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Produce manufacturing units and their components for emergency rescue operations

Emergency plans are crucial for keeping employees and visitors safe. Though emergency plans are important for all companies, they may be particularly important for food and beverage manufacturers. As we wrote in our post How the Best Industrial Companies Plan for Emergencies , emergency plans should generally begin with a vulnerability assessment and an impact analysis that will help determine which hazards pose the biggest threat to your plant. However, most food manufacturing facilities should make specific plans for the following scenarios. If, like many food manufacturers, you have inventory that requires refrigerated storage, a power failure could mean spoiled products. Power outages can also make it difficult to see and communicate, especially when they are the result of another problem such as a fire or hurricane.

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Fire & Emergency Evacuation

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When business is disrupted, it can cost money. Lost revenues plus extra expenses means reduced profits. Insurance does not cover all costs and cannot replace customers that defect to the competition.

A business continuity plan to continue business is essential. Development of a business continuity plan includes four steps:. Information technology IT includes many components such as networks, servers, desktop and laptop computers and wireless devices. The ability to run both office productivity and enterprise software is critical. Therefore, recovery strategies for information technology should be developed so technology can be restored in time to meet the needs of the business. Manual workarounds should be part of the IT plan so business can continue while computer systems are being restored.

Business continuity impact analysis identifies the effects resulting from disruption of business functions and processes. It also uses information to make decisions about recovery priorities and strategies. The worksheet should be completed by business function and process managers with sufficient knowledge of the business. Once all worksheets are completed, the worksheets can be tabulated to summarize:.

Those functions or processes with the highest potential operational and financial impacts become priorities for restoration. Recovery of a critical or time-sensitive process requires resources. The Business Continuity Resource Requirements worksheet should be completed by business function and process managers.

Completed worksheets are used to determine the resource requirements for recovery strategies. Following an incident that disrupts business operations, resources will be needed to carry out recovery strategies and to restore normal business operations. Resources can come from within the business or be provided by third parties.

Resources include:. Since all resources cannot be replaced immediately following a loss, managers should estimate the resources that will be needed in the hours, days and weeks following an incident.

After all managers have completed their worksheets, information should be reviewed. Gaps or inconsistencies should be identified. Meetings with individual managers should be held to clarify information and obtain missing information. After all worksheets have been completed and validated, the priorities for restoration of business processes should be identified.

Primary and dependent resource requirements should also be identified. This information will be used to develop recovery strategies. If a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow.

Recovery strategies are alternate means to restore business operations to a minimum acceptable level following a business disruption and are prioritized by the recovery time objectives RTO developed during the business impact analysis. Recovery strategies require resources including people, facilities, equipment, materials and information technology. An analysis of the resources required to execute recovery strategies should be conducted to identify gaps. For example, if a machine fails but other machines are readily available to make up lost production, then there is no resource gap.

However, if all machines are lost due to a flood, and insufficient undamaged inventory is available to meet customer demand until production is restored, production might be made up by machines at another facility—whether owned or contracted. Strategies may involve contracting with third parties, entering into partnership or reciprocal agreements or displacing other activities within the company.

Staff with in-depth knowledge of business functions and processes are in the best position to determine what will work. Possible alternatives should be explored and presented to management for approval and to decide how much to spend.

Depending upon the size of the company and resources available, there may be many recovery strategies that can be explored. Utilization of other owned or controlled facilities performing similar work is one option. Operations may be relocated to an alternate site - assuming both are not impacted by the same incident. This strategy also assumes that the surviving site has the resources and capacity to assume the work of the impacted site. Prioritization of production or service levels, providing additional staff and resources and other action would be needed if capacity at the second site is inadequate.

Telecommuting is a strategy employed when staff can work from home through remote connectivity. It can be used in combination with other strategies to reduce alternate site requirements. This strategy requires ensuring telecommuters have a suitable home work environment and are equipped with or have access to a computer with required applications and data, peripherals, and a secure broadband connection.

In an emergency, space at another facility can be put to use. Cafeterias, conference rooms and training rooms can be converted to office space or to other uses when needed.

Equipping converted space with furnishings, equipment, power, connectivity and other resources would be required to meet the needs of workers. Partnership or reciprocal agreements can be arranged with other businesses or organizations that can support each other in the event of a disaster. Agreements should be negotiated in writing and documented in the business continuity plan.

Periodic review of the agreement is needed to determine if there is a change in the ability of each party to support the other. There are many vendors that support business continuity and information technology recovery strategies.

External suppliers can provide a full business environment including office space and live data centers ready to be occupied. Other options include provision of technology equipped office trailers, replacement machinery and other equipment.

The availability and cost of these options can be affected when a regional disaster results in competition for these resources. There are multiple strategies for recovery of manufacturing operations. Many of these strategies include use of existing owned or leased facilities. Manufacturing strategies include:. Telephones are ringing and customer service staff is busy talking with customers and keying orders into the computer system.

