKING CONDITIONS
MACHINERY GUARDED SAFE OPERATING INSTRUCTIONS DISPLAYED SAFETY SIGNS DISPLAYED PERMIT TO WORK NECESSARY PROTECTIVE CLOTHING AND EQUIPMENT CLOTHING AND EQUIPMENT IN GOOD CONDITION AND CORRECTLY USED EVIDENCE OF DEFECTIVE EQUIPMENT LEVEL OF SUPERVISION
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WORK EQUIPMENT
MACHINERY SAFELY GUARDED HATCHES - COVERING REMOVED OR PROPERLY SECURED LIFTING GEAR- PROPERLY INSTALLED, ASSEMBLED AND MAINTAINED TRAINED AND COMPETENT PERSONS TO OPERATE TESTING AND EXAMINATION MARKING OF LIFTING EQUIPMENT
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FIRE PRECAUTIONS
SMOKING ELECTRICAL FITTINGS - MAKESHIFT PLUGS, FLEXIBLE LEADS FIXED HEATERS AND PORTABLE HEATERS SPONTANEOUS COMBUSTION - DRY WASTE, RAGS, SAW DUST, MATERIALS IN STORES MACHINERY SPACES - METAL CONTAINERS FOR WASTE, WOOD/PAINT/SPIRITS IN BOILER ROOMS/STRG.GEAR GALLEYS - OVERHEATING, SPILLING OF OIL/FAT, PLATES SHUT OFF WHEN COOKING IS FINISHED, MEANS TO SMOTHER AND REMOTE CUT-OFFS MARKED AND KNOWN TO GALLEY STAFF
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SECURITY
TERRORISM STOWAWAYS PIRACY AND ARMED ROBBERY
PRECAUTIONS
VIGILANCE SECURITY WATCH / EFFICIENT NIGHT WATCH SEAL OFF ACCESS TO SHIP ESTABLISH CONTACT- EMERGENCY SIGNALS
Operational Level - Performance Enhancement Course
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MOORING OPERATIONS
RESPONSIBLE PERSON INCHARGE COMMUNICATION WITH BRIDGE HEAVING LINES - NO ADDED WEIGHTS WORK AREA CLUTTER FREE AND WELL LIT EQUIPMENT INSPECTED FOR DEFECTS - OIL LEAKS FROM WINCHES, ROLLERS AND FAIRLEADS MOVING FREELY ROPES WIRES AND STOPPERS - SPLICES ROPES WIRES FLAKED OUT BEFORE USE LAYOUT OF MOORINGS- USE APPROPRIATE LEADS - AVOID SHARP ANGLES
Operational Level - Performance Enhancement Course
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FIRE DRILL
REPORT TO STATIONS FIRE PUMP - JETS OF WATER FIREMANS OUTFIT AND RESCUE EQUIPMENT COMMUNICATION EQUIPMENT W/T DOORS, FIRE DOORS, DAMPERS ARRANGEMENTS FOR SUBSEQUENT ABANDONSHIP
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LIFEBOAT DRILL
MUSTER STATIONS - UNDERSTANDING OF ABANDONSHIP ORDER DUTIES DRESS LIFEJACKETS LOWERING OF LIFEBOAT LIFEBOAT ENGINE OPERATION OF DAVITS USED FOR LIFERAFT
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MAINTENANCE
SUPPLY TO FIRE MAIN ALARMS AND ISOLATION OF ALARM ACCESS TO FFA ESCAPE ROUTES MACHINERY - SAFETY GUARDS FLOOR PLATES ELECTRICAL SUPPLY STEAM OPERATED MACHINERY PRESSURE RELEASE DEVICES
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MAINTENANCE
BOILERS ENGINES REFRIGERATED COMPARTMENT
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Contingency response
The clock is ticking Damage control Loss mitigation Operational recovery media handling
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Cargo Shifting Cargo Jettisoning Uncontrolled Venting or Cargo Jettisoning on Gas Tankers Toxic Release on Gas Tankers Cargo Containment System Failure Toxic Liquid Release at Sea or at Anchorage (Tankers) Toxic Liquid Release at Sea or at Terminals (Tankers) Loss of Stability during Cargo Operations Accidents involving Dangerous Goods Breakaway from Jetty whilst loading/discharging. Heavy weather damage Main Engine Failure Steering Failure Power Failure - Blackout Helicopter Operations Epidemics
Operational Level - Performance Enhancement Course
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Evidence
Evidence Collection Vessel Data Recovery (VDR) Record Keeping
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The Company commits to provide full and prompt support in all such situations described above
Operational Level - Performance Enhancement Course
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Definition of an Emergency
Emergency is defined as any continuing situation or occurrence which:
Puts the lives of persons onboard the vessel in danger Puts the lives of persons in the immediate vicinity of the vessel in danger Puts the safety of the vessel and/or its cargo in danger or at risk Puts the safety of another ship in the immediate vicinity of a vessel ship in danger Causes the vessel to pollute or threaten to pollute the environment.
In any emergency the priorities are the safety of life, the safety of the ship, followed equally by the protection of the environment and the cargo. All other considerations are secondary to these.
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Types of Emergencies
It is not possible to set out detailed procedures for dealing with every conceivable form of emergency Some of the common form of emergencies are: Oil Pollution Due to Overflow or hose burst. Hull leakage Collision Grounding/Stranding Flooding Cargo and Machinery Spaces Fire in Port Fire and Explosion (Engine or Pump Room) Fire in Accommodation Cargo Fire on Deck Fire in Cargo Hold
Emergency Towing/Salvage Enclosed Space Rescue Abandon Ship Man Overboard Serious Injury or Illness/Death Hull Failure, Flooding and Excessive List Cargo Shifting Cargo Jettisoning Uncontrolled venting or Cargo Jettisoning on Gas Tankers Toxic Release on Gas Tankers Cargo Containment System Failure Toxic Liquid release at Sear or Anchorages (Tankers) Toxic Liquid release at Terminal (Tankers) Loss of Stability during Cargo Operations Accidents involving Dangerous Goods Breakaway from Jetty whilst loading/discharging Heavy weather damage Main Engine Failure Steering Failure Power Failure Helicopter Operations Epidemics 43 Operational Level - Performance Enhancement Course 43
THE SIGNAL FOR FIRE ALARMS IS INTREMITTENT/CONTINUOUS RINGING ON THE ALARM BELLS (AS PROGRAMMED ON VESSEL) All persons onboard are to Muster at their Emergency Muster stations, they will then be advised of the nature of the Emergency i.e. Fire, Man Overboard, Boat Stations etc. All alarms when sounded on the Automatic Fire Detection System are to be treated as the Fire Alarm and all crew are to proceed to their Emergency Muster Station. Piracy Alarm should be clearly distinctive from any other Alarm
Operational Level - Performance Enhancement Course
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REPORTING
By Master or Other Designated Person When to Report When Incident Occurs Including All Probable & Actual Oil Spills How to Report By quickest means to Coastal State Authority or Ship Movement Reporting Station or Rescue Coordination Centre [at sea] By quickest means to Local Authorities [in Port] By telephone / quickest means to DPA/Company. Who To Contact Nearest Coastal State Harbour & Terminal Operators [in port] The Company Local P&I Representative ( With Companys consent) [in port] Ships Agent [in port] Q.I. [tanker in U.S. waters] What to Report Initial Report IMO Resolution 648[16]
Preventative Measures
* Anchoring * Damage Stability & Stress Calculations * Setting Aground or beaching Requirement * Assess Safe Haven Requirement * Prepare for Towage * Ballast /Deballast / Fuel Transfer Operations * Ballast / Deballast / Fuel Transfer Operations * Organise Shipboard Response Activities: * Weather/Tide/Swell Forecast - Fore / Damage Control * Record Events / - Seal Leakage Points etc.
