This document discusses the differences between change management and management of change. Change management originated in project management and focuses on controlling scope, schedule, and costs. Management of change originated in process safety after major industrial accidents and focuses on reviewing changes to processes to prevent new hazards from being introduced. Both aim to manage risks from changes, but change management focuses more on project constraints while management of change focuses more on safety.
The document summarizes a research study on quality management systems (QMS) implementation in the Indian construction industry. It includes an introduction outlining challenges in the industry and past QMS implementations. The objectives are to investigate current QMS status, problems with implementation, and factors for effective improvement. A literature review covers quality management history, definitions, total quality management, and implementation issues. The methodology section describes a questionnaire survey to examine QMS effectiveness, problems, and company performance among Indian construction companies. Key findings from the survey are presented on QMS development, implementation levels of ISO 9001 principles and elements, and barriers to effective implementation.
This document provides an overview of Six Sigma Yellow Belt training objectives and concepts. The objectives are to understand the need for Six Sigma and explain the DMAIC process. Key Six Sigma concepts covered include: the history and focus on reducing defects, standard deviation and the sigma scale, the DMAIC methodology of Define, Measure, Analyze, Improve, and Control problems, and how Six Sigma can be applied to any business function. An example of applying Six Sigma to improve a pizza delivery service is also provided.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
The document discusses integrated management systems (IMS) and provides an overview of several key standards. It defines IMS as the organizational structure and processes for developing, implementing, and maintaining policies across multiple standards. The three major IMS discussed are ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 18001 for occupational health and safety management. Popular additional standards covered include ISO 22000 for food safety management and ISO 31000 for risk management. The conclusion states that integrated standards can facilitate consistent auditing and ease of use when multiple standards are adopted.
This document discusses Kaizen, or continuous improvement. It covers the 7 types of waste, 8 key elements of a Kaizen culture, benefits and difficulties of implementing Kaizen, and how to implement Kaizen in manufacturing. The document is a training on Kaizen principles and philosophy created by Riyanto in 2016.
This document provides guidelines on documented information as required by ISO 9001:2015. It defines documented information as information that must be controlled and maintained, and can be in any format or medium. Documented information serves several objectives including communication, providing evidence of conformity, knowledge sharing, and preserving organizational experiences. Both documents required for the quality management system and those necessary for effective operations must be maintained. Records are a type of documented information needed to provide evidence of results achieved and must be retained. The document lists numerous examples of the types of records required by different clauses of ISO 9001:2015.
The document discusses quality standards and concepts. It provides information about ISO 9001, the most popular quality standard adopted by over 1.3 million companies worldwide. It was first introduced in 1987. Other topics covered include the PDCA cycle developed by W. Edwards Deming, the 80/20 rule by Vilfredo Pareto, the first quality award (Deming Prize in Japan), and concepts like continuous improvement (Kaizen), root cause analysis (5 whys method) and quality pioneers like Juran who wrote the book "Quality is Free".
The document summarizes a research study on quality management systems (QMS) implementation in the Indian construction industry. It includes an introduction outlining challenges in the industry and past QMS implementations. The objectives are to investigate current QMS status, problems with implementation, and factors for effective improvement. A literature review covers quality management history, definitions, total quality management, and implementation issues. The methodology section describes a questionnaire survey to examine QMS effectiveness, problems, and company performance among Indian construction companies. Key findings from the survey are presented on QMS development, implementation levels of ISO 9001 principles and elements, and barriers to effective implementation.
This document provides an overview of Six Sigma Yellow Belt training objectives and concepts. The objectives are to understand the need for Six Sigma and explain the DMAIC process. Key Six Sigma concepts covered include: the history and focus on reducing defects, standard deviation and the sigma scale, the DMAIC methodology of Define, Measure, Analyze, Improve, and Control problems, and how Six Sigma can be applied to any business function. An example of applying Six Sigma to improve a pizza delivery service is also provided.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
The document discusses integrated management systems (IMS) and provides an overview of several key standards. It defines IMS as the organizational structure and processes for developing, implementing, and maintaining policies across multiple standards. The three major IMS discussed are ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 18001 for occupational health and safety management. Popular additional standards covered include ISO 22000 for food safety management and ISO 31000 for risk management. The conclusion states that integrated standards can facilitate consistent auditing and ease of use when multiple standards are adopted.
This document discusses Kaizen, or continuous improvement. It covers the 7 types of waste, 8 key elements of a Kaizen culture, benefits and difficulties of implementing Kaizen, and how to implement Kaizen in manufacturing. The document is a training on Kaizen principles and philosophy created by Riyanto in 2016.
This document provides guidelines on documented information as required by ISO 9001:2015. It defines documented information as information that must be controlled and maintained, and can be in any format or medium. Documented information serves several objectives including communication, providing evidence of conformity, knowledge sharing, and preserving organizational experiences. Both documents required for the quality management system and those necessary for effective operations must be maintained. Records are a type of documented information needed to provide evidence of results achieved and must be retained. The document lists numerous examples of the types of records required by different clauses of ISO 9001:2015.
The document discusses quality standards and concepts. It provides information about ISO 9001, the most popular quality standard adopted by over 1.3 million companies worldwide. It was first introduced in 1987. Other topics covered include the PDCA cycle developed by W. Edwards Deming, the 80/20 rule by Vilfredo Pareto, the first quality award (Deming Prize in Japan), and concepts like continuous improvement (Kaizen), root cause analysis (5 whys method) and quality pioneers like Juran who wrote the book "Quality is Free".