The electronic order entry system checks available inventory, processes payments and routes orders to the distribution center for fulfillment. Suddenly the order entry system goes down. What should the customer service staff do now? If the staff is equipped with paper order forms, order processing can continue until the electronic system comes back up and no phone orders will be lost.

Identify the steps in the automated process - creating a diagram of the process can help. Consider the following aspects of information and work flow:. Create data collection forms to capture information and define processes for manual handling of the information collected.

Establish control logs to document transactions and track their progress through the manual system. Manual workarounds require manual labor, so you may need to reassign staff or bring in temporary assistance. Business Continuity Plan. Development of a business continuity plan includes four steps: Conduct a business impact analysis to identify time-sensitive or critical business functions and processes and the resources that support them. Identify, document, and implement to recover critical business functions and processes.

Organize a business continuity team and compile a business continuity plan to manage a business disruption. Conduct training for the business continuity team and testing and exercises to evaluate recovery strategies and the plan.

Once all worksheets are completed, the worksheets can be tabulated to summarize: the operational and financial impacts resulting from the loss of individual business functions and process the point in time when loss of a function or process would result in the identified business impacts Those functions or processes with the highest potential operational and financial impacts become priorities for restoration.

Resources include: Employees Office space, furniture and equipment Technology computers, peripherals, communication equipment, software and data Vital records electronic and hard copy Production facilities, machinery and equipment Inventory including raw materials, finished goods and goods in production.

Utilities power, natural gas, water, sewer, telephone, internet, wireless Third party services Since all resources cannot be replaced immediately following a loss, managers should estimate the resources that will be needed in the hours, days and weeks following an incident.

Recovery Strategies If a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow.

Manufacturing strategies include: Shifting production from one facility to another Increasing manufacturing output at operational facilities Retooling production from one item to another Prioritization of production—by profit margin or customer relationship Maintaining higher raw materials or finished goods inventory Reallocating existing inventory, repurchase or buyback of inventory Limiting orders e.

How much time will it take to shift production from one product to another? How much will it cost to shift production from one product to another?

How much revenue would be lost when displacing other production? How much extra time will it take to receive raw materials or ship finished goods to customers? Will the extra time impact customer relationships? Are there any regulations that would restrict shifting production? What quality issues could arise if production is shifted or outsourced? Are there any long-term consequences associated with a strategy? Developing Manual Workarounds Identify the steps in the automated process - creating a diagram of the process can help.

Consider the following aspects of information and work flow: Internal Interfaces department, person, activity and resource requirements External Interfaces company, contact person, activity and resource requirements Tasks in sequential order Manual intervention points Create data collection forms to capture information and define processes for manual handling of the information collected.

This booklet provides a generic overview of a standards-related topic. This publication does not alter or determine compliance responsibilities, which are described in the OSHA standards and the Occupational Safety and Health Act. Because interpretations and enforcement policy may change over time, the best sources for additional guidance on OSHA compliance requirements are current administrative interpretations and decisions by the Occupational Safety and Health Review Commission and the courts.

Easy-to-read, question-and-answer fact sheets covering a wide range of workplace health and safety topics, from hazards to diseases to ergonomics to workplace promotion. Download the free OSH Answers app. Search all fact sheets:. Besides the major benefit of providing guidance during an emergency, developing the plan has other advantages. You may discover unrecognized hazardous conditions that would aggravate an emergency situation and you can work to eliminate them.

Your Solution for SMART Response Plans

Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. T his chapter and the preceding one use the conceptual model presented in Chapter 1 see Figure 1. As specified in that model, Chapter 3 discusses three sets of pre-disaster activities that have the potential to reduce disaster losses: hazard mitigation practices, emergency preparedness practices, and pre-disaster planning for post-disaster recovery.

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Emergency management is the organization and management of the resources and responsibilities for dealing with all humanitarian aspects of emergencies preparedness, response, mitigation, and recovery. The aim is to reduce the harmful effects of all hazards, including disasters. The World Health Organization defines an emergency as the state in which normal procedures are interrupted, and immediate measures need to be taken to prevent that state turning into a disaster. Thus, emergency management is crucial to avoid the disruption transforming into a disaster, which is even harder to recover from. Emergency management is a related term but should not be equated to disaster management.

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When business is disrupted, it can cost money. Lost revenues plus extra expenses means reduced profits.

