Driving Down Cost Through Workplace Strategies: Installment 2- Amount of SpaceGina Payne, LEED AP, ID+C
White Paper: Installment 2- Amount of Space
In this second installment (of three), we will take a look at real estate and facility drivers that are directly related to how the amount of space has a direct impact as a cost driver. More concisely, we are talking about managing the real estate supply to meet business demand.
Driving Down Cost Through Workplace Strategies: Installment 2- Amount of SpaceGina Payne, LEED AP, ID+C
White Paper: Installment 2- Amount of Space
In this second installment (of three), we will take a look at real estate and facility drivers that are directly related to how the amount of space has a direct impact as a cost driver. More concisely, we are talking about managing the real estate supply to meet business demand.
UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas...Rod King, Ph.D.
Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.
Root Cause Analysis, 14 - 16 March 2011 Abu Dhabi360 BSI
The Root Cause Analysis (RCA) workshop has been designed for those who are expected to conduct root cause analyses in the workplace.
COURSE COVERAGE
* How to develop and implement structured incident investigations programs
* Designed for learning from incidents
* Why and how to define misses
* Includes planning for trending of data
* How to initiate and conduct an investigation
* Establishing an effective team quickly
* Methods for collecting different types of data & effective interviewing skills
* How to apply causal factor and root cause analysis for investigating process and non-process incidents
* Includes event and condition charting (causal factor charting)
* 5-Whys technique for finding root causes
* Exploring the behaviours involved in an accident
* Root Cause Charting for categorizing root causes
* How to develop appropriate recommendations to address root causes at various levels to avoid future incidents
* How to structure reports
* Learn key points and practice your new skills via actual industry examples and workshops
Agility With Care: Managing Requirements Change with Agility In A Regulated P...Ken Wong
This presentation looks at some of the potential challenges involved in employing Agile requirements management approaches in a regulated product environment. The key is finding the right blend of agile and plan-driven methods depending upon the development context.
The year of the horse 2014 enter the dragon Clive Burgess The Sociology of co...Clive Burgess
The sociology of contemporary business life in China, demonstrates how China put their 100 year plan in action.
This is a working model and may be up dated in the near future and after Colin Burgess's book has been published - Then the diagrams will make more sense - Clive B
Pbog the sociology of organisational life - The problems with labour in relat...Clive Burgess
Aim: to demonstrate the use of PBOG in the sociology of organisational life. In organisations, risk assessments may be seen as both controls over hazards in the workplace, and as controls over workers. This study therefore examines the use of risk assessments for both the intentional and unintentional consequences in organisational life.
UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas...Rod King, Ph.D.
Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.
Root Cause Analysis, 14 - 16 March 2011 Abu Dhabi360 BSI
The Root Cause Analysis (RCA) workshop has been designed for those who are expected to conduct root cause analyses in the workplace.
COURSE COVERAGE
* How to develop and implement structured incident investigations programs
* Designed for learning from incidents
* Why and how to define misses
* Includes planning for trending of data
* How to initiate and conduct an investigation
* Establishing an effective team quickly
* Methods for collecting different types of data & effective interviewing skills
* How to apply causal factor and root cause analysis for investigating process and non-process incidents
* Includes event and condition charting (causal factor charting)
* 5-Whys technique for finding root causes
* Exploring the behaviours involved in an accident
* Root Cause Charting for categorizing root causes
* How to develop appropriate recommendations to address root causes at various levels to avoid future incidents
* How to structure reports
* Learn key points and practice your new skills via actual industry examples and workshops
Agility With Care: Managing Requirements Change with Agility In A Regulated P...Ken Wong
This presentation looks at some of the potential challenges involved in employing Agile requirements management approaches in a regulated product environment. The key is finding the right blend of agile and plan-driven methods depending upon the development context.
The year of the horse 2014 enter the dragon Clive Burgess The Sociology of co...Clive Burgess
The sociology of contemporary business life in China, demonstrates how China put their 100 year plan in action.