OHSAS 18001 has been the recognized occupational health and safety management system standard since 1999. A new ISO standard, ISO 45001, is being developed to replace OHSAS 18001. ISO 45001 has a stronger focus on organizational context, leadership roles, and risk-based approaches. It also uses a common structure and terms aligned with other ISO standards. While the overall aim of reducing risks remains the same, ISO 45001 includes changes like greater emphasis on top management responsibility and identifying and controlling risks rather than just hazards. Organizations should prepare to transition to meeting the requirements of ISO 45001 when it is published in October 2016.
The term Industry 4.0 was mentioned for the first time in Germany, in 2011, as a proposal for the development of a new concept of economic policy based on high-tech strategies .
These technologies are changing the role of employees and the work they do, allowing interactions between the different elements of the industrial company, throughout the value chain, since suppliers to customers.
Veeva Systems Webinar: Driving Continuous Quality ImprovementsVeeva Systems
Watch the on-demand webinar here: https://go.veeva.com/driving-continuous-quality-improvements/on-demand
Building a strong foundation to drive continuous quality improvements requires connecting people, processes, and technology. Life sciences companies transforming quality management with this holistic approach have increased quality management efficiency by up to 50% and reduced paperwork by 90%.
Watch the webinar and learn how you can create such a foundation for your organization on an intelligent, data-driven, end-to-end digital platform. You will also hear real-world use cases of applying advanced technologies like AI to enable proactive quality management across all operational areas.
You will hear:
- Opportunities and recommendations to unify and streamline quality systems and processes
- Areas where modern-era technologies like cloud and AI can increase efficiency, optimize cost, and bring products to patients faster
- Real-world examples of how leading organizations are transforming quality management to drive continuous quality improvements.
This document introduces the DMAIC methodology for improvement projects and problem solving at NCE. DMAIC will be the single methodology used across the company, focusing initially on manufacturing. It describes the key roles in DMAIC projects like Belts, Champions, and Sponsors. Coaching models are outlined to train Green Belts, with remote or joint sessions depending on feasibility. The goals are to build DMAIC capability over time and sustain improvements to support business growth.
Kaizen refers to continuous improvement activities that involve all employees. It aims to improve all functions of a business through small, incremental changes. As both an action plan and a philosophy, Kaizen emphasizes organizing events to improve specific areas and building a culture where all employees suggest and implement improvements. It is implemented through approaches like kaizen blitzes and bursts to identify and remove waste, following the PDCA cycle of plan, do, check, act. Proper training and guidelines ensure changes are discussed and safety protocols followed before implementation. Management must also support more suggestions for improvements and changes through kaizen.
The document provides an overview of Six Sigma and the Six Sigma methodology. It discusses the different Six Sigma belts (white, yellow, green, black, master black), and notes that Six Sigma is not just about statistics, used when the solution is known, or only for technical people. It then outlines the five steps (DMAIC) of the Six Sigma problem-solving methodology: Define, Measure, Analyze, Improve, and Control. For each step, it provides brief explanations of their purpose and some associated quality tools. It also discusses the costs of quality at different sigma levels and defines visible and hidden costs of quality.
The Caterpillar Production System (CPS) aims to dramatically improve safety, quality, and efficiency through employee participation, process transformation, waste elimination and continuous improvement. In 2007, CPS training reached over 50,000 employees and engaged more than 60 dealers. Employees submitted over 160,000 continuous improvement ideas. CPS is building a future Caterpillar with real traction in its second year through transforming processes, streamlining work, and involving employees, dealers and suppliers.
This document provides an introduction to statistical process control (SPC) and control charts. It discusses the basic concepts of common cause and special cause variation and how control charts can distinguish between them. The objectives of control charts are to detect special causes of variation so corrective actions can be taken to reduce nonconforming units and keep the process stable and predictable. The document reviews the anatomy of control charts and rules for interpreting when a process is in or out of statistical control. Finally, it outlines the different types of control charts for variable and attribute data.
The document discusses solid waste management. It defines solid wastes as all wastes generated from human and animal activities that are normally solid and discarded as useless or unwanted. Solid waste management aims to control the generation, storage, collection, transfer, processing and disposal of solid wastes in a sustainable manner. It involves technical, economic, social and political considerations. The key elements of solid waste management systems discussed are waste generation and handling, collection, separation and processing, transfer and transport, and disposal. Landfilling remains the most common method of disposal but there are increasing efforts to promote waste reduction, recycling and transformation through composting or combustion.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document outlines a workshop on 5S practices conducted by Nathan & Nathan Consultants Pvt Ltd. It discusses the 5S methodology, which consists of Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). The benefits of implementing 5S include improved safety, quality and productivity as well as reduced costs. The document provides detailed information on implementing each element of 5S, such as using a red tag system for sorting and establishing clear storage locations and cleaning standards. Overall, the workshop teaches companies how to organize and clean their workspaces using 5S principles to gain significant business advantages.
O documento apresenta um curso sobre Sistema de Gestão da Qualidade ministrado pelo Prof. Claudio Bernardi Stringari. É dividido em várias seções contendo informações sobre o calendário do curso, unidades de ensino, introdução aos conceitos de qualidade e sistemas de gestão, e definições relacionadas a sistemas e gestão.