This page requires that javascript be enabled for some elements to function correctly. Emergencies and disasters can strike anywhere and at any time bringing workplace injuries and illnesses with them. Employers and workers may be required to deal with an emergency when it is least expected and proper planning before an emergency is necessary to respond effectively. This webpage is designed to help workers and employers plan for that possibility. The best way to protect workers is to expect the unexpected and to carefully develop an emergency action plan to guide everyone in the workplace when immediate action is necessary. Planning in advance helps ensure that everyone knows what to do when an emergency occurs. A workplace emergency is a situation that threatens workers, customers, or the public; disrupts or shuts down operations; or causes physical or environmental damage. Emergencies may be natural or man-made, and may include hurricanes, tornadoes, earthquakes, floods, wildfires, winter weather, chemical spills or releases, disease outbreaks, releases of biological agents, explosions involving nuclear or radiological sources, and many other hazards. Many types of emergencies can be anticipated in the planning process, which can help employers and workers plan for other unpredictable situations.

Emergency management

Posted on Thu, Aug 10, Natural disaster, human error, homegrown terrorism, regulatory compliance, equipment failure, or an awareness of potential crises When companies prioritize emergency response planning, they can optimize their response. Demonstrate a commitment to safety: Companies should confirm that safety is a priority.

Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. Intervention to address disasters has evolved through time into a complex policy subsystem, and disaster policy is implemented through a set of functions known as emergency management and response.

Further, there may be a number of other reasons why workers may have to evacuate. Is there an emergency evacuation plan in place? Fires in the work environment have significant potential to cause losses. These losses may be in the form of:. Many fires can be attributed to malfunctions in electrical equipment through component failure. The following can cause component failure:. In recent times, with an increasingly long bushfire season in Victoria and around Australia, employers must also take into account the potential risks to workers of bushfires. Flammable materials or substances stored or used incorrectly pose a potential fire risk. Poor housekeeping, for example, where waste material is stored or allowed to accumulate in inappropriate locations, such as exit routes, increases the likelihood of a fire occurring.

Emergency Action Planning Guidance for Food Production Facilities For example, of the imminent health hazards listed in this actions to take as a part of the response procedures. document to develop procedures that meet the needs of their specific firm. In components (office area desks, cabinets, bookcases, etc.).

Food and Beverage Manufacturers: Plan for These Emergency Scenarios

Analysis of the factors involved in numerous fires has revealed that most deaths were not due to flame contact, but were a consequence of the production of carbon monoxide, nitrogen oxides, and other combustion products such as aldehydes, low molecular weight alcohols, hydrogen cyanide, and other noxious species. The obvious logic of this remark follows from the theory of the "fire triangle". Methods for fighting residential, shipboard, aircraft, and forest fires are researched. Fire spread techniques are studied. Firefighting training aids are described. These data were used in the analysis to predict the diameter, shear stress, and shearing strain rate of the average particle of antimisting fuel in the airstream under the airfoil. A description is given of the airflow-airfoil apparatus in the context of its simulation of crash landing conditions. The feasibility of using antimisting agents to suppress a fuel fire during a crash landing Five samples were aircraft seat upholstery fabrics and one sample was an aircraft curtain fabric.

Food and Beverage Manufacturers: Plan for These Emergency Scenarios

Summary This chapter presents guidelines for the preparation of critical facilities maps, giving examples of such maps, and explaining how they can be analyzed together with multiple hazard maps to assess vulnerability and to select appropriate hazard reduction techniques. The general goal of any national, regional, or community development program should be to promote the health, safety, and prosperity of the people. Certain public and private facilities are crucial to this goal, which cannot be achieved if they are destroyed, damaged, or their services interrupted. A more specific goal, then, should be that of protecting these facilities from hazardous natural phenomena. The importance of giving attention in development planning studies to critical facilities and the risks to them from natural hazards is described in Chapter 1.

Emergency Planning

Confined Space Entry and Emergency Response. Hilyer , Kenneth W.

Your Solution for SMART Response Plans

Начал он с Эристона и Итании, хотя продиктовано это решение было, скорее, чувством долга, чем желанием снова видеть их и говорить с. Он не слишком опечалился, когда домашний коммуникатор приемных родителей сообщил ему, что связаться с ними нельзя, но все же оставил обоим коротенькое уведомление, что вернулся. Это было совсем не обязательно, поскольку теперь о его возвращении знал уже весь город. Тем не менее он надеялся, что они оценят его предусмотрительность.

И все же, несмотря на отсутствие этих самых границ, дворик оказался спроектирован таким образом, что не было ни малейшей опасности потеряться и кажущейся бесконечности окружающего его пространства. Низкие стены, высотой в половину человеческого роста, разорванные через неправильные интервалы с темчтобы через них можно было пройти, создавали достаточное впечатление замкнутости, без чего никто в Диаспаре не мог чувствовать себя совершенно в своей Когда появился Олвин Хедрон внимательнейшим образом разглядывал как раз одну из секций стены.

Она была украшена хитроумной мозаикой из глазурованных плиток, и узор оказался таким фантастически сложным, что Олвин даже и стараться не стал читать.

-- Посмотри-ка на эту мозаику, Олвин,-- молