Letteratura scientifica selezionata sul tema "Dayton Engineering Laboratories Company"

This article aims at the implementation of safety at work in the daily life of a Junior Company, which often uses laboratories for chemical analysis. To achieve the objective, initially a risk map was structured. Then, a business model was defined, adding safety factors through the methodology of Business Model Canvas. And finally, the application of the Balanced Scorecard, proposing objectives and operation’s indicators relating this specific junior company. When the analysis was done, the presence of hazards was detected in the laboratory and there have been set ways to eliminate or minimize these risks and accidents at work. Therefore, after the implementation of this study, the company has a structured safety culture, allowing focused actions of improvements, education and training.

Ross Macdonald is the CEO and Managing Director of Cynata Therapeutics Limited (Australia). He has over 30 years of experience and a track record of success in pharmaceuticals and biotechnology businesses. His career history includes positions as Vice President of Business Development for Sinclair Pharmaceuticals Ltd (now Sinclair IS Pharma), a UK-based specialty pharmaceuticals company, and Vice President of Corporate Development for Stiefel Laboratories, Inc., then the largest independent dermatology company in the world and acquired by GlaxoSmithKline in 2009 for £2.25 billion. He has also served as the CEO of Living Cell Technologies Ltd, Vice President of Business Development of Connetics Corporation and Vice President of Research and Development of F H Faulding & Co Ltd.

A pleasant working environment starts with a smooth adjustment of the graduate to the workplace. For this reason, preparing students in line with companies' work requirements must be in the focus during faculty. Since many of the subjects currently taught do not take this into account, this paper aims to contribute validated ideas and techniques to the creation of industry-oriented teaching activities. Therefore, this paper presents how practical work at a laboratory in an IT faculty has been adapted to accommodate some important aspects encountered in companies and required from future employees: teamwork where each member has well-defined tasks, creativity, taking on the task at hand, using cloud-hosted tools, tracking tasks within a team using dedicated platforms, and logging and solving a bug in a professional way. Actively helping the students in acquiring the necessary skills to design and verify a part of a chip, several didactic methods (e.g. brainstorming, explanation, discussion, “jigsaw” method) were also used to lead the students, step by step, to a good understanding of the working environment in a corporation. As results, it is shown that the students managed to learn how to approach the specific tools and methods of a company, and the good quality of the products obtained was confirmed by representatives of several companies in the field. The students' views on the teaching process, collected through an anonymous questionnaire, are also deeply analysed and discussed. Finally, the paper highlights the main aspects that positively influenced the students' professional development during teaching activities.

The relevance of the research is predetermined by factors as the strengthening of the role of chemical analytical (testing) laboratories of gas transmission companies in the implementation of Gazprom’s PJSC strategy in the field of reliable and trouble-free transportation of natural gas and the need of testing laboratories to constantly confirm their impartiality and ability to carry out production tasks at a competent level. Protection of the interests of the consumer and the rights of the supplier is ensured by the accuracy of determining the quantity and quality indicators of the supplied products established in technical regulations, standards and by minimizing risks to life, human health and the environment on the basis of reliable measurements. The issue of the quality of measurement results is acute today. Depending on the direction of measurement processes and applications of the measurement results the shape of laboratories attestation has different requirements. All types of measurements carried out in an organization should be subject to mandatory or voluntary accreditation. Ensuring the competence of chemical analytical laboratories at Gazprom PJSC subsidiaries and companies of in the field of product conformity assessment is facilitated by the corporate accreditation system operating in accordance with Company Standard STO Gazprom 5.8-2020. Uniform requirements adapted to the industry specifics of activities and sufficient for reliable measurement results, encourage subsidiaries to become participants in the updated accreditation system. Gazprom Transgaz Kazan LLC acts as the research base. The object of the study is to ensure the uniformity of measurements through compliance with the accreditation criteria, the subject is the accreditation of a testing laboratory in the corporate system. The article considers the procedure and activities carried out by the testing laboratory during accreditation