Follow-Up Reports
Damage Sustained & Cause
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Emergency Communication
Initial Notification to Shore Office
In any ship emergency it is essential that the Master notifies the Shore office of the emergency as soon as possible. This initial notification need not wait until all relevant details of the emergency are established i.e. should not be unduly delayed. If in doubt that an emergency exists, the shore office must be alerted. However, this requirement must not be confused with the Master's responsibility to broadcast an international SAFETY, URGENCY OR DISTRESS signal as considered necessary and this SOLAS requirement takes precedence to the Shore office requirement. The initial contact should be by telephone to the Designated Person Ashore or any other Superintendent who the Master is able to contact.
The Companys 24 hrs Emergency Contact number, normal and after office hours telephone numbers of shore based Emergency Response Team members are given in the Annexure to this manual. Masters are reminded that telexes or faxes arriving outside office hours will not be read by anyone till the morning of the next working day.
Verbal communication shall be supplemented by e-mail, fax or telex as soon as possible in the emergency report format which is consistent with the General Principles for Ship Reporting Systems and Ship Reporting Requirements, adopted as Resolution A.648[16] by the IMO. The Initial report should be telexed/faxed/e-mailed to the Company/other parties as soon as possible with whatever information available at that point of time The remaining information can be added and the report re-transmitted as further required information becomes available.
Operational Level - Performance Enhancement Course
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Own Vessel Name Type of Incident Date & Time of Incident Location of Incident Number of Crew Missing Collision/Fire etc. Local Time Lat/Long or Brg. Dist. or Port/Berth
Injured
Remaining On Board
Abandoned Ship Time of Abandonment/Evacuation No. of Lifeboats/Life rafts Launched Distress Message Sent/Coastguard Informed Other parties Contacted Weather and Sea Conditions Wind-Speed & Direction, Sea, Swell, Visibility, Temperature, Current/Tide Rate & Direction Immediate Navigation Hazards Shallows, Shallows, Installations etc Installations etc. Other Vessels Name & Type [collision] Location & Description of Damage Pumps Status [Bilge/Ballast/Fuel/Cargo] Power Available Propulsion & Steering Systems Status Fire Fighting Systems Status Type & Extent of Pollution Cargo Type - Especially Dangerous Goods Salvage Services Accepted Type of Service Accepted Eg. No Cure No Pay (LOF 2000) Flooded Spaces Structural/Fire/Cargo Damage Local Time
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Assessment of fire risk and precautions taken. Disposition of cargo on board and quantities involved. Number of casualties. Damage to other ships or property. Name of salvor and type of salvage equipment. Whether further assistance is required. Priority requirements for spare parts and other materials. Details of outside parties advised or aware of the incident. Any other important information. Time [UTC] assistance was requested and time [UTC] assistance expected to arrive at the scene.
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Notification
Reports are to be transmitted by the quickest available means to the responsible authorities of the nearest coastal state or the Rescue Co-ordination Centre [RCC] via the appropriate shore radio station. If the ship is within or near to an area for which a ship reporting system has been established, reports should be transmitted to the designated shore station of that system. After transmission of the information in an initial report, as much as possible of the information essential for the safeguarding of life and the protection of the ship and the marine environment is to be reported in a supplementary report to the coastal state and the Company, in order to keep them informed of the situation as the incident develops
Operational Level - Performance Enhancement Course
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STEERING FAILURE
Call Master to bridge. Engage emergency steering. Inform Engine room, prepare engines for Manoeuvring. Note vessels time and position. Post extra Lookouts/Switch on both the RADARS. Exhibit NUC Lights/Signals and appropriate sound signals. Check for other vessels and/or navigational hazards in the vicinity. Broadcast Urgency message to ships in vicinity if appropriate. Manoeuvre the vessel to an open area, away from danger. Prepare for Anchoring if in shallow waters. Take all way off the ship.(Stop the vessel) Asses the sea swell, winds and currents, determine the set and drift of vessel. Modify AIS status message to communicate relevant Information. Inform VTS or port authority if in controlled or similarly monitored waters. Monitor vessels position continuously. Inform BSM office/DPA Establish if repairs possible by vessels staff and time required for repairs. Repair fault and proceed on passage. Enter continuously all action taken in the vessels logbook. Towage resource avail & time to reach Vessel. Prepare for Towing Operation (refer Emergency Towing Check list no. 2.03.010) Periodically update Office with status
Operational Level - Performance Enhancement Course
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STEERING FAILURE
Trouble shooting with problem definition and Component identification If fault can not be repaired in time to avoid danger :
Inform Company Establish if towage resources are available & time to reach Vessel.
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The Chief Engineer is entirely responsible for preparing a Blackout contingency (recovery) plan specific to the vessel. The Engineer Officers are required to know the procedures at all time. In addition to above, while in port In case of black-out during cargo operations, terminal should be advised and operations suspended. Resumption of operations should be done only after recovering from black out, investigating and rectifying cause for the incident. All systems should be brought on line in a gradual manner and according to their function and importance.
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A MAJOR PROBLEM WITH THE SHIPPING INDUSTRY IS ITS PATHOLOGICAL SECRECY, ITS REFUSAL TO OWN UP TO ANYTHING AND ITS FEAR OF PUBLICITY
Operational Level - Performance Enhancement Course
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BOTH
ARE
TRUE
INDUSTRY AND
THE MEDIA NEED EACH OTHER.
ENVIRONMENT
GOOD PHOTO
Operational Level - Performance Enhancement Course
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PUBLIC OPINION IS FORMED ON THE BASIS OF MEDIA REPORTS (EVEN IF INFORMATION IS NOT ACCURATE).
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TELEVISION PICTURES OF DEAD PEOPLE, FLAMES, BLACK SMOKE, DEAD FISH, OILED BIRDS, DIRTY BEACHES CREATE PUBLIC OUTRAGE AGAINST THE SHIPPING INDUSTRY.
Operational Level - Performance Enhancement Course
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MEDIA STORIES.
Media Operational Level - Performance Enhancement Course
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IN CASE OF AN ACCIDENT,
ESPECIALLY IF IT IS
AFFECTING GENERAL POPULATION .
