1. Subsea is fully submerged ocean equipment, operations or applications, especially when some distance offshore, in deep ocean waters, or on the seabed.
2. The term is frequently used in connection with oceanography, marine or ocean engineering, ocean exploration, Remotely Operated Vehicles (ROVs), Autonomous Underwater Vehicles (AUVs), submarine communications or power cables, seafloor mineral mining, oil and gas, and offshore wind power.
3. Oil and gas (O & G) fields reside beneath many inland waters and offshore areas around the world, and in the O & G industry the term subsea relates to the exploration, drilling and development of oil and gas fields in these underwater locations.
4. Under water oil fields and facilities are generically referred to using a subsea prefix, such as subsea well, subsea field, subsea project, and subsea developments.
5. Subsea oil field developments are usually split into Shallow water and Deep Water (DW) categories to distinguish between the different facilities and approaches that are needed.
6. The term shallow water or shelf is used for very shallow water depths where bottom-founded facilities like Jack Up (JU) drilling rigs and fixed offshore structures can be used, and where saturation diving is feasible.
7. DW is a term often used to refer to offshore projects located in water depths greater than around 600 feet (180 m), where floating drilling vessels and floating oil platforms are used, and remotely operated underwater vehicles are required as manned diving is not practical.
8. Subsea completions can be traced back to 1943 with the Lake Erie completion at a 35 ft (11 m) water depth. The well had a land-type Christmas tree that required diver intervention for installation, maintenance, and flow line connections. Shell completed its first subsea well in the Gulf of Mexico in 1961.
9. Systems:
a) Subsea oil production systems can range in complexity from a single satellite well with a Flow Line (FL) linked to a fixed platform, FPSO or an onshore installation, to several wells on a template or clustered around a manifold, and transferring to a fixed or floating facility, or directly to an onshore installation.
b) Subsea production systems can be used to develop reservoirs, or parts of reservoirs, which require drilling of the wells from more than one location.
c) DW conditions, or even Ultra Deep (UD) water conditions, can also inherently dictate development of a field by means of a subsea production system, since traditional surface facilities such as on a steel-piled jacket, might be either technically unfeasible or uneconomical due to the water depth.
d) The development of subsea oil and gas fields requires specialized equipment.
e) The equipment must be reliable enough to safeguard the environment and make the exploitation of the subsea hydrocarbons economically feasible.
f) The deployment of such equipment requires specialized and expensive vessels, which need to be equipped with diving equipment for relatively shallow equipment work (i.e. a few hundred feet water depth maximum) and robotic equipment for deeper water depths.
g) Any requirement to repair or intervene with installed subsea equipment is thus normally very expensive. This type of expense can result in economic failure of the subsea development.
h) Subsea technology in offshore oil and gas production is a highly specialized field of application with particular demands on engineering and simulation.
i) Most of the new oil fields are located in deep water and are generally referred to as DW systems. Development of these fields sets strict requirements for verification of the various systems’ functions and their compliance with current requirements and specifications.
j) This is because of the high costs and time involved in changing a pre-existing system due to the specialized vessels with advanced On Board (OB) equipment. A full-scale test (System Integration Test – SIT) does not provide satisfactory verification of DW systems because the test, for practical reasons, cannot be performed under conditions identical to those under which the system will later operate.
k) The oil industry has therefore adopted modern data technology as a tool for virtual testing of DW systems that enables detection of costly faults at an early phase of the project.
l) By using modern simulation tools, models of DW systems can be set up and used to verify the system's functions, and dynamic properties, against various requirements specifications.
m) This includes the model-based development of innovative high-tech plants and system solutions for the exploitation and production of energy resources in an environmentally friendly way as well as the analysis and evaluation of the dynamic behaviour of components and systems used for the production and distribution of O & G.
n) Another part is the real-time virtual test of systems for subsea production, subsea drilling, supply above sea level, seismography, subsea construction equipment, and subsea process measurement and control equipment.
10. Offshore wind power:
a) The power transmission infrastructure for offshore wind power utilizes a variety of subsea technologies for the installation and maintenance of submarine power transmission cables and other electrical energy equipment.
b) In addition, the monopole foundations of fixed-bottom wind turbines and the anchoring and cable structures of floating wind turbines are regularly inspected with a variety of Ship Borne (SB) subsea technology.
11. Underwater mining:
a) Recent technological advancements have given rise to the use of ROVs to collect mineral samples from prospective mine sites.
b) Using drills and other cutting tools, the ROVs obtain samples to be analysed for desired minerals.
c) Once a site has been located, a mining ship or station is set up to mine the area.
d) Seafloor mineral mining of seafloor massive sulphide deposits (so named for the sulphide molecules, not the deposit size) are a developing subsea mineral mining industry.
e) Nautilus Minerals Inc. is establishing a new industry by commercially exploring and, in the future, extracting copper, gold, silver and zinc in its Solwara 1 Project. The project is establishing its operations 1 mile (1.6 km) beneath the ocean surface in the Bismarck Sea near Papua New Guinea.
f) When fully underway this operation will be the world’s first commercial deep-sea mining project, with first production expected to begin in 2017.
12. What is ROV:
a) ROVs are robotic pieces of equipment operated from afar to perform tasks on the sea floor.
b) ROVs are available in a wide variety of function capabilities and complexities from simple "eyeball" camera devices, to multi-appendage machines that require multiple operators to operate or "fly" the equipment.
c) Other Professional Equipment (PE) used in installation of Sub Sea Telecommunication cable are specially designed crafts, modular barges, Water Pump along with Diving support and other accessories to seamlessly conduct installation operations in Deep Sea and Near Shore end, Rivers, Lakes.
d) There are few professional companies in the world who own, operate such equipment and carry out operations worldwide on turnkey basis.
13. Energy harvesting and production.
a) Subsea energy technologies are the subject of investigation using a number of technical strategies, none of which have yet been commercialized to become viable products or new energy industries.
b) Energy sources under investigation include utility scale power production from ocean currents, such as the rapid currents found in the waters between the Florida Straits and Cape Hatteras.
c) Research and projects are developing to harvest energy from hydrothermal vents to provide power for subsea ocean research instruments, developing autonomous vehicle recharge technologies, seabed sensor systems, and environmental research applications.
d) Other investigations include harvesting energy from differences in temperature that occur with varied ocean depth, and microbial fuel cells that produce energy from organisms in ocean seafloor sediments.
e) Current methods for providing power for electric applications on offshore sea beds are limited to the use of batteries, power provided from generators on ships or platforms with fossil fuel generators, or for lower power requirements, wind, solar, or wave energy harvesting buoys.
SHARED BY: MKR
Monday, July 23, 2018
TUNNEL BORING MACHINE (TBM)
1. TBM used to excavate the Gotthard Base Tunnel, the world's longest rail tunnel.
2. A TBM that was used at Yucca Mountain nuclear waste repository.
3. A TBM, also known as a "mole", is a machine used to excavate tunnels with a circular cross section through a variety of soil and rock strata.
4. They may also be used for micro-tunnelling. They can bore through anything from hard rock to sand. Tunnel diameters can range from a metre (done with micro-TBMs) to 19.25 metres to date. Tunnels of less than a metre or so in diameter are typically done using trenchless construction methods or horizontal directional drilling rather than TBMs.
5. TBM are used as an alternative to drilling and blasting (D&B) methods in rock and conventional "hand mining" in soil. TBMs have the advantages of limiting the disturbance to the surrounding ground and producing a smooth tunnel wall.
6. This significantly reduces the cost of lining the tunnel, and makes them suitable to use in heavily urbanized areas. The major disadvantage is the upfront cost.
7. TBMs are expensive to construct, and can be difficult to transport. The longer the tunnel, the less the relative cost of tunnel boring machines versus drill and blast methods. This is because tunnelling with TBMs is much more efficient and results in shortened completion times, assuming they operate successfully.
8. Drilling and Blasting however remains the preferred method when working through heavily fractured and sheared rock layers.
9. The first successful tunnelling shield was developed by Sir Marc Isambard Brunel to excavate the Thames Tunnel in 1825.
10. However, this was only the invention of the shield concept and did not involve the construction of a complete TBM, the digging still having to be accomplished by the then standard excavation methods.
11. The first TBM reported to have been built was Henri-Joseph Maus's Mountain Slicer. Commissioned by the King of Sardinia in 1845 to dig the Fréjus Rail Tunnel between France and Italy through the Alps, Maus had it built in 1846 in an arms factory near Turin.
12. It consisted of more than 100 percussion drills mounted in the front of a locomotive-sized machine, mechanically power-driven from the entrance of the tunnel. The Revolutions of 1848 affected the funding, and the tunnel was not completed until 10 years later, by using less innovative and less expensive methods such as pneumatic drills.
13. In the United States, the first TBM to have been built was used in 1853 during the construction of the Hoosac Tunnel in northwest Massachusetts.
14. Made of cast iron, it was known as Wilson's Patented Stone-Cutting Machine, after inventor Charles Wilson.
15. It drilled 10 feet into the rock before breaking down. (The tunnel was eventually completed more than 20 years later, and as with the Fréjus Rail Tunnel, by using less ambitious methods.
16. Wilson's machine anticipated modern TBMs in the sense that it employed cutting discs, like those of a disc harrow, which were attached to the rotating head of the machine.
17. In contrast to traditional chiselling or drilling and blasting, this innovative method of removing rock relied on simple metal wheels to apply a transient high pressure that fractured the rock.
18. Also in 1853, the American Ebenezer Talbot also patented a TBM that employed Wilson's cutting discs, although they were mounted on rotating arms, which in turn were mounted on a rotating plate.
19. In the 1870s, John D. Brunton of England built a machine employing cutting discs that were mounted eccentrically on rotating plates, which in turn were mounted eccentrically on a rotating plate, so that the cutting discs would travel over almost all of the rock face that was to be removed.
20. The first TBM that tunnelled a substantial distance was invented in 1863 and improved in 1875 by British Army officer Major Frederick Edward Blackett Beaumont (1833–1895); Beaumont's machine was further improved in 1880 by British Army officer Major Thomas English (1843–1935).[
21. In 1875, the French National Assembly approved the construction of a tunnel under the English Channel and the British Parliament allowed a trial run to be made; English's TBM was chosen for the project.