Pharmaceutical industry is one of the industries that heavily regulated in most of country in the world. Regulation made by the regulatory is intended to ensure the system or process in the industry produce the product without impacting the safety, efficacy, integrity and quality of the product. Computerized system are commonly used by pharmaceutical manufacturing activities from planning, warehousing, production, engineering and testing in laboratories. Computerized system that used not only as information system or processing the data the system also used by the company to control their proses such automation system in production area. Recent report from regulatory showing there is increasing reports from regulatory regarding company failure in maintain their computerized system to comply with cGMP (current good manufacturing practice) from regulator.

Introduction: In general, university laboratories can be characterized as a polluting source, as they use several chemical substances that are potentially harmful to the environment and human health in the development of their academic activities. Therefore, proper handling of chemical products and management of waste generated are necessary for environmental safety. Objective: make a diagnosis respect to the management of hazardous waste at the Technical University of Ambato. Methods: it’s a quantitative, descriptive and cross-sectional study, in which 41 laboratories generating hazardous waste were selected. A survey was applied based on the current technical regulations of the Ministry of the Environment of Peru, with 3 sections, and the results were analyzed in the SPSS 24.0 program. Results: at the laboratories of the university predominates the generation of infectious residues in the School of Health Sciences and construction in the School of Civil and Mechanical Engineering, the number of containers is insufficient for generation demand or does not meet the needs (80.50%), sharps are segregated in rigid containers (75.60%), waste is not disposed of according its class (68.30%), central storage is far from medical and food services (61.00%), no treatment or final disposal is carried out by specialized companies (80.50%). Conclusions: the laboratories have an appropriate internal waste management, they have covered containers, the sharps are appropriately segregated, there is a correct middle storage. However, in the external management of hazardous waste, there aren’t routes or timetables for transport, no treatment or collect is carried out through an specialized company. KEYWORDS: hazardous waste, diagnosis, laboratories, waste management, universities, environment.

The article is dedicated to the Scientific Research Company “Electron-Carat”, which was founded in 1972 as the Lviv Research and Development Institute of Materials — the leading developer of the state-of-art materials. Nowadays, the SRC “Electron-Carat” is leading industrial institution of Ukrainian specialized on search, investigation, technological development and small-scale production of materials for functional electronics, in particular nano-, micro-, opto-, acoustic-, cryo-, magneto- and quantum electronics. The SRC “Electron-Carat” is a certified scientific organization included in the state register. Some of the company’s laboratories have been recognized as national heritage of Ukraine. The main scientific and technological scope of SRC “Electron-Carat” includes production of single-crystal epitaxial layers of complex oxides using the liquid-phase epitaxy method; production of epitaxial semiconductor structures based on A3B5 compounds by MOCVD and liquid-phase epitaxy methods; precision mechanical processing of single-crystal materials; vacuum deposition of metal and dielectric coatings; property research and parameter control of materials; production of silicon wafers; manufacture of electronic components based on ceramic and thick-film technologies.

Among the objectives of any IT company is to offer its customers products with a high degree of satisfaction, particularly those whose market is the area of usability and UX. Among these laboratories is the UsaLab Usability Laboratory of the Universidad Tecnológica de la Mixteca (UTM), which has a wide compendium of good practices to manage IT services, being the result of its great experience in various academic and commercial projects at a national and international level. Following up on continuous improvement, it is necessary to update these good practices, because the laboratory processes have been transformed, as a result of current market needs. That is why this research shows the work carried out in the formalization of the processes, and that it is aimed mainly at laboratory personnel, allowing to improve the effectiveness and efficiency of the services offered. In addition, it is intended to make this a guide for those usability laboratories that wish to offer services at a commercial level.