ISO 45001 is a new international standard for occupational health and safety (OH&S) management systems that will replace OHSAS 18001. It aims to help organizations reduce workplace risks and create better, safer working conditions. The standard provides a framework for organizations to improve employee health and safety, reduce workplace risks, and comply with legal requirements. It focuses on leadership commitment, worker participation, hazard identification and risk assessment, incident investigation, and continual improvement.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
1. O documento descreve o Controle Estatístico de Processos (CEP), que utiliza técnicas estatísticas para monitorar processos e identificar variações;
2. O CEP permite ao gestor tomar decisões com base em informações confiáveis sobre o processo, representado de forma gráfica para facilitar interpretação;
3. Cartas de controle, médias, desvios padrão e outros conceitos estatísticos são aplicados para distinguir variações comuns de variações especiais que precisam ser eliminadas.
ISO 9001, 14001, 45001 (IMS) basics training materialRanganathanR9
This training material contains Basics of integrated management system on ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018.
This training material will benefit the beginners who wants to learn about integrated management system & it benefits.
Also it will be useful to understand the benefit of integrate all 3 system in one.
This document discusses different types of waste and solid waste management in Pakistan. It defines various waste streams and their impacts. Municipal solid waste in Pakistan cities largely consists of paper, food, and plastics. Collection rates are low at 50% or less of total waste generated. There is no proper integrated management system and open dumping is common. Improved regulations, public awareness, and private sector involvement are needed for better solid waste handling.
OHSAS 18001 has been the recognized occupational health and safety management system standard since 1999. A new ISO standard, ISO 45001, is being developed to replace OHSAS 18001. ISO 45001 has a stronger focus on organizational context, leadership roles, and risk-based approaches. It also uses a common structure and terms aligned with other ISO standards. While the overall aim of reducing risks remains the same, ISO 45001 includes changes like greater emphasis on top management responsibility and identifying and controlling risks rather than just hazards. Organizations should prepare to transition to meeting the requirements of ISO 45001 when it is published in October 2016.
The term Industry 4.0 was mentioned for the first time in Germany, in 2011, as a proposal for the development of a new concept of economic policy based on high-tech strategies .
These technologies are changing the role of employees and the work they do, allowing interactions between the different elements of the industrial company, throughout the value chain, since suppliers to customers.
Veeva Systems Webinar: Driving Continuous Quality ImprovementsVeeva Systems
Watch the on-demand webinar here: https://go.veeva.com/driving-continuous-quality-improvements/on-demand
Building a strong foundation to drive continuous quality improvements requires connecting people, processes, and technology. Life sciences companies transforming quality management with this holistic approach have increased quality management efficiency by up to 50% and reduced paperwork by 90%.
Watch the webinar and learn how you can create such a foundation for your organization on an intelligent, data-driven, end-to-end digital platform. You will also hear real-world use cases of applying advanced technologies like AI to enable proactive quality management across all operational areas.
You will hear:
- Opportunities and recommendations to unify and streamline quality systems and processes
- Areas where modern-era technologies like cloud and AI can increase efficiency, optimize cost, and bring products to patients faster
- Real-world examples of how leading organizations are transforming quality management to drive continuous quality improvements.
This document introduces the DMAIC methodology for improvement projects and problem solving at NCE. DMAIC will be the single methodology used across the company, focusing initially on manufacturing. It describes the key roles in DMAIC projects like Belts, Champions, and Sponsors. Coaching models are outlined to train Green Belts, with remote or joint sessions depending on feasibility. The goals are to build DMAIC capability over time and sustain improvements to support business growth.
Kaizen refers to continuous improvement activities that involve all employees. It aims to improve all functions of a business through small, incremental changes. As both an action plan and a philosophy, Kaizen emphasizes organizing events to improve specific areas and building a culture where all employees suggest and implement improvements. It is implemented through approaches like kaizen blitzes and bursts to identify and remove waste, following the PDCA cycle of plan, do, check, act. Proper training and guidelines ensure changes are discussed and safety protocols followed before implementation. Management must also support more suggestions for improvements and changes through kaizen.
The document provides an overview of Six Sigma and the Six Sigma methodology. It discusses the different Six Sigma belts (white, yellow, green, black, master black), and notes that Six Sigma is not just about statistics, used when the solution is known, or only for technical people. It then outlines the five steps (DMAIC) of the Six Sigma problem-solving methodology: Define, Measure, Analyze, Improve, and Control. For each step, it provides brief explanations of their purpose and some associated quality tools. It also discusses the costs of quality at different sigma levels and defines visible and hidden costs of quality.
The Caterpillar Production System (CPS) aims to dramatically improve safety, quality, and efficiency through employee participation, process transformation, waste elimination and continuous improvement. In 2007, CPS training reached over 50,000 employees and engaged more than 60 dealers. Employees submitted over 160,000 continuous improvement ideas. CPS is building a future Caterpillar with real traction in its second year through transforming processes, streamlining work, and involving employees, dealers and suppliers.
This document provides an introduction to statistical process control (SPC) and control charts. It discusses the basic concepts of common cause and special cause variation and how control charts can distinguish between them. The objectives of control charts are to detect special causes of variation so corrective actions can be taken to reduce nonconforming units and keep the process stable and predictable. The document reviews the anatomy of control charts and rules for interpreting when a process is in or out of statistical control. Finally, it outlines the different types of control charts for variable and attribute data.