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MEDIA HANDLING
UNDERSTANDING THE NEEDS & WORKING OF THE MEDIA BEING PREPARED QUESTIONS FOR THE
LIKELY
PROVIDING CORRECT AND FACTUAL INFORMATION TO AVOID MEDIA RUNNING STORIES BASED ON RELIABLE SOURCES
Operational Level - Performance Enhancement Course
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DEVELOPED NATIONS
ARE MORE AGGRESSIVE IN
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WHERE?
WHO ARE THE SHIPS / FACILITIES INVOLVED?
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ANY POLLUTION?
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On Site Team
The decision will be taken by the ERT Overall Head and the Corporate DPA, whether to appoint one or more members of the Emergency Response Team to form the On Site Team, to be present at the site of the incident. This will depend on the seriousness of the incident. It is recommended that the person/s from the Emergency Response Team appointed to represent office on site is one with the most practical experience in Emergency and Salvage Operations. Once appointed, the Technical Officer / Assistant will be responsible to arrange all logistics for the travel/accommodation reservations of the On Site Team. The tasks of the On Site Team shall be to:
Advise Overall ERT Head of status of Emergency, repair facilities, Contractors etc. Assist Master and the crew in conjunction with all other members representatives Identify and liaise with all other representatives in attendance (surveyors, P&I/H&M correspondents, lawyers etc.) Co-ordinate on site activities of the above as per instructions from the Emergency Response Team. Establish a local base Establish and maintain contact with the authorities (emergency / rescue/services, environmental / pollution agencies (Qualified Individual in USA), national government agencies etc.) Liaise with salvors, clean up contractors or repair technicians. Liaise with local agents. Be available to meet casualties, claimants and their representatives Take details of claims Collect evidence Take photos, video Identify and report on any additional assistance required Maintain a logbook with chronological details of all events
Operational Level - Performance Enhancement Course
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Legal Representation
Whilst the P&I Club will surely appoint their representative, it must be considered that they are acting on behalf of the Owner. Consequently, consideration must be given to the need to appoint separate legal representation for the Master, Officers and crew as well as the Company.
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Contingency preparation
Exercises will involve one or more of the following elements;
INITIAL NOTIFICATION ACTIONS RESPONSE TEAM ASSEMBLY INITIAL EMERGENCY QUESTIONNAIRE COMPILING SPECIFIC EMERGENCY QUESTIONNAIRE COMPILING THIRD PARTY CONTACTING SPECIALIST ASSISTANCE MEDIA RESPONSE SUPPORT INFORMATION TO VESSEL RECORD KEEPING CALLING OFF DRILL AND REVIEWS/FEEDBACKS ,CIRCULATION OF SAME.
Operational Level - Performance Enhancement Course
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Session Overview
Large theatre contingency operation Contingency Planning Reference Information General Guidance
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MRC Structure
Chair- MCA or Harbour Master if incident within Port limits
Environment Group
Membership may include: MCA CPSO MCA Logistics Officer Harbour representative, if a harbour is involved Officer from fisheries department Local Authority Officer to liaise with the SRC Environmental Liaison Officer MCA Public Relations Officer
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Communications
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What We Learned
Know the likely hazards you face and plan accordingly Back up your data off-site Identify building and floor wardens Have personal emergency kits at the ready Training, training, training
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Ensures the Continuation of Essential Functions Across a Wide Range of Potential Emergencies to Provide For:
Business Process Continuity Organizational Continuity IT Continuity
Operational Level - Performance Enhancement Course
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100 100
Minimize Damage and Losses Resulting From an Inability to Perform Essential Functions Facilitate Decision Making During an Emergency Achieve a Timely and Orderly Recovery From a Disruption of Services Caused by an Emergency
Operational Level - Performance Enhancement Course
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Salvage
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At Sea Response
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Shoreline Clean - Up
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CPR Branch
Head of CPR Toby Stone Counter Pollution & Salvage Officers Operational Support Logistics & Cost Recovery Gail Robertson Technical & Scientific Kevin Colcomb Kelly Reynolds
Admin Support
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HMCG
HMCG is most often the first organisation notified of an oil spill at sea SAR Search and Rescue In support of oil spill response:
Provide communications, marine safety information broadcasts, Assists with deployment of ETVs and helicopters, MCA Boats Mobilise personnel to key locations Provide local knowledge of area
Operational Level - Performance Enhancement Course
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Duty CPSO
Make assessment of incident and assume responsibility for CP & S implications of incident
arrange to deploy assets liaise with owners / operators Inform relevant authorities / organisations activate Marine Emergency Information Room (MEIR), if appropriate contact CP Scientist who will discuss with LAs and carry out any oil spill modeling notify the MCA Media Team
Operational Level - Performance Enhancement Course
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Duty CPSO
Establishment of contacts during incidents:
MCA CPR Aircraft Response Tug Companies & Brokers Ports & Harbours Environment Protection Agencies MRCCs
CPSO
DTI Salvors
DNSARO
MCA Press
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SOSREP
SOSREP
SOSREP has ultimate powers to intervene on behalf of Secretary of State for Transport in any salvage situation or situation where there is a threat of significant pollution
Powers to Intervene and issue Directions Powers to require ships to be moved or not to be moved from a specific area or locality within UK Waters. Powers to establish Temporary Exclusion Zone (TEZ)
Operational Level - Performance Enhancement Course
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SCU
Membership:
SOSREP, Independent SOSREP Salvage Adviser CPSO, Salvage Master, Harbour Master, Ship owner/insurer representative, EG Liaison Officer, Specialist Scientific Advisor, Health/Safety Adviser
SCU is NOT a decision making body; decisions remain the responsibility of SOSREP
Operational Level - Performance Enhancement Course
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MRC
Members:
CPSO MCA Logistics Officer Harbour representative, if a harbour is involved Officer from relevant fisheries department Local Authority Officer to liaise with the SRC Environmental Liaison Officer MCA Public Relations Officer
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SRC
Local Authority personnel will be mainly concerned with shoreline clean-up
EA / SEPA Natural England / SNH DEFRA / SEERAD MFA / FRS Contractors ITOPF
GNN Red Cross St Johns Ambulance Oil Company HMCG / CPB Police
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Fisheries Department
Operational Level - Performance Enhancement Course
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Environment Group
CORE MEMBERSHIP
Environmental Regulator Statutory Nature Conservation Body Fisheries Department Public Health Officer
Not just for the big incidents Dependant upon location, nature and scale of the incident Other organisations may be invited to join EG at the discretion of the chair
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Environment Group
The core membership may choose to invite:
Sea Fisheries Committee National Park Authorities Local Health Authority HSE Health Protection Agency Animal Welfare bodies - RSPCA, SSPCA Bird casualty record collation - RSPB NGOs Local Wildlife Trusts Local Animal Welfare Trusts
Operational Level - Performance Enhancement Course
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WHAT IS SAFETY
?
