…ncy cooling pumps started up. 1,000 gallons of water per minute started to enter the reactor cooling system. Not realising the pressure valve was open, operators worried that the reactor would flood. They shut down the second set of emergency cooling pumps. After eleven minutes contaminated water started to spill out of the containment tank. In the first 100 minutes of the accident almost 32,000 gallons of contaminated water escaped. After two ho…
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Open Cultures: Do They Create Mistakes?
…lates with mistakes The results blow my theory out of the water. They are completely counterintuitive. The more open the culture of the ward the more accidents there were. To put it another way open cultures perform badly. Another take There is of course another explanation. The statistics were for reported errors, not total errors. It is easy to believe that staff report errors in open cultures but in blame cultures they do not. Unfortunately…
Process Improvement
…internet that are really worth a look, here are two of my favourites: Lean Enterprise Institute Lean Six Sigma Academy Read About the Other Big Ideas If you found this information helpful then learn about the other two big ideas: Operations Analysis Employee Engagement Free Operational Excellence Training Everything you need to know to improve service quality and reduce cost. “Organisational Mechanics” is a 16 part e-mail course that will walk you…
The Art of Managing Complexity
…ange direction 15 minutes before a meeting. Nor was it enough to have an “open door” policy. Open doors are often guarded. The best fire chiefs actively sought disparate views from all the people around them. They talked to their staff to understand how the fire was behaving at different locations. Inherent within this approach was a healthy scepticism of experts. Whilst there is no substitute for experience, situational knowledge counts. Wise…
100% Utilisation Isn’t a Good Idea
…be it for me to challenge conventional wisdom, but scheduling your staff at 100% occupancy is foolish. Putting 10 or 20% slack in the system is a far more sensible approach. If your staff is under-utilised, then: You can absorb spikes in demand. You won’t get backlogs and chase calls. You won’t spend all your time re-prioritising tasks. Your staff can spend their downtime improving their work, using their initiative By improving your work, you wil…
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