This is a working model and may be up dated in the near future and after Colin Burgess's book has been published - Then the diagrams will make more sense - Clive B
Pbog the sociology of organisational life - The problems with labour in relat...Clive Burgess
Aim: to demonstrate the use of PBOG in the sociology of organisational life. In organisations, risk assessments may be seen as both controls over hazards in the workplace, and as controls over workers. This study therefore examines the use of risk assessments for both the intentional and unintentional consequences in organisational life.
Site Induction Training for UK Security 2007 - 2012
All employees have this training prior to starting an assgnment or as soon as they start work at a project... Along with security we want safety to be a top priority
...
2. Risk Assessment Procedure’s –Flow Chart
1 CHEP. A Suitable and Sufficient Key Words and Meanings
Info
Risk Assessment as Hazard Is anything source or situation that has potential to 1. HAZARD Identification
recommended by the HSE cause harm
2. Persons at
Identify the Significant RISKS Risk The chance it is that a hazard will cause actual 3. Evaluate the level of
RISK
harm, based on the degree of exposure, the likelihood RISK
And Ignore the of the hazard-event and the severity of the
Trivial Ones … consequences
Identify and Priorities the 4. RISK Controls
Measures required complying Harm When harm is defined in terms of human injury or ill
with - health, damage to property, damage to the environment, (Existing and Additional)
Any Relevant Statutory business loss etc or a combination
Provisions 5. Record RISK
Hazard- The interaction of a person with a hazard that could Assessment
Remain appropriate to the nature event start an accident sequence findings
of work
Accident The sequence of events that begins with a person
6. Monitor and Review
And valid over a reasonable
sequence interacting with a hazard a subsequent loss of control,
period of time
and ends with the consequences of an accident.
Regulations Requiring Risk How to use the ‘Risk Nomogram’ Principles of Prevention …
Assessments [H.A.S.A.W.Act
1974] Managemen
t of H&SAW Regulations 1999 Step One ~ Assess the Probability of occurrence
1. Avoid the ™
Noise at Work Regulations 1989 (2005)
Step Two ~ Assess the Exposure Time RISK
PUWER 1998, H&S 2. Evaluating the RISKS
(DSE) Regulations 1992, Fire which cannot be avoided
Precautions Regulations 1997 (as amended), COSHH Step Three ~ At the intersection of the two lines draw
a left diagonal line, parallel with the guidelines, up until 3. Combating
Regulations 2002, Manual the RISK at source
it meets the edge of the grid.
Handling Regulations 1992
4. Adapting
Other Regulations under the Enabling Act
Step Four ~ Draw a horizontal line parallel with the the work to 5. Adapting to technical
include – Health and Safety (Consultation with Employees) guidelines until it intersects at the degree of injury line process
the
Regulations 1996, Safety Representatives and Safety that you have established. Individual
Committees Regulations 1977, Workplace (Health, Safety and
Welfare) Regulations 1992, The Health and Safety (Safety Step Five ~ Draw a right diagonal line from the injury 6. Replacing the dangerous by
Signs & Signals )Regulation 1998, Personal Protective line, parallel with the guidelines, until you arrive at your non-dangerous or less
Equipment Regulations 1992, Lifting Operations and Lifting 7. Developing
degree of risk. Step Five dangerous
Equipment Regulations 1998, Electricity at Work a coherent
8. Giving collective
Regulations 1989, Supply of Machinery Safety Regulations overall
Step One Risk line protective measures
1992 (as amended 1994), Confined Spaces Regulations 1997, prevention
priority over
Pressure Systems Safety Regulations 2000, Dangerous policy
Step Four individual
Substances and Explosive Atmospheres Regulations 2002, protective measures appropriate
9. Giving
Reporting of Injuries and Dangerous Occurrences Regulations Step Two Step Three instruction to employees Info
1 CHEP.
1995 – These can also be applied as controlling measures …