The document discusses solid waste management. It defines solid wastes as all wastes generated from human and animal activities that are normally solid and discarded as useless or unwanted. Solid waste management aims to control the generation, storage, collection, transfer, processing and disposal of solid wastes in a sustainable manner. It involves technical, economic, social and political considerations. The key elements of solid waste management systems discussed are waste generation and handling, collection, separation and processing, transfer and transport, and disposal. Landfilling remains the most common method of disposal but there are increasing efforts to promote waste reduction, recycling and transformation through composting or combustion.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document outlines a workshop on 5S practices conducted by Nathan & Nathan Consultants Pvt Ltd. It discusses the 5S methodology, which consists of Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). The benefits of implementing 5S include improved safety, quality and productivity as well as reduced costs. The document provides detailed information on implementing each element of 5S, such as using a red tag system for sorting and establishing clear storage locations and cleaning standards. Overall, the workshop teaches companies how to organize and clean their workspaces using 5S principles to gain significant business advantages.
O documento apresenta um curso sobre Sistema de Gestão da Qualidade ministrado pelo Prof. Claudio Bernardi Stringari. É dividido em várias seções contendo informações sobre o calendário do curso, unidades de ensino, introdução aos conceitos de qualidade e sistemas de gestão, e definições relacionadas a sistemas e gestão.
ISO 45001 is a new international standard for occupational health and safety (OH&S) management systems that will replace OHSAS 18001. It aims to help organizations reduce workplace risks and create better, safer working conditions. The standard provides a framework for organizations to improve employee health and safety, reduce workplace risks, and comply with legal requirements. It focuses on leadership commitment, worker participation, hazard identification and risk assessment, incident investigation, and continual improvement.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
1. O documento descreve o Controle Estatístico de Processos (CEP), que utiliza técnicas estatísticas para monitorar processos e identificar variações;
2. O CEP permite ao gestor tomar decisões com base em informações confiáveis sobre o processo, representado de forma gráfica para facilitar interpretação;
3. Cartas de controle, médias, desvios padrão e outros conceitos estatísticos são aplicados para distinguir variações comuns de variações especiais que precisam ser eliminadas.
ISO 9001, 14001, 45001 (IMS) basics training materialRanganathanR9
This training material contains Basics of integrated management system on ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018.
This training material will benefit the beginners who wants to learn about integrated management system & it benefits.
Also it will be useful to understand the benefit of integrate all 3 system in one.
This document discusses different types of waste and solid waste management in Pakistan. It defines various waste streams and their impacts. Municipal solid waste in Pakistan cities largely consists of paper, food, and plastics. Collection rates are low at 50% or less of total waste generated. There is no proper integrated management system and open dumping is common. Improved regulations, public awareness, and private sector involvement are needed for better solid waste handling.
This document provides an agenda and slides for a course on Applied Scrum for Project Management. The first week covers agile basics like the agile manifesto and sprint process. It then provides evidence that agile works through case studies of NASA's Skunkworks program, a Navy energy program, and how agile helped scale Netflix. The document also discusses the evolution of agile from total quality management, lean production systems, and the theory of constraints in response to high failure rates of waterfall projects. Week 1 concludes with a case study of how the government organization 18F used agile to modernize California's child welfare system.
The document discusses strategies to reduce costs and time in rail track projects by 50% through case studies of the Crossrail project in London and a highways project in Worcester, UK. Key strategies discussed include using repetitive production tasks through prefabricated rail tracks and off-site construction. Planning tools like Lean, Last Planner, six sigma and Deming's PDCA were used. Challenges in the Crossrail project included varying ground conditions and managing interfaces. Lessons from the projects emphasized design accountability, interface management and stakeholder engagement. The document also discusses future technological developments like maglev trains, aero trains and tubular rail systems that could further reduce costs and time in rail construction.
RV 2015: Sustainable Corridors: Broad and Specific Looks by Robert HastingsRail~Volution
What does it mean to build a sustainable corridor? How do you honor the overall goal of conserving resources, but also engage stakeholders to develop the right type of project for their community? Take a wider look at the national perspective on building sustainable corridors. What is being done across the country to conserve resources and involve communities in these efforts? Then hear stories about a successful sustainable corridor in Portland; Albuquerque's BRT project; and an urban green plan to transform existing park-and-ride lots along Los Angeles' growing transit network into more sustainable places.
Moderator: Shelley Poticha, AICP, Director, Urban Solutions, Natural Resources Defense Council; Board Member, Board of Directors, Rail~Volution, Washington, DC
Katherine Lemmon, Transportation Planning Manager, Metro, Los Angeles, California
Robert Hastings, Agency Architect, TriMet, Portland, Oregon
David Leard, AICP, Senior Management Consultant, HDR, Seattle, Washington
The document discusses Punj Lloyd's execution of the Shah Gas Development Project in Abu Dhabi. Some key points:
- The project involved laying corrosion resistant alloy clad pipelines to transport sour gas, posing technical challenges due to the complex welding requirements.
- Punj Lloyd overcame challenges through meticulous planning, deploying skilled workers, extensive safety practices, and innovative solutions like prefabrication.
- As a result, they achieved project milestones on schedule while maintaining high safety and quality standards, earning recognition and additional profits from the client.
- Key lessons included the importance of planning, skills, safety, logistics, control, cash flow management, technology, and innovative thinking for successful project execution.
ETDP 2015 D1 Future Proofing and Bim for Owner Operators - Ilias Krystallis, ...Comit Projects Ltd
COMIT/Fiatech Conference 2015, Hallam, London
Ilias Krystallis, BIM Management Consultant, CH2M
Owner Operators are performing Asset Management (AM) on a day to day basis, though the concept of future-proofing Assets as an approach against uncertainty is still not well defined. Future-proofing is the process of taking security measures against uncertainty and being proactive throughout the entire project and asset lifecycle, ensuring the asset will be adaptable to a number of future changes in requirements.