22. The cutting head of English's TBM consisted of a conical drill bit behind which were a pair of opposing arms on which were mounted cutting discs. From June 1882 to March 1883, the machine tunnelled, through chalk, a total of 6,036 feet (1.84 km).
23. However, despite this success, the cross-Channel tunnel project was abandoned in 1883 after the British military raised fears that the tunnel might be used as an invasion route.
24. Nevertheless, in 1883, this TBM was used to bore a railway ventilation tunnel — 7 feet (2.1 m) in diameter and 6,750 feet (2 km) long — between Birkenhead and Liverpool, England, through sandstone under the Mersey River.
25. During the late 19th and early 20th century, inventors continued to design, build, and test TBMs in response to the need for tunnels for railroads, subways, sewers, water supplies, etc.
26. TBMs employing rotating arrays of drills or hammers were patented.
27. TBMs that resembled giant holes saws were proposed.
28. Other TBMs consisted of a rotating drum with metal tines on its outer surface, or a rotating circular plate covered with teeth, or revolving belts covered with metal teeth.
29. However, all of these TBMs proved expensive, cumbersome, and unable to excavate hard rock; interest in TBMs therefore declined. Nevertheless, TBM development continued in potash and coal mines, where the rock was softer.
30. A TBM with a bore diameter of 14.4 m (47 ft 3 in) was manufactured by The Robbins Company for Canada's Niagara Tunnel Project. The machine was used to bore a hydroelectric tunnel beneath Niagara Falls. The machine was named "Big Becky" in reference to the Sir Adam Beck hydroelectric dams to which it is tunnelling to provide an additional hydroelectric tunnel.
31. An earth pressure balance TBM known as Bertha with a bore diameter of 17.45 metres (57 ft 3 in) was produced by Hitachi Zosen Corporation in 2013. It was delivered to Seattle, Washington, for its Highway 99 tunnel project.
32. The machine began operating in July 2013, but stalled in December 2013 and required substantial repairs that halted the machine until January 2016. Bertha completed boring the tunnel on April 4, 2017.
33. The world's largest hard rock TBM, known as Martina, (excavation diameter of 15.62 m (51 ft 3 in), total length 130 m (430 ft); excavation area of 192 m2 (2,070 sq ft), thrust value 39,485 t, total weight 4,500 tons, total installed capacity 18 MW; yearly energy consumption about 62,000,000 kWh) was built by Herrenknecht AG.
34. It is owned and operated by the Italian construction company Toto S.p.A. Costruzioni Generali (Toto Group) for the Sparvo gallery of the Italian Motorway Pass A1 ("Variante di Valico A1"), near Florence.
35. The same company built world's largest-diameter slurry TBM, excavation diameter of 17.6 metres (57 ft 9 in), owned and operated by the French construction company Dragages Hong Kong (Bouygues' subsidiary) for the Tuen Mun Chek Lap Kok link in Hong Kong.
36. Modern TBMs typically consist of the rotating cutting wheel, called a cutter head, followed by a main bearing, a thrust system and trailing support mechanisms. The type of machine used depends on the particular geology of the project, the amount of ground water present and other factors.
37. Hard rock TBMs:
a) The support structures at the rear of a TBM. This machine was used to excavate the main tunnel of the Yucca Mountain nuclear waste repository in Nevada.
b) Hydraulic jacks holding a TBM in place. In hard rock, either shielded or open-type TBMs can be used. Hard rock TBMs excavate rock with disc cutters mounted in the cutter head.
c) The disc cutters create compressive stress fractures in the rock, causing it to chip away from the tunnel face.
d) The excavated rock (muck) is transferred through openings in the cutter head to a belt conveyor, where it runs through the machine to a system of conveyors or muck cars for removal from the tunnel.
e) Open-type TBMs have no shield, leaving the area behind the cutter head open for rock support.
f) To advance, the machine uses a gripper system that pushes against the tunnel walls.
g) Not all machines can be continuously steered while gripper shoes push on the walls, as with a Wirth machine, which only steers while un-gripped.
h) The machine will then push forward off the grippers gaining thrust. At the end of a stroke, the rear legs of the machine are lowered, the grippers and propel cylinders are retracted. The retraction of the propel cylinders repositions the gripper assembly for the next boring cycle.
i) The grippers are extended, the rear legs lifted, and boring resumes. The open-type, or Main Beam, TBM does not install concrete segments behind with other machines.
j) Instead, the rock is held up using ground support methods such as ring beams, rock bolts, shot Crete, steel straps, ring steel and wire mesh.
k) In fractured rock, shielded hard rock TBMs can be used, which erect concrete segments to support unstable tunnel walls behind the machine. Double Shield TBMs have two modes; in stable ground they grip the tunnel walls to advance.
l) In unstable, fractured ground, the thrust is shifted to thrust cylinders that push against the tunnel segments behind the machine. This keeps the thrust forces from impacting fragile tunnel walls. Single Shield TBMs operate in the same way, but are used only in fractured ground, as they can only push against the concrete segments.
38. Soft ground TBMs.
a) TBM at the site of Weinberg tunnell Altstetten-Zürich-Oerlikon near Zürich Oerlikon railway station.
b) Urban installation for an 84-inch sewer in Chicago, IL, USA.
c) In soft ground, there are three main types of TBMs: Earth Pressure Balance Machines (EPB), Slurry Shield (SS) and open-face type. Both types of closed machines operate like Single Shield TBMs, using thrust cylinders to advance forward by pushing off against concrete segments.
d) Earth Pressure Balance Machines are used in soft ground with less than 7 bar of pressure. The cutter head does not use disc cutters only, but instead a combination of tungsten carbide cutting bits, carbide disc cutters, drag picks and/or hard rock disc cutters.
e) The EPB gets its name because it uses the excavated material to balance the pressure at the tunnel face. Pressure is maintained in the cutter head by controlling the rate of extraction of spoil through the Archimedes screw and the advance rate.
f) Additives such as betonies, polymers and foam can be injected ahead of the face to increase the stability of the ground.
g) Additives can also be injected in the cutter head/extraction screw to ensure that the spoil remains sufficiently cohesive to form a plug in the Archimedes screw to maintain pressure in the cutter head and restrict water flowing through.
h) In soft ground with very high water pressure or where ground conditions are granular (sands and gravels) so much so that a plug could not be formed in the Archimedes screw, Slurry Shield TBMs are needed.
i) The cutter head is filled with pressurised slurry which applies hydrostatic pressure to the excavation face. The slurry also acts as a transport medium by mixing with the excavated material before being pumped out of the cutter head back to a slurry separation plant, usually outside of the tunnel.
j) Slurry separation plants are multi-stage filtration systems, which remove particles of spoil from the slurry so that it may be reused in the construction process. The limit to which slurry can be 'cleaned' depends on the particle size of the excavated material.
k) For this reason, slurry TBMs are not suitable for silts and clays as the particle sizes of the spoil are less than that of the betonies clay from which the slurry is made. In this case, the slurry is separated into water, which can be recycled and a clay cake, which may be polluted, is pressed from the water.
l) Open face TBMs in soft ground rely on the fact that the face of the ground being excavated will stand up with no support for a short period of time.
m) This makes them suitable for use in rock types with strength of up to 10MPa or so, and with low water inflows. Face sizes in excess of 10 metres can be excavated in this manner. The face is excavated using a back actor arm or cutter head to within 150mm of the edge of the shield.
n) The shield is jacked forwards and cutters on the front of the shield cut the remaining ground to the same circular shape. Ground support is provided by use of precast concrete, or occasionally SGI (Spheroidal Graphite Iron), segments that are bolted or supported until a full ring of support has been erected. A final segment, called the key, is wedge-shaped, and expands the ring until it is tight against the circular cut of the ground left behind by cutters on the TBM shield. Many variations of this type of TBM exist.
o) While the use of TBMs relieves the need for large numbers of workers at high pressures, a caisson system is sometimes formed at the cutting head for slurry shield TBMs.
p) Workers entering this space for inspection, maintenance and repair need to be medically cleared as "fit to dive" and trained in the operation of the locks.
q) Herrenknecht AG designed a 19.25 m (63 ft 2 in) soft ground TBM for the Orlovski Tunnel, a project in Saint Petersburg, but it was never built.
39) Micro-tunnel shield method using Micro TBM;
a) Micro tunnel shield method is a digging technique used to construct small tunnels, and diminish in size of general tunnelling shield.
b) Micro TBM is quite similar to general Tunnelling shield but on a smaller scale. These Tunnel boring machine generally vary from 1 to 1.5 metres (3.3 to 4.9 ft). This size is too small for operators to walk in.
39. Back-up systems
a) Behind all types of tunnel boring machines, inside the finished part of the tunnel, are trailing support decks known as the back-up system.
b) Support mechanisms located on the back-up can include: conveyors or other systems for muck removal, slurry pipelines if applicable, control rooms, electrical systems, dust removal, ventilation and mechanisms for transport of pre-cast segments.
40. Urban tunnelling and near surface tunnelling:
a) Urban tunnelling has the special requirement that the ground surface be undisturbed. This means that ground subsidence must be avoided. The normal method of doing this in soft ground is to maintain the soil pressures during and after the tunnel construction.
b) There is some difficulty in doing this, particularly in varied strata (e.g., boring through a region where the upper portion of the tunnel face is wet sand and the lower portion is hard rock).
c) TBMs with positive face control, such as EPB and SS, are used in such situations.
d) Both types (EPB and SS) are capable of reducing the risk of surface subsidence and voids if operated properly and if the ground conditions are well documented.
e) When tunnelling in urban environments, other tunnels, existing utility lines and deep foundations need to be addressed in the early planning stages. The project must accommodate measures to mitigate any detrimental effects to other infrastructure.
SHARED BY: MKR
2. A TBM that was used at Yucca Mountain nuclear waste repository.
3. A TBM, also known as a "mole", is a machine used to excavate tunnels with a circular cross section through a variety of soil and rock strata.
4. They may also be used for micro-tunnelling. They can bore through anything from hard rock to sand. Tunnel diameters can range from a metre (done with micro-TBMs) to 19.25 metres to date. Tunnels of less than a metre or so in diameter are typically done using trenchless construction methods or horizontal directional drilling rather than TBMs.
