- The document discusses innovation and change within Eastman Chemical Company. It provides background on the company and its importance of innovation to remain competitive.
- It then analyzes opportunities for innovation through a SWOT analysis, identifying strengths, weaknesses, opportunities and threats. Some opportunities identified include improving planning, safety culture, streamlining processes and emergency planning.
- Key threats include increasing costs, social/policy issues, and potential strikes. The analysis finds that properly managing internal issues like policies, communication and planning will help the company address challenges.
This document outlines a strategic marketing plan for expanding The Cheesecake Factory restaurants into China. It includes an analysis of the Chinese market and restaurant industry, as well as the company's mission, SWOT analysis, business concepts, strategic directions, marketing mix, and contingency plans. The overall goal is to establish 3 restaurants in Shanghai, Beijing, and Guangzhou in the first year, and expand to 15 restaurants within 3 years while achieving $2.2 billion in revenue and 5% market share.
The document discusses conducting a SWOT analysis for creating a distributor company to access new end user sectors. Some key strengths identified include control over end-user sales, superior product quality and performance compared to competitors, and spare manufacturing capacity. Weaknesses include untested customer lists, lack of direct marketing experience, and need for additional sales and customer service training. Opportunities include developing new products and profit margins being good. Threats include potential negative impact from legislation and larger competitors having environmental advantages.
Botanical Bounty is seeking a $100,000 loan to finance the expansion of their existing 10 acre botanical perennial farm located in Oregon. They grow 5 plant species with medicinal properties for sale to supplement companies, processors, and nurseries. Their management team brings skills in business, project management, and plant biology. Their financial plan projects sales of $190,000 in year two and $216,000 in year three, indicating profitability. Their keys to success are strict financial controls, producing plants with the highest concentration of active ingredients, and ensuring 100% customer satisfaction.
SWAT analysis - strengths, weaknesses, opportunities, and threatsacropolisinfotech
A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, its initiatives, or an industry.
This SWOT analysis examines a manufacturing company in Thailand. The company's strengths include its leadership position in its industry, effective customer service, high employee satisfaction, and consistency in its business policies. Weaknesses are issues with follow-up services and coordination between departments. Opportunities lie in reasonable prices, support for ASEAN markets, and innovative product imports. Threats come from imports from Japanese brands and potential changes in quality standards or technology. The document analyzes the company's internal strengths and weaknesses as well as external opportunities and threats.
Tammy Ben Eliezer Baxter Swot Analysis Ppttben_eliezer
This document provides information on conducting a SWOT analysis. It begins by defining SWOT as an acronym that stands for strengths, weaknesses, opportunities, and threats. It then explains that a SWOT analysis involves analyzing an organization's internal strengths and weaknesses and its external opportunities and threats. The document provides examples of factors that could be considered for each component of a SWOT analysis. It emphasizes that SWOT analysis is subjective and should involve brainstorming from various perspectives. Overall, the document outlines the key components and process of conducting a SWOT analysis for an organization.
This document discusses a lesson on the SWOT analysis for business ventures. It defines strengths, weaknesses, opportunities, and threats, and marketing strategies. Examples of each are provided, including McDonald's strengths as one of the largest fast food chains with strong brand recognition, and threats such as saturated markets and lawsuits. The lesson aims to help students identify their own SWOT factors and assess a business using the SWOT framework.
males between the ages of 25-49 who have an average house-
The current marketing strategy of Gordon Biersch focuses hold income of $50K or more. This target market appreciates
on targeting males and females ages 25-49 with a house- the microbrew beer, friendly atmosphere, and quality food.
hold income over $50K. The strategy aims to position GBR Positioning:
as a casual dining restaurant known for its microbrew beer
and friendly atmosphere. Marketing tactics include word of GBR positions itself as a casual dining restaurant known for
mouth advertising and promotions. its microbrew beer brewed on site and its friendly comfortable
atmosphere.
This document outlines a strategic marketing plan for expanding The Cheesecake Factory restaurants into China. It includes an analysis of the Chinese market and restaurant industry, as well as the company's mission, SWOT analysis, business concepts, strategic directions, marketing mix, and contingency plans. The overall goal is to establish 3 restaurants in Shanghai, Beijing, and Guangzhou in the first year, and expand to 15 restaurants within 3 years while achieving $2.2 billion in revenue and 5% market share.
The document discusses conducting a SWOT analysis for creating a distributor company to access new end user sectors. Some key strengths identified include control over end-user sales, superior product quality and performance compared to competitors, and spare manufacturing capacity. Weaknesses include untested customer lists, lack of direct marketing experience, and need for additional sales and customer service training. Opportunities include developing new products and profit margins being good. Threats include potential negative impact from legislation and larger competitors having environmental advantages.
Botanical Bounty is seeking a $100,000 loan to finance the expansion of their existing 10 acre botanical perennial farm located in Oregon. They grow 5 plant species with medicinal properties for sale to supplement companies, processors, and nurseries. Their management team brings skills in business, project management, and plant biology. Their financial plan projects sales of $190,000 in year two and $216,000 in year three, indicating profitability. Their keys to success are strict financial controls, producing plants with the highest concentration of active ingredients, and ensuring 100% customer satisfaction.
SWAT analysis - strengths, weaknesses, opportunities, and threatsacropolisinfotech
A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, its initiatives, or an industry.
This SWOT analysis examines a manufacturing company in Thailand. The company's strengths include its leadership position in its industry, effective customer service, high employee satisfaction, and consistency in its business policies. Weaknesses are issues with follow-up services and coordination between departments. Opportunities lie in reasonable prices, support for ASEAN markets, and innovative product imports. Threats come from imports from Japanese brands and potential changes in quality standards or technology. The document analyzes the company's internal strengths and weaknesses as well as external opportunities and threats.
Tammy Ben Eliezer Baxter Swot Analysis Ppttben_eliezer
This document provides information on conducting a SWOT analysis. It begins by defining SWOT as an acronym that stands for strengths, weaknesses, opportunities, and threats. It then explains that a SWOT analysis involves analyzing an organization's internal strengths and weaknesses and its external opportunities and threats. The document provides examples of factors that could be considered for each component of a SWOT analysis. It emphasizes that SWOT analysis is subjective and should involve brainstorming from various perspectives. Overall, the document outlines the key components and process of conducting a SWOT analysis for an organization.
This document discusses a lesson on the SWOT analysis for business ventures. It defines strengths, weaknesses, opportunities, and threats, and marketing strategies. Examples of each are provided, including McDonald's strengths as one of the largest fast food chains with strong brand recognition, and threats such as saturated markets and lawsuits. The lesson aims to help students identify their own SWOT factors and assess a business using the SWOT framework.
males between the ages of 25-49 who have an average house-
The current marketing strategy of Gordon Biersch focuses hold income of $50K or more. This target market appreciates
on targeting males and females ages 25-49 with a house- the microbrew beer, friendly atmosphere, and quality food.
hold income over $50K. The strategy aims to position GBR Positioning:
as a casual dining restaurant known for its microbrew beer
and friendly atmosphere. Marketing tactics include word of GBR positions itself as a casual dining restaurant known for
mouth advertising and promotions. its microbrew beer brewed on site and its friendly comfortable
atmosphere.
The document summarizes an organization called "The Fruit World" that delivers fresh fruits to workplaces in Sri Lanka. It aims to replace unhealthy junk foods with nutritious fruits to boost productivity. It discusses the company's mission, vision, products offered, SWOT analysis, strategies for product diversification, niche marketing, pricing, and promotions using a website and social media. Customers can order fruits online which are then delivered, while small farmers can register as suppliers.
A SWOT analysis identifies a company's strengths, weaknesses, opportunities, and threats. It is used to formulate strategies and make decisions. The document outlines how to conduct a SWOT analysis, including identifying internal strengths and weaknesses and external opportunities and threats. It also describes how to create a SWOT matrix to match these factors and determine appropriate strategies. The analysis should focus on the most important and urgent issues that influence strategy. Conducting a SWOT analysis helps companies respond to opportunities, address threats, leverage strengths, and improve weaknesses.
Brigham and Women's Hospital (BWH) rebranded its talent recruitment efforts due to challenges filling positions in a competitive market. The rebranding focused on defining why BWH is a great place to work using five "P's": People, Passion, Professionalism, Prestige, and Pride. The rebranding campaign features testimonials and ads showing why each day at BWH is extraordinary. The rebranding improved employee participation and referrals while reducing vacancy rates. Additional initiatives included training for new leaders and emphasizing service in interviews.
A SWOT analysis evaluates the strengths, weaknesses, opportunities, and threats of a project or business. The Grande Prairie Public Library conducted a SWOT analysis, identifying their accessible location and experienced staff as strengths, space issues and budget cuts as weaknesses, opportunities for collaboration and community resources, and potential threats of further budget cuts or unimplemented ideas. A SWOT analysis provides a way for an organization to critically examine its current position and what helps or hinders it from achieving its goals.
This document outlines a marketing plan for ACCORD, an organization that provides conflict management services. The plan includes a SWOT analysis, objectives to provide high quality specialist services to manage differences, a segmentation strategy targeting individuals, institutions and corporations. The marketing mix describes various conflict resolution products and services priced for individuals and organizations. An action plan is outlined for the first six months including advertising, training, seminars, and establishing partnerships. A budget of Rs. 7,00,000 is allocated for initial assets and working capital with an estimated monthly income of Rs. 3,50,000 and break even targeted for March. Implementation and control measures are mentioned to monitor quality, profitability, efficiency and strategy.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Best Buy overtook Circuit City as the leading consumer electronics retailer through strategic decisions made by its managers. While Circuit City focused on low prices and wide selection, Best Buy located stores in high-traffic areas and stocked the latest products. As a result, Best Buy raced past Circuit City in revenue and store count. The differing fates show the importance of strategic planning and responding to changes. If the new CEO wants to help Circuit City regain its competitive edge, strategies such as improving store locations and product selection would need to be adopted.
This document outlines the project plan for launching a spring mineral water brand in Lahore, Pakistan. The key activities include market research, developing marketing, distribution, and promotional plans, establishing budgets, signing transportation agreements, and hiring necessary staff. The overall objectives are to expand the brand's market share and increase profits by tapping into the large customer base in Lahore. Success will rely on ensuring availability, high promotion, and maintaining water quality standards.
This document discusses the current state of the global coffee market. It notes that coffee prices have risen significantly over the past year due to several factors constraining supply, including poor harvests in parts of Central America, Asia, and Africa due to climate effects. Stocks are at dangerously low levels as well. The document performs a SWOT analysis of Fairtrade coffee and notes both strengths in promoting sustainability but also threats such as producers struggling to fulfill contracts due to low harvests. It concludes that market tightness may continue in the coming year depending on the Brazilian crop cycle and global consumption trends outpacing production.
This document contains a marketing case study and analysis for Just Us! Cafes. It includes an external analysis examining competitors, PEST factors, and Porter's 5 forces. An internal analysis looks at the value chain, BCG matrix, revenue by location and quarter, and geographic concentration. A SWOT analysis is also included. The key issues identified are increasing marketing spend, targeting new markets or buyers, building on existing assets, examining product line profitability, needing clear marketing communications, increasing existing channel volumes, and maintaining the market. Strategic alternatives A, B and C are proposed to address the key issues.
Project Endeavour aims to assess the viability of re-entering the informal carbonated soft drink beverage sector in South Africa by focusing on wholesalers in the Zinniaville Complex district. It will obtain financial data on costs, prices, and investments related to PepsiCo Pepsi products through questionnaires and interviews with 5-10 wholesalers. This data will be analyzed to determine if re-committing to this market is financially viable. Key activities include developing questionnaires, conducting interviews, and generating a final report on re-entry possibilities. The project's success relies on wholesaler participation to provide meaningful data for analysis.
This document provides a marketing plan for Just Us Café, a Canadian café focused on fair trade and ethical sourcing. It conducts analyses of the company's customers, competitors, operating environment, and internal strengths and weaknesses. It finds key customer segments include universities and community members interested in organic and fair trade products. Major competitors include large chains like Starbucks but also small independent cafes. It examines political, economic, social, and other external factors influencing the company. Recommendations include improving the marketing strategy through social media, loyalty programs, and addressing outdated practices. The plan aims to help Just Us Café better understand its position and opportunities for growth.
This document provides results from a benchmarking study conducted by Best Practices, LLC on new product launch spending in the U.S. market. Key findings include:
1) The average total investment for launch year was $XXX million, with launch year receiving the lion's share of funding compared to previous years.
2) Specialty care launches averaged $XX million in launch year spending, while primary care launches averaged $XXX million due to the larger target audience.
3) Projected peak annual revenue correlated with resource allocations, with products projecting over $1 billion averaging $XXX million in launch year spending.
The document is a marketing plan report for a new women's crossbody handbag produced by the company "Fashionable Life". It includes an executive summary, table of contents, and sections on the company/product overview, advertising, competition, SWOT analysis, market segmentation, distribution, expenses/financial analysis, and conclusion. The report was created using both primary and secondary research to develop an effective marketing strategy to promote the new product.