Construction Sector| The United States| Analysis and Commentarypaul young cpa, cga
Total Construction
Construction spending during June 2021 was estimated at a seasonally adjusted annual rate of $1,552.2 billion, 0.1 percent (±1.2 percent)* above the revised May estimate of $1,551.2 billion. The June figure is 8.2 percent (±1.3 percent) above the June 2020 estimate of $1,435.0 billion. During the first six months of this year, construction spending amounted to $736.5 billion, 5.4 percent (±1.0 percent) above the $698.8 billion for the same period in 2020.
1. Construction Materials – https://www.homebuilding.co.uk/news/construction-materials-shortage
2. Input costs - https://www.bdcnetwork.com/construction-input-prices-continue-rise
3. Outlook - https://www.bignewsnetwork.com/news/270560923/global-infrastructure-construction-market-2021-industry-outlook-present-scenario-of-manufacturers-analysis-and-research-study-by-2027
4. Lumber - https://theorca.ca/visiting-pod/lumber-seen-as-the-bad-guy-for-rising-housing-costs/
5. 3D - https://constructionreviewonline.com/machinery-equipment/7-advantages-of-using-a-3d-printer-in-construction-projects/
6. Automation - https://constructionreviewonline.com/management/construction-industry-goes-robotic/
7. Robots - https://www.theglobeandmail.com/business/article-how-robot-carpenters-could-help-solve-canadas-housing-crisis/
8. Robots - https://www.forconstructionpros.com/construction-technology/news/21271661/purdue-construction-robots-can-match-building-materials-to-bim
9. Technology - https://www.rhumbix.com/10-new-construction-technology-trends-to-watch/
10. Risks - https://riskandinsurance.com/sponsored-3-ways-the-construction-industry-can-build-resiliency-into-risk-management/
11. Infrastructure https://infrastructurereportcard.org/
This third webinar in the series 'CCS in Developing Countries' was presented by the World Bank.
Deploying CCS in developing countries is critically important. The International Energy Agency estimates that to achieve global emissions reduction targets 70% of CCS projects will be in non-OECD countries by 2050.
CCS faces a number of challenges, in all countries, but particularly in developing countries. This webinar discussed some of these challenges and barriers using South Africa as a case study. South Africa is working towards a Test Injection Project and subsequently a Carbon Capture and Sequestration Project. The World Bank considered it important to understand a set of constraints, including regulatory, technical, economic, human capacity, etc. to realization of CCS demonstration and commercialization, and how the CCS development will look like in the South African context, out to 2050. A techno-economic assessment has been undertaken to gain this understanding.
The techno-economic assessment explored CCS deployment in six relevant industries in South Africa, and assessed projected scenarios associated with key issues of interest (such as cost, impact on electricity prices, timeframes etc). The key output from the techno-economic study was a techno-economic model, supported by the data sets, specifically for South Africa. The potential storage site capacity has been analysed to provide a strong indication of the likely storage capacity available within physical and economic constraints.
The draft Environmental Impact Assessment (EIA) notification, 2020 released by the Union Ministry of Environment, Forests and Climate Change (MoEF&CC) has seen many objections to its clauses and averments for violating several provisions under the Environment Protection Act (EPA), 1986.
The notification fails to fulfil the precautionary principle, due diligence and norms for fruitful public participation, making it converse to the protection and safeguard of the environment.
Decarbonisation Futures: Innovation Pathways to Net Zero EmissionsIEA-ETSAP
The document summarizes a presentation by ClimateWorks Australia on innovation scenarios for achieving net zero emissions. It discusses ClimateWorks' mission to advise on accelerating the transition to net zero emissions through research and action. Three key drivers for decarbonization are identified: technology improvements, policy shifts, and societal changes. The presentation outlines ClimateWorks' scenario analysis approach, which models pathways to meet temperature goals based on varying levels of influence from the three drivers. Disruptive technologies across sectors that could significantly impact decarbonization pathways are also assessed.
The document summarizes several topics from a publication called Skylines Volume 6 Issue 21 Fall 2015. It discusses the NYC Department of Building's plans to transform through new initiatives like a new Office of Risk Management and Industry Code of Conduct. It also mentions a 10-story timber tower project coming to NYC that was awarded funding through the US Tall Wood Building Prize Competition to encourage mass timber construction. The summary provides high-level information about the content and purpose of the document in under 3 sentences.
Sustainability Challenges of High-speed Railway Megaprojects from a Systems T...Dario Cottafava
Sustainability Challenges of High-speed Railway Megaprojects from a Systems Thinking Lens. A multidisciplinary approach to embrace complexity and sustainability in Megaprojects
In a series of interviews and a literature review, WRI’s U.S. Energy team focused on efforts to achieve full, mature fleet electrification in the long term, which brings in various other considerations, such as grid and utility considerations.
This webinar will go over the key takeaways from this endeavor and will feature expert speakers who will share their experiences and insights around fleet electrification.
This document discusses how project management practices from PMBOK and IT service management practices from ITIL can be integrated to help healthcare organizations achieve meaningful use objectives under the HITECH Act. It recommends blending PMBOK project tasks and ITIL service management activities into the project lifecycle. This will help produce solutions that are easier to support and sustain beyond project closure. Integrating the two frameworks provides benefits like increased ability to service EHRs long-term and prepares organizations for future initiatives. The document provides examples of how specific ITIL activities map to PMBOK tasks and urges establishing collaboration between project and service teams.