5. TBM are used as an alternative to drilling and blasting (D&B) methods in rock and conventional "hand mining" in soil. TBMs have the advantages of limiting the disturbance to the surrounding ground and producing a smooth tunnel wall.
6. This significantly reduces the cost of lining the tunnel, and makes them suitable to use in heavily urbanized areas. The major disadvantage is the upfront cost.
7. TBMs are expensive to construct, and can be difficult to transport. The longer the tunnel, the less the relative cost of tunnel boring machines versus drill and blast methods. This is because tunnelling with TBMs is much more efficient and results in shortened completion times, assuming they operate successfully.
8. Drilling and Blasting however remains the preferred method when working through heavily fractured and sheared rock layers.
9. The first successful tunnelling shield was developed by Sir Marc Isambard Brunel to excavate the Thames Tunnel in 1825.
10. However, this was only the invention of the shield concept and did not involve the construction of a complete TBM, the digging still having to be accomplished by the then standard excavation methods.
11. The first TBM reported to have been built was Henri-Joseph Maus's Mountain Slicer. Commissioned by the King of Sardinia in 1845 to dig the Fréjus Rail Tunnel between France and Italy through the Alps, Maus had it built in 1846 in an arms factory near Turin.
12. It consisted of more than 100 percussion drills mounted in the front of a locomotive-sized machine, mechanically power-driven from the entrance of the tunnel. The Revolutions of 1848 affected the funding, and the tunnel was not completed until 10 years later, by using less innovative and less expensive methods such as pneumatic drills.
13. In the United States, the first TBM to have been built was used in 1853 during the construction of the Hoosac Tunnel in northwest Massachusetts.
14. Made of cast iron, it was known as Wilson's Patented Stone-Cutting Machine, after inventor Charles Wilson.
15. It drilled 10 feet into the rock before breaking down. (The tunnel was eventually completed more than 20 years later, and as with the Fréjus Rail Tunnel, by using less ambitious methods.
16. Wilson's machine anticipated modern TBMs in the sense that it employed cutting discs, like those of a disc harrow, which were attached to the rotating head of the machine.
17. In contrast to traditional chiselling or drilling and blasting, this innovative method of removing rock relied on simple metal wheels to apply a transient high pressure that fractured the rock.
18. Also in 1853, the American Ebenezer Talbot also patented a TBM that employed Wilson's cutting discs, although they were mounted on rotating arms, which in turn were mounted on a rotating plate.
19. In the 1870s, John D. Brunton of England built a machine employing cutting discs that were mounted eccentrically on rotating plates, which in turn were mounted eccentrically on a rotating plate, so that the cutting discs would travel over almost all of the rock face that was to be removed.
20. The first TBM that tunnelled a substantial distance was invented in 1863 and improved in 1875 by British Army officer Major Frederick Edward Blackett Beaumont (1833–1895); Beaumont's machine was further improved in 1880 by British Army officer Major Thomas English (1843–1935).[
21. In 1875, the French National Assembly approved the construction of a tunnel under the English Channel and the British Parliament allowed a trial run to be made; English's TBM was chosen for the project.
22. The cutting head of English's TBM consisted of a conical drill bit behind which were a pair of opposing arms on which were mounted cutting discs. From June 1882 to March 1883, the machine tunnelled, through chalk, a total of 6,036 feet (1.84 km).
23. However, despite this success, the cross-Channel tunnel project was abandoned in 1883 after the British military raised fears that the tunnel might be used as an invasion route.
24. Nevertheless, in 1883, this TBM was used to bore a railway ventilation tunnel — 7 feet (2.1 m) in diameter and 6,750 feet (2 km) long — between Birkenhead and Liverpool, England, through sandstone under the Mersey River.
25. During the late 19th and early 20th century, inventors continued to design, build, and test TBMs in response to the need for tunnels for railroads, subways, sewers, water supplies, etc.
26. TBMs employing rotating arrays of drills or hammers were patented.
27. TBMs that resembled giant holes saws were proposed.
28. Other TBMs consisted of a rotating drum with metal tines on its outer surface, or a rotating circular plate covered with teeth, or revolving belts covered with metal teeth.
29. However, all of these TBMs proved expensive, cumbersome, and unable to excavate hard rock; interest in TBMs therefore declined. Nevertheless, TBM development continued in potash and coal mines, where the rock was softer.
30. A TBM with a bore diameter of 14.4 m (47 ft 3 in) was manufactured by The Robbins Company for Canada's Niagara Tunnel Project. The machine was used to bore a hydroelectric tunnel beneath Niagara Falls. The machine was named "Big Becky" in reference to the Sir Adam Beck hydroelectric dams to which it is tunnelling to provide an additional hydroelectric tunnel.
31. An earth pressure balance TBM known as Bertha with a bore diameter of 17.45 metres (57 ft 3 in) was produced by Hitachi Zosen Corporation in 2013. It was delivered to Seattle, Washington, for its Highway 99 tunnel project.
32. The machine began operating in July 2013, but stalled in December 2013 and required substantial repairs that halted the machine until January 2016. Bertha completed boring the tunnel on April 4, 2017.
33. The world's largest hard rock TBM, known as Martina, (excavation diameter of 15.62 m (51 ft 3 in), total length 130 m (430 ft); excavation area of 192 m2 (2,070 sq ft), thrust value 39,485 t, total weight 4,500 tons, total installed capacity 18 MW; yearly energy consumption about 62,000,000 kWh) was built by Herrenknecht AG.
34. It is owned and operated by the Italian construction company Toto S.p.A. Costruzioni Generali (Toto Group) for the Sparvo gallery of the Italian Motorway Pass A1 ("Variante di Valico A1"), near Florence.
35. The same company built world's largest-diameter slurry TBM, excavation diameter of 17.6 metres (57 ft 9 in), owned and operated by the French construction company Dragages Hong Kong (Bouygues' subsidiary) for the Tuen Mun Chek Lap Kok link in Hong Kong.
36. Modern TBMs typically consist of the rotating cutting wheel, called a cutter head, followed by a main bearing, a thrust system and trailing support mechanisms. The type of machine used depends on the particular geology of the project, the amount of ground water present and other factors.
37. Hard rock TBMs:
a) The support structures at the rear of a TBM. This machine was used to excavate the main tunnel of the Yucca Mountain nuclear waste repository in Nevada.
b) Hydraulic jacks holding a TBM in place. In hard rock, either shielded or open-type TBMs can be used. Hard rock TBMs excavate rock with disc cutters mounted in the cutter head.
c) The disc cutters create compressive stress fractures in the rock, causing it to chip away from the tunnel face.
d) The excavated rock (muck) is transferred through openings in the cutter head to a belt conveyor, where it runs through the machine to a system of conveyors or muck cars for removal from the tunnel.
e) Open-type TBMs have no shield, leaving the area behind the cutter head open for rock support.
f) To advance, the machine uses a gripper system that pushes against the tunnel walls.
g) Not all machines can be continuously steered while gripper shoes push on the walls, as with a Wirth machine, which only steers while un-gripped.
h) The machine will then push forward off the grippers gaining thrust. At the end of a stroke, the rear legs of the machine are lowered, the grippers and propel cylinders are retracted. The retraction of the propel cylinders repositions the gripper assembly for the next boring cycle.
i) The grippers are extended, the rear legs lifted, and boring resumes. The open-type, or Main Beam, TBM does not install concrete segments behind with other machines.
j) Instead, the rock is held up using ground support methods such as ring beams, rock bolts, shot Crete, steel straps, ring steel and wire mesh.
k) In fractured rock, shielded hard rock TBMs can be used, which erect concrete segments to support unstable tunnel walls behind the machine. Double Shield TBMs have two modes; in stable ground they grip the tunnel walls to advance.
l) In unstable, fractured ground, the thrust is shifted to thrust cylinders that push against the tunnel segments behind the machine. This keeps the thrust forces from impacting fragile tunnel walls. Single Shield TBMs operate in the same way, but are used only in fractured ground, as they can only push against the concrete segments.
38. Soft ground TBMs.
a) TBM at the site of Weinberg tunnell Altstetten-Zürich-Oerlikon near Zürich Oerlikon railway station.
b) Urban installation for an 84-inch sewer in Chicago, IL, USA.
c) In soft ground, there are three main types of TBMs: Earth Pressure Balance Machines (EPB), Slurry Shield (SS) and open-face type. Both types of closed machines operate like Single Shield TBMs, using thrust cylinders to advance forward by pushing off against concrete segments.
d) Earth Pressure Balance Machines are used in soft ground with less than 7 bar of pressure. The cutter head does not use disc cutters only, but instead a combination of tungsten carbide cutting bits, carbide disc cutters, drag picks and/or hard rock disc cutters.
e) The EPB gets its name because it uses the excavated material to balance the pressure at the tunnel face. Pressure is maintained in the cutter head by controlling the rate of extraction of spoil through the Archimedes screw and the advance rate.
f) Additives such as betonies, polymers and foam can be injected ahead of the face to increase the stability of the ground.
g) Additives can also be injected in the cutter head/extraction screw to ensure that the spoil remains sufficiently cohesive to form a plug in the Archimedes screw to maintain pressure in the cutter head and restrict water flowing through.
h) In soft ground with very high water pressure or where ground conditions are granular (sands and gravels) so much so that a plug could not be formed in the Archimedes screw, Slurry Shield TBMs are needed.
i) The cutter head is filled with pressurised slurry which applies hydrostatic pressure to the excavation face. The slurry also acts as a transport medium by mixing with the excavated material before being pumped out of the cutter head back to a slurry separation plant, usually outside of the tunnel.
j) Slurry separation plants are multi-stage filtration systems, which remove particles of spoil from the slurry so that it may be reused in the construction process. The limit to which slurry can be 'cleaned' depends on the particle size of the excavated material.
k) For this reason, slurry TBMs are not suitable for silts and clays as the particle sizes of the spoil are less than that of the betonies clay from which the slurry is made. In this case, the slurry is separated into water, which can be recycled and a clay cake, which may be polluted, is pressed from the water.
l) Open face TBMs in soft ground rely on the fact that the face of the ground being excavated will stand up with no support for a short period of time.
m) This makes them suitable for use in rock types with strength of up to 10MPa or so, and with low water inflows. Face sizes in excess of 10 metres can be excavated in this manner. The face is excavated using a back actor arm or cutter head to within 150mm of the edge of the shield.
n) The shield is jacked forwards and cutters on the front of the shield cut the remaining ground to the same circular shape. Ground support is provided by use of precast concrete, or occasionally SGI (Spheroidal Graphite Iron), segments that are bolted or supported until a full ring of support has been erected. A final segment, called the key, is wedge-shaped, and expands the ring until it is tight against the circular cut of the ground left behind by cutters on the TBM shield. Many variations of this type of TBM exist.
o) While the use of TBMs relieves the need for large numbers of workers at high pressures, a caisson system is sometimes formed at the cutting head for slurry shield TBMs.
p) Workers entering this space for inspection, maintenance and repair need to be medically cleared as "fit to dive" and trained in the operation of the locks.
q) Herrenknecht AG designed a 19.25 m (63 ft 2 in) soft ground TBM for the Orlovski Tunnel, a project in Saint Petersburg, but it was never built.
39) Micro-tunnel shield method using Micro TBM;
a) Micro tunnel shield method is a digging technique used to construct small tunnels, and diminish in size of general tunnelling shield.
b) Micro TBM is quite similar to general Tunnelling shield but on a smaller scale. These Tunnel boring machine generally vary from 1 to 1.5 metres (3.3 to 4.9 ft). This size is too small for operators to walk in.
39. Back-up systems
a) Behind all types of tunnel boring machines, inside the finished part of the tunnel, are trailing support decks known as the back-up system.
b) Support mechanisms located on the back-up can include: conveyors or other systems for muck removal, slurry pipelines if applicable, control rooms, electrical systems, dust removal, ventilation and mechanisms for transport of pre-cast segments.
40. Urban tunnelling and near surface tunnelling:
a) Urban tunnelling has the special requirement that the ground surface be undisturbed. This means that ground subsidence must be avoided. The normal method of doing this in soft ground is to maintain the soil pressures during and after the tunnel construction.
b) There is some difficulty in doing this, particularly in varied strata (e.g., boring through a region where the upper portion of the tunnel face is wet sand and the lower portion is hard rock).
c) TBMs with positive face control, such as EPB and SS, are used in such situations.
d) Both types (EPB and SS) are capable of reducing the risk of surface subsidence and voids if operated properly and if the ground conditions are well documented.
e) When tunnelling in urban environments, other tunnels, existing utility lines and deep foundations need to be addressed in the early planning stages. The project must accommodate measures to mitigate any detrimental effects to other infrastructure.
SHARED BY: MKR
Thursday, July 19, 2018
WHAT IS QUALITY OF WORK
1. What is Quality of Work?
1.1) Quality is client oriented.
1.2) Quality is depending on client needs.
2. Who is your Client?
2.1) Internal Client
a. Our Boss or Immediate Superior is our Internal Client.
b. Our next process, next department or user/request division is our Internal Client.
2.2) External Client.
- Real Client/Customer.
3. Five (5) ways to improve Quality of Work:
3.1) Setting up a commitment in our mind.
3.2) Always learn from mistakes.
3.3) Every day task is Learning Curve to us.
3.4) Organise Department Improvement Committee.
3.5) Have a Right Attitude:
a. Team Work
b. Punctuality
c. Give ideas and suggestion.
4. What is WORK?
4.1) Activity involving mental or physical effort done in order to achieve a purpose or result.
4.2) A specific task, duty, function, or assignment often being a part or phase of some larger activity.
5. Part of Quality of Work is “Give Suggestion and Ideas”:
5.1) Asking A Question:
a. Knowing what we want to ask.
b. Being ready to supply any additional information that our Superior.
c. Ask what you want to know.
d. Give the reason why you need to know.
SHARED BY: MKR
PDCA CYCLE (PLAN-DO-CHECK-ACTION CYCLE)
A) PLAN
1. Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).
2. By establishing output expectations, the completeness and accuracy of the specification is also a part of the targeted improvement.
B) DO
1. Implement the plan, execute the process, and implement.
2. Collect data for charting and analysis in the following "CHECK" and "ACTION" steps.
C) CHECK
1. Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences.
2. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., "Do".
3. Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information.
4. Information is what you need for the next step "ACTION".
D) ACTION
1. If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior standard (baseline), then that becomes the new standard (baseline) for how the organization should ACTION going forward.
2. If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the existing standard (baseline) will remain in place.
3. In either case, if the CHECK showed something different than expected (whether better or worse), then there is some more learning to be done and that will suggest potential future PDCA cycles.
4. Note that some who teach PDCA assert that the ACTION involves making adjustments or corrective actions but generally it would be counter to PDCA thinking to propose and decide upon alternative changes without using a proper PLAN phase, or to make them the new standard (baseline) without going through DO and CHECK steps.
E. WHEN TO USE PDCA CYCLE?
1. As a model for continuous improvement.
2. When starting a new improvement project.
3. When developing a new or improved design of a process, product or service.
4. When defining a repetitive work process.
5. When planning data collection and analysis in order to verify and prioritize problems or root causes.
6. When implementing any change.
1. Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).
2. By establishing output expectations, the completeness and accuracy of the specification is also a part of the targeted improvement.
B) DO
1. Implement the plan, execute the process, and implement.
2. Collect data for charting and analysis in the following "CHECK" and "ACTION" steps.
C) CHECK
1. Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences.
2. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., "Do".
3. Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information.
4. Information is what you need for the next step "ACTION".
D) ACTION
1. If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior standard (baseline), then that becomes the new standard (baseline) for how the organization should ACTION going forward.
2. If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the existing standard (baseline) will remain in place.
3. In either case, if the CHECK showed something different than expected (whether better or worse), then there is some more learning to be done and that will suggest potential future PDCA cycles.
4. Note that some who teach PDCA assert that the ACTION involves making adjustments or corrective actions but generally it would be counter to PDCA thinking to propose and decide upon alternative changes without using a proper PLAN phase, or to make them the new standard (baseline) without going through DO and CHECK steps.
E. WHEN TO USE PDCA CYCLE?
1. As a model for continuous improvement.
2. When starting a new improvement project.
3. When developing a new or improved design of a process, product or service.
4. When defining a repetitive work process.
5. When planning data collection and analysis in order to verify and prioritize problems or root causes.
6. When implementing any change.
OFFICE MANAGEMENT SKILL
1. Start your day with “SUPER 5S” activity – do it by yourself:
i. Spend 10-20 minutes to do Cleaning & Arrangement at your work station, files, papers, etc.
ii. Take out and scrap all unnecessary items and keep safe all important documents.
iii. Upgrade your File Master List, File Detail List, Cabinet Master List, etc.
iv. Soft Copy File: Scan all relevant documents, letters, memos, reports, etc. Keep in PC Folder. (Copy to CD).
2. Talk to your staff – in better working environment all staff sit together in relax mode and share about daily task and follow up. All staff acknowledges everybody schedule and easy to get help each other as ONE TEAM spirit. In other terms this system is called “STAFF WORK STATION MEETING” (Spend about 10-20 minutes).
3. Motivation to Staff – Call your staff to your office and spend 10-20 minutes to listen their ideas and problem. Otherwise you can go to your staff work station and start to communicate in a highly positive motivational and professional manner.
4. Develop your Staff Skill & Knowledge – Always sharing what you have done and try to share with your staff. Next process, let your staff do it and both of you share it together to do it. Dare to Dream. Dare to fail. Dare to learn from mistakes. Mistakes are a process to develop our skills.
5. Team Work Spirit - Always sharing with your relevant staff on what are you doing and follow up. Always give your positive remarks on your staff good efforts and positive attitudes.
6. Support and Promote your staff – Always support our staff by giving them more new tasks and job scope to promote their skills and knowledge. Give them a positive motivation such as they are future company Management Team.
7. Discipline without punishment – Management by example, management by mutual respect and understanding. Management by self-discipline. Rewards system for good and excellent discipline staff.
MKR
i. Spend 10-20 minutes to do Cleaning & Arrangement at your work station, files, papers, etc.
ii. Take out and scrap all unnecessary items and keep safe all important documents.
iii. Upgrade your File Master List, File Detail List, Cabinet Master List, etc.
iv. Soft Copy File: Scan all relevant documents, letters, memos, reports, etc. Keep in PC Folder. (Copy to CD).
2. Talk to your staff – in better working environment all staff sit together in relax mode and share about daily task and follow up. All staff acknowledges everybody schedule and easy to get help each other as ONE TEAM spirit. In other terms this system is called “STAFF WORK STATION MEETING” (Spend about 10-20 minutes).
3. Motivation to Staff – Call your staff to your office and spend 10-20 minutes to listen their ideas and problem. Otherwise you can go to your staff work station and start to communicate in a highly positive motivational and professional manner.
4. Develop your Staff Skill & Knowledge – Always sharing what you have done and try to share with your staff. Next process, let your staff do it and both of you share it together to do it. Dare to Dream. Dare to fail. Dare to learn from mistakes. Mistakes are a process to develop our skills.
5. Team Work Spirit - Always sharing with your relevant staff on what are you doing and follow up. Always give your positive remarks on your staff good efforts and positive attitudes.
6. Support and Promote your staff – Always support our staff by giving them more new tasks and job scope to promote their skills and knowledge. Give them a positive motivation such as they are future company Management Team.
7. Discipline without punishment – Management by example, management by mutual respect and understanding. Management by self-discipline. Rewards system for good and excellent discipline staff.
MKR
JOB PRIORITY LIST
A. The Key to Efficiency
1. Do you often feel overwhelmed by the amount of work you have to do, or do you find yourself missing deadlines? Or do you sometimes just forget to do something important, so that people have to chase you to get work done?
2. All of these are symptoms of not keeping a proper "Job Priority List." These are prioritized lists of all the tasks that you need to carry out. They list everything that you have to do, with the most important tasks at the top of the list, and the least important tasks at the bottom.