This is a HBS case study about P&G's new product launching strategy. In this case I am responsible for survey data analysis and project financial analysis.
Coca-Cola Company Background Information, Suppliers, Stakeholders and Busines...PATRICK MAELO
This document provides an overview of Coca-Cola's business strategies, stakeholders, communication strategies, image, identity, reputation, and various other strategies. It discusses Coca-Cola's stakeholders which include customers, suppliers, creditors, civil society, government agencies, owners, and employees. It also outlines Coca-Cola's integrated communication strategies using tools like sales promotion, advertising, sponsorship, social media, and direct marketing. The document discusses Coca-Cola's image, identity, and reputation as well as its advertising, corporate social responsibility, media relations, internal communication, investor relations, and government relations strategies.
This document provides an overview of a SWOT analysis presentation. It defines SWOT analysis as a structured planning method to evaluate the strengths, weaknesses, opportunities, and threats of a project or business. It then explains each component: strengths are internal advantages, weaknesses are disadvantages, opportunities are external elements a project could exploit, and threats are potential problems. The document gives examples of each category. It concludes with an example SWOT analysis of a hypothetical start-up business, identifying its strengths, weaknesses, opportunities, and threats.
Competing in a changing world patrick medley (ibm consultingECR Community
The document discusses key findings from an IBM study on consumer products and retail companies. It finds that while CP CEOs see a need for substantial change, they are more cautious than other industries. CP outperformers universally see major change as needed and have a strong track record of managing change. CP companies face challenges in attracting talent and plan limited investment in responding to more informed customers, but view rising consumer purchasing power positively. The document highlights strategies companies like P&G, Unilever, IKEA and others are using to drive innovation, collaborate with customers, and adapt their business models.
DreamCatcher is a proposed children's bookstore in Kuala Lumpur, Malaysia. The summary analyzes the business opportunity based on the feasibility study presented in the document.
The business aims to fill a gap in the children's book market by providing a unique experience focused on independent English literature titles and excellent customer service. Market research found demand among parents who want to encourage reading and spend over RM800 annually on books. While major chains dominate, DreamCatcher will target innovative parents of young children seeking quality stories in a stimulating store environment. The feasibility study concludes the opportunity is viable given target market size, growing interest in children's literacy, and lack of specialized competitors in the target area.
This advertising plan aims to increase enrollment in Radford University's College of Business and Economics (COBE) by targeting high school juniors and seniors in Northern Virginia, Richmond, and Tidewater areas of Virginia. The campaign will use social media, radio, TV, and billboards to raise awareness of COBE's majors/minors and new building. Goals are to increase COBE awareness by 10%, overall applications by 10%, and change perceptions to rank Radford higher than competitors. Success will be measured by surveys tracking interest in Radford/COBE over time.
The document summarizes an organization called "The Fruit World" that delivers fresh fruits to workplaces in Sri Lanka. It aims to replace unhealthy junk foods with nutritious fruits to boost productivity. It discusses the company's mission, vision, products offered, SWOT analysis, strategies for product diversification, niche marketing, pricing, and promotions using a website and social media. Customers can order fruits online which are then delivered, while small farmers can register as suppliers.
A SWOT analysis identifies a company's strengths, weaknesses, opportunities, and threats. It is used to formulate strategies and make decisions. The document outlines how to conduct a SWOT analysis, including identifying internal strengths and weaknesses and external opportunities and threats. It also describes how to create a SWOT matrix to match these factors and determine appropriate strategies. The analysis should focus on the most important and urgent issues that influence strategy. Conducting a SWOT analysis helps companies respond to opportunities, address threats, leverage strengths, and improve weaknesses.
Brigham and Women's Hospital (BWH) rebranded its talent recruitment efforts due to challenges filling positions in a competitive market. The rebranding focused on defining why BWH is a great place to work using five "P's": People, Passion, Professionalism, Prestige, and Pride. The rebranding campaign features testimonials and ads showing why each day at BWH is extraordinary. The rebranding improved employee participation and referrals while reducing vacancy rates. Additional initiatives included training for new leaders and emphasizing service in interviews.
A SWOT analysis evaluates the strengths, weaknesses, opportunities, and threats of a project or business. The Grande Prairie Public Library conducted a SWOT analysis, identifying their accessible location and experienced staff as strengths, space issues and budget cuts as weaknesses, opportunities for collaboration and community resources, and potential threats of further budget cuts or unimplemented ideas. A SWOT analysis provides a way for an organization to critically examine its current position and what helps or hinders it from achieving its goals.
This document outlines a marketing plan for ACCORD, an organization that provides conflict management services. The plan includes a SWOT analysis, objectives to provide high quality specialist services to manage differences, a segmentation strategy targeting individuals, institutions and corporations. The marketing mix describes various conflict resolution products and services priced for individuals and organizations. An action plan is outlined for the first six months including advertising, training, seminars, and establishing partnerships. A budget of Rs. 7,00,000 is allocated for initial assets and working capital with an estimated monthly income of Rs. 3,50,000 and break even targeted for March. Implementation and control measures are mentioned to monitor quality, profitability, efficiency and strategy.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Best Buy overtook Circuit City as the leading consumer electronics retailer through strategic decisions made by its managers. While Circuit City focused on low prices and wide selection, Best Buy located stores in high-traffic areas and stocked the latest products. As a result, Best Buy raced past Circuit City in revenue and store count. The differing fates show the importance of strategic planning and responding to changes. If the new CEO wants to help Circuit City regain its competitive edge, strategies such as improving store locations and product selection would need to be adopted.
This document outlines the project plan for launching a spring mineral water brand in Lahore, Pakistan. The key activities include market research, developing marketing, distribution, and promotional plans, establishing budgets, signing transportation agreements, and hiring necessary staff. The overall objectives are to expand the brand's market share and increase profits by tapping into the large customer base in Lahore. Success will rely on ensuring availability, high promotion, and maintaining water quality standards.
This document discusses the current state of the global coffee market. It notes that coffee prices have risen significantly over the past year due to several factors constraining supply, including poor harvests in parts of Central America, Asia, and Africa due to climate effects. Stocks are at dangerously low levels as well. The document performs a SWOT analysis of Fairtrade coffee and notes both strengths in promoting sustainability but also threats such as producers struggling to fulfill contracts due to low harvests. It concludes that market tightness may continue in the coming year depending on the Brazilian crop cycle and global consumption trends outpacing production.
This document contains a marketing case study and analysis for Just Us! Cafes. It includes an external analysis examining competitors, PEST factors, and Porter's 5 forces. An internal analysis looks at the value chain, BCG matrix, revenue by location and quarter, and geographic concentration. A SWOT analysis is also included. The key issues identified are increasing marketing spend, targeting new markets or buyers, building on existing assets, examining product line profitability, needing clear marketing communications, increasing existing channel volumes, and maintaining the market. Strategic alternatives A, B and C are proposed to address the key issues.
Project Endeavour aims to assess the viability of re-entering the informal carbonated soft drink beverage sector in South Africa by focusing on wholesalers in the Zinniaville Complex district. It will obtain financial data on costs, prices, and investments related to PepsiCo Pepsi products through questionnaires and interviews with 5-10 wholesalers. This data will be analyzed to determine if re-committing to this market is financially viable. Key activities include developing questionnaires, conducting interviews, and generating a final report on re-entry possibilities. The project's success relies on wholesaler participation to provide meaningful data for analysis.
This document provides a marketing plan for Just Us Café, a Canadian café focused on fair trade and ethical sourcing. It conducts analyses of the company's customers, competitors, operating environment, and internal strengths and weaknesses. It finds key customer segments include universities and community members interested in organic and fair trade products. Major competitors include large chains like Starbucks but also small independent cafes. It examines political, economic, social, and other external factors influencing the company. Recommendations include improving the marketing strategy through social media, loyalty programs, and addressing outdated practices. The plan aims to help Just Us Café better understand its position and opportunities for growth.
This document provides results from a benchmarking study conducted by Best Practices, LLC on new product launch spending in the U.S. market. Key findings include:
1) The average total investment for launch year was $XXX million, with launch year receiving the lion's share of funding compared to previous years.
2) Specialty care launches averaged $XX million in launch year spending, while primary care launches averaged $XXX million due to the larger target audience.
3) Projected peak annual revenue correlated with resource allocations, with products projecting over $1 billion averaging $XXX million in launch year spending.
The document is a marketing plan report for a new women's crossbody handbag produced by the company "Fashionable Life". It includes an executive summary, table of contents, and sections on the company/product overview, advertising, competition, SWOT analysis, market segmentation, distribution, expenses/financial analysis, and conclusion. The report was created using both primary and secondary research to develop an effective marketing strategy to promote the new product.
This is a HBS case study about P&G's new product launching strategy. In this case I am responsible for survey data analysis and project financial analysis.
Coca-Cola Company Background Information, Suppliers, Stakeholders and Busines...PATRICK MAELO
This document provides an overview of Coca-Cola's business strategies, stakeholders, communication strategies, image, identity, reputation, and various other strategies. It discusses Coca-Cola's stakeholders which include customers, suppliers, creditors, civil society, government agencies, owners, and employees. It also outlines Coca-Cola's integrated communication strategies using tools like sales promotion, advertising, sponsorship, social media, and direct marketing. The document discusses Coca-Cola's image, identity, and reputation as well as its advertising, corporate social responsibility, media relations, internal communication, investor relations, and government relations strategies.
This document provides an overview of a SWOT analysis presentation. It defines SWOT analysis as a structured planning method to evaluate the strengths, weaknesses, opportunities, and threats of a project or business. It then explains each component: strengths are internal advantages, weaknesses are disadvantages, opportunities are external elements a project could exploit, and threats are potential problems. The document gives examples of each category. It concludes with an example SWOT analysis of a hypothetical start-up business, identifying its strengths, weaknesses, opportunities, and threats.
Competing in a changing world patrick medley (ibm consultingECR Community
The document discusses key findings from an IBM study on consumer products and retail companies. It finds that while CP CEOs see a need for substantial change, they are more cautious than other industries. CP outperformers universally see major change as needed and have a strong track record of managing change. CP companies face challenges in attracting talent and plan limited investment in responding to more informed customers, but view rising consumer purchasing power positively. The document highlights strategies companies like P&G, Unilever, IKEA and others are using to drive innovation, collaborate with customers, and adapt their business models.
DreamCatcher is a proposed children's bookstore in Kuala Lumpur, Malaysia. The summary analyzes the business opportunity based on the feasibility study presented in the document.
The business aims to fill a gap in the children's book market by providing a unique experience focused on independent English literature titles and excellent customer service. Market research found demand among parents who want to encourage reading and spend over RM800 annually on books. While major chains dominate, DreamCatcher will target innovative parents of young children seeking quality stories in a stimulating store environment. The feasibility study concludes the opportunity is viable given target market size, growing interest in children's literacy, and lack of specialized competitors in the target area.
This advertising plan aims to increase enrollment in Radford University's College of Business and Economics (COBE) by targeting high school juniors and seniors in Northern Virginia, Richmond, and Tidewater areas of Virginia. The campaign will use social media, radio, TV, and billboards to raise awareness of COBE's majors/minors and new building. Goals are to increase COBE awareness by 10%, overall applications by 10%, and change perceptions to rank Radford higher than competitors. Success will be measured by surveys tracking interest in Radford/COBE over time.
This document outlines Stuart Rogerson's plan for a 15-minute presentation on introducing a new fire and emergency plan at Eastman Chemical Company's Workington site. The presentation aims to provide background on the company and current emergency situation, explain the need for change, and outline the new emergency plan and progress implementing it. Stuart gathered information from company documents, health and safety reports, and external sources. He structured the presentation around 9 slides covering: introduction, company background, current issues, reasons for change, new plan objectives, details of the new plan, current implementation status, improvements made, and next steps. Stuart allocated time to each section and planned to keep the audience engaged with humor and highlighting risks.
The document summarizes research on the SDSU Bookstore including key findings from a survey on student awareness, products, services, and brands. It also details recommendations from a focus group to implement a loyalty program, make more shelf space for travel chargers, shoes, and PINK branded gear, and target campaigns to change perceptions of the bookstore being expensive. A pestle analysis, SWOT analysis, personas, porter's 5 forces, and competitor map were also created to evaluate the bookstore's performance.
Book merchandising and communication for shop opening 2015 updated mayYen Cao
This document provides guidelines for revamping and improving Yves Rocher store merchandising and communication. It recommends implementing a more clear, horizontal merchandising approach focused on key product categories like essential skin care and anti-aging. Guidelines are provided for new merchandising elements, furniture, and communication materials with examples from top-performing stores. The goal is to enhance the customer shopping experience and showcase Yves Rocher's botanical expertise.
MyPhone targets the Philippine market, especially students and workers across all ages, genders, and social classes from low to upper. As the leading local smartphone brand, MyPhone aims to provide affordable yet high-quality Android phones that allow Filipinos to easily connect with friends and family anytime, anywhere. While foreign brands may be preferred, MyPhone focuses on the primary target of Filipino consumers by developing phones suited for the Philippine lifestyle at reasonable prices.