Water for the manufacture of pharmaceuticals demands rigorous quality, so it requires successive purification steps to meet the requirements of Brazilian legislation. Likewise, the effluent generated in the production process also requires treatment before its disposal into water bodies. The monitoring of water quality and industrial effluent is carried out through laboratory analysis, in many cases by third-party laboratories at a high cost. The objective of this article is to show a case study that was carried out in a company in the South of the State of Rio de Janeiro and that used the Continuous Exponential Probability Distribution to paver the useful life of an industrial effluent filtration equipment.

Online experimentation allows students from anywhere to operate remote instruments at any time. The current techniques constrain users to bind to products from one company and install client side software. We use Web services and Service Oriented Architecture to improve the interoperability and usability of the remote instruments. Under a service oriented architecture for online experiment system, a generic methodology to wrap commercial instruments using IVI and VISA standard as Web services is developed. We enhance the instrument Web services into stateful services so that they can manage user booking and persist experiment results. We also benchmark the performance of this system when SOAP is used as the wire format for communication and propose solutions to optimize performance. In order to avoid any installation at the client side, the authors develop Web 2.0 based techniques to display the virtual instrument panel and real time signals with just a standard Web browser. The technique developed in this article can be widely used for different real laboratories, such as microelectronics, chemical engineering, polymer crystallization, structural engineering, and signal processing.

This is the story of how, in 1957, John Holland, a graduate student in mathematics; Gordon Peterson, a professor of speech; the present writer, a professor of philosophy; and several other Michigan faculty started a graduate program in Computers and Communications—with John our first Ph.D. and, I believe, the world's first doctorate in this now-burgeoning field. This program was to become the Department of Computer and Communication Sciences in the College of Literature, Science, and the Arts about ten years later. It had arisen also from a research group at Michigan on logic and computers that I had established in 1949 at the request of the Burroughs Adding Machine Company. When I first met John in 1956, he was a graduate of MIT in electrical engineering, and one of the few people in the world who had worked with the relatively new electronic computers. He had used the Whirlwind I computer at MIT [33], which was a process-control variant of the Institute for Advanced Study (IAS) Computer [27]. He had also studied the 1946 Moore School Lectures on the design of electronic computers, edited by George Patterson [58]. He had then gone to IBM and helped program its first electronic computer, the IBM 701, the first commercial version of the IAS Computer. While a graduate student in mathematics at Michigan, John was also doing military work at the Willow Run Research Laboratories to support himself. And 1 had been invited to the Laboratories by a former student of mine, Dr. Jesse Wright, to consult with a small research group of which John was a member. It was this meeting that led to the University's graduate program and then the College's full-fledged department. The Logic of Computers Group, out of which this program arose, in part, then continued with John as co-director, though each of us did his own research. This anomaly of a teacher of philosophy meeting an accomplished electrical engineer in the new and very small field of electronic computers needs some explanation, one to be found in the story of the invention of the programmable electronic computer. For the first three programmable electronic computers (the manually programmed ENIAC and the automatically programmed EDVAC and Institute for Advanced Study Computer) and their successors constituted both the instrumentation and the subject matter of our new Graduate Program in Computers and Communications.

A billion times improved, what once filled large halls and cost millions are now so small and cheap that we throw them away like empty sweet wrappers. Their universal design and common language enables them to talk to each other and control our world. They follow their own law, a Law of Moore, which guarantees their ubiquity. But how fast and how small can they go? When the laws of physics are challenged by their hunger and size, what then? Will they transform into something radical and different? And will we be able to cope with their future needs? . . . A high-pitched voice cut through the general murmur of the Bell Telephone Laboratories Cafeteria. ‘No, I’m not interested in developing a powerful brain. All I’m after is a mediocre brain, something like the President of American Telephone & Telegraph Company.’ Alan Turing was in town. Turing was visiting the Bell Labs towards the end of his American visit, in early 1943. He was there to help with their speech encipherment work for transatlantic communication (coding the transmission of speech so that the enemy could not understand it). But the visit soon became beneficial for a different reason. Every day at teatime Turing and a Bell Labs researcher called Claude Shannon had long discussions in the cafeteria. It seemed they were both fascinated by the idea of computers. But while Turing approached the subject from a very mathematical perspective, Shannon had approached the topic from a different angle. Claude Shannon was four years younger than Turing. Born in a small town called Petoskey, MI, USA, on the shores of Lake Michigan, his father was a businessman, and his mother was the principal of GayLord High School. Claude grew up in the nearby town of GayLord and attended his mother’s school. He showed a great interest in engineering and mathematics from an early age. Even as a child he was building erector sets, model planes, a radio controlled boat, and a telegraph system to his friend’s house half a mile away (making use of two barbed wires around a nearby pasture).