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SAFETY IS
CONTROL OF ACCIDENTAL LOSS
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SAFETY IS
CONTROL OF ANY ACCIDENTAL LOSS AND NOT JUST ABOUT
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REMEMBER THIS!
WHAT IS SAFETY?
SAFETY IS
CONTROL OF ACCIDENTAL LOSS
WHAT IS LOSS?
LOSS IS
AVOIDABLE WASTE OF ANY RESOURCE
Anglo Eastern Maritime Training Centre
Operational Level - Performance Enhancement Course
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Loss is often associated with substantial damage : However, Small damages Small hull repairs Small machinery breakdowns Container damages Cargo damages Personal injuries Small oil spills
Counts for more than the substantial damages THE DAY TO DAY LOSSES CAN VERY OFTEN BE AVOIDED
Anglo Eastern Maritime Training Centre
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IN TIMES OF KEEN COMPETITION AND LOW PROFIT MARGINS, LOSS CONTROL MAY CONTRIBUTE MORE TO PROFITS THAN AN ORGANIZATIONS BEST SALESMEN. The amount of sales required to pay for losses will vary with the profit margin.
YEARLY INCIDENT COSTS $1,000 5,000 10,000 25,000 50,000 100,000 150,000 200,000 PROFIT MARGIN 1% 100,000 500,000 1,000,000 2,500,000 5,000,000 10,000,000 15,000,000 20,000,000 2% 50,000 250,000 500,000 1,250,000 2,500,000 5,000,000 7,500,000 10,000,000 3% 33,000 167,000 333,000 833,000 1,667,000 3,333,000 5,000,000 6,666,000 4% 25,000 125,000 250,000 625,000 1,250,000 2,500,000 3,750,000 5,000,000 5% 20,000 100,000 200,000 500,000 1,000,000 2,000,000 3,000,000 4,000,000
SALES REQUIRED TO COVER LOSSES This table shows the dollars of sales required to pay for different amounts of costs for accident losses, i.e., if an organizations profit margin is 5%, it would have to make sales of $500,000 to pay for $25,000 worth of losses. With a 1% margin, $10,000,000 of sales would be necessary to pay for $100,000 of the costs involved with accidents.
Anglo Eastern Maritime Training Centre
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The most valuable fringe benefit of considering safety an operational strategy has been the general improvement in line managements ability to manage all aspects of their total jobs. Believe me, this is not just mere rhetoric It is a proven fact. Lester A. Hudson, President Dan River, Inc
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The first duty of business is to survive and the guiding principle of business economics is not the maximization of profit - it is the avoidance of loss. Peter Drucker
D - Develop a plan.
I - Implement the plan. M - Monitor
Anglo Eastern Maritime Training Centre
Operational Level - Performance Enhancement Course
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ACCIDENT
AN UNDESIRED EVENT THAT CAUSES:
HARM TO PEOPLE DAMAGE TO PROPERTY LOSS TO PROCESS(WORK) Harm to Planet
IT MUST BE A RESULT OF A CONTACT WITH ENERGY OR SUBSTANCE ABOVE THE THRESHOLD LIMIT
Anglo Eastern Maritime Training Centre
Operational Level - Performance Enhancement Course
147
NEAR MISS
(INCIDENT) AN UNDESIRED EVENT WHICH UNDER SLIGHTLY DIFFERENT
INCIDENT
NO PAIN
ACCIDENT
PAIN
THRESHOLD LIMIT
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149
150
HAZARD
A CONDITION OR PRACTICE WITH POTENTIAL FOR ACCIDENTAL LOSS
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INCIDENT
NO LOSS
NEAR MISS
LOSS
ACCIDENT
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LOSS CONTROL
ANYTHING DONE TO REDUCE LOSS ?
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LOSS IS THE CONSEQUENCE OF AN ACCIDENT. LET US STUDY WHY THE LOSS IS CAUSED.
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W H Y ?
IMMEDIATE CAUSES
INCIDENT CONTACT
CONTACT
POST-CONTACT
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W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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INCIDENT
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W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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161
toxics, noise)
Over stress / over exertion / over load
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W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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E.G.. (1) FAILURE TO USE PROTECTIVE CLOTHING (2) GREASY SLIPPERY DECKS
W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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SUBSTANDARD PRACTICES
Failure to follow rules and regulations Operating equipment without authority Failure to warn Failure to secure Operating at improper speed Making safety devices inoperable
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SUBSTANDARD PRACTICES
Using equipment improperly Failing to use personal protective equipment properly
Improper loading
Improper placement Improper lifting
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SUBSTANDARD CONDITIONS
Inadequate guard or barriers
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SUBSTANDARD CONDITIONS
Hazardous environmental conditions; gases, dusts,
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IMMEDIATE CAUSES ARE ONLY THE SYMPTOM. THERE IS ALWAYS A MORE FUNDAMENTAL OR BASIC CAUSE FOR AN ACCIDENT TO OCCUR
W H Y ?
PRE-CONTACT
CONTACT
POST -CONTACT
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W H Y ?
PRE-CONTACT
CONTACT
POST -CONTACT
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E.G.. (1) FAILURE TO USE PROTECTIVE CLOTHING (2) GREASY SLIPPERY DECKS
W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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BASIC
E.G.. INADEQUATE TRAINING INADEQUATE SPECIFICATIONS ON REQUISITION CAUSES PERSONAL FACTORS JOB FACTORS
W H Y ?
PRE-CONTACT
CONTACT
POST -CONTACT
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THE BASIC CAUSE WOULD NOT HAVE OCCURRED IF THERE WAS PROPER CONTROL TO PREVENT ACCIDENTS. THE LACK OF CONTROL IS THE ROOT OF THE ACCIDENT
W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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E.G.. NO SYSTEM OF EMERGENCY DRILLS VESSEL MUST BE NAVIGATED SAFELY AT ALL TIMES?? STEERING TEST NOT DONE
W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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W H Y ?
PRE-CONTACT
CONTACT
POST-CONTACT
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PERSONAL FACTORS
Inadequate Physical / Physiological Capability
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JOB FACTORS
Inadequate leadership and supervision
Inadequate Engineering Inadequate purchasing Inadequate maintenance Inadequate tools & equipment Inadequate work standards Wear and tear Abuse or misuse
Anglo Eastern Maritime Training Centre
Operational Level - Performance Enhancement Course
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STAGES OF CONTROL
THRESHOLD LIMIT
CONTACT CONTROL
POTENTIAL LOSS AUDIT Anglo Eastern Maritime Training Centre INSPECTIONS INCIDENT REPORTING
1. 2. 3. 4. 5.
Single Event Theory Domino Theory Fault Tree Theory Process Theory (Event Charting) Human Error Theory
179 OISD
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180 OISD
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Premise of the theory is that if a set of unsafe conditions (hazards) set up a row of these vulnerable dominos, an unsafe act would start toppling them.
The accident is avoided by removing one of the dominoes, normally the middle one or unsafe act.