This document provides a marketing plan to reposition the OK condom brand in Vietnam. It begins with an analysis of the social, competitive and consumer landscape. OK was previously the market leader but lost share to competitors with better marketing. The plan aims to enhance OK's brand awareness and image among young adults in major cities through renovating products, intensive distribution, and an integrated marketing campaign. The campaign will use TV, outdoor, online and print ads featuring the slogan "OK! Get Ready For Any Battles!" to promote OK's affordable yet higher quality condoms and increase sales by 15% over one year.
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
Under Armour is an American sports apparel company founded in 1996 that focuses on designing clothing to keep athletes dry and comfortable during exercise. The case study analyzes Under Armour's demographic segmentation by discussing how they target different age groups, genders, income levels, and generations with customized products and marketing approaches. Key variables like life stage, gender differences, income prioritization, and generational influences are considered when segmenting the market. Overall, the document provides an overview of Under Armour's demographic segmentation strategy and how they account for various consumer characteristics.
This document provides an outline for a course on entrepreneurship and business planning. It discusses key topics such as the definition and types of entrepreneurship, small and medium enterprises, developing business ideas, business ownership models, marketing, finance, management, and strategies for business success. The document emphasizes that entrepreneurship is important for economic development and job creation. Successful entrepreneurs require skills in areas like opportunity identification, creative thinking, and research.
This document provides Barnes & Noble's 2016 marketing plan. It aims to retain multi-brand users and strengthen the Barnes & Noble brand against growing competition from Amazon and other retailers. The plan's strategic initiatives include attracting competitor customers through promotional discounts and events, defending against the Kindle with Nook software updates, and strengthening the brand through community events and rebranding stores as lifestyle destinations. The plan will be implemented over the 2016 fiscal year starting in May and measured by increases in same store sales and market share.
This document provides an overview of Amazon.com including its history as an online bookstore founded in 1994 that has diversified into other products. It discusses Amazon's financial situation and products/services. A SWOT analysis identifies Amazon's strengths as the e-commerce leader with a large customer base and weaknesses as low profit margins. Opportunities include expanding into new markets like China and threats include competition. While Amazon's net earnings decreased in 2011 due to investments, its stock has increased 78.66% over 3 years making it judicious to buy shares for long-term profitability.
Analysis of hotel industry in porter's five competitive forcesKrati Chouhan
The document analyzes the hotel industry using Porter's Five Competitive Forces model. It discusses the strengths and weaknesses of the hotel industry globally. The analysis finds that rivalry in the industry is intense as there are many competitors. However, hotels can differentiate themselves through good location and quality service. Supplier power is moderate as real estate companies and labor are important but not overwhelmingly powerful suppliers. Buyer power is also moderate as switching costs are low but brand loyalty remains important. The threat of substitutes is also moderate as alternatives like domestic travel may replace international travel during economic downturns.
The document discusses methodology sections in research papers. It provides examples of methodology sections and discusses what they should include. It lists things like when and where the research was conducted, the data collection procedures, criteria for including subjects, a description of surveys used to collect data, and how results will be presented. It also includes multiple links to methodology sections from published research papers that could be used as examples.
AUDIT EXERCISEWhen trying to determine the ability of the organi.docxikirkton
AUDIT EXERCISE
When trying to determine the ability of the organization to manage technology and innovation, it is important for managers to understand the firm s capabilities. Capabilities are the set of characteristics an organization possesses to facilitate and support its strategies. In the management of innovation and technology, there are a number of frameworks for determining the innovative capabilities of the organization. The Innovative Capabilities Audit Framework22 indicates five categories of variables for a business to consider. These categories are:
1. Resource availability and allocation
2. Capacity to understand competitors' strategies and industry evolution with respect to innovation
3. Capacity to understand technological developments relevant to the business
4. Structural and cultural context of the business unit affecting intrepreneurship (internal entrepreneurship)
5. Strategic capacity to deal with innovation initiatives by internal entrepreneurs
What type of information would you need to collect in each of these five areas to determine when, where, how, if, and what innovations should be undertaken in the business? Be specific and justify your answer.
DISCUSSION QUESTIONS
1. Discuss the definition of technology from a strategic point of view.
2. Discuss the role of innovation in the strategic management process.
3. Define management of technology and give an example based on your knowledge.
4. Define management of innovation and give an example of how a firm can manage innovation processes.
5. Give an example of GE s management of technology and how they were able to gain a competitive advantage from those activities.
PART ONE OPENING CASE: GENERAL ELECTRIC
The GE case illustrates the changes a company can go through because of a change in technology and innovation. What changes in technology do you think GE has undertaken? In process? In product? What type of innovation do you think these changes illustrate (see Figure 1.4)
(White 29)
White, Margaret A., Garry Bruton. The Management of Technology and Innovation: A Strategic Approach, 2nd Edition. South-Western, 2014-08-04. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
APPENDIX 1 Social Responsibility and Management of Technology and Innovation
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Samsung covers a range of products and customers through different business segments, and uses various promotional strategies and customer service policies to ensure its approach remains relevant. The report examines Samsung's vision, mission, products, support services and market competitors. It also looks at how Samsung ensures its employees maintain important business relationships through events and networking.
This document discusses how to manage innovation programs in large organizations. It outlines applying the phases of project management (initiation, planning, execution, monitoring and control, closing) to drive and sustain innovation culture.
The initiation phase focuses on aligning idea generation with business strategy to produce relevant ideas. Planning defines the innovation cycle and sets timelines, resources, and criteria for assessing and prioritizing ideas. Execution is critical - it requires distinct roles like innovation geniuses, facilitators, and sponsors working together. Monitoring ensures goals are met and the program gets back on track if momentum is lost.
This document discusses how to manage innovation programs in large organizations. It outlines applying the phases of project management (initiation, planning, execution, monitoring and control, closing) to drive and sustain innovation culture.
The initiation phase focuses on aligning idea generation with business strategy to produce relevant ideas. Planning defines the innovation cycle and sets timelines, resources, and criteria for assessing and prioritizing ideas. Execution is critical - it requires distinct roles like innovation geniuses, facilitators, and sponsors working together. Monitoring ensures goals are met and the program gets back on track if momentum is lost.
This document summarizes Tata Consultancy Services' (TCS) commitment to corporate social responsibility (CSR) according to their company report. TCS structures its CSR around two tiers - directly impacting communities through its business expertise and preserving the environment. The company also utilizes employee association Maitree for CSR initiatives to help underprivileged communities globally. TCS aligns with the Tata Council of Community Initiatives for social causes across Tata companies and supports relief/charity efforts. The company engages academia through faculty programs and research sponsorship to further CSR.
How the new Initiatives will Shape the Future of the IT Industry_.pdfAnil
While I don't have access to real-time information, I can provide insights into potential trends and initiatives that may shape the future of the IT industry based on the information available up to my last update in January 2022. Keep in mind that developments may have occurred since then. Here are some key initiatives that were expected to influence the IT industry's future
Business models have a big impact on business success. They need constant modification as technologies change, but many firms do not adapt their business models. Changes in business models can explain the growing success or failure of countries. The variety and pace of technological change may be accelerating, increasing the need for new business models. Firms that do not adapt risk falling behind competitors.
The document discusses various aspects of business environment including what it means, why it is important to study, its features, and factors that comprise it. The business environment refers to all external forces that can impact a business and includes political, economic, social, technological, legal, and environmental factors. Understanding the business environment is crucial for companies to adapt to changes, identify opportunities and threats, and make informed business decisions. The environment is dynamic and varies across locations so continuous monitoring and analysis is required.
This document summarizes a training session that teaches participants how to communicate the results of carbon footprinting, set reduction targets, and plan for continuous improvement. It discusses communicating results internally to build the business case and externally to articulate benefits. Internally, the business case should define value, recommendations, and impacts. Externally, footprinting can differentiate products and enhance brands by demonstrating commitments to reductions.
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
Going Green: A Holistic Approach to Transform Business IJMIT JOURNAL
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Innovation Creating Long-term Value in New Business Models an.docxdirkrplav
Innovation: Creating Long-term Value in New Business Models and
Technology
Published : February 27, 2006 in [email protected]
In their book, Making Innovation Work: How to Manage It, Measure It and Profit
from It (Wharton School Publishing), authors Tony Davila, Marc J. Epstein and
Robert Shelton make the case that innovation is not a one-time event, but a
process that must be continuously managed, measured and carried out in all a
company's products, services and business functions. Using specific companies as
examples, and drawing on existing research as well as their own experiences in
the field, the authors demonstrate what works and what doesn't, and offer advice
on how to consistently maximize the value of innovation investments. Below is an
excerpt from Chapter Two, entitled Mapping Innovation: What Is Innovation
and How Do You Leverage It?
A New Model of Strategic Innovation
One of the most common misconceptions is that innovation is primarily, if not
exclusively, about changing technology. Mention innovation to many
business-savvy CEOs, and they envision R&D labs where engineers and
scientists are developing the next new technology. However, innovation is not
just about changing technologies.
High-performing companies innovate by leveraging both new business models and improved
technologies. In Chapter 1, "Driving Success: How You Innovate Determines What You Innovate," we
described the business model innovation of Dell and the technology and business model innovations of
Apple. There are plenty of other examples. eBay developed a new online business model for auctions
using readily available, albeit fairly new, Internet technology. The retail giant Wal-Mart currently
dominates its retail space, and has used commercially available computer communication technologies to
hyper-integrate its supply chain with suppliers, thereby creating a new business model with significant
cost savings.
Nick Donofrio, lead researcher at IBM, said, "We define 'innovation' as our ability to create new value at
the intersection of business and technology. We have to have new insights. We have to do things
differently. We cannot rely just on invention or technology for success."
Even the stodgy, asset-intensive steel industry has seen innovation of this type. Nucor Steel transformed
the steel industry when it developed a production technology to turn old metal into steel, and changed its
business model to capture maximum value. Nucor's new business model focused on relatively small
volume production of high-value products, effectively reversing the heritage industry model of large-scale
production runs of commodity products. The combined effect of the technology change and the business
model shift sent ripples of change throughout the industry.
Rarely does a technology change occur without also causing a change in business processes. The reverse
is also true. Both innovations go together and have to be thought and implemented as a whole. For
in.
The document discusses how big data and business analytics are affecting manufacturing industries. It describes how big data is transforming each step of the manufacturing value chain, including R&D, supply chain management, production, and after-sales services. Big data is allowing manufacturers to gain insights from customer data, improve demand forecasting, optimize inventory levels, develop products more efficiently based on data-driven design, and provide better after-sales support through predictive maintenance. The organizational impacts of big data are also profound, as data and analytics become core capabilities for manufacturing companies.
This report summarizes the findings of a nine-month inquiry into making British manufacturing more sustainable. It was written by two researchers and supported by the EPSRC Centre for Innovative Manufacturing in Industrial Sustainability. The report makes recommendations in five key areas: leadership, resilience, innovation, collaboration, and system redesign. It argues that policymakers need to help manufacturers recognize sustainability opportunities and seize the economic benefits of more efficient resource and energy use. The UK can become a leader in clean technologies if it adequately supports innovation in manufacturing.
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The document discusses various aspects of business environment including why it is important to study business environment, features of business environment, and factors affecting business environment such as political, economic, socio-cultural, technological, legal, and physical factors. It also discusses microenvironment factors including suppliers, customers, competitors, and market intermediaries. Understanding business environment is critical for businesses to adapt to changes, identify opportunities and threats, and make appropriate business decisions.
Innovation is the application of new solutions to meet new requirements or needs. It differs from invention in that innovation refers to using ideas or methods, while invention refers to creating them. Innovation can occur in individuals, societies, businesses, and organizations through sources like changes in markets, demographics, or scientific knowledge. Common goals of innovation programs are improved quality, new markets, and reduced costs, though failures can occur from issues like poor goal definition, participation, or monitoring of results. Innovation is measured globally using indexes that rank countries based on factors like research and development spending and patent activity.
The document discusses various aspects of business environment including its definition, importance of studying it, features, and factors like political, economic, socio-cultural, legal, physical/technological, and microenvironment. It defines business environment as the aggregate conditions surrounding and influencing a business. Understanding the business environment is important for a firm to adapt to changes, identify opportunities/threats, and meet competition. The environment is dynamic and varies between locations. Key factors discussed include government policies, economic conditions, social and cultural practices, laws and regulations, available infrastructure, and internal stakeholders like suppliers and customers. Examples are provided to illustrate how different factors can impact businesses.
Similar to Innovation within the organisation finished (20)
1. ILM Level 5
Leading Innovation
and Change
E a s t m a n C h e m i c a l C o m p a n y
C a n d i d a t e N o
BCN7926
Emergency
Planning
Stuart Rogerson
An investigationintoinnovationwithinmyorganizationand
findinganddevelopinganinnovativeneedandhow
manage to leadthat innovationwithinthe working
environment,tocompletion.
2. Candidate Number BCN7926 Page 1
Contents
Introduction
Innovation within the organisation
Section 1
1.1 Why innovation is important
1.2 managing change, and environmental scanning page
Section 2
2.1 an opportunity for innovation and change
2.2 justification for improvement
2.3 assessing and generating options
2.4 evaluation of options moving forward
Section 3
3.1 a change management plan and stake holder analysis
Detail plans moving forward and time frame
3.2 implementation evidence
Appendices
Bibliography
3. Candidate Number BCN7926 Page 2
Innovation within the organisation
Eastman chemical company was founded in Kingsport Tennessee in 1920, by George
Eastman, it was formally known as Eastman Kodak, Eastman Chemical Company was spun
off in 1994 and became a public traded company the company now own and operate sites
throughout the world employing approximately 13500 personnel over 43 manufacturing
sites and serving over 100 countries
Eastman Chemicals Company’s business is divided into five segments,
Additives and functional products
Adhesives and Plasticizers
Advanced materials
Specialty Fluids and intermediates
Fibers
The Manufacturing Site at Workington falls into the company’s fibres business the site
produces Cellulose Acetate Tow, in a continues 365 day 24 hour process, our final product
is used in the construction of filter tips for cigarettes.
Eastman chemicals is a market leader within the manufacturing of cellulose acetate tow,
but it does not stand alone as the only company that has the capability to produce the
product, with rival chemical corporation’s such as Rhodia and Cellonise, keeping ahead of
the completion requires forward thinking and innovation.
1.1Why is innovation important?
Innovationputsorganisationsonthe offensive;acompanythat innovates is on thepath to growth.The
company that fails to innovate is on the road to obsolescence.
(Laflety A.G the Game Changer. Crown Business April 2008)
Innovation is essential within the organisation, agreeing with A .G Laflety, organisations
that fail to innovate can ultimately fail, one of the most famous of these is Kodak whom
were industry leaders but, they failed to innovate and missed the opportunity to seize the
innovative emerging digital market, that arrived with the advent of the digital camera, they
were according to Everett M Rogers (1962) innovation adoption curve, Laggards, not
changing until they were forced to do so. Whereas Fuji film where the visionaries and at the
very least early adopters, making the most of the change in market situations, there are
countless other examples such as fast food giant McDonald’s which has been striving to
keep up with more demanding customers, healthier menus, cost reduction, along with
fierce competition.
4. Candidate Number BCN7926 Page 3
Innovation, can be divided into two distinct category’s,
The first of which is known as incremental innovations that are in fact brought about by
numerous incremental advances, in processes and technology, these innovations tend to be
an progression, resulting in a change to the product or service as opposed to a new
product, examples of incremental innovations, are G.P.S navigation developed for one
purpose and then used in another, mobile phones, is another examples with Tablet Pc’s
which were originally the development of the smart phone,
The second type of innovation is known as radical innovation, (sometimes known as
breakthrough innovations or disruptive innovations) provide something brand new to the
world by uprooting conventions, and changing customer expectations in a positive way,
ultimately they often end up replacing existing methods or technology, examples of which
are Amazon, which changed the amount of books available online compared with the
traditional book store, and in fact is the single cause of a decline in high street book stores
and of course Digital photography, which radicalized photography as we knew it.
To Eastman Chemical Company, innovation is extremely important, as a company it is
essential for the sustainability of the our site and the extended lucrativeness of the fibres
business, innovations at the Eastman site in Workington are mostly incremental advances,
by developing the present technology and methods. Over the years there has been many
innovations within the organisation some of which have had economic and social benefits
to the company such as Eastman’s green sustainability project to be an environmentally
aware company and reduce the site at Workington’s carbon footprint, in 2004 two 136
meter wind turbines where erected cable of generating 4 megawatts of electricity, reducing
costs and the carbon footprint of the site by at least a third.
The site at Workington it has been producing Acetate Tow since 1968, the physical process
of operations has changed gradually overtime, with small incremental innovations such as
the introduction of computer controlled DCS centres replacing old Analogue switch rooms,
and auto valves replacing manual valves, all these innovations over time lead to less man
power requirement in those areas, allowing other tasks to be completed, with the
additional time saved.
Other incremental innovations have also impacted running cost clearly, with replacement
of equipment and machinery with much more power efficient units resulting in up to as
much as 20% reduction in energy costs, those cost reductions result in a lower production
costs and therefore higher margins on the product, and that what can give the company a
competitive edge over its rivals.
innovation is not all about new products, of course new products are important, but
products do not give the full picture, an established site like ours new products are not
5. Candidate Number BCN7926 Page 4
always practical or even possible, but they do arise with the likes of reusable packaging,
replacing traditional cardboard packaging, it is important to have innovation at the centre
of a company’s way of doing things as the company can finds ways to innovate in not just
products but also in the likes of functions, and processes and planning, pre-empting the
customer’s needs and surpassing expectations
1.2 Managing change
With all aspects of organisations, change is an inevitable constant feature, be it innovations,
policy or product and machinery or in our organisational life or even in our social life,
change often requires active and effective management.
Any organisation can only perform effectively through interactions with the external
environment of which it is a part, the structure of the organisation must reflect the
environment it is established within and change accordingly, Eastman is no different from
this and a SWOT and Pestle analysis are simple tools to establish external factors that may
contribute to the need to change within our organisation
These can include, for example
Uncertain economic conditions
Fierce competitor competition
Government interventions such as tax
EU influences
Social legislation
Political interest both local and national/international
There are also internal factors that drive the need for change, these can usually be derived
from a SWOT analysis but could include the following.
Increased customer awareness
Internal quality control
Quality focus
Zero accident mind-set
6. Candidate Number BCN7926 Page 5
To better understand how Eastman Chemicals works I have conducted my own scanning
using a SWOT analysis, to highlight some of the internal and external factors effecting the
company they can be seen below.
Eastman Chemical Company SWOT analysis
Strengths
international company
highcashturn over
secureemploymentestablished
skilledworkforce
lowlabourturnover
establishedsystems
communitywork
fortune500company
Pay and benefits
Shareprice
Safeworking practise
Abilityto invest
Goodpublicperception
Opportunity’s
Planningandorganisational
Moral
Communication
Policy’s
Safetyculture
Streamlineprocess
Re-structure
Safetyof personnel
Operatorbuy inns
Systemsand machinery
Feedbackanddevelopment
Productivity
Emergencyplanning
Weaknesses
No employeeprogression
Lack ofdiscipline
Poorattitudes
Mistrustmanagement/unions
Slowmoving
Excessivemeetings
Poorplanning
Poorpreparation
No staffengagement
Topheavywith staff
Blameculture
Poorpolicy’s
Poorfeedbackandsupport
Threats
Costs
Social issues
Governmenttaxation
Europeanunion
Jointventures(CHINATobacco)
Legal policy’s
Unionstrikeaction
Wages
Old Vs.Youngattitudes
SmokingLaws
Environmental i.e.floods
Unplannedshutdowns
HSE
E-cigarette
7. Candidate Number BCN7926 Page 6
From the SWOT analysis based on the company, a lot of issues can be seen they are both
internal and external issues, some of the largest threats in recent years are our costs with
the increase in the cost of utility’s, such as gas, electric and the ever increasing UK and
global price of petrol, it has a higher impact on our manufacturing and transportation costs,
that in turn, has to be recouped by the customer or margins could get squeezed, reducing
the overall sustainability of the site, other factors that pose risk to the company but can be,
or could be managed are our internal policy’s, (many are out of date or now irrelevant in
today’s company) better planning and organisation also factor as is how the company
communicates with its employees when making decisions that could affect them personally
and especially during pay or benefit negotiations with the site trade unions.
It is important for the company to deal with its internal issues than can be managed,
however there will always be factors out there (i.e. environmental disasters such as
flooding or social disasters like war) that the company has no control over, but with the
right planning and strategies in place if or when those factor arise they can be effectively
managed allowing the company to progress and survive.
To better understand the other factors that can affect the Eastman Chemical Company, I
also conducted a PESTLE analysis, which looks more at the external factors that can affect
the company, Which can lead to incremental changes or even extreme changes required to
remain completive within the global marketplace.
The PESTLE analysis can be used to make decisions and to plan for future events, as
organizations need to understand the wider factors that can influence the business.
An organization on its own cannot usually effect these factors listed in a PESTLE and
usually those factors does not affect the profitability of an organization directly, but by
understanding the external environments, it is possible to take the advantage and
maximize the opportunities and minimise the threats to the organization. Conducting a
strategic analysis entails scanning these environments to detect and understand the broad,
long term trends’.
Taking learnings from the PESTLE that I carried out based on the Eastman Chemical
Company globally, I found many crossovers with my SWOT analysis relating to Policy’s, for
example government legislation on smoking laws, the global recession, fuel prices and cost
of living, these factors are very real and Eastman needs to understand and be aware of
those whilst developing any future plans
The full PESTLE results are listed over the following pages.
8. Candidate Number BCN7926 Page 7
PESTLE analysis Eastman Chemicals
Political
European union and the U.K future within it
Government taxation policy’s and laws
Employment laws, including work and pensions
Government and worldwide smoking Policy’s
War – Customers based in the middle east and the Ukraine
Economic
Recession, the world wide Global economy
Interest rates
Uk utility’s cost in comparison to the global competitors
Waste disposal cost
Customer revenue from cigarette sales
Transportation costs and fuel duty
Exchange rates the pound versus the Dollar etc.
Social
Attitudes to the work life balance
Life style choices promoting people living a better and longer life
Health and social well being
Cost of living, pay rises in line with CPI
Global attitude shift towards smokers
Filtered cigarettes becoming more popular in poor country’s
Technological
Government and EU investments
New products
Speed of change against competitors
Adaption of new technology’s
Expenditure over rival firms
New ventures – Factory’s in China and the Asian market
9. Candidate Number BCN7926 Page 8
Legal
Environmental penalty’s for chemical discharges
Health and safety at work act
Employer duty of care for all employees
The Blame ClaimCulture
Union recognising and legal strike action
Smoking in public place Act
Uk smoking displays, future of packaging and branding in question
Environmental
Renewable energy
Green policy’s
Rubbish and waste to landfill
The carbon footprint
Discharges
Chemical spills
Asbestos
To keep competitive and meet Changes required to remain at the forefront of our business it is
important to manage the internal and external factors which has caused the change to come
about, there is of course the human factor in change and it is this what need effective handling
and management.
All change must be effectively managed, our site is currently following John Kotters work
from the book “leading change” in which we will follow a 8 step model which can fully
prepare an employee before the vision or change is even created, which means managing a
change will be easier in the long run.
Currently The Eastman Chemical Company is currently going through some restructure
and redeployment of several members of staff with a reduction on some benefits/pay
(pension plans) of which will be companywide, these have been brought on by the external
global markets and other external factors such as better healthcare which in turn has led to
an increased longevity of life and therefore more people drawing on pensions for a longer
period of time, the company is following Kotters 8 step change model, the business is
currently at step 4 looking to move forward to step 5 before the financial year 2013/14
ends.
10. Candidate Number BCN7926 Page 9
Here is how Kotters model is currently playing out.
STEP 1
Increase urgency
Inspire people to move, make objectives real and relevant
In the case of the pension the current benefits are unsustainable for the company,
and could pose a future threat to the sustainability of the site, this has been
communicated, via letters and pension statements, and information meetings
STEP 2
Build the guiding team –
Get the right people in place with the right emotional commitment, and the right mix of skills and
levels.
Working Groups have been formed to look at all pension options for the employees,
looking for better alternatives, the pension teams that have been formed are from
all areas of operations, staff and plant with external guidance from 3rd parties
STEP 3
Get the vision right –
Get the team to establish a simple vision and strategy focus on emotional and creative aspects
necessary to drive service and efficiency.
From all the working group meetings, each idea has been adjusted to fit business
needs, before the most beneficial aspects or the strongest financially robust ideas
are forward.
STEP 4
Communicate for buy-in
Involve as many people as possible, communicate the essentials, simply, and to appeal and respond
to people's needs. De-clutter communications - make technology work for you rather than against.
Creating The vision, as the new contributory will be a financial burden, strong and
decisive leadership is required one on one meets to answer concerns, a door open
policy, but no waffling just the plain facts, the change is essential
11. Candidate Number BCN7926 Page 10
STEP 5
Empower action
Remove obstacles, enable constructive feedback and lots of support from leaders - reward and
recognize progress and achievements.
Empowering the department figure heads to lead the change, be vision ambassadors
reinforcing the change, but accepting and giving constructive feedback.
STEP 6
Create short-term wins
Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish
current stages before starting new ones.
Show how the new pension is performing, how the site is performing in relation to
other Eastman sites, without the significant finical burden of the pension, create
visions for the sustainability of the site
STEP 7
Don't let up
Foster and encourage determination and persistence - ongoing change - encourage ongoing progress
reporting - highlight achieved and future milestones.
Because the old pension system was in trouble, keep the employees up to date with
the new system and inform how it is performing, for their futures, this should be
done via regular information meetings, so if change is required again, the employee
will be more prepared
STEP 8
Make change stick
Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave
change into culture
The final step is, make it permanent, the new scheme will be used in recruitment in
the future, and the sustainability of the site, the short term it may have looked bleak
but the long term goals are what counts
The company needs these changes to happen for continued success and to safeguard the
future of the site, staff and employees.
Most individuals will look at how the change effects them on a personal level and not at
how it effects the organisation as a whole for example looking for short term solutions or
12. Candidate Number BCN7926 Page 11
personal wins such as a bonus or larger than average pay rises versus smaller incremental
rises, with sustainable rewards.
During any transition periods where the employees feel a change will have a negative
impact will fall into the one of the following phases, sorrow anger resistance acceptance and
help Known as SARAH or follow the Coping Cycle (Carnall 1999) within the organisation
most members of the team are on the defence phase of Carnalls coping cycle (see Below)
EASTMAN Employees,
Without effective constructive management moral could become eroded which would
result in a negative effect on production, and ultimately a backward step for the site.
13. Candidate Number BCN7926 Page 12
2.1 An Opportunity for innovation and improvement
FIRE & EMERGENCY PLANS
Background and the Now situation
Eastman chemicals Workington had for a long time a static work force, most of which, were
recruited in the late 60s and early 70s, the plant was in its infancy and everyone had a specific
job role to play in any emergency situations those roles have never really changed.
In the late 1990s and to present day that original work force has been eroded through
retirement. From mid-2002, there was an increased focus for new employees, to replace the
aging and retiring workforce, those operators back filled the existing and the fast becoming
outdated emergency roles, with the advent of a plant expansion in 2008, which increased the
work force by a further 30%, existing plans became almost obsolete and extremely ineffective.
Recently the lack of focus on our fire/emergency plans became even more apparent, with
several issues occurring with disarray and general chaos occurring during fire alarms and plant
evacuations, Many team members are unaware of what emergency role they should be
carrying out in the event of a fire/evacuation alarm, and therefore failing to evacuate to the
assembly point, potentially endangering lives of themselves other colleges and the 3rd party’s
emergency services.
As it stands now if the Emergency alarm sounds, the shift crew of 15 men is instructed to stay
on site in their current role (effectively becoming an emergency crew)
All other personnel approximately 100 to 150 depending on current contractors, the day shifts
admin staff and all other personnel on site during days are to evacuate, to a single assembly
point for roll call and await the fire/emergency services.
On the shift crew, Which stays in situation all 15 members of the crew are expected to
complete specific tasks, unfortunately those roles can and do change (depending on shift
swaps, overtime and sickness,) the shift crew must then await instructions from the team
manager of when to evacuate, the team manager will also be investigating the incident and
account for missing persons, this is made more difficult by the geography of the plant with
operators working in many different areas and those areas change shift by shift, some work
alone or out of quick communication reach.
During our regular health and safety team meeting we discussed the situation of our evacuation
and emergency plans, and the recent failures, it was agreed during this meeting that we cannot
go with this current situation and something must change.
14. Candidate Number BCN7926 Page 13
Strengths
EstablishedTeams
No ManpowerVariant
Set workingroles
New firealarmsystem
New CommunicationSystem
Companysupport
Opportunity’s
RobustStructure
Safetymind-set
Fast response
Medical response
Freshteam
Better utilisationofteam
New thinking
Teamcommitment
Environmental teams
Broadrestructuring
Weaknesses
No firedrills
ProductionRisks
Poorstructure
Lack ofengagement
Too muchtalkingnot enoughdoing
Outdated thinking
Noneproductioninfluences
SlowandinefficientH&S Team
Too quickto congratulate
Blameculture
Threats
Costs
Paperwork
Lackof support
Confusion
Operator buy in
Lackof ownership
HSE
Environment agency
Local media
Government policy
A site initiative of a zero accident mind set and a 100% safety record is in place with a
companywide “all inn for safety” policy, also the current system does not offer a duty of care to
all employees, and is also putting the company both locally and globally at risk, from external
body’s such as the HSE and Environment agency.
To establish what was needed I carried a series of exercises starting with a SWOT analysis based
on our emergency planning and evacuation situation in its current form, see below
Fire Evacuation and emergency situation planning SWOT analysis
analysing the SWOT we can see, the main strengths that we can build on are our established
teams this is important as all shift crews know the areas in which they are working and could be
utilized accordingly the other strength is we have no man power variant as all shift crews have
14 men and 1 team manager this never changes any solution will fit all six shift crews, and with
15. Candidate Number BCN7926 Page 14
the advent of a new fire and communication system, (personal Radios) could give firm
foundations to a new start.
the weakness and opportunity quadrant of the SWOT give ideas for development, with
introduction of new emergency plans it could potentially allow for secondary teams that can
respond more effectively to other emergencies such as chemical spills, and first aid response,
which would in turn give the organization a better duty of care, the largest weakness to
overcome are outdated thinking from a “discuss not do department” which goes hand in hand
with the ability that, the H&S team and some members of the staff team at the Workington site
seem to congratulate a failing policy and firmly point blame at the shift crews for any failure
during evacuations.
Taking those points onboard we built on those issues and carried out a pinpointing session to
drill down to what the issues are, I conducted this with members of staff and production
operators.
The pinpointing session brought up a surprising issue of a staff/ production split, the staff
however, do not have to deal with the emergency situation, and therefor just have to evacuate,
however the production operators do have to deal issues and it in turn is reflected by the low
scores
Our evacuation/emergency plans where we are now?
1 2 3 4 5 6 7 8 9 10
STAFF PRODUCTION/Ops
Asking for an idea per person from the pinpointing session, it became apparent that top three
areas for improvement fell under the following main categories, the top three are as follows
Our Policy’s
Currently our policy does not fit the needs of the plant or meets the needs of company, within
its Objective of “safe hands & All in For Safety”
Our Attitudes & Expectations
Giving ownership and obtaining operator buy inn is essential for the site going forward, to win
the hearts and minds of the production team acting as the emergency crew, they must know
what is expected of them on any given day
PerfectNow
where
near
16. Candidate Number BCN7926 Page 15
Training and communication of the new procedures
All operators will require retrain either refresher or full package depending on how much the
improvement plan deviates from what is currently in place
2.2 Justification of the improvement
The site at Workington, is Old by chemical manufacturing site standards, (40 + years) but the
processes in place still work, and works effectively (the Workington site is recognized as a
company leader for quality), but the market is competitive both internally with cheaper
manufacturing plants in Asia and externally by squeezing margins from fierce competitor
rivalry, therefor any lost time from production down periods due to avoidable actions, such as
fire alarms or even false alarms, could compromise the site and is long term sustainability.
There are many reasons to justify the change; both internal and external justifications are a
factor in the planning of a change.
the internal justifications comes from within myself, as I as the Team manager am responsible
for the People and the Plant, whilst I am on duty, it’s that duty of care I have internally centers
my own need to justify a change within the emergency procedures, but not only that I feel a
plan is justified by the operators will to change and the want to feel safe within the working
environment.
Internally within the company, the need to change is justified; see SWOT in section 2.1 we can
see internal factors such as lack of fire drills, poor planning, and the internal policy’s all point to
a justification for a change.
External justifications that also apply and can also be taken from the SWOT analysis, they are
the likes of the government body’s such as the HSE, and the Environment agency, all of which
have a vested interest in the plant (see stake holder analysis in section 3.1) to further
understand the path forward it’s important to understand the implications of an inefficient
emergency plan, those factors that I have derived are as follows
Moral implications.
How does the company justify not having efficient emergency team, which could put the Site,
People and the environment at risk, bearing in mind the chemicals used in the process, there
are many people who would suffer greatly in the event of a catastrophic event that was not
addressed correctly.
17. Candidate Number BCN7926 Page 16
Financial implications
If there was a catastrophic event (such as fire) at the site, it could without control or proper
response result in total loss of the production buildings, resulting in millions of pounds of lost
production and ultimately potential closure for the site,
But this must also be balanced against false alarms (7 last year) as production can be stopped
almost instantly, it cannot be started the same way, as requires a minimum of 48 hours to
reach full operational strength but it can take as long as a week.
Social implications
The site at Workington is relatively close to two villages and a large town in a relatively small
area a loss of the plant or an emergency situation could have huge repercussions for the
surrounding areas, be it environmental or economic impact.
Legal implications
It is essential we provide a duty of care for our operator’s staff and contractors, and adhere to
the HSE and the environment agency rules and regulations and laws. With effective dealing of
situations that could arise at any-time as the plant is a 24 hours 346 day production facility.
Eastman Chemical Company, corporate message is about working in “safe hand” and “all in for
safety” which essentially means that in working for the company, we will be provided with a
safe working environment, and the all in for safety is about encouraging an environment that
encourages each and every one of its employees to be responsible ambassadors for safety,
both theirs and their collogues and be able to stand up and be accounted for.
With the corporate message in mind if we look at those implications of getting it wrong or
having a poor system again, it is easy to justify the need for change on those factors and those
needs are.
Moral implications. The moral implications, mean that in the event of an emergency we
know the company has done its upmost to protect the people the environment and the
chemical plant, if a plan is right then there would be little if any moral implication.
Financial implications The Company’s finical investment is better protected; a strong
plan could be followed in the event of emergency situations such as spills and medical
emergency could be dealt with more efficiently, with the structure that if a false alarm
occurs production could be protected resulting in no risk of down time due to
evacuation plans, or in the event of chemical spills they can be dealt with effectively
without risk to the environment and subsequent fines that would likely follow such an
incident.
18. Candidate Number BCN7926 Page 17
Legal implications The Company’s legal standpoint would be fulfilled compiling fully to
the HSE and environment agency laws.
2.3 investigation and developing options
The first step in developing any sort of plan is to establish some form of foundation to build on,
and develop from there, they are many essential elements to consider whilst formulating an
options and developing ideas.
I have liaised with various departments and with the site leadership team to first come up with
key points that must be incorporated into any plans before any final options could be
considered or piloted.
The Site leadership team (SLT) has insisted these following objectives are met.
o The Shift Crew Must also act as Emergency Crew with existing roles which are
Emergency Crew Leader – responsible for the full site
Appointed person for roll call x2 – carry out roll call and report missing persons
Lift person x2 – check both lifts for personal
Runner x2 – liaise with security control for current role call list
Fire pump person – man the pumps ensure water pressure
First aiders – await instructions
o Any new plans must also take into account production risks and protection
o The plans should be used across all 6 shift crews
o Any plans should be passed by our H&S team
o Must be robust enough to cover shift swaps, overtime and sickness
These factors had to form the back bone of any plans put forward, but to generate options we
had to build on what we knew was the consensus from the pinpointing session.
The first step was to facilitate a brainstorming session using Ishikawa fishbone model, to find
why our evacuation plans don’t really work right now, this was an excellent way to gather
primary data, and gauge opinions of group members.
Ishikawa’s Model worked well in generating conversation and ideas that could be built up on,
most of it focused on people, the policy’s and methods in place (see appendix 1 for details) to
get a different aspect of why we didn’t work well.
19. Candidate Number BCN7926 Page 18
From the evidence established in the pinpointing session of a gulf between the staff and the
operators with regards to the emergency planning and evacuations, I thought it would be best
to carry out two separate sessions, one for production operators whom will make up an
emergency crew, and the other for staff that just have to evacuate or not deal with the
emergency’s, because in a staff opinion the current systemis a system that seems to work,
their session was carried out in the reverse brainstorming fashion, asking how to make an our
systems worse and then flipping it round.
Gathering more primary Data, I contacted the Cumbria fire service to see what there policy is
when dealing with a call to our site, they stated their main focus was protection of life, so the
first factor they would always want is to know if everyone is accounted for, everything else is
secondary to that.
I have also spoken to my counterparts in our sister factory’s in North America and in South
Korea, about their emergency plans, there plans are very different to ours and so is their plant
layout, using various alarm for various buildings. The systemwould not work within our site
purely because of the topography of the Workington plant.
Gathering secondary data, I visited the HSE website although we are unique in what we do in
the UK, the fundamentals of a chemical plant apply, the HSE had a study into chemical plant
incidents that had resulted in losses in excess of 50million pounds, one factor that arisen from
the study was a lack of adequate control and evacuation systems. I also gathered information
from local manufacturing and process plants in the area, to establish what safe systems those
companys use.
With all the primary and secondary data established options could be generated to move the
innovation forward.
20. Candidate Number BCN7926 Page 19
OPTION 1
Zoned evacuations
A new alarm system is currently being fitted a solution could be to have a multiple alarm
system in place, across all floors and in all areas of the plant, the alarm system could be
configured to sound a “two tone” or intermittent alarm, allowing operators working just in that
area to take up the emergency role required, and either investigate or evacuate to the various
assembly points, until further instructions are received.
This systemwould allow the team manager to investigate and then contact the security control
room to order a full evacuation and contact the fire services if required or silence the alarms
and announce an all clear tone or false alarmtone
In a full plant evacuation a single tone alarm would sound and the entire plant would have to
evacuate to the relevant assembly point, a 3rd alarm could sound for potential spills as a
warning.