The document discusses the role of a Chief Information Officer (CIO) at a community college compared to a corporate CIO. It notes that a community college CIO has a different skill set and must balance factors like state/federal regulations, bargaining units, and limited budgets compared to corporate CIOs. The document also provides examples of projects completed by one community college CIO, including converting student IDs to address privacy laws, network upgrades, and implementing a new student financial aid system.
Solar panel will play a key role in the energy transition to cleaner energy
There are issues with cost and supply of raw materials related to solar panels
Building and fire codes need to be modernized for solar panels and/or other sources clean energy
China still controls the lion share of solar panel market
People need to get used to green inflation. Solar and Wind output base on their cost model. Electricity grid will reflect the recovering of the capital required to install solar and wind power.
More value money audits are required on incentives programs for solar and/other energy efficient options for commercial, industrial, and residential.
This document contains information about an individual's background and qualifications. It includes details about their education such as degrees earned from Illinois Institute of Technology and North Central College. It also lists various technical skills and areas of expertise including project management, process optimization, and experience in multiple industries. The individual's resume highlights over 15 years of experience leading projects and managing engineering teams. Personal details are also provided such as having two children and interests in music.
IRJET- Critical Chain Project Management in Construction ProjectsIRJET Journal
This document discusses Critical Chain Project Management (CCPM) and its application to construction projects. CCPM differs from traditional project scheduling methods like Critical Path Method in that it aggregates uncertainty into buffers at the end of activity paths. This allows for more predictable project durations. The document reviews the literature on CCPM in construction, finding that projects using CCPM typically complete with 10-50% less time and cost compared to traditional methods. It then provides details on a sample villa construction project, outlining 15 activities, and discusses procedures for implementing CCPM, such as using average task durations and protecting critical resources and chains with buffers.
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Change Management versus Management of Change
1. Is it really just semantics?
CHANGE MANAGEMENT
VS
MANAGEMENT OF CHANGE
2. 14 September 2015 2G. SCOTT GILLIS, B. TECH
• Education: Remote Sensing & Aerial Photography
(NSLSI)
• East Coast Offshore – Ice & Weather Observation
• Beaufort Sea / Grand Banks – Ice Management
• Atlantic Canada – Aerial Photography
• Hibernia Project – Mechanical Outfitting (GBS)
• Education: Bachelor of Technology (MUN)
• Terra Nova Project – Loss Control 3D design
• Terra Nova Operations – Management of
Change
• Lower Churchill Project – Change Management
& Technical Interface Management
A LITTLE ABOUT MYSELF
3. 14 September 2015 3G. SCOTT GILLIS, B. TECH
Nalcor Energy’s scope:
• 824 MW hydroelectric development at Muskrat Falls (Labrador, near Happy
Valley-Goose Bay)
• two 315 kilovolt High Voltage alternating current (HVac) transmission lines
between Muskrat Falls & Churchill Falls (Labrador Transmission Assets)
• 1,100 km long High Voltage direct current (HVdc) transmission line between
Muskrat Falls & Soldiers Pond near St. John’s including 35 km Strait of Belle
Isle Crossing subsea crossing (Labrador-Island Transmission Link)
Emera NL’s scope (Maritime Link):
• 170 km 500 MW capacity subsea link to the North American grid
• 300 kms of 230 kV HVac transmission line along new and existing corridors
on the island of Newfoundland
A LITTLE ABOUT MY CURRENT PROJECT
6. 14 September 2015 6G. SCOTT GILLIS, B. TECH
• Change Management versus Management of Change
A. Is there a difference?
B. If so is it important to understand?
C. Does it impact our requirements?
D. Does it impact how we manage?
E. Does it impact what we report?
MY TOPIC TO-DAY
7. 14 September 2015 7G. SCOTT GILLIS, B. TECH
• Before addressing the difference between CM and MoC let’s consider
a comment on the term Change Management by itself…
• ‘The phrase "change management" can mean many things to many
different people. Some may see it as simply communications and
training. Others may see it from an IT perspective as the process for
managing hardware and software version control. In the project
management world, the phrase has sometimes been used to describe
the steps for addressing a change in schedule or scope. And, some in
the change management community have entertained other words as
a label for managing the people side of change.’
Source PROSCI Change Management Learning Centre
SO WHAT EXACTLY IS CHANGE MANAGEMENT?
8. 14 September 2015 8G. SCOTT GILLIS, B. TECH
• When it comes to researching the subject, the Internet is
flooded with material focused firstly on organisational change
management and secondly on IT related change management.
• However, from the perspective of capital projects, which is
where I draw my experience from, I found a definition that works
for me and which I have adopted:
“The process of incorporating a balanced change culture of
recognition, planning, and evaluation […] in an organization
to effectively manage project changes.”
Source: Construction Industry Institute
BUT WHAT DOES CM MEAN TO US?
9. 14 September 2015 9G. SCOTT GILLIS, B. TECH
• The 1950s marked the beginning of the modern project management era.
• Traditionally, project management includes a number of elements: four to five
process groups, and a control system. Regardless of the methodology or
terminology used, the same basic project management processes will be
used. Major process groups generally include:
• Initiation
• Planning or design
• Production or execution
• Monitoring and controlling
• Closing
• Monitoring and controlling includes:
• “… Influencing the factors that could circumvent integrated change control so only
approved changes are implemented.”