The sequence is: Injury, caused by an; Accident, due to an; Unsafe act and/or mechanical or physical hazard, due to the; Fault of the Person, caused by their; Ancestry and Social Environment.
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ILCI Model
First update of the Domino Theory presented by Bird & Loftus in1976. This revised model introduced two new concepts: The influence of management and managerial error Loss, as the result of an accident could be production losses, property damage or wastage of other assets, as well as injuries. The re-labelled dominoes are: Management - Loss of Control / Lack of Control Origins - Basic Causes / Basic Concepts, Symptoms - Immediate Causes, Contact Incident /accident, Loss - People / Property.
Operational Level - Performance Enhancement Course
182 OISD
182
Investigation Method Based on Domino Theory: Systematic Cause Analysis Technique (SCAT)
SCAT originally developed by the International Loss Control Institute (ILCI); is currently a proprietary method of Det Norske Veritas.
Method based on ILCI Loss Causation Model. Immediate causes of an accident - circumstances that immediately precede the contact.
Basic causes (diseases or real causes) behind the symptoms the reasons why the substandard acts and conditions occurred.
Three reasons for lack of control: Inadequate program Inadequate program standards and Inadequate compliance with standards
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SCAT has five blocks approach to ensure all aspects of an incident are looked into. First block- contains description of the incident. Second block - lists the most common categories of contact that could have led to the incident under investigation.
immediate
Fifth block- lists activities generally accepted as important for a successful loss control program.
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Investigator must identify one or more unsafe acts and / or conditions as causes.
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Methods based on event charting are Multilinear Events Sequencing, Sequentially Timed Events Plotting Procedure (STEP), Human, Technology and Organisation (MTO).
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187 OISD
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Active failure
Organisation
Unsafe supervision
Preconditions for unsafe acts Unsafe acts
Any incident is preceded by: An unsafe act an error or violation, which is encouraged by Preconditions for unsafe acts substandard conditions or substandard practices. These in turn are not prevented or corrected due to Unsafe supervision planned (but) inappropriate operations; failure to correct known problems; supervisory violations; and underlying all of this are Organisational influences - poor resource management; organisational climate; organisational processes.
based on
OISD
190 190
191 OISD
191
Increased risk
192 OISD
192
193
51
32
29 28
22 18
15
12 11 8
6
4 3 0 10 20 30 Percentage 40 50 60
194
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195
CAUSES OF FATIGUE
Fatigue may result from: poor sleep quality sleep deprivation physical/mental exertion emotional stress disruption of circadian rhythms poor physical condition, drug/alcohol use. Everyone has felt the effects of fatigue. It is usually described as an uncontrollable urge to sleep or rest. It has also been described as a "fog" that comes over the brain at certain times of the day. Of importance is that fatigue lowers alertness levels and impairs performance.
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197
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200
Heinrich Triangle
Single fatality Permanent total disabilities Permanent partial disabilities Lost work cases Restricted work cases Medical treatment cases First aid cases Dangerous occurrences/Near misses Unsafe acts/Unsafe conditions
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10
30
EVENTS
600
1 Accident is preceded by 10 Minor Accidents is preceded by 30 Property Loss is preceded by 600 Events
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HAZARD
Threat 2
Initiating Event
Consequence 2
Threat 3
Consequence 3
Saf.Crit.
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Performance Management
Management = getting work done through others Managers performance is only as good as his/her employees performance Managers job = performance management of others
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Performance Management
An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.
Set Goals
Communicate
Evaluate
Observe
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Encourage and reward behaviors aligned with organizational mission and goals Curb or redirect non-productive activities
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Performance Management
Organizational system Focusing on employee performance Consistently applied throughout organization With a supporting structure
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Names of Systems
Performance Management Performance Appraisals
Evaluation Systems
Job Review Systems Feedback Systems
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PROBLEM SOLVING
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OVERALL PROCESS
I. II. III. IV. V. VI. Overall Process Defining the Problem Formulating the Hypothesis Collecting the Facts Conducting the Analysis Developing the Solution
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Problem
Solution
Hypothesis
Analysis
Facts
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Problem
Solution
Hypothesis
Analysis
Facts
Definition: A problem is a situation that is judged as something that needs to be corrected implies that a state of "wholeness" does not exist Importance: It is our job to make sure were solving the right problem it may not be the one presented to us by the client. What do we really need to solve? Basic Concepts: Most of the problems are initially identified by our clients Defining the problem clearly improves focus it drives the analytical process Getting to a clearly defined problem is often discovery driven Start with a conceptual definition and through analysis (root cause, impact analysis, etc.) you shape and redefine the problem in terms of issues
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Problem
Solution
Hypothesis
Analysis
Facts
Definition: Hypothesis is a tentative explanation for an observation that can be tested (i.e. proved or disproved) by further investigation Importance: Start at the end - Figuring out the solution to the problem, i.e. "hypothesizing", before you start will help build a roadmap for approaching the problem Basic Concepts: Hypotheses can be expressed as possible root causes of the problem Breaking down the problem into key drivers (root causes) can help formulate hypotheses
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Problem
Solution
Hypothesis
Analysis
Facts
Definition: Meaningful information (has merit not false) that is qualitative (expert opinions) or quantitative (measurable performance) to your decisions Importance: Gathering relevant data and information is a critical step in supporting the analyses required for proving or disproving the hypotheses Basic Concepts: Know where to dig Know how to filter through information Know how to verify Has happened in the past Know how to apply Relates to what you are trying to solve
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Problem
Solution
Hypothesis
Analysis
Facts
Definition: The deliberate process of breaking a problem down through the application of knowledge and various analytical techniques Importance: Analysis of the facts is required to prove or disprove the hypotheses Analysis provides an understanding of issues and drivers behind the problem Basic Concepts: It is generally better to spend more time analyzing the data and information as opposed to collecting them. The goal is to find the golden nuggets that quickly confirm or deny a hypothesis Root cause analysis, storyboarding, and force field analysis are some of many analytical techniques that can applied
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Problem
Solution
Hypothesis
Analysis
Facts
Definition: Solutions are the final recommendations presented to our clients based on the outcomes of the hypothesis testing Importance: Solutions are what our clients pay us for Basic Concepts: It is important to ensure the solution fits the client solutions are useless if they cannot be implemented Running an actual example through the solution is an effective way of testing the effectiveness and viability of the solution
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Problem Identification
A problem becomes known when a person observes a discrepancy between the way things are and the way things ought to be. Problems can be identified through: Comparative/benchmarking studies Performance reporting - assessment of current performance against goals and objectives SWOT Analysis assessment of strengths, weaknesses, opportunities, and threats Complaints Surveys Etc.
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Why?
Why?
Why?
Why?
Why?
Detail
The value of the Fishbone Diagram is that it provides a method for categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes 223 of 58
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Basic Questions to Ask in Defining the Problem (regardless of the technique used)
Who
Who is causing the problem? Who says this is a problem? Who are impacted by this problem? Etc.
What
What will happen if this problem is not solved? What are the symptoms? What are the impacts? Etc.
Where
Where does this problem occur? Where does this problem have an impact? Etc.
When
When does this problem occur? When did this problem first start occurring? Etc.
Why
Why is this problem occurring? Why? Why? Etc.
How
How should the process or system work? How are people currently handling the problem? Etc.
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Issue Diagram is an effective method for breaking down problems and formulating hypotheses
Hypothesis #1A
Hypothesis #1B Issue #1 Hypothesis #1C Key Questions #1C-c Hypothesis #1D Problem Issue #2 Key Questions #1C-d Key Questions #1C-a Key Questions #1C-b
Issue #3
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Issues
Questions which need to be answered or topics which need to be explored in order to solve a problem Speculative answers for issues that are phrased as questions and/or areas of exploration for issue phrased as topics Questions that probe hypotheses and drive the primary research required to solve the problem
Hypotheses
Key Questions
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Issue #1
Problem
Issue #2
Issue #3
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Hypothesis #1A
Hypothesis #1B Etc.
Etc.
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How many players are there in the market? How many are large enough to take on the client's business?
Issue #1
Cost Effectiveness?
Problem
What questions need to be answered to prove/disprove the hypothesis? Key Question #3A-a Key Question #3A-b Key Question #3A-c How many employees are 50 years old or older and interested in retiring?
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Impacts on Employees?
Issue #3
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Hypotheses
Key Questions
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Key Messages
Issue diagrams provide a framework for brainstorming and documenting the issues driving the problem and identifying the facts (i.e. data) required to support conclusions and recommended solutions Hypotheses and the key questions will help shape data collection requirements and ensure that only relevant data is collected Formulation of hypotheses and key questions is an evolving process they will need to be revised as new insights and discoveries are made
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Brainstorming is useful when there is a wide range of possible issues and solutions Brainstorming is not appropriate for testing an idea; it is used to generate ideas There are numerous brainstorming techniques, which include group brainstorming, individual brainstorming, and storyboarding Individual brainstorming is usually not recommended unless time is too tight, participants are rarely available, group is too large, etc. Brainstorming can be useful for Force Field Analysis identifying all forces impacting the problem
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How many are large enough to take on the client's business? What information or data needs to be collected to answer these questions? How many employees are 50 years old or older and interested in retiring?
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Description
Using data that has already been collected by others Systematically selecting, watching and recording behavior and characteristics of people, objects or events Oral questioning of respondents, either individually or as a group Collecting data based on answers provided by respondents in written form Facilitating free discussions on specific topics with selected group of participants
Tools
Checklist Data compilation forms Eyes and ears Data compilation forms Interview guide Data compilation forms Survey Questionnaire Flip charts
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VS.
A skillful use of a combination of qualitative and quantitative techniques will give a more comprehensive understanding of the 241 of 58 Operational Level - Performance Enhancement Course 241
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Match up the clearly defined question or issue with the appropriate analytical tool(s)
Once youve matched up the analytical tools against the question or issue, then go out and collect the facts
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Benchmarking
How many employees are 50 years old or older and interested in retiring?
4. Once you complete your analysis, move back upstream to answer the key question you started with
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Analytical Techniques
Benchmarking Compare and measure a process or activity against an internal or external source SWOT Analysis Assessment of strengths, weaknesses, opportunities, and threats Force Field Analysis Overall environmental landscape and how it impacts the subject Cost Benefit Analysis Compare total equivalent costs (all the minuses) against equivalent value in benefits (all the pluses) Impact Analysis What if type analysis to assess the impact of change on an agency Pareto Chart Bar Chart for categorizing issues or other attributes in terms of importance
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Benchmarking
Measures and compares your performance against other similar activities or processes internally or externally Differences indicate possible performance issues May be difficult to collect comparable measurement data Comparing best in class performance is better than comparing average performance Best sources of data are in the private sector -Hays Benchmarking, Benchmarking Exchange, The Benchmarking Exchange, etc.
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Benchmarking Example
Average Days for Source Selection
Air Force . . . . . . . . . . . 75 Days Army . . . . . . . . . . . . . . . 96 Days Navy . . . . . . . . . . . . . . . 116 Days Canadian Army . . . . . . 145 Days
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SWOT Example
Internal Assessment of the organization, its people, services, competencies, etc. Strengths
Client has a global infrastructure to service all types of customers Services are in high demand in most parts of the world
Weaknesses
Client has limited resources for expanding its global reach Key processes are not very cost competitive when compared to other service providers
External Assessment of direct and indirect forces, social, economic, political, etc. Opportunities
Untapped demand exists in almost half of the World New Technologies make it possible to expand service reach
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Threats
Other clients are investing in newer technologies Some clients are entering into strategic partnerships to expand their global footprint
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Force Field
Visually shows significant forces that impact the problem Forces tend to be those factors that promote or hinder a solution to a problem Prioritize forces between direct (more important) and indirect (less important) May need to brainstorm to generate ideas to list all forces
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Cost Benefit
Identify all expected costs and benefits to make sure the decision has economic merit. Costs includes all tangible outlays (time, money, etc.) and intangible /qualitative factors where you can assign some value Compare using a set of decision criteria oranges to oranges, apples to apples, etc. Look at the net changes between making the decision vs. not making the decision Office of Management and Budget Circular A-94 provides guidelines on how to do cost benefit analysis in the Federal Public Sector.
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The Benefits (pluses) Consistent Reporting Reduced Data Entry Much faster turnarounds when updating master records Improved accuracy in reporting
Upgrade network capacity Database development time Training of end-users Requires regular maintenance Choice B: Do Nothing Status Quo
Software License Fees
$ 700,000
Impact Analysis
Identifies broad and diverse effects or outcomes associated with a problem and/or the proposed solution Answers certain questions: How will this change impact our agency? What are the consequences of not acting on the problem? Objective is to minimize adverse or negative impacts going forward Very useful in assessing risk of different proposed solutions helps you reach the right solution Numerous tools can be used to assess impacts
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Pareto Analysis
Quantifies what is most important on a graph 80 / 20 Rule Puts focus on the significant problems or issues Must group problems or issues based on a common and measurable attribute (such as reworks, errors, downtime, hours, etc.) = Left Vertical Axis of Bar Chart Must categorize problems or issues what type is it? (poor quality, long wait times, etc.) = Right Horizontal Axis of Bar Chart Plot the data and rank according to frequency descending order from left to right
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Pareto Chart
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Categories
Causes, Products, Mfg. Lines, Operators Machines, Defect Types, etc. Operational Level - Performance Enhancement Course
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Key Messages
Dont rush out and collect information until you know what analytical tools you need to use each tool has its own information needs Use a combination of tools to cover all the bases All decisions involve some assumptions so you will never have all the facts Analysis is a discover driven process, it moves incrementally in baby steps you learn, adjust and go through numerous iterations until you have insights; i.e. you can now take action on the issue or problem
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Basic Concepts
Select and plan the solution that has the greatest impact on solving the problem Use a solutions rating matrix to weigh different solutions based on selection criteria (costs, probability of success, ease of implementation) Solutions should have support from your previous analysis that you can clearly communicate to the client Test your solutions as much as you can use some of the Impact Analysis Tools
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Key Messages
100% out-of-the box solutions dont exist No solution is a guarantee be flexible with implementation and be willing to revisit your requirements Solutions rarely work unless you get buy-in and commitment from the client if the client refuses to accept the solution, it will not work! Be prepared to back up your solution with an implementation plan, complete with milestones to measure performance
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Summary
Analytical Thinking follows the Scientific Approach Five Step Process for Consultants: - Define the Problem - Test in the form of Hypothesis - Focus on Facts - Analysis (Various Analytical Tools) - Recommend a Solution
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ENVIRONMENT
INPUT
FACILITIES STAFF
TRANSFORMATION PROCESS
TRANSFORMING RESOURCES
ENVIRONMENT
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Problem Solving
Information
Operations Management
Sales Support
Field Support
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Operations management is concerned with producing and delivering products and services
All types of enterprise have an operations function, even if it isnt called operations. Most operations produce both products and services.
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Design
Improvement
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What is Risk?
Definitions
272
The Risk Management Process Definitions Major Accidents Risk Management Philosophy
Hazard Identification Risk analysis Risk Assessment Risk Management Options
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Basic Definitions
Hazard
A physical situation with the potential to cause harm (eg storage of flammable/explosive materials). A hazard with the potential to course significant harm eg multiple fatalities.
Major Hazard
Risk
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Risk Analysis
Likelihood of Harm?
Frequency of similar scenarios
Company Sector All Sectors Qualitative estimates eg from rare to likely.
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Risk Analysis
Impact/consequences? Impact of similar scenarios
Physical damage (people/plant/environment) Financial damage Qualitative estimates eg minor to catastrophic
Consequence Modelling
Explosion overpressure Overpressure consequences Damage thresholds (plant); dose response (people) Probability of death.
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Risk Analysis
Risk = likelihood x consequences eg frequency event = 0.002 per year
probability of fatality = 0.4 per event
Risk of death
= 0.002 events x 0.4 fatalities year event = 0.0008 = 8 x 10-4 fatalities Year
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Risk Assessment
Is the risk significant? Is the risk tolerable/acceptable?
Need to compare output from risk analysis to pre-determined risk criteria. These risk criteria reflect the risk appetite of society and the organisation.
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Risk Assessment
Is Risk tolerable/ acceptable? Red = unacceptable; RM action Must be taken. Broadly acceptable tolerable if risk is ALARP
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Green Amber
= =
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Costs of safeguard
Benefits of safeguard
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ALARP
To satisfy ALARP requirement (UK Law) must provide a safeguard unless the cost is grossly disproportionate to the benefits (eg costs outweigh benefits; costs = 10 x benefits)
Benefits Costs
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Quantitative Criteria
10-3
Risk is Intolerable Risk is broadly acceptable - Risk is tolerable if ALARP = tolerable if ALARP
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10-6
INTOLERABLE Risk levels cannot be accepted at any cost TOLERABLE Risk levels may be tolerated if demonstrated to be ALARP
> 10-6 / y
BROADLY ACCEPTABLE Risk levels broadly acceptable No further explicit demonstration of risk reduction required
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Risk Assessment
For CBA typical values (UK) 1.5m. If safeguard costs 200,000.
Plant life = 30 years Reduces risk from 8 x 10-4 to 10-4
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Costs per fatality averted = 9.5 m. 8 x 10-4 is Upper ALARP region; Gross Disproportion Factor = 10. Therefore, safeguard is required under ALARP principle (9.5m v 15m)
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Risk Management
Hazard Identification Risk Analysis Risk Assessment Risk Management Options
Technical Avoid
Control/Mitigate
Financial
Absorb
Transfer
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So what? -
Risk Assessment
295
a structured and systematics methodology, aimed at enhancing maritime safety & security including:
Protection of life, Health, Marine environment and property, By using risk and cost / benefit assessments.
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RISK ASSESSMENT
Hazard Identification Risk Assessment
Decision Making Recommendation
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IDENTIFY
EVALUATE
CONTROL
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E1
E2
E3
E4
E5
Effects
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Chances of occurrence of loss Estimate this from 0 (low risk) to 100% (high risk). Value of likely loss Estimate this into Low & High. (These are arbitrary & relative).
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Value of loss
High
Calculated Risk
Unacceptable Risk
Acceptable Risk
Calculated Risk
Low 0%
Chances of occurrence
100%
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Take steps to reduce the chances of occurrence Training & Teamwork; Processes & Practices. Take steps to reduce the value of possible loss Delegate & Distribute; Safe & Sure. If necessary, change the process to achieve the same goal.
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Engineered System
HAZI D
Decisions 1.---------2.---------3.----------4.----------
Quantitative Analysis
ALARP Costs
5.----------
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Qualitaitive
Banded approach to evaluating risk i.e. risk of major spill from a vessel going aground is
Likelyhood of death from road accidents is 1.0 E-4 1 in 10,000 people will die from road accidents in a year
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Effective Risk Management requires effective Risk Assessment Minimization of Risk improves Operational Performance Budgets are limited so need to know where to spend money to improve safety through effective Cost Benefit Analysis (CBA)
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What is MRP?
Computerized Inventory Control Production Planning System Management Information System Manufacturing Control System
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Quantity on Hand Quantity on Open Purchase Order Quantity in/or Planned for Manufacturing Quantity Committed to Existing Orders Quantity Forecasted
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What to Stock What items need to be maintained on-site? What items are readily available or can be provided via alternative vendor managed inventory solutions? How much to stock - Establishing initial min/max inventory levels, adjusting inventory levels, EOQs, reorder points, safety stock, etc. Inventory Turnover What are the companys goals with respect to working capital investment in inventory; What is the desired turnover ratio; How can the inventory turnover ratio be improved without impacting Maintenance and Operations? Capital Spares How many spares should be maintained; How are they tracked and managed; Can they be used as common spares for more than one facility; What alternatives exist today; How large is the investment in capital spares and how is it managed?
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Critical Spares How are critical spares identified; What is the process to stock and maintain these items; What alternatives exist; Are they repairable; Are they used on multiple pieces of equipment; What is the mean/average time between failures? Process for placing new items into stock Who recommends and approves additions to stock; What are the controls and requirements? How old items are removed from stock - Who recommends and approves deletions from stock; What are the controls and requirements; How are assets disposed of and what monetary recovery is obtainable? Asset management How are capital assets managed, tracked, maintained and identified; How are maintenance material and labor costs associated with these assets tracked and maintained? Maintenance strategy What is the current maintenance strategy with respect to response time; return to service time; cost vs. benefit; preventative maintenance; service levels, predictive maintenance vs. corrective/unplanned maintenance?
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Maintenance planning and scheduling Who is responsible for this function; Is it formalized and followed; How are major repairs and shutdowns planned for, materials staged, equipment ordered/rented? Resource management What resources currently manage MRO and asset management; How many FTEs are involved in ordering, managing, receiving, stocking, issuing and tracking of MRO and capital assets; Are there resource constraints in the organization? Performance measurement How are suppliers measured today with respect to performance, repairs, returns, stock levels, etc.; How are maintenance, operations, and materials management measured with respect to performance?
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Manufacturing Orders
Purchase Orders
Various Reports
320
MRP Inputs
Product Structure File Master Production Schedule Inventory Master File
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MRP Process
Schedules the Production of all items using an MRP Matrix
MRP Matrix
Item: Lot Size: Low-Level Code: Lead Time:
PD 1
2 3 4 5
Net Requirements
Planned Order Receipts Planned Order Releases
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Terms Defined
Item name or number for the item being scheduled Low-Level Code the lowest level of the item on the product structure file Lot Size order multiples of quantity Lead Time the time from when an order is placed to when it is received PD Past Due Time Bucket, orders behind schedule
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Terms Defined
Gross Requirements demand for an item by time period Scheduled Receipts material already ordered Projected on Hand expected ending inventory Net Requirements number of items to be provided and when Planned Order Receipts net requirements adjusted for lot size Planned Order Releases planned order receipts offset for lead times
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PD
1 10
15 25 25 30 25
20
Net Requirements
Planned Order Receipts Planned Order Releases
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PD
1 10
15 25 25 30 25
20
10
20 20 20 15
Net Requirements
Planned Order Receipts Planned Order Releases
10
25 25 25 25 25 25 30 25
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MRP Outputs
Manufacturing Orders Purchasing Orders Various Reports
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Resource demobilization
Resource management considerations
09-01-I300-SL
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Module 9 Objectives:
1. Identify and describe the four basic principles of resource management.
2. Identify the basic steps involved in managing incident resources. 3. Know the contents of, and how the Operational Planning Worksheet (ICS 215) is used. 4. Identify the organizational elements at the incident that can order resources.
09-02-I300-SL (1 of 2)
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Controlling
Directing
09-03-I300-SL
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Providing leadership
Delegation of
authority
09-04-I300-SL
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In ICS Direction is Accomplished by Assigning Responsibility and Authority Throughout the Organization:
Uses other peoples knowledge and skills Completes task without unnecessary delay Enhances training and personnel
development environment
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Resource demobilization
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Activity
Give situation and resources briefing State Incident objectives and policy issues State primary and alternative strategies Designate Branch, Division, Group boundaries and functions as appropriate Describe tactical operations and tactics
Primary Responsibility
Planning Section Chief Incident Commander Operations Section Chief Operations Section Chief
3
4 5 6 7 8 9 10
09-07-I300-SL
09-08-I300-SL
Incident Resources:
Personnel resources
are assigned to functional areas within ICS sections based on experience, training, and past performance.
Equipment resources
consist of both the equipment and the personnel to operate the equipment. This includes aviation resources.
09-10-I300-SL
09-11-I300-SL
for clarification
09-12-I300-SL
FAX
Phone
09-13-I300-SL
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Agency Dispatch
Incident 09-14-I300-SL
09-15-I300-SL
09-16-I300-SL
Post
Helibase
09-17-I300-SL
Division s or Groups
Staging Areas
09-18-I300-SL
Number and kind of resources Communications Minimum resource levels How to obtain resources Expected duration Logistics support
09-20-I300-SL
Demobilization
Planning - begin early!
incidents.
Operations Section will set continuing
09-22-I300-SL
Demobilization Plan
General information
Responsibilities
Release priorities Release procedures
Home
Directory
09-23-I300-SL
accountability
Managerial control
Adequate reserves
09-24-I300-SL
Cost
Types of inventory What types of inventory should be maintained; Expense vs. Capital? Functions of inventory What is the function of inventory today? Reasons for holding inventory Why is inventory maintained on-site today; Why is inventory owned vs. utilizing a third party consignment program? Safety stock How is safety stock determined; Who determines what levels of safety stock should be maintained; How often are these items and associated inventory reviewed? Inventory counting What inventory counting methods are currently utilized; How often is inventory performed; Who performs inventory; What is the accuracy rate; Are the results published; Is there a corrective action program to correct deficiencies? P-card purchases and receipts How are P-card purchases and receipts tracked with respect to usage, repair and purchase of MRO and capital assets; Are they entered into any CMMS program? Open vs. Closed storerooms Are stocking locations open or closed; If open why; Current problems with open storerooms today?
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Bar Coding of parts Are capital assets and MRO materials bar coded today; Are they integrated into a CMMS or ERP program? Repairable items returned to stock, issued for repair How are repaired items tracked going into and out of stock; How are repair costs tracked and maintained; What cost is assigned to repairable items for inventory valuation? Gas cylinders, bulk gas, chemical and lubricant delivery, inventory mgt EOQs; Inventory levels and measurement; Third party management; SLAs and KPIs required; Quality and Compliance TCO for inventory and asset management/maintenance Develop, update and maintain the TCO for all maintenance of assets; Develop TCO for all costs associated with MRO activities in order to determine the best solution Standard naming conventions for multiple locations Develop and implement standard naming conventions and formatting of descriptions, etc. for all MRO materials and capital assets; Apply standards across company lines and locations; Reduce inventory based upon redundancy of items Compliance - Measure compliance monthly with all programs to ensure cost savings and process improvements are obtained; Establish timeframe to achieve compliance goals
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ELEMENTS OF MMS
Planning maintenance activities based upon the road features to be maintained, the resources (labor, equipment & materials) needed to provide maintenance and the level of service to be provided by the maintenance. This includes preparing budgets based upon maintenance performance standards to define the specific types and amounts of maintenance work. Organizing the labor, equipment and material resources to ensure that planned maintenance activities can be accomplished with the budget available. Directing maintenance operations by authorizing, scheduling and supervising maintenance activities and preparing the annual, seasonal and short-term schedules needed for guidance. Controlling maintenance operations by monitoring work accomplishment and expenditures to ensure that planned work programs are actually achieved within available resource levels.
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MMS IMPLEMENTATION
The basic components of maintenance management systems developed and generally accepted maintenance organizations include: The development of performance standards for principal maintenance activities describing the procedures to be followed, the labor, equipment and materials to be used and the rate of production to be achieved. The determination of workloads through the measurement of quantities of the various elements of the road system (system inventory) and the evaluation of external influences (such as weather and traffic) acting upon these elements which create a need for maintenance. The budgeting (dollars) of resources (labor, equipment, materials) to meet the predicted workload in terms of specific programs (activities, quantities, locations) to be achieved. The scheduling of activities within the budgeted program to utilize resources in the most efficient manner, to reduce fluctuations in manpower and equipment requirements, and to keep the roadway system operating in a safe, convenient manner. The establishment of a management information system which provides the basic knowledge required by operating managers for routine decisions and the special reports required by management for control and improvement of the program
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