The emergency crew roles, would be unchangeable and, would become as essential as
operators own specific job skillset, in which a shift swap or over time could only occur if
someone had the same skill sets, for example a, Roll call leader could only swap with someone
with the same job role and emergency role.
The shift first aider must carry a radio, at all times
Pros
Production would likely not be effected badly as the alarms would be area specific and not all
operators would need to evacuate, the emergency roles that the company require would be
fully covered by only allowing swaps and overtime with the same skill set people
Cons
With a plan like this in place there is a real risk of confusion with various alarms sounding, what
happens if something happens to the team manager, who tells the plant to evacuate, and
although there is no direct risk to production, there is a secondary effect, as the systemwill not
allow, different emergency crew members to cover overtime, which could mean sometimes
shifts may be short on manpower
21. Candidate Number BCN7926 Page 20
Option 2
Situational planning
A single one tone evacuation alarm, in the event of an alarm the full site evacuates to the
assembly points for roll call the shift crew would still fall into the emergency rolls but, they are
not defined by the operators job title, but buy the role they are playing on site on that day,
effectively situational fire evacuation plan,
The plan will have LARGE poster size “know your Role” (see example appendix 2) in multiple
locations and in habited plant areas, this will detail who does what in the event of an
emergency evacuation, at the time of evacuation operators can quickly glance at the poster,
establish what their roll is and carry it out efficiently these posters are to go up in canteen and
control room areas,
On the poster it should state clearly what each role entails and what is expected of that
operator within that role, this could incorporate spill and medical teams as required
The first aider is to liaise with the team manager for incident investigation; the guard will
contact the fire services, regardless as the alarms will not be intermittent.
First aiders must be visually be easier to identify due to number of overseas drivers
PROS
This systemallows for shift swaps and overtime, to be effectively covered it is also very straight
forward without the risk of confusion, it would lead to a quick and effective evacuation, the
cost would be minimum, as the new alarm systems would not need modification, the team
manager would not be alone during incident investigation.
Cons
This systemhas little protection for the plant and machinery, as the all-out policy is in place no
one could see any potential risks to equipment, there is a risk of shutting machines down vs.
leaving them running, un monitored, there is also potential for extra issues with the all-out
system as the assembly points would be hugely over crowed, and difficult to manage, on day
shifts while staff are present.
22. Candidate Number BCN7926 Page 21
Option 3
In and out plan
In this system single alarmsounds everyone including the shift crew and the team manager will
leave the plant, as normal the Operation Shift Crew becomes the Emergency Crew. The
expectation is that if you hear the alarm on shift you will all immediately go to the assembly
point so that you can be accounted for, the difference being the assembly point will be split
into six service areas (see appendix 3) once the operators are accounted for the operators with
a designated role are to liaise with the Shift Team Manager to determine if it is safe to go back
onto the plant to carry out the emergency role, anyone carrying out a designated role must
carry a radio at all times.
The designated roles from the Emergency Procedure are unchanged
o Emergency Crew Leader – responsible for the full site
o Appointed person for roll call x2 – carry out roll call and report missing persons
o Lift person x2 – check both lifts for personal
o Runner x2 – liaise with security control for current role call list
o Fire pump person – man the pumps ensure water pressure
o First aiders – await instructions
But additional role has to be added “production safety” – x 2 operators whose role it is to
ensure the moving machinery does not become a risk to the returning work force.
PROS
No confusing signals, or alarms, minimum risk to all personnel the team manager does not
investigate ideally allowing him to assess safety risks before investigation and talking a lager
team with him if required, a larger assembly point is beneficial with reporting lines through
department heads in the pens, will allow for quicker establishment or who isn’t present
CONS
Operators are expected to leave the plant, for accountability before carrying out emergency
tasks, this could lead to operators trapped in lifts and fire pumps not running as they are
unmonitored, it still relies on a judgement call by a team manager, to send people back into a
building that could potentially be a huge risk, there is a reliance on radio communication, and
no defined roles.
23. Candidate Number BCN7926 Page 22
Option 4
Combo
A taking elements from option 2 and 3, a single fire alarm sound with site wide evacuations, to
the split assembly point, all personnel are to go immediately to their area for roll call, apart
from the shift crew, who will follow the situational poster(appendix 2) and evacuate, safely
checking all systems as they leave the team manager accompanied by one of two first aiders
will investigate the incident, the team manager will be carrying personnel radio, the shift crew
as it evacuates, it will check lifts and lone working areas, arriving at assembly point for roll call,
The team manager can establish if it is safe to reenter building, sending in an emergency crew,
to avoid machinery breakage or to emergency stop all lines to stop potential fuel for a fire,
The situational roles can be used to fulfill spill teams and medical teams all team members must
carry radios
Pros
Taking the best elements from various plans, the systemis robust to stand shift swaps, and easy
to follow for new and set in their way operators, the systemallows the team manager to
concentrate on the task of establishing a cause, whilst a roll call is carried out, as the team
evacuate, there will be no risk of personnel trapped in lifts or unmanned areas, as they will be
checked as the operators pull out
Cons
This systemwill require a double outlay, for new assembly point signage, and an outlay for
posters, there is a reliance on radios for communications, which would have to be put into the
UPS power supply
24. Candidate Number BCN7926 Page 23
2.4 Evaluation of options going forward
To evaluate which option was the most likely suit, I carried out a feasibility study on which
option would be preferential to operators and staff alike.
To assess the feasibility and to comply with the SLT directive, the 4 systems developed where
brought up at the monthly H&S team meeting, with a brief of how each systemwould or could
work, costs where not discussed in detail, at these meeting just a theoretical discussion on the
any plans going forward
The health and safety team meeting consists of the following people –
2 health and safety managers
All 7 members of the Site leadership team
A minimum of 2 team managers
2 union safety representatives
A minimum of 3 operators
These represented a broad spectrum of the work force, and is equally balanced with production
versus staff,
The results of a vote where as follows
OPTION – 1 –
Received 2 votes, general concern was raised for the following reason, was confusion
and an over reliance on team managers
OPTION -2-
Received 4 votes, the general consensus was this was the best option, as it was clean
and robust enough, and also very simple, some negative came about due to the lack of
protection for the plant during false alarms, as operators would be out of the plant
OPTION -3-
Received 5 votes, this system was also popular due to the fact it was simple and offered
plant protection, it had no set emergency roles and the reliance seemed to point to the
shift team manager to determine those roles after evacuation
25. Candidate Number BCN7926 Page 24
OPTION -4-
Received 6 votes, this was a popular choice, but had the expense of two elements, which
were not discussed, but were a underlying issue
to affirm the options going forward, I also issued a basic questionnaire, detailing the 4 options
going forward, this was communicated site wide via email, the system allowed the operators
and staff alike to digest each option and vote for the option (via the outlook vote button) that
they thought was most viable, (see copy of email in appendix 4)
The voting had a return rate of approx. 40% accounting for 66 personnel of 167 with the results
as follows
The questionnaire results
confirmed that 32% where behind
option 4 and felt it was the most
feasible, going forward; I
confirmed this by carrying out my
own ranking and rating matrix
seen below
Ranking Matrix to help decide which option most appropriate emergency plan is for
Option
Has
Minimum
cost to the
company
Fulfills
obligations
to SLT and
HSE
Protection
for
equipment
Or
production
Buy-in from
site
leadership
and
operators
Robust
enough to
withstand
swaps and
OT
Total
score
1
Zoned areas
evacuations
2 5 2 3 2 14
2
Situational
planning
4 4 1 3 5 17
3
In and out
3 4 4 3 2 16
4
Combo
2 4 5 4 5 20
OBJECTIVES SCORE 1 to 5
OPTION 1
OPTION 2
OPTION 3
OPTION 4
26. Candidate Number BCN7926 Page 25
To manage the risk in this option I conducted a risk analysis on the most viable option see what
risks are likely to be faced by this new more feasible option the risk plan looks at several factors
and is graded High medium and low, depending on the perceived risk to the project, the
potential benefits must outweigh the risks
The Cost of option 4 has its own financial burden, the new radio systems were purchased for a
role out in future projects, the connection to the uninterruptable power supply, the cost of
signage,posters and new assembly point areas all need to be factored against the possibility of
this system not working, to give a risk value of failure, a breakdown and risk costing are.
Radio System – £61000
Connection to UPS – system- £2100
New assembly point signage x 6/posters and concrete pad - £4900
Total Cost £68000, verse the risk of failure, which could be estimated at 25%, this is due
to number of factors found in the force field analysis (Kurt Lewin 1951) detailed below,
giving risk value of £17000
Risk Identified
RISK
H-M-L
Risk mitigation plan
Human Risks – confusion, and change to
working practice
H Training required to eliminate the risk of human error
Change in procedure, and policy time to
adapt as required
M
Time will be required, for new systems to take place, must be
expected to have a rough start
Technical challenges of getting the roles
right on posters, sonooverlap onroles and
responsibilities
M
Careful planning of rolesexpectedso essential roles suchroll call
have contingency if crossover with appointed first aider
Behaviors, operators and first aiders must all
carry personal radios
M
Radios must be treat as PPE, and relevant actions taken with
personnel whom, don’t carry them, random radio checks to be
introduced
Communication from senior management L
Issuesto be raisedin the morningproductionmeeting, feedback
on how role calls and evacuations are carried out to be
communicated via new review system
Equipment – false alarms H No systems to be shut down without TM confirmation
Time delayfrom slow moving departments L Steering team in place, to help transition into new systems
Overt Criticism from other departments
M Opportunityfor discussion, and evolutionof systems as required
The Blame Culture
M
Allow time for system to adapt, do not blame, but coach if
mistakes happen in the short and long term
A new fad, getting the belief back,
L
All shift managers, to buy in and deliver message that new
systems are here to stay, but take any feedback and use it.
27. Candidate Number BCN7926 Page 26
Lewin’s 1951 – Force field analysis
Forces opposing change Forces supporting change
As you can see both sides are equal, giving a static situation but by highlighting what the
problems are we can reduce the opposing factors, such as highlighting the threat to the
organization of doing nothing and that could lower the opposing force dramatically which will
lead to an improving situation as opposed to a static situation.
Option 4 is the final solution going forward for pilot and test.
A SITE
SAFETY
SYSTEM FOR
SAFE
EMERGENCY
RESPONSE
Cost of the change
Unable to see the threat
Slow reactions from H&S
team
Not my idea “don’t care”
Existing standards
Legal
Environmental risks
Operators will to change
Site leadership
Social – “dutyof care”
Protectionof equipment
Productionvs. false alarms
Always a compromise
5
3
4
3
2
5
3
5
4
5
5
3
3
28. Candidate Number BCN7926 Page 27
3.1 – Change management and stakeholder analysis
To develop a change management plan it is first essential to carry out a stake holder analysis on
the organization and map out the relationships between each stakeholder and the company.
stakeholders fall into two distinct category’s, Primary and secondary, the primary stakeholders
are people or groups or organizations, that have direct first party interested in the company
and the secondary stakeholders are indirect, there is no magic list of stake holders, for each
organization they will be different.
Below is an account of the stakeholders identified for Eastman Chemicals Workington,
Primary – Stake holders
The Employees – have direct effect on any changes within the company, every change will
physically affect them
The Leadership Team – commissioned any work and ultimately steer the company in the right
direction, they are the decision makers.
On Site H&S team – responsible for all actions on site to do with Health safety and security, they
are ultimately responsible for everyone’s well being
HR. - Department- all polices relating to the plant and the wellbeing of its employees must be
past of through the HR. department before policy’s can be amended
The Government & Laws– taxation, energy bills and employment figures for the area all effect
the government statistics, having large Multinational Corporation, in an area with higher than
average unemployment offering potential long term employment will always be a win for the
government,
Environment Agency – will always have a vested interest in chemical plants as what they
discharge could potential damage the environment and the wider environmental ecosystems
H.S.E-the health and safety executive, interest lies in the wellbeing and the safe operation of
the plant, and ensuring specific H&S laws are upheld and adhered too
UNIONS- have vested interest in the safety and security of its members within the plant, and
the long term employment at the site
Customers – the customers demand quality and reliability, in an environment where the
demand for the product out strips supply, any downtime could be catastrophic for business
relations and the sustainability of the site.
29. Candidate Number BCN7926 Page 28
Contractors – external contractors, from electricians to small engineering firms relies on the site
for income and employment, going hand in hand with the government employment statistics,
Suppliers – external materials which require processing, all come from local business, supplying
a large percentage of cash flow
Transport – local firms, distribute goods all over Europe, many have built up businesses solely
on the demand of the company to supply Europe.
Competitors – in competitive market competitors become stake holders in the company,
watching and analyzing the organization for opportunity’s to seize, and capitalize on the
company’s weakness, or mistakes
Shareholders- all shareholders look for a return on their investment with the fibers business so
lucrative for the company, it is essential it performs well,
Secondary Stake Holders,
Family’s - although not directly involved with the organization, the families of employees can
also feel the effects of change.