Source: The Project Managers Desk Reference…
WHEN & WHERE DID IT COME FROM
10. 14 September 2015 10G. SCOTT GILLIS, B. TECH
• Change Management is:
Based in & a cornerstone of Project Management
Focused on controlling scope and schedule (and resulting cost
impacts) throughout the project
A means to manage scope creep
• Four key reasons for cost overruns in projects are:
Inaccurate estimates
Unrealistic / incomplete designs
Poor planning
Changes in scope [which may result from these and other factors]
FUNDAMENTALS OF CHANGE MANAGEMENT
11. 14 September 2015 11G. SCOTT GILLIS, B. TECH
• “A change in one of the triple constraints of a project has an
impact on the other two. The key is to find balance between the
need to manage the scope of the project against the agreed
requirements, cost & schedule.”
Source: Simple steps to manage your project changes
OBJECTIVE OF CHANGE MANAGEMENT
12. 14 September 2015 12G. SCOTT GILLIS, B. TECH
• 15 of the world’s biggest cost overrun projects
• Bent Flyvbjerg, professor of major programme management
at the University of Oxford’s Saïd Business School, says
overruns in the order of 50 per cent in real terms are
common for major infrastructure projects.
• A study of more than 5,400 IT projects found the average
overspend of the starting budget can top … 45%
• The average budget overrun for producing the Olympic
Games since 1976 has been around...200%
PROJECTS GONE AWRY … 1/2
13. 14 September 2015 13G. SCOTT GILLIS, B. TECH
• 15 of the world’s biggest cost overrun projects
• Canadian Firearms Registry – 36,917%
• Visegrad Hydroelectric Project (Yugoslavia) – 5,142%
• Sydney Opera House – 1,400%
• M50 South East Motorway (Ireland) – 556%
• Copenhagen metro, stages 2A+B – 386%
• Verrazano-Narrows Bridge (USA) – 384%
• N20 Patrickswell Cork (Ireland) – 370%
• Gezhouba Dam (China) – 337%
• Guangzhou City Transport (China) – 335%
• US 101 Helicopter (USA) – 330%
• Boston Big Dig (USA) – 324%
• Cuernavaca-Acapulco Toll Road (Mexico) – 300%
• Humber Bridge (UK) – 276%
• Dublin Port Tunnel (Ireland) – 261%
• Nanchang-Jiujang Highway (China) – 255%
PROJECTS GONE AWRY… 2/2
14. 14 September 2015 14G. SCOTT GILLIS, B. TECH
• “The MOC element helps ensure that changes to a process do not
inadvertently introduce new hazards or unknowingly increase risk of
existing hazards.”
• “The MOC element includes a review and authorization process for
evaluating proposed adjustments to facility design, operations,
organization, or activities prior to implementation to make certain that
no unforeseen new hazards are introduced and that the risk of existing
hazards to employees, the public, or the environment is not
unknowingly increased. It also includes steps to help ensure that
potentially affected personnel are notified of the change and that
pertinent documents, such as procedures, process safety knowledge,
and so forth, are kept up–to-date.”
Source: Introduction to Management of Change (Centre for Chemical
Process Safety)
SO WHAT IS MANAGEMENT OF CHANGE THEN?
15. 14 September 2015 15G. SCOTT GILLIS, B. TECH
• To understand the background of management of change one merely has to
look at the history of process safety
• The driving force for process safety has been primarily based on
catastrophic events.
Source: A portrait of process safety: From its start to present day
WHEN & WHERE DID IT COME FROM
• In the 1970s and 1980s, some of the
world’s most shocking and tragic
industrial accidents took place.
• Industries and government bodies
everywhere were forced to rethink
the technology and management
systems in industries from the safety
point of view.
16. 14 September 2015 16G. SCOTT GILLIS, B. TECH
• Managing changes to processes over the life of a facility is
one of nine elements in the RBPS (Risk Based Process
Safety) pillar of managing risk
• It includes management practices involving:
1) the recognition of change situations,
2) the evaluation of hazards,
3) the decision on whether to allow a change to be made, and
4) necessary risk control and follow-up measures.
• It is not required for “Like for Like” Replacements or
Changes “in kind”. These fall under routine maintenance.
FUNDAMENTALS OF MANAGEMENT OF CHANGE
17. 14 September 2015 17G. SCOTT GILLIS, B. TECH
• “The main product of an MOC system is a properly reviewed and authorized change
request that identifies and ensures the implementation of risk controls appropriate to
the proposed change.”
OBJECTIVE OF MANAGEMENT OF CHANGE
Source: Introduction to Management of Change
• “Ancillary products include appropriate
revisions or updates involving other
RBPS activities, such as modifying
process safety information, and
change communication/training.”
• “Outputs of the MOC element can also
be used to facilitate the performance
of other RBPS elements. For example,
approved change requests are
necessary to determine when some
readiness activities are performed...”
18. 14 September 2015 18G. SCOTT GILLIS, B. TECH
• The following list includes what the Mary Kay
O’Connor Process Safety Center at Texas A&M
University in College Station, Texas, consider the
top 10 process safety incidents in history.
• The incidents were ranked based on the cumulative
impact on loss of lives and economic losses, and
the resulting impact on the development of what
today we know as process safety.
10 WORST PROCESS SAFETY INCIDENTS
19. 14 September 2015 19G. SCOTT GILLIS, B. TECH
1. Fukushima Daiichi nuclear incident - 2011 (0)
2. Columbia space shuttle disaster - 2003 (7)
3. Phillips 66 plant in Pasadena, Texas (23)
4. Mexico City LPG leakage – 1984 (500)
5. The Flixborough disaster– 1974 UK (28)
6. BP Texas City distillation tower – 2005 (15)
7. The Macondo blowout 2010 GoM (11)
8. Piper Alpha – 1988 North Sea (167)
9. Chernobyl nuclear plant – 1986 Ukraine (56)
10. Bhopal Union Carbide plant – 1984 India (3000+)
* In ascending order based on the cumulative impact on loss of (lives), economic losses, and the
resulting impact on the development of what today we know as process safety.