3. By keeping such a list, you make sure that your tasks are written down all in one place so you don't forget anything important. And by prioritizing tasks, you plan the order in which you'll do them, so that you can tell what needs your immediate attention, and what you can leave until later.
4. Job Priority Lists are essential if you're going to beat work overload. When you don't use them effectively, you'll appear unfocused and unreliable to the people around you.
5. When you do use them effectively, you'll be much better organized, and you'll be much more reliable. You'll experience less stress, safe in the knowledge that you haven't forgotten anything important. More than this, if you prioritize intelligently, you'll focus your time and energy on high value activities, which will mean that you're more productive, and more valuable to your team.
6. Keeping a properly structured and thought-out list sounds simple enough. But it can be surprising how many people fail to use them at all, never mind use them effectively.
7. In fact, it's often when people start to use them effectively and sensibly that they make their first personal productivity breakthroughs, and start making a success of their careers.
B. Preparing a Job Priority List
1. Write down all of the tasks that you need to complete. If they're large tasks, break out the first action step, and write this down with the larger task. (Ideally, tasks or action steps should take no longer than 1-2 hours to complete.). Notes: You may find it easier to compile several lists (covering personal, study, and workplace, for example). Try different approaches and use the best for your own situation.
2. Run through these tasks allocating priorities from A (very important, or very urgent) to F (unimportant, or not at all urgent). If too many tasks have a high priority, run through the list again and demote the less important ones. Once you have done this, rewrite the list in priority order.
C. Using Your Job Priority List
1. To use your list, simply work your way through it in order, dealing with the A priority tasks first, then the Bs, then the Cs, and so on. As you complete tasks, tick them off or strike them through.
2. What you put on your list and how you use it will depend on your situation. For instance, if you're in a sales-type role, a good way to motivate yourself is to keep your list relatively short, and aim to complete it every day.
3. Sometimes it needs to focus on a longer-term task in the list. You may continue to monitor it day-by-day basis.
4. Many people find it helpful to spend, say, 10 minutes at the end of the day, organizing tasks on their list for the next day. Notes: When you're prioritizing tasks, make sure you differentiate between urgency and importance.
5. Although using a paper list is an easy way to get started, software-based approaches can be more efficient in spite of the learning curve. These can remind you of events or tasks that will soon be overdue, they can also be synchronized with your phone or email, and they can be shared with others on your team, if you're collaborating on a project.
6. There are many time management software programs available. At a simple level, you can use MSWord or MSExcel to manage your lists. Some versions of Microsoft Outlook, and other email services such as Gmail, have task lists as standard features. Remember the Milk is another popular online task management tool that will sync with your smartphone, PDA, or email account. It can even show you where your tasks are on a map.
7. One of the biggest advantages to using a software-based approach to manage your list is that you can update it easily. For example, instead of scratching off tasks and rewriting the list every day, software allows you to move and prioritize tasks quickly. Notes: All of us think, plan and work differently. A program that works well for a colleague might not work well for you simply because you learn and think in your own way. This is why it's useful to research and try several different ways of compiling your list before deciding on a single system.
8. Job Priority Lists can help you get, and stay, on top of important projects and piles of tasks or decisions. For instance, imagine you're heading a team that's working on a project. There are so many tasks to do, and so many people doing them, that staying on top of it all seems overwhelming.
9. In this situation, structure your list by team member, writing out tasks and deadlines for every person on the project. Each day as you write out your own tasks that need completion, you can also check your Team To-Do List to see who's working on what, and if anything is due in that day. You can also include other tasks that you need to complete as part of your job.
10. Or, imagine you're in a sales role and have a long list of people who you need to talk to. You write out a list of everyone you need to call and every client you need to see, and start prioritizing.
11. You know that one client really keen on your product and is ready to buy, so you prioritize them with an "A" – this is a prospect that's really worth focusing on. Conversely, you know that another prospect is playing you off against several competitors, meaning that you'll make less profit, and that there's a reasonable chance that you won't get the business. You prioritize this person with a "D". It's worth making some effort here, but you should focus most of your attention on better prospects. Tip: Job Priority Lists are particularly useful when you have a small number of tasks that you need to complete. However, they can become cumbersome when you have too many items on them, or when you need to progress multiple projects. At this stage, it's worth starting to use Action Programs, which are designed to manage more complex situations reliably.
D. Advantages of Job Priority List
1. To be well organized in the workplace, you need to be using Job Priority Lists. By using them, you will ensure that:
i. You remember to carry out all necessary tasks.
ii. You tackle the most important jobs first, and don't waste time on trivial tasks.
iii. You don't get stressed by a large number of unimportant jobs.
iv. Start by listing all of the tasks that you must carry out.
v. Mark the importance of the task next to it, with a priority from A (very important) to F (unimportant). Redraft the list into this order of importance. Then carry out the jobs at the top of the list first. These are the most important, most beneficial tasks to complete.
SHARED BY: MKR
1. Do you often feel overwhelmed by the amount of work you have to do, or do you find yourself missing deadlines? Or do you sometimes just forget to do something important, so that people have to chase you to get work done?
2. All of these are symptoms of not keeping a proper "Job Priority List." These are prioritized lists of all the tasks that you need to carry out. They list everything that you have to do, with the most important tasks at the top of the list, and the least important tasks at the bottom.
3. By keeping such a list, you make sure that your tasks are written down all in one place so you don't forget anything important. And by prioritizing tasks, you plan the order in which you'll do them, so that you can tell what needs your immediate attention, and what you can leave until later.
4. Job Priority Lists are essential if you're going to beat work overload. When you don't use them effectively, you'll appear unfocused and unreliable to the people around you.
5. When you do use them effectively, you'll be much better organized, and you'll be much more reliable. You'll experience less stress, safe in the knowledge that you haven't forgotten anything important. More than this, if you prioritize intelligently, you'll focus your time and energy on high value activities, which will mean that you're more productive, and more valuable to your team.
6. Keeping a properly structured and thought-out list sounds simple enough. But it can be surprising how many people fail to use them at all, never mind use them effectively.
7. In fact, it's often when people start to use them effectively and sensibly that they make their first personal productivity breakthroughs, and start making a success of their careers.
B. Preparing a Job Priority List
1. Write down all of the tasks that you need to complete. If they're large tasks, break out the first action step, and write this down with the larger task. (Ideally, tasks or action steps should take no longer than 1-2 hours to complete.). Notes: You may find it easier to compile several lists (covering personal, study, and workplace, for example). Try different approaches and use the best for your own situation.
2. Run through these tasks allocating priorities from A (very important, or very urgent) to F (unimportant, or not at all urgent). If too many tasks have a high priority, run through the list again and demote the less important ones. Once you have done this, rewrite the list in priority order.
C. Using Your Job Priority List
1. To use your list, simply work your way through it in order, dealing with the A priority tasks first, then the Bs, then the Cs, and so on. As you complete tasks, tick them off or strike them through.
2. What you put on your list and how you use it will depend on your situation. For instance, if you're in a sales-type role, a good way to motivate yourself is to keep your list relatively short, and aim to complete it every day.
3. Sometimes it needs to focus on a longer-term task in the list. You may continue to monitor it day-by-day basis.
4. Many people find it helpful to spend, say, 10 minutes at the end of the day, organizing tasks on their list for the next day. Notes: When you're prioritizing tasks, make sure you differentiate between urgency and importance.
5. Although using a paper list is an easy way to get started, software-based approaches can be more efficient in spite of the learning curve. These can remind you of events or tasks that will soon be overdue, they can also be synchronized with your phone or email, and they can be shared with others on your team, if you're collaborating on a project.
6. There are many time management software programs available. At a simple level, you can use MSWord or MSExcel to manage your lists. Some versions of Microsoft Outlook, and other email services such as Gmail, have task lists as standard features. Remember the Milk is another popular online task management tool that will sync with your smartphone, PDA, or email account. It can even show you where your tasks are on a map.
7. One of the biggest advantages to using a software-based approach to manage your list is that you can update it easily. For example, instead of scratching off tasks and rewriting the list every day, software allows you to move and prioritize tasks quickly. Notes: All of us think, plan and work differently. A program that works well for a colleague might not work well for you simply because you learn and think in your own way. This is why it's useful to research and try several different ways of compiling your list before deciding on a single system.
8. Job Priority Lists can help you get, and stay, on top of important projects and piles of tasks or decisions. For instance, imagine you're heading a team that's working on a project. There are so many tasks to do, and so many people doing them, that staying on top of it all seems overwhelming.
9. In this situation, structure your list by team member, writing out tasks and deadlines for every person on the project. Each day as you write out your own tasks that need completion, you can also check your Team To-Do List to see who's working on what, and if anything is due in that day. You can also include other tasks that you need to complete as part of your job.
10. Or, imagine you're in a sales role and have a long list of people who you need to talk to. You write out a list of everyone you need to call and every client you need to see, and start prioritizing.
11. You know that one client really keen on your product and is ready to buy, so you prioritize them with an "A" – this is a prospect that's really worth focusing on. Conversely, you know that another prospect is playing you off against several competitors, meaning that you'll make less profit, and that there's a reasonable chance that you won't get the business. You prioritize this person with a "D". It's worth making some effort here, but you should focus most of your attention on better prospects. Tip: Job Priority Lists are particularly useful when you have a small number of tasks that you need to complete. However, they can become cumbersome when you have too many items on them, or when you need to progress multiple projects. At this stage, it's worth starting to use Action Programs, which are designed to manage more complex situations reliably.
D. Advantages of Job Priority List
1. To be well organized in the workplace, you need to be using Job Priority Lists. By using them, you will ensure that:
i. You remember to carry out all necessary tasks.
ii. You tackle the most important jobs first, and don't waste time on trivial tasks.
iii. You don't get stressed by a large number of unimportant jobs.
iv. Start by listing all of the tasks that you must carry out.
v. Mark the importance of the task next to it, with a priority from A (very important) to F (unimportant). Redraft the list into this order of importance. Then carry out the jobs at the top of the list first. These are the most important, most beneficial tasks to complete.
SHARED BY: MKR
WHAT IS TIME MANAGEMENT
Time Management Definition:
1. “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Fail to manage your time will damages your effectiveness and causes stress.