Local Shops/businesses/pubs/social clubs – the general economic environment relies on money
earned being used within the local area, thus supporting the local economey,
Highways agency Power Company’s – new bridges, roads and clean power supplies have all
been set in place and maintained purely because, HGVs require good access to the factory at all
times, without the factory infrastructure could suffer.
The local community – local factory supported by 5 towns within the area, all employees from
the factory are based at or are originally from these communities, without the factory “honey
pot” the chances are employees would have to move away to find equally paid work.
Housing developers – house prices in the area are relatively high, without the infrastructure and
the originations offering good long term prospects these prices would surely suffer
Local Media – always has some interest within the plant, from pay discussions to recruitment
drives all reported in the local media
Schools- relies on the community and social security of employment in the area, the future of
the company could be within those schools, Eastman also supplies local schools with older
model PC, Laptops and science equipment usually for no fee
30. Candidate Number BCN7926 Page 29
Local Residents - noise, light pollution, and environmental discharges all could factor for local
residents,
It is possible to map out how stake holders relate to the company and to each other this can be
used to establish any possibilities for conflict, Mapping out who the stake holders are and how
they can interact with each other is a useful tool to see where potential conflicts could arise, for
example looking at the map, local media could cause potential for conflict as it will report on
environmental concerns and emergency situations all of which could give a bad impression for
customers and shareholders, other conflicts can arise from competitors contacting suppliers or
customers
Stake Holder interaction map
Eastman
Chemical
Company
Employee Environment
agency
HSE
Contractors
Government
Suppliers
UNIONS
Customers
Emergency
services
Competitors
Share
holders
Families
Local shops
Highways
agency
Local
commun
ity
Local media
Schools Local
residents
31. Candidate Number BCN7926 Page 30
High– LOW – Satisfy
Productionemployees-theneeds must be
met and communicated at all times, to keep in the
loop
Emergencyservices –must becommunicated
with for roll out of any plans, feedback to be taken,
but not essentaily acted upon
Environmentagency – new systems must
satisfy environmental laws, communication essential
Local Government– needs to be kept up-to-
date on any changes to the plant
HIGH– HIGH– Requires engagement
Site HealthandSafety team –
knowledge and influence in this area are
essential for the project to moveforward and
include additional tasks
Site leadershipteam– the final decision
lays with them, all plans to meet their approval
TheHSE – all plans must fulfil legal obligation
to the HSE rules and regulations and offer a duty
of care
HR. department –new policy’s to be put in
place, communication will be minimal as final
approval will come from SLT,who will instruct
policy change
TheUnion-new polices to be passed and
systems inplace as a courtesy it is essential to
keep the union informed as they have high
influence of the employees,
LOW – LOW - Monitor
Contractors – has little influence on site, has
to obeyed by Eastman rules and regulations
Localcommunity’s – monitor for
complaints from firedrills etc., avoid the risk of
moving up the importance chart
Local Media– only becomes a concern if
anything newsworthy happens
Shareholders- no direct influence on the
systems inplace right now, share price could be
affected in an emergency/plant loss
Identifying the key stake holders
From the map and analysis of the stakeholders it is possible to establish who the key stake
holders are and what expectations are to be achieved this can be carried out using the stake
holder analysis tool, some secondary stakeholders do not need to be taken into account (in this
case) for the preparation, of the planned option, I have taken this into account
The key stake holders, and the expectations that fall into the High influence and High
importance quadrant, of the map, require the most focus and communication, the H&S and site
leadership team have laid out their expectations, summarised
FIRE AND
EMERGENCY
PLANNING
Low influence HIGH
LOWimportanceHIGH
HIGH
32. Candidate Number BCN7926 Page 31
“The site emergency plans are to be developed by using established teams, for a safe response
to emergency situations, without compromising production, and to fully meet the SLTs detailed
expectations, and must be rolled out across all shift crews, any system will be piloted by Shift
Crew E, in conjunction with the site H&S team, and the emergency services, before the green
light for roll out is finalised all plans must fully meet or exceed HSE guidelines, and ensure a duty
of care is maintained for the operators and the staff alike, with plant and environmental
protection as a key to ensuring success”
Change management plan
To move the project forward a change management plant must be formulated and adhered to,
to ensure any changes run as smooth as possible, and obstacles can be overcome a change
management plan requires SMART objectives to ensure success a detailed change plan is
accounted below.
Fire and Emergency Planning,
Change management plan
Objectives
To introduce changes to the fire and emergency response plans, to ensure a smooth transition
from the existing plans to the new roles, the system must fully meet the following specific
objectives
o The Shift Crew Must act as Emergency Crew with existing roles which are
Emergency Crew Leader – responsible for the full site
Appointed person for roll call x2 – carry out roll call and report missing persons
Lift person x2 – check both lifts for personal
Runner x2 – liaise with security control for current role call list
Fire pump person – man the pumps ensure water pressure
First aiders – await instructions
o Drills regularly be assessed and risks to production managed
o The plans should be rolled across all 6 shift crews
o Any plans to be passed and assessed by Site leadership, HR., H&S team, and unions
o Must be robust enough to cover shift swaps, overtime and sickness
o Must meet HSE standard and be implemented before 30/4/14
33. Candidate Number BCN7926 Page 32
o Must be used in conjunction with fire services exercises and fire drill. Medical drill and spill
assessment.
Core Resources required
Change team, roles of specific members are as follows and to be assembled and position
12/12/13
Change Initiator/manager
Stuart Rogerson – Shift Manager Crew E –
Role, assess the need for change, regarding potential impact, required resources and pre
implementation cost estimates, assess the risk involved in the change and possible back up
plans/ if the change fails, build a team for change
Change Advisory Team
Site Leadership Team - & Site Health and Safety Team
Role, to assess and give authorisation for expenditure, and organise relevant works, to assess
the post change potential and feedback concerns to Change initiator/Manager for review,
Change Testers
All Shift Crews - 84 Operators + 6 shift managers
Role – Follow new System from start to finish simulation of 3 types of emergency, Medical, Spill,
and Fire Evacuation. The system is too watched by 3rd party to assess benefits and possible
changes going forward.
Change Review
Health and Safety team – Proctor & Jackson, along with union safety representatives
Role- To review in conjunction with the change initiator/manager the impact of the change and
assess the possibility of entire plant role out and or future modifications
Change area assistance – Tunstall – Medical – Thornthwaite - Spills Role – to manage two
other key roles in the emergency planning, responsible for monitoring and implementation of
the 2 additional roles, specified by the SLT, of having specific Spill team and medical response
team
34. Candidate Number BCN7926 Page 33
Stakeholder Management plan
KEY
Constant communication via meetings, email, daily, weeklybyproject lead
Keep informedbi – weeklycommunication and accept feedback via project lead
3rd partycommunicationvia relevant cascading of information to keepproject leadfree
Stuart Rogerson
project lead
Health and
Safety team
HSE
Site Leadership
team/Change
advisory team
HR. department
Unions
Environment
agency
Emergency
services
Production
operators
Contractors Local mediaShare HoldersLocal community
Low influence/low importance Low importance/High influence
High importance/low influence High influence/High importance
Area assistance
35. Candidate Number BCN7926 Page 34
The 4 stage planning and implementation of key emergency roles, Is broken up into 4 specific
sections the idea being a bite sized portion minimises risk of a huge site role out of all new
plans causing confusion, this can this way be Rolled out and assessed individually
Stage 1 Fire and Evacuation Roles “situational” – 2 month role out – 01/02/14 – 4/03/14
Objective
The role out of the first stage of the system, new assembly point signage and new fire alarm
systems to be installed and tested mid-January 2014, situational roles developed by change
manager and implemented on a temporary basis on , pending successful completion of tasks
Roles to be reviewed with the operators by manager by way of a questioning operators on what
specific role they would play if an emergency was to happen “today” feedback must be given to
the operators so they know the importance of their “role”
Concerns
Time will be need for this routine checking, and allowance for human error, this will need to be
accounted for in assessment of operators understanding of their specific roles
Risks
Initial costs are involved, regardless of success, new signage for the spilt assembly point is
already in place at the cost of £4900, additional costing of large posters are required, the
possibility of teething trouble with the new fire alarm system may result in false alarms,
Success criteria
Before moving forward the following benchmarks must have been achieved
Successful bench mark test, of full evacuation and accountability in under 15mins
All posters implemented in habitable areas – (temporary)
Spot training procedure on all emergency crew operators
No unaccounted personnel on test days
Each crew able to respond to scheduled fire drills
No production loss or damage to equipment and machinery
36. Candidate Number BCN7926 Page 35
Stage 2 First Aiders and medical Response – 1 month Role Out – 5/03/14 – 4/04/14
Objective
The second stage will be to build on the situation roles with the introduction of first aid
response teams, that utilise our specialist Defib trained operators and the introduction of all
first aiders to be readily identifiable from the other operators and have, their own personal
radios.
Concerns
New systems to be implemented that have not been tried before, changing habits is often hard
to do and will require additional reinforcement, only two first aiders per crew
Risks
Operator buy inn is a factor in the risk, new uniforms have been made and passed over to the
first aiders, adding to the cost, and the new system will require a drastic change from the
perspective of the operators due to the nature, of the previous task.
Successes criteria
Before moving to stage 3 the following must have been attained
All situational posters reviewed and roles “firmed up”
All personnel that have radios carry radios, checked via radio check sheet
New first aider uniform role out and full compliance
First aiders to respond to a scheduled emergency drill, response times recorded
Shift crew must now be able to respond to “blind fire drills”
37. Candidate Number BCN7926 Page 36
Stage 3 Spill Team 1 month roles out – 25/03/14 – 25/04/14
Objective
Defined emergency crew spill team to asses and deal with environmental spills, made up of
shift team members and fitting into the situational emergency crew model
Concerns
The final of the 3 stage plan adds one final tier to the situational plan, the eye may be taken of
the ball, from the early roles that will have been developed and established
Risks
Operator buy inn becomes a risk factor once again, spills are often messy and difficult to clean
up, again this is a drastic chance from normal operations and will require monitoring, as spills
are very rare, this may not be tested in a real world environment very often.
Success Criteria
Before moving to the final stage the following criteria must be achieved
100% compliance from fire evacuation alarms
100% Compliance on radio checks first aiders
Able to respond to both medical and fire evacuations without hesitation
Spill team able to respond to “planned emergency’s”
Stage 4 – continus Review – and improvements – 14/04/14 - onwards
Objective
All systems required to be in place by 30/04/14 all the shift crews from that date will have a
scheduled test drill for all three areas, (Medical, Fire, Spill) and unscheduled simulations,
involving emergency services, all shift crews to be involved, and evaluation results recorded
Concerns
The blame culture could come to the for front once again, this needs addressed and turned into
a constructive, balanced review both objective and subjective
38. Candidate Number BCN7926 Page 37
Risks
The largest risk is each shift crew, playing each other of, rivalry can be healthy to a extending
but too much so could lead to deliberate sabotage of another shift crew, reviews must take into
account the human factor and look at the bigger picture,
Success Criteria
In this final stage
100% compliance in all areas of emergency response including personal radios
One emergency in conjunction with emergency services to take place
All crews must respond to unplanned emergency drills in under 7mins
All “situational roles” to be set after operator and SLT assessment
The Detailed proposal
To introduce a more robust situational fire evacuation plan, the plan will have LARGE poster
size “know your Role” in multiple locations and in habited plant areas, this will detail who does
what in the event of an emergency evacuation.
The emergency crew task will be defined by what production job roll an operator is currently
on, (see a proposed example poster appendix 2)
The idea being that if the evacuation alarm sounds everyone should evacuate, this should also
be communicated with a press of the red emergency button on the radio by the team manager
and order an evacuation of the facilities
At the time of evacuation operators can quickly glance at the poster, establish what their
designated emergency role is and carry out the role efficiently these situational posters are to
go up in canteen and all control room areas, the posters can be area specific once confirmed
and must be minimum A2 in size.
On each poster it should state clearly what each emergency role entails and what is expected of
that operator within that role, the following is the roles and duty’s I envisage to make a safe
plant evacuation, but these can be adapted to suit following testing.
39. Candidate Number BCN7926 Page 38
For example
Baler area roles
DOFF SHEET – Roll Call Leader
The roll call leader will evacuate to the relevant assembly point (TOW), as the roll call leader
will be the Baler Doff sheet man, he will also on evacuation take the baler radio (347) and have
exclusive contact with the Team manager
EXPANSION SHEET– Roll call Deputy
The roll call deputy will also head to assembly point tow and begin preparation for roll call, he
will also be able to account for who was on what task, within the baler area such as who the
runners are and relief men,
PUT-A-WAY – Runner
On hearing evacuation alarm, head to guard room, via assembly point and retrieve roll call list
of all people on site and return to assembly point , giving all paper work to roll call leader.
SCALES – Runner 2
The 2nd runner will head to guard room via assembly point and liaise with fire services direct
fire services to incident, maps will be available in the guard room, return to guard room and
await further instructions and or appliances
LAB OPS – first aid relief
Relive any first aiders that may be caught up in other emergency tasks to concentrate on their
first aid duty’s (first aid list will be next to the “know your role” poster
FIRST AIDER – Team manager Support
First aider to lease with team manager, he must have his radio and medical bag for
investigation purpose to the source of alarm, and take over from team manager in event of an
injured or incapacitated Team manager,
FIRST AIDER 2- assembly point first aider treatment
First aider should take medical equipment to assembly point with the view of treating walking
wounded should be identified by hi vies green jacket and new uniform(supplied in personal
medical bag detailed later)
40. Candidate Number BCN7926 Page 39
Spinning operators
TOP DECK, - north lift check
Summon lift to 2nd floor/open lift doors and secure by locking off if the lift doesn’t respond, try
to locate which floor it’s on, and determine whether there is anybody trapped inside. Evacuate
via stairs nearest to current location and head to assembly point.
Inform roll call lead if unable to secure lift.
MID Deck Operators – Relief as required for first aiders
Relive any first aiders that may be caught up in other emergency tasks to concentrate on their
first aid duty’s (first aid list will be next to the “know your role” poster)
BOTTOM DECK – Plant protection
exit to assembly point for roll call, must have bottom deck radio on his person at all times, must
be prepared to enter production building for plant protection, once shift-manager confirms it is
safe to do so, the bottom deck operator is only to protect moving equipment from becoming a
hazard and causing injury’s to returning operators,
Crimper Dryer operator (CDO)
DUTY CDO – Retrieve hard copy of clock cards
Collect clock-cards from ‘clocked in’ side of rack Evacuate via nearest exit and take cards to the
roll call operator at the assembly point. This is to back up in the event of any possible computer
outages
BACK UP CDO – Plant Protection
exit to assembly point for roll call, must have CDO on his person at all times, must be prepared
to enter production building for plant protection, once shift-manager confirms it is safe to do
so, the CDO must be paired with the bottom deck spinner and maintain radio contact the only
duty is to protect moving equipment from becoming a hazard and causing injury’s to returning
operators,
Dope Support team
Delta control systems operator – SOUTH LIFT CHECK
Summon lift to 3rd floor/open lift doors and secure by locking off if the lift doesn’t respond, try
to locate which floor it’s on and determine whether there is anybody trapped inside. Evacuate
41. Candidate Number BCN7926 Page 40
via stairs + nearest building exit to assembly point, Inform Shift Coach if unable to secure lift
Evacuate via stairs nearest to current location and head to assembly point.
Utility’s operator– Man fire pumps
Collect radio from Utilities control room Go to fire pump house and check that fire pumps are
running, if required. If there is no electrical power, be prepared to start the diesel pump from
batteries/hand-start Inform the Shift Coach via radio that firewater is available.
PATROL MAN – relive first aider if required
Relieve First Aider from fire pump house if REQUIRED evacuate to assembly point and
Shutdown distillation at E-Stop near acetone tank bund or Utilities D.C.S graphic, if deemed
appropriate (e.g. visible flames or smoke or instructions from Shift Manager or Dope Area
Engineer).
This systemis robust enough to withstand shift swaps and overtime cover, while remaining
very simple in its execution,
Keeping communication simple and effective will be the key; during any plant evacuation or
incident it will be essential for the radios not to become jammed, as people communicate with
the emergency crew leader.
To exercise this all operators that have tasks to complete must on reaching the assembly point
tell the assembly point roll call operator if there are any issues such as persons trapped in lifts
etc., and of course if people are missing,
To save the possibility of jamming the team manager’s radio, only the assembly point role call
operator will exclusively report to the Team manager whilst he is out in the field investigating
the source
Additionally all fire doors will have closest exit to assembly point marked with the escape
routes highlighted operators will be expected to leave through the nearest escape route and
not the nearest to the assembly point.
Fire system alarms to be tested every MONDAY and FRIDAY to give less time between tests
(due to our shift system) so operators are used to what the evacuation alarm sounds like.
42. Candidate Number BCN7926 Page 41
First Aiders
All production first aiders must carry a radio, should be treated like our safety equipment, and
required on a first aider at all times
The First aider radio to be reprogramed to 999 or 911,
All first aiders must be clearly identifiable (NEW UNIFORM ROLE OUT)
New first aiders required for Crew D, Crew B, and Crew F to allow better accessibility, as
utility’s/dope operators will require relief before they can attend a casualty delaying what could
be valuable response time.
Small medical Lockers to be installed in production areas, first aiders and only first aiders to
have a key, all personal or generic first aid kits kept in lockers in production areas in also each
bag to contain a hi visibility first aid green bibs to be worn on plant evacuations, and also
contain a plant map for evacuations and team manager liaison,
In the event of a medical emergency, such as a collapsed person, the red emergency channel
button on the radio should be pressed and announce the emergency incident as “MAN DOWN”
then the location of the casualty, the first aiders should responded with a “RECEIVED” after
which the emergency channel should be “killed” and contact first aiders via 999 on radio should
be established, with more information etc. the first aider can then attend/with or without shift
manager and or call ambulance via guard etc. as required.
The first aider will be expected when on a “MAN DOWN” call to attend with oxygen bottle and
Defibrillator as well as first aid bag.
The ensure a system like this is Implemented well and runs smooth a first aid “drill” will be
required this will ensure all first aiders follow the same routine, where as they attend any
incident they are called to with oxygen and a defibrillator kit, give first aiders regular site
orientation training, (as not all of them are not familiar with the site) hence small site maps in
their personal kit
THIS SHOULD ONLY BE USED IN THE EVENT OF AN EMERGENCY AND NOT FOR MINOR INJURY’S!
Overtime Cover should be provided if insufficient man power is available to relieve first aiders
for required refresher training on 8 hour days.
Medical inventory and essential equipment Check sheets, should be moved onto a shift task
every Monday, with operations running quietly it shouldn’t be an issue to incorporate a 15 -20
min check every week.
43. Candidate Number BCN7926 Page 42
Spill teams
We can form an effective four man team that will also fit into the situational model
They would consist of,
Team leader – Shift Coach
Spill team members taken from,
Balers – Straps & Polly’s
Spinners – Mid deck man
Dope – Patrol Man
The systemshould work in much the same way as the first aid system, although the spill team
would not have to have a dedicated radio communications system (the DCS patrol man all ways
has his) all their respective work group members do, such as the Top Dec/Bottom Deck
Spinners
In the case of a spill Depending on how bad/rates of flow etc., Emergency Button should to be
pressed and stated “SPILL” and location, Guard then to announce SPILL TEAM TO……over
Tannoy system.
Spill Teams will require an emergency drill systemwhich can be easily executed on site and
again additional checks could be added for people in the spill teamrole such as a check of the
spill kits and drainage protection in the various locations.
Timeframe
The realistic time frame from ware we are now to full compliance, is set at 19weeks, see Gnat
chart overleaf,
How do we know if it is successful?
To gauge the success of the plan, we can assess several physical factors,
We know we had poor compliance, in all emergency situations, this can now be reviewed by
way of our drills we can then gauge response rate and times and judge it against our old
standards, and we can also build a data base to track the performance of each shift
A new radio checks systemwill be introduced with results recorded against individuals who do
not carry the radio, this could be deemed as not obeying safety compliance, and could be a
performance management issue.
44. Candidate Number BCN7926 Page 43
3.2 Where we are and how we will measure performance
It is important to measure how we are performing and continually review how and where we
currently are; we can monitor this in several ways.
The first factor we can currently monitor and review is which stage we currently are working
towards and what factors are holding us up be it first party internal factors or external factors
such as contractors.
We have established a check sheet for each of the implementation steps before moving
forward toward completion an example of the check sheet is detailed in Appendix 5, the list is
not set in stone and does allow for some flexibility, i.e. introduce other areas out of sequence,
to keep the project moving forward and maintain momentum.
From these check sheets and our forecasted position we can ascertain where we are and what
tasks need to be carried out before moving on it will also give opportunities for a work around
as required if an external or internal factor is holding us up.
The details of which can be plotted on the Gantt chart which was developed by Henry Gantt
between 1910 and 1914, which allows the ability to plot the start and finish times of projects
stage by stage, on the Gantt chart detailed below and it can be clearly seen we are behind
where we need to be in the introduction of the new system.
In this case we are being held up at stage 2 of the introduction of the medical response team,
due to sickness of the first aid coordinator, and a unwillingness of any other to step into that
role, in response to this the spill team introduction role could be brought forward but, after
discussion with the site leadership team they were happy to wait for the return of the first aid
coordinator and allow stage one plans to digest a little longer which has in turn allowed extra
Fire evacuation practice.
For the implementation to be successful other key areas require monitoring in the “stage one”
phase it requires the implementation of the know your role posters and the split assembly
point areas, temporary posters are now in place and split assembly areas are now completed
(see Photos in appendix 3) and successfully tested for roll call and evacuations.
The details of which are being collated by the H&S department, via spread sheet, do ascertain
an average time for plant evacuations, since the introduction of the new “all out” alarm system
and the split assembly point area from the 7th February 2014 there have been 4 recordable fire
evacuation alarms/events with the following information recorded
45. Candidate Number BCN7926 Page 44
21-2-14 – Fire Alarm – response time – 8Mins – Crew D
28-2-14 – Fire Alarm – Response time – 6mins – Crew E
14-3-14 – Fire Alarm – Response time – 7mins – Crew C
21-3-14 – Fire Alarm – Response time – 7mins – Crew A
Giving an average response to assembly point of 7 minutes, this is based on the raw data from
the Health and safety department, all drills where scheduled, so does not give the full
picture of true response times, unscheduled drills will be introduced in the coming months.
We have also formulated a radio check sheet and a data log of essential roles that should be
carrying radios we can effectively measure the compliance of those roles, the radio check
works very simply, as all radios have a specific number assotatied with the area the
operators should be working inn, the guard simply at some point over the working day will
make a call to one of the 14 essential radios and record if they had or had not carried a
radio, they can record that data, it has seen an increase from 31% to 73% compliance
As a routine we will now ask operators do they know situational role today?, again a simple
recording of the data (yes or no) can be used top used by each shift manager allowed us to
track the response rate, the data actually changed overnight with a 94% rate of operators
knowing their role in an emergency, simply on the back of the situational posters.
We are currently waiting to start stage two of the project by adding in the medical
response, and that in turn will be followed by the spill team.
46. Candidate Number BCN7926 Page 45
Gantt chart for roll out of emergency planning
NOTE – Red band – indicates where we are now Green Indicates where we should be
Time Frame for emergency role planning
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Meet with H&S
and discuss final
plan
Develop “posters”
& assembly point
Lockers and
equipment
ordered and
installed
All ops including
first aiders carry
radio
new training plan
written
spot training
Start training
across all crews
Go live on posters
and equipment
Stage 1 role out
Stage 2 role out
Stage 3 role out
Stage 4 review
and monitor
Proposed emergency crew role out
47. Candidate Number BCN7926 Page 46
Appendices
Appendix 1
RCA into why our plans do not work
Appendix 2
Example of a proposed situational emergency plan poster
Appendix 3
Split assembly point and new assembly point photograph
Appendix 4
Plant wide communication for voting of system
Appendix 5
Implementation check sheet
Appendix 6
Feedback from Julie Bell consulting LTD on final presentation on
implementation
49. Candidate Number BCN7926 Page 48
Appendix 2 - Example of a proposed situational emergency plan poster
50. Candidate Number BCN7926 Page 49
Appendix 3 – Split assembly point
New Signage in position
02/02/14
Tow
Operational
Support
Services
Maintenance Contractors
Development
& Quality
Services
Site
Functions
& All
Visitors
Reporting
line
through
Richard
Connell
Reporting
line
through
Brian
Rushforth
Reporting
line through
John Walker
All
Contractors
including
canteen,
guards,
cleaners
Reporting
line through
Steve
Roberts
Reporting
Line
through
Peter
Roberts.
HR, HSE, IT
& Accounts.
All visitors,
wagon
drivers &
external
Eastman
employees
Team manager
53. Candidate Number BCN7926 Page 52
Appendix 5 Task check sheet as of 3/03/14
Task Completed Comments
Develop “posters” & assembly
point
Y
All operators briefed on radio
usage and expectation
Y
Spot training plans action on
crew
Y
Area specific Posters up in all
areas
Y
Full evacuation carried out <12
mins
Y 2 x Scheduled Drills completed
No unaccounted personnel N 1 x operator missed alarm – sat in canteen area
No productionlossorequipment
damage
Y Send back inn system worked well, with no losses
Full Multi shift compliance N Crews E & D completed scheduled drill
Situational roles discussed and
feedback given
N
Radio Check sheets issued to
Guards
Y
Roll out of radio checks,
feedback to shift manager
Y
New medical personnel trained
and assessed
N On hold due to sickness
New First aider Uniform y All first aiders now have id uniform available but not
fully issued
Stage one Complete Roll out y
Stage two complete roll out N
Stage three Complete roll out N
Full plant Roll out N