10 WORST* PROCESS SAFETY INCIDENTS
20. 14 September 2015 20G. SCOTT GILLIS, B. TECH
• Software requirements
• Integration with Project Controls systems and processes versus
integration with EH&S systems and processes
• Training requirements
• Change management will not typically have a direct / immediate
implication on existing training or procedures (i.e. a design
modification may impact as yet unwritten procedures or training)
• Management of change will often require a thorough review of
associated procedure(s) in order that they be updated to reflect
the impact of any changes on the procedure(s)
HOW DOES THIS IMPACT OUR REQUIREMENTS?
21. 14 September 2015 21G. SCOTT GILLIS, B. TECH
• Project Management versus Process Safety
Green field versus brown field
Project concerns versus Operational concerns
Establishing the design basis versus understanding the
design basis
Risks to scope and schedule (cost) versus risks to safety
and production
Managing cost exposure versus managing health, safety and
environmental exposure
HOW DOES THIS IMPACT HOW WE MANAGE?
22. 14 September 2015 22G. SCOTT GILLIS, B. TECH
• Project Schedule and Budget versus Process Safety
• Project Controls integration versus Risk Based Process
Safety (RBPS) integration
• Focus on Schedule milestones and contingency drawdown
versus focus on Pre-Startup Safety Review (PSSR)
• Project sanction baselines versus original HAZOPS
• Maintaining the Current Control Budget (CCB) versus
maintaining the Standard Operating Procedures
HOW DOES THIS IMPACT HOW WE REPORT?
23. 14 September 2015 23G. SCOTT GILLIS, B. TECH
• Yes, and here is an example of why:
• In 2010 I was invited to participate on a small team within Suncor tasked with
developing a transition document for the purpose of bridging the gap between the
corporate Management of Change Standard and the various local business units’
Management of Change procedures.
• This programme was being conducted for all standards within the Process Safety
division of the organisation as well as other functional areas.
• One business unit did not really come on board and at the time we really couldn’t
grasp their lack of interest in our initiative, which on all accounts was very successful
and set a standard for other groups to follow.
• Suncor’s Major Projects division was speaking a different language all together –
they were interested in Change Management rather than Management of Change…
and our efforts were of little value or interest to them.
• When I took my role on the Lower Churchill Project this became quite clear to me
and I had to adapt to the Project Management world that was foreign to me while
working with Petro-Canada / Suncor.
DOES THIS REALLY MATTER?
24. 14 September 2015 24G. SCOTT GILLIS, B. TECH
• Change Management
A Project Management process for administering scope and schedule
changes efficiently and cost effectively
• Management of change
A Process Safety approach to administering changes to a facility that takes
into consideration the impacts on health, safety, environment, and
production.
• Conclusion
Although there are common elements from a structural perspective,
processes, procedures, and programs must tailored to address and be able
to accommodate the requirements of one or the other.
From a service provider’s perspective it is important to understand the
differences, recognise the opportunities in both market niches, and tailor
their products and services accordingly.
SUMMARY
25. 14 September 2015 25G. SCOTT GILLIS, B. TECH
• Red Green’s view on the wisdom of resisting change:
• https://www.youtube.com/watch?v=--KXkdStee0&list=PL8S43Q4MV8rd9iEONrAqZSh1-_APZ521T&index=2
AND FINALLY, A MOMENT OF REFLECTION…
26. 14 September 2015 26G. SCOTT GILLIS, B. TECH
• Web sites used in the preparation of this presentation include:
• http://www.change-management.com/tutorial-definition-2010.htm
• https://www.construction-institute.org/scriptcontent/index.cfm
• http://smallbusiness.chron.com/reasons-cost-overruns-project-management-63225.html
• http://www.fm-magazine.com/infographic/prime-number/15-world%E2%80%99s-biggest-cost-overrun-
projects
• http://svprojectmanagement.com/simple-steps-to-manage-your-project-changes
• http://www.aiche.org/ccps/topics/elements-process-safety/manage-risks/management-
change/introduction
• http://www.hydrocarbonprocessing.com/Article/3050913/A-portrait-of-process-safety-From-its-start-to-
present-day.html
• http://www.slideshare.net/ahmedgamal80/safety-instrumented-systems-angela-summers
• http://www.aiche.org/ccps/topics/elements-process-safety/manage-risks/management-
change/introduction
• https://www.youtube.com/watch?v=--KXkdStee0&list=PL8S43Q4MV8rd9iEONrAqZSh1-
_APZ521T&index=2
• http://www.pmi.org/learning/~/media/PDF/Knowledge%20Center/one-solution-project-success-
whitepaper.ashx
SOURCES
Editor's Notes
Quick Facts:
560,000 m3 of concrete required to build the structures at Muskrat Falls (~ 3 Hebron gravity-based structures )
Powerhouse structure will be as tall as the Peace Tower on Parliament Hill
Turbine efficiency will be one of the highest obtained in NA, and the turbines will be amongst the largest Kaplan turbines in the world.
LIL will include 4500 towers, 460,000 insulators and 6 million metres of conductor
LIL will be the most robust transmission lines in the province.
824 MW hydroelectric facility at Muskrat Falls
400 km transmission line between Muskrat Falls and Churchill Falls
~1,000km transmission line between Muskrat Falls, through the Straits and to Soldier’s Pond
Emera to construct and operate Maritime Link