2. It seems that there is never enough time in the day. But, since we all get the same 24 hours, why is it that some people achieve so much more with their time than others? The answer lies in good time management.
3. The highest achievers manage their time exceptionally well. By using the time-management techniques in this section, you can improve your ability to function more effectively – even when time is tight and pressures are high.
4. Good time management requires an important shift in focus from activities to results: being busy isn’t the same as being effective. (Ironically, the opposite is often closer to the truth).
5. Spending your day in a frenzy of activity often achieves less, because you’re dividing your attention between so many different tasks. Good time management lets you work smarter – not harder – so you get more done in less time.
What Is “Time Management?”
1. “Time management” refers to the way that you organize and plan how long you spend on specific activities.
2. It may seem counter-intuitive to dedicate precious time to learning about time management, instead of using it to get on with your work, but the benefits are enormous:
a) Greater productivity and efficiency.
b) A better professional reputation.
c) Less stress.
d) Increased opportunities for advancement.
e) Greater opportunities to achieve important life and career goals.
3. Failing to manage your time effectively can have some very undesirable consequences:
a) Missed deadlines.
b) Inefficient work flow.
c) Poor work quality.
d) A poor professional reputation and a stalled career.
e) Higher stress levels.
4. Spending a little time learning about time-management techniques will have huge benefits now – and throughout your career.
shared by: mkr
1. “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Fail to manage your time will damages your effectiveness and causes stress.
2. It seems that there is never enough time in the day. But, since we all get the same 24 hours, why is it that some people achieve so much more with their time than others? The answer lies in good time management.
3. The highest achievers manage their time exceptionally well. By using the time-management techniques in this section, you can improve your ability to function more effectively – even when time is tight and pressures are high.
4. Good time management requires an important shift in focus from activities to results: being busy isn’t the same as being effective. (Ironically, the opposite is often closer to the truth).
5. Spending your day in a frenzy of activity often achieves less, because you’re dividing your attention between so many different tasks. Good time management lets you work smarter – not harder – so you get more done in less time.
What Is “Time Management?”
1. “Time management” refers to the way that you organize and plan how long you spend on specific activities.
2. It may seem counter-intuitive to dedicate precious time to learning about time management, instead of using it to get on with your work, but the benefits are enormous:
a) Greater productivity and efficiency.
b) A better professional reputation.
c) Less stress.
d) Increased opportunities for advancement.
e) Greater opportunities to achieve important life and career goals.
3. Failing to manage your time effectively can have some very undesirable consequences:
a) Missed deadlines.
b) Inefficient work flow.
c) Poor work quality.
d) A poor professional reputation and a stalled career.
e) Higher stress levels.
4. Spending a little time learning about time-management techniques will have huge benefits now – and throughout your career.
shared by: mkr
5S ADVANCE FILING AND DOCUMENT CONTROL SYSTEM
A. INTRO
1. When it comes to being disorganized, is it any surprise that paper continues to be one of the biggest problems that plague people at home and at the office? Before organizing (and hopefully filing) those piles of paper sitting on your desk, you’ve got to get your existing filing cabinets ready.
2. Even if your current filing system isn’t bursting at the seams, it’ll still a good idea to sort through and remove any unnecessary papers in order to make room for future storage needs.
3. Super 5S is a systematic approach to keeping an area neat and organized.
4. Originally designed by Toyota, it is now adapted by industries world-wide in both manufacturing and offices settings.
B: Applying the Lean Office Super 5S technique
It has been breaks down into these 5 manageable steps:
1. Sort – Slow and steady is your mantra when doing this step. Start at the front of your drawer and begin to sort through, one file at a time. This might seem too time-consuming for you so use a timer and limit your session to just 15-20 minutes a day. Slow and Steady progress will prevent any type of burn-out, especially if you’re facing a lot of files. Use a brightly coloured piece of paper as a marker in your file drawer so you know where to pick up the next day.
2. Straighten – If your filing cabinet has hanging file folders, chances are you have plastic tabs identifying the file name. Reposition these tabs so they are directly behind one another vs. having them in any type of staggered positioning. Referred to as Straight-line Filing, this actually allows you to find a folder more quickly.
3. Sweep –Take time to “clean-up” as you go. If you’ve got files with broken tabs, replace them now. If some of your manila file folders are tattered or just plain worn out, replace with a new supply that is crisp-looking. (If you use Manila file folders inside hanging files, use Interior Manila files folders as they are designed to completely nest inside a hanging file without sticking up. This makes for a very neat-looking file drawer.)
4. Standardize – Be consistent in how you label your individual files and file drawers. If you’ve got a label maker it will be much easier to create that “standardized” look. Also, file only what is absolutely necessary. If you have the document electronically, do you still need to make a copy for your filing cabinet?
5. Sustain – Keeping your filing cabinet neat, orderly and easy-accessible is the name of the game moving forward. If your filing system is quite extensive, create a File Index in Excel which will allow easy updates. Print this Index and hang it on a clipboard on the side of your filing cabinet so you (and others) can easily reference it when filing items. Keep a supply of 8-10 empty hanging files and Manila file folders in the front of your filing cabinet. This way you’ll have what you need at your fingertips the next time you need to create a new file.
C. How to Set Up an Effective Filing System
1. To create a truly effective filing system, you need to start with a plan.
2. Simply slapping a label on a folder won’t cut it. Don’t worry though; we’re going to set up a filing system that can accommodate any type of paper – home or office.
3. For supplies all you really need are several colours of 2/5 cut tab coloured folders, and some box bottom hanging folders
D. Creating File Categories
1. Look at your current filing system (or that pile of paper that you’ve been meaning to file for months) and start sorting your documents into broad categories.
2. “Outgoing Letter” is one good example for File Category
3. Subcategorizing: Our “Outgoing Letter” file could be divided by a few sub categories such as:
• Outgoing Letter by Client’s name.
• By Year
• Others.
4. Colour Coding:
• Each major category of paperwork should be assigned a different colour (your choice) – and then we’re going to put each of its subcategories into an individual hanging file folder.
• In the example above, “Outgoing Letters” might be green, and each of your accounts gets a separate green file folder.
• It seems like a small thing, but colour-coding your system will save you a huge amount of time in filing and retrieving papers.
• Being able to look in your file drawer and see distinct bodies of information broken out by colour just makes SENSE to your brain.
• When you know that your outgoing letter section is green, your Networking Visit Report (NVR) section is blue and your Minutes of Meeting Record papers are in red, you don’t even have to think because your hand just naturally goes to the right part of your file cabinets.
E. Label Making
1. Now that everyone has their own coloured folder, we need to label each file.
2. When creating your labels, move from general to specific.
3. Don’t sharing our filing paperwork for our “outgoing and received official letters in one file”. Better in different files.
4. Our goal is to keep related files in close proximity to each other.
5. Do this again and again for every grouping of files until you have labelled every file in each major category.
6. I personally use labels because they are neat, easy to read and we can print them from computer.
F. Filling Your Documents
1. All you have to do now is put the files within each major category in alphabetical order, and then put the major categories themselves into the drawer in alphabetical order.
2. Place the coloured folders in hanging box bottom folders to keep them upright in the drawer.
3. The 2/5 cut tabs show above the hanging files, and the tabs are in a straight line for easy reading.
4. Whenever you need to find a document or put something in a folder, just look first for the correct major category (easily identified by both the labels and the colour).
5. With the right filing system it’s easy to put your hands on the correct file without a lot of searching.
G. Latest Technology in Filing System
1. There were two (2) types and methods in Modern Filing System:
i. Hard Copies Filing and Papers.
ii. Soft Copies.
H: How to start your filing system?
1. Cabinet.
Master List divided by a numbering system.
Cabinet Index List
Cabinet Details List.
2. File.
File Master List
File Index List
File Details List
3. Hard Copies File:
Print all Cabinet & File Index List, Detail List and Master in special file.
4. Soft Copies File:
Put at your PC special Icon and/or Folder.
SHARED BY: MKR
1. When it comes to being disorganized, is it any surprise that paper continues to be one of the biggest problems that plague people at home and at the office? Before organizing (and hopefully filing) those piles of paper sitting on your desk, you’ve got to get your existing filing cabinets ready.
2. Even if your current filing system isn’t bursting at the seams, it’ll still a good idea to sort through and remove any unnecessary papers in order to make room for future storage needs.
3. Super 5S is a systematic approach to keeping an area neat and organized.
4. Originally designed by Toyota, it is now adapted by industries world-wide in both manufacturing and offices settings.
B: Applying the Lean Office Super 5S technique
It has been breaks down into these 5 manageable steps:
1. Sort – Slow and steady is your mantra when doing this step. Start at the front of your drawer and begin to sort through, one file at a time. This might seem too time-consuming for you so use a timer and limit your session to just 15-20 minutes a day. Slow and Steady progress will prevent any type of burn-out, especially if you’re facing a lot of files. Use a brightly coloured piece of paper as a marker in your file drawer so you know where to pick up the next day.
2. Straighten – If your filing cabinet has hanging file folders, chances are you have plastic tabs identifying the file name. Reposition these tabs so they are directly behind one another vs. having them in any type of staggered positioning. Referred to as Straight-line Filing, this actually allows you to find a folder more quickly.
3. Sweep –Take time to “clean-up” as you go. If you’ve got files with broken tabs, replace them now. If some of your manila file folders are tattered or just plain worn out, replace with a new supply that is crisp-looking. (If you use Manila file folders inside hanging files, use Interior Manila files folders as they are designed to completely nest inside a hanging file without sticking up. This makes for a very neat-looking file drawer.)
4. Standardize – Be consistent in how you label your individual files and file drawers. If you’ve got a label maker it will be much easier to create that “standardized” look. Also, file only what is absolutely necessary. If you have the document electronically, do you still need to make a copy for your filing cabinet?
5. Sustain – Keeping your filing cabinet neat, orderly and easy-accessible is the name of the game moving forward. If your filing system is quite extensive, create a File Index in Excel which will allow easy updates. Print this Index and hang it on a clipboard on the side of your filing cabinet so you (and others) can easily reference it when filing items. Keep a supply of 8-10 empty hanging files and Manila file folders in the front of your filing cabinet. This way you’ll have what you need at your fingertips the next time you need to create a new file.