This paper reports the process of upgrade and enhancement of the Educational CIM Cell at Northern Kentucky University (NKU). The upgrade is part of the laboratory experiments in the Automated Manufacturing Systems Course at NKU. The goal of this paper is to increase students’ practical experience, upgrade the equipments in house, save cost, and reduce the technical dependency on an outside company. In this project Allen-Bradley SLC 100 PLC and Allen-Bradley SLC 150 will be upgraded with a new Allen-Bradley PLC and Panelview operator interface. Comprehensive effort are made to incorporate what has been learned in the MET program to design, manufacture a part, and use robotics and programmed interface for placement onto a conveyor. After the part is placed on the conveyor it will be transferred to a location where the part will be accepted or rejected. Personal computers will be interfaced for simulation, and to actual hardware for control and automation of typical manufacturing operations and industrial processes. This concept of an integrated laboratory system will allow expanded coverage of traditional controls topics and permit introduction of appropriately advanced control techniques including adaptive control for machining operations. This method of modernizing is shown to be more effective than modernizing by a turnkey upgrade of the laboratory Computer Integrated Manufacturing (CIM) facilities.

The Institute for Transuranium Elements (ITU) has conducted investigations into the possibility of using Electromagnetic Pulse Technology (EMPT) in joining PM 2000 ODS and T91 ferritic-martensitic steels, using samples fabricated to simulate tube and end caps. The investigations are primarily directed towards the joining of cladding tubes to enable fuel pins to be produced in its laboratories. A suitable field former was fabricated and the tests coordinated and financed by ITU were carried out initially by a specialist EMPT company. To date, joints with a helium leak rate of leak in the range 10−8 mBar.litres.s−1 have been achieved. Further refinement of the parameters is now being done in order to improve the weld quality and achieve the target leak-rate of 1.0 × 10−9 mBar.litres.s−1.

ÚJV Řež, a.s. as a company with a long term experience in radioactive waste management (RWM) has been running a comprehensive research programme, supporting development of deep geological repository (DGR) in the Czech Republic. Recently ÚJV Řež, a.s. research has focused on the different aspects of safety functions that DGR barriers should provide. Moreover, the research has also recently paid strong attention to real conditions that can be present in DGR (anaerobic reducing conditions, increased T due to heat generation by radioactive waste, contact of different materials within repository, real scale of the rock massive etc.). Both types of experiments, laboratory and in-situ experiments in underground laboratories, were included in the research programme. The presentation gives a brief overview of experimental trends, being conducted for materials and conditions, concerned in Czech repository concept.

Abstract A course on manufacturing materials and processes was improved by dividing it into units identified by automotive components such as the piston, body panel, and tail light. To teach around the cycle within each module, the “WHY”, “WHAT”, “HOW”, and “WHAT IF” teaching objectives are addressed and a variety of learning activities are utilized; e.g.. lecturing with visual aids, computer-aided instruction, guided laboratory tests, company visits, problem solving, design sessions, and team projects. Presented and discussed are the contents of the course introduction, nine automotive units, and two capstone experiences. Based upon student evaluations of the course, covering topics in a framework of automobile parts was appreciated. However, the most preferred learning activity was guided laboratory tests. Proposed future work includes the development of additional process laboratories and a CD on material-process-structure-properties interrelationships.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.