C. How to Set Up an Effective Filing System
1. To create a truly effective filing system, you need to start with a plan.
2. Simply slapping a label on a folder won’t cut it. Don’t worry though; we’re going to set up a filing system that can accommodate any type of paper – home or office.
3. For supplies all you really need are several colours of 2/5 cut tab coloured folders, and some box bottom hanging folders
D. Creating File Categories
1. Look at your current filing system (or that pile of paper that you’ve been meaning to file for months) and start sorting your documents into broad categories.
2. “Outgoing Letter” is one good example for File Category
3. Subcategorizing: Our “Outgoing Letter” file could be divided by a few sub categories such as:
• Outgoing Letter by Client’s name.
• By Year
• Others.
4. Colour Coding:
• Each major category of paperwork should be assigned a different colour (your choice) – and then we’re going to put each of its subcategories into an individual hanging file folder.
• In the example above, “Outgoing Letters” might be green, and each of your accounts gets a separate green file folder.
• It seems like a small thing, but colour-coding your system will save you a huge amount of time in filing and retrieving papers.
• Being able to look in your file drawer and see distinct bodies of information broken out by colour just makes SENSE to your brain.
• When you know that your outgoing letter section is green, your Networking Visit Report (NVR) section is blue and your Minutes of Meeting Record papers are in red, you don’t even have to think because your hand just naturally goes to the right part of your file cabinets.
E. Label Making
1. Now that everyone has their own coloured folder, we need to label each file.
2. When creating your labels, move from general to specific.
3. Don’t sharing our filing paperwork for our “outgoing and received official letters in one file”. Better in different files.
4. Our goal is to keep related files in close proximity to each other.
5. Do this again and again for every grouping of files until you have labelled every file in each major category.
6. I personally use labels because they are neat, easy to read and we can print them from computer.
F. Filling Your Documents
1. All you have to do now is put the files within each major category in alphabetical order, and then put the major categories themselves into the drawer in alphabetical order.
2. Place the coloured folders in hanging box bottom folders to keep them upright in the drawer.
3. The 2/5 cut tabs show above the hanging files, and the tabs are in a straight line for easy reading.
4. Whenever you need to find a document or put something in a folder, just look first for the correct major category (easily identified by both the labels and the colour).
5. With the right filing system it’s easy to put your hands on the correct file without a lot of searching.
G. Latest Technology in Filing System
1. There were two (2) types and methods in Modern Filing System:
i. Hard Copies Filing and Papers.
ii. Soft Copies.
H: How to start your filing system?
1. Cabinet.
Master List divided by a numbering system.
Cabinet Index List
Cabinet Details List.
2. File.
File Master List
File Index List
File Details List
3. Hard Copies File:
Print all Cabinet & File Index List, Detail List and Master in special file.
4. Soft Copies File:
Put at your PC special Icon and/or Folder.
SHARED BY: MKR
PROBLEM SOLVING METHOD AT WORKPLACE
1. Problem-solving and decision-making. Ask anyone in the workplace if these activities are part of their day and they answer 'Yes!' But how many of us have had training in problem-solving?
2. We know it's a critical element of our work, but do we know how to do it effectively?
3. People tend to do three things when faced with a problem: they get afraid or uncomfortable and wish it would go away; they feel that they have to come up with an answer and it has to be the right answer; and they look for someone to blame.
4. Being faced with a problem becomes a problem. And that's a problem because, in fact, there are always going to be problems!
5. There are two reasons why we tend to see a problem as a problem: it has to be solved and we're not sure how to find the best solution, and there will probably be conflicts about what the best solution is.
6. Most of us tend to be "conflict-averse". We don't feel comfortable dealing with conflict and we tend to have the feeling that something bad is going to happen.
7. The goal of a good problem-solving process is to make us and our organization more "conflict-friendly" and "conflict-competent".
8. There are two important things to remember about problems and conflicts: they happen all the time and they are opportunities to improve the system and the relationships.
9. They are actually providing us with information that we can use to fix what needs fixing and do a better job. Looked at in this way, we can almost begin to welcome problems! (Well, almost.).
10. Because people are born problem solvers, the biggest challenge is to overcome the tendency to immediately come up with a solution.
11. The most common mistake in problem solving is trying to find a solution right away.
12. That's a mistake because it tries to put the solution at the beginning of the process, when what we need is a solution at the end of the process.
13. Here are seven-steps for an effective problem-solving process.
A) Identify the issues.
i. Be clear about what the problem is.
ii. Remember that different people might have different views of what the issues are.
iii. Separate the listing of issues from the identification of interests (that's the next step!).
B) Understand everyone's interests.
i. This is a critical step that is usually missing.
ii. Interests are the needs that you want satisfied by any given solution. We often ignore our true interests as we become attached to one particular solution.
iii. The best solution is the one that satisfies everyone's interests.
iv. This is the time for active listening. Put down your differences for a while and listen to each other with the intention to understand.
v. Separate the naming of interests from the listing of solutions.
C) List the possible solutions (options).
i. This is the time to do some brainstorming. There may be lots of room for creativity.
ii. Separate the listing of options from the evaluation of the options.
D) Evaluate the options.
i. What are the pluses and minuses? Honestly!
ii. Separate the evaluation of options from the selection of options.
E) Select an option or options.
i. What's the best option, in the balance?
ii. Is there a way to "bundle" a number of options together for a more satisfactory solution?
F) Document the agreement(s).
i. Don't rely on memory.
ii. Writing it down will help you think through all the details and implications.
G) Agree on contingencies, monitoring, and evaluation.
i. Conditions may change. Make contingency agreements about foreseeable future circumstances (If-then!).
ii. How will you monitor compliance and follow-through?
iii. Create opportunities to evaluate the agreements and their implementation. ("Let's try it this way for three months and then look at it.")
iv. Effective problem solving does take some time and attention more of the latter than the former. But less time and attention than is required by a problem not well solved.
v. What it really takes is a willingness to slow down. A problem is like a curve in the road. Take it right and you'll find yourself in good shape for the straightaway that follows. Take it too fast and you may not be in as good shape.
vi. Working through this process is not always a strictly linear exercise. You may have to cycle back to an earlier step. For example, if you're having trouble selecting an option, you may have to go back to thinking about the interests.
vii. This process can be used in a large group, between two people, or by one person who is faced with a difficult decision. The more difficult and important the problem, the more helpful and necessary it is to use a disciplined process.
viii. If you're just trying to decide where to go out for lunch, you probably don't need to go through these seven steps!
ix. Don't worry if it feels a bit unfamiliar and uncomfortable at first. You'll have lots of opportunities to practice!
SHARED BY: MKR
2. We know it's a critical element of our work, but do we know how to do it effectively?
3. People tend to do three things when faced with a problem: they get afraid or uncomfortable and wish it would go away; they feel that they have to come up with an answer and it has to be the right answer; and they look for someone to blame.
4. Being faced with a problem becomes a problem. And that's a problem because, in fact, there are always going to be problems!
5. There are two reasons why we tend to see a problem as a problem: it has to be solved and we're not sure how to find the best solution, and there will probably be conflicts about what the best solution is.
6. Most of us tend to be "conflict-averse". We don't feel comfortable dealing with conflict and we tend to have the feeling that something bad is going to happen.
7. The goal of a good problem-solving process is to make us and our organization more "conflict-friendly" and "conflict-competent".
8. There are two important things to remember about problems and conflicts: they happen all the time and they are opportunities to improve the system and the relationships.
9. They are actually providing us with information that we can use to fix what needs fixing and do a better job. Looked at in this way, we can almost begin to welcome problems! (Well, almost.).
10. Because people are born problem solvers, the biggest challenge is to overcome the tendency to immediately come up with a solution.
11. The most common mistake in problem solving is trying to find a solution right away.
12. That's a mistake because it tries to put the solution at the beginning of the process, when what we need is a solution at the end of the process.
13. Here are seven-steps for an effective problem-solving process.
A) Identify the issues.
i. Be clear about what the problem is.
ii. Remember that different people might have different views of what the issues are.
iii. Separate the listing of issues from the identification of interests (that's the next step!).
B) Understand everyone's interests.
i. This is a critical step that is usually missing.
ii. Interests are the needs that you want satisfied by any given solution. We often ignore our true interests as we become attached to one particular solution.
iii. The best solution is the one that satisfies everyone's interests.
iv. This is the time for active listening. Put down your differences for a while and listen to each other with the intention to understand.
v. Separate the naming of interests from the listing of solutions.
C) List the possible solutions (options).
i. This is the time to do some brainstorming. There may be lots of room for creativity.
ii. Separate the listing of options from the evaluation of the options.
D) Evaluate the options.
i. What are the pluses and minuses? Honestly!
ii. Separate the evaluation of options from the selection of options.
E) Select an option or options.
i. What's the best option, in the balance?
ii. Is there a way to "bundle" a number of options together for a more satisfactory solution?
F) Document the agreement(s).
i. Don't rely on memory.
ii. Writing it down will help you think through all the details and implications.
G) Agree on contingencies, monitoring, and evaluation.
i. Conditions may change. Make contingency agreements about foreseeable future circumstances (If-then!).
ii. How will you monitor compliance and follow-through?
iii. Create opportunities to evaluate the agreements and their implementation. ("Let's try it this way for three months and then look at it.")
iv. Effective problem solving does take some time and attention more of the latter than the former. But less time and attention than is required by a problem not well solved.
v. What it really takes is a willingness to slow down. A problem is like a curve in the road. Take it right and you'll find yourself in good shape for the straightaway that follows. Take it too fast and you may not be in as good shape.
vi. Working through this process is not always a strictly linear exercise. You may have to cycle back to an earlier step. For example, if you're having trouble selecting an option, you may have to go back to thinking about the interests.
vii. This process can be used in a large group, between two people, or by one person who is faced with a difficult decision. The more difficult and important the problem, the more helpful and necessary it is to use a disciplined process.
viii. If you're just trying to decide where to go out for lunch, you probably don't need to go through these seven steps!
ix. Don't worry if it feels a bit unfamiliar and uncomfortable at first. You'll have lots of opportunities to practice!
SHARED BY: MKR
Tuesday, July 3, 2018
10 ELEMENTS OF A SUCCESSFUL HEALTH, SAFETY AND ENVIRONMENT (HSE) MANAGEMENT SYSTEM.
A. First and foremost, MKR will refer to an operational standpoint; there are always ways to improve.
B. Whether you are a safety employee for a small to midsize manufacturer, or managing a remote site project with thousands of employees, you need a well-documented HSE management system to ensure that you and your people are safe. Your organisation’s system must be written down, communicated, and practiced.
C. Most successful health, safety, and environment management systems contain the following 10 key elements:
1. A WAY TO CONTROL AND DISTRIBUTE UP-TO-DATE DOCUMENTS.
1.1 Whether you use Google Drive, another cloud platform, or good old fashioned paper, every HSE system needs a way to distribute up-to-date documents to the right people.
1.2 Creating protocols in this area helps ensure that employees always have access to current and correct safety information.
2. SAFETY INSPECTION CHECKLISTS
2.1 Creating safety inspection checklists serves many purposes—they establish a baseline for the quality of inspections no matter who is performing them, can decrease the amount of time it takes to perform inspections, and provide data on areas of safety that are improving or declining over time.
3. RISK ASSESSMENTS
3.1 Risk assessments help you protect employees from potential harm, and your business from potential fines lawsuits.
3.2 After identifying potential hazards to your workers, you can determine areas of safety non-compliance and devise and implement solutions.
4. EMERGENCY RESPONSE PLAN
4.1 Although we hope you never have to use an emergency response plan, it’s always better to have one in place than to scramble during an emergency.
4.2 OSHA requires emergency response plans to include how to report an emergency, evacuation procedures and assembly points, procedures to shut down project operations, rescue and medical duties for any workers assigned to perform them, and contact information for individuals with more information.
4.3 Additionally, emergency response plans can contain information on local hospitals and medical services, and medical evacuation procedures.
5. TRAINING PROGRAM AND DOCUMENTATION SYSTEM
5.1 Employee safety training programs can include fire/tornado/earthquake drills, accident simulations, and even first aid to advanced medical training.
5.2 Other types of training include correct use of PPEs, forklift safety, and hazardous waste management.
5.3 While OSHA does not require documentation of all types of training, it’s a best practice to keep documentation—these notes can be useful when planning future trainings.
6. INTERNAL AUDIT POLICY AND SCHEDULE
6.1 Health and safety audits are another great way to ensure compliance with safety laws, as well as identify strengths and weaknesses in your HSE management system.
6.2 Either an internal or external auditor can perform the audit, or no matter which route you choose, audits should be performed on a regular basis.
6.3 Documentation from audits can be used to compare improvements and issues from year-to-year, identify trends, and create new safety initiatives based on audit data.
7. LIST OF LAWS AND HEALTH AND SAFETY REGULATIONS FOR COMPLIANCE
7.1 OSHA requires many employers to display their Job Safety and Health poster in a conspicuous space where employees can see it.
7.2 This poster informs workers of their rights under the Occupational Safety and Health Act.
7.3 Although not required, it can be helpful to display additional health and safety law and regulation information in the same space to encourage employee awareness and compliance.
8. MEASURABLE PERFORMANCE METRICS
8.1 Every business relies on performance metrics to improve their bottom line, and HSE departments are no exception.
8.2 These metrics help identify areas that need improvement, as well as trends over time.
8.3 Key performance indicators for health, safety, and environment include:
a) Lost Time Rate (LTR)
b) Total Accident Rate (TAR)
c) Accident Severity Rate (ASR)
d) Total Recordable Injuries
e) Working Days Since Last Incident
9. REGULAR MEETINGS AND COMMUNICATIONS STRATEGY
9.1 Creating a consistent meeting schedule for health, safety, and environment staff is keys for reviewing current HSE strategies and successfully implementing new initiatives.
9.2 Additionally, putting a clear communication plan in place fosters collaboration and reduces confusion during emergencies.
9.3 Schedule HSE staff meetings on a weekly or biweekly basis, and make sure to assign a meeting leader and prepare an agenda to ensure efficient and effective meetings.
9.4 Creating a contact sheet for all HSE personnel, a group in email or your internal communications tool, as well as an easily accessible work schedule, encourages transparent communication among the team.
10. REGULAR MANAGEMENT REVIEW
10.1 Every HSE management system needs to be reviewed to verify that current goals are being met and new initiatives are being put in place.
10.2 Review of your management system and team by senior leadership should be conducted on a regular basis.
10.3 This keeps staff and the system accountable, and presents the opportunity for discussion between safety personnel and upper management.
10.4 The purpose of a health and safety management system is two-fold.
a) First, we all seek to prevent illness and injury, and this requires some degree of systematization and integration of general management practices with health and safety.
b) Second, when illness or injury occurs, you need a well-established and rehearsed plan to ensure that the response is appropriate.
10.5 You should support these systems because you care deeply about those you are responsible for, but there is also a clear business factor at play: poor management of health and safety directly affects the bottom line in any organization.
10.6 From the cost of rescue to a drop in employee morale, mismanagement of health and safety is very expensive.
10.7 We encourage you to use the checklist above by gathering your team and reviewing whether each of these steps has been implemented.
10.8 If not, create a plan to put them in place.
Shared by: MKR
B. Whether you are a safety employee for a small to midsize manufacturer, or managing a remote site project with thousands of employees, you need a well-documented HSE management system to ensure that you and your people are safe. Your organisation’s system must be written down, communicated, and practiced.
C. Most successful health, safety, and environment management systems contain the following 10 key elements:
1. A WAY TO CONTROL AND DISTRIBUTE UP-TO-DATE DOCUMENTS.
1.1 Whether you use Google Drive, another cloud platform, or good old fashioned paper, every HSE system needs a way to distribute up-to-date documents to the right people.
1.2 Creating protocols in this area helps ensure that employees always have access to current and correct safety information.
2. SAFETY INSPECTION CHECKLISTS
2.1 Creating safety inspection checklists serves many purposes—they establish a baseline for the quality of inspections no matter who is performing them, can decrease the amount of time it takes to perform inspections, and provide data on areas of safety that are improving or declining over time.
3. RISK ASSESSMENTS
3.1 Risk assessments help you protect employees from potential harm, and your business from potential fines lawsuits.
3.2 After identifying potential hazards to your workers, you can determine areas of safety non-compliance and devise and implement solutions.
4. EMERGENCY RESPONSE PLAN
4.1 Although we hope you never have to use an emergency response plan, it’s always better to have one in place than to scramble during an emergency.
4.2 OSHA requires emergency response plans to include how to report an emergency, evacuation procedures and assembly points, procedures to shut down project operations, rescue and medical duties for any workers assigned to perform them, and contact information for individuals with more information.
4.3 Additionally, emergency response plans can contain information on local hospitals and medical services, and medical evacuation procedures.
5. TRAINING PROGRAM AND DOCUMENTATION SYSTEM
5.1 Employee safety training programs can include fire/tornado/earthquake drills, accident simulations, and even first aid to advanced medical training.
5.2 Other types of training include correct use of PPEs, forklift safety, and hazardous waste management.
5.3 While OSHA does not require documentation of all types of training, it’s a best practice to keep documentation—these notes can be useful when planning future trainings.
6. INTERNAL AUDIT POLICY AND SCHEDULE
6.1 Health and safety audits are another great way to ensure compliance with safety laws, as well as identify strengths and weaknesses in your HSE management system.
6.2 Either an internal or external auditor can perform the audit, or no matter which route you choose, audits should be performed on a regular basis.
6.3 Documentation from audits can be used to compare improvements and issues from year-to-year, identify trends, and create new safety initiatives based on audit data.
7. LIST OF LAWS AND HEALTH AND SAFETY REGULATIONS FOR COMPLIANCE
7.1 OSHA requires many employers to display their Job Safety and Health poster in a conspicuous space where employees can see it.
7.2 This poster informs workers of their rights under the Occupational Safety and Health Act.
7.3 Although not required, it can be helpful to display additional health and safety law and regulation information in the same space to encourage employee awareness and compliance.
8. MEASURABLE PERFORMANCE METRICS
8.1 Every business relies on performance metrics to improve their bottom line, and HSE departments are no exception.
8.2 These metrics help identify areas that need improvement, as well as trends over time.
8.3 Key performance indicators for health, safety, and environment include:
a) Lost Time Rate (LTR)
b) Total Accident Rate (TAR)
c) Accident Severity Rate (ASR)
d) Total Recordable Injuries
e) Working Days Since Last Incident
9. REGULAR MEETINGS AND COMMUNICATIONS STRATEGY
9.1 Creating a consistent meeting schedule for health, safety, and environment staff is keys for reviewing current HSE strategies and successfully implementing new initiatives.
9.2 Additionally, putting a clear communication plan in place fosters collaboration and reduces confusion during emergencies.
9.3 Schedule HSE staff meetings on a weekly or biweekly basis, and make sure to assign a meeting leader and prepare an agenda to ensure efficient and effective meetings.
9.4 Creating a contact sheet for all HSE personnel, a group in email or your internal communications tool, as well as an easily accessible work schedule, encourages transparent communication among the team.
10. REGULAR MANAGEMENT REVIEW
10.1 Every HSE management system needs to be reviewed to verify that current goals are being met and new initiatives are being put in place.
10.2 Review of your management system and team by senior leadership should be conducted on a regular basis.
10.3 This keeps staff and the system accountable, and presents the opportunity for discussion between safety personnel and upper management.
10.4 The purpose of a health and safety management system is two-fold.
a) First, we all seek to prevent illness and injury, and this requires some degree of systematization and integration of general management practices with health and safety.
b) Second, when illness or injury occurs, you need a well-established and rehearsed plan to ensure that the response is appropriate.
10.5 You should support these systems because you care deeply about those you are responsible for, but there is also a clear business factor at play: poor management of health and safety directly affects the bottom line in any organization.
10.6 From the cost of rescue to a drop in employee morale, mismanagement of health and safety is very expensive.
10.7 We encourage you to use the checklist above by gathering your team and reviewing whether each of these steps has been implemented.
10.8 If not, create a plan to put them in place.
Shared by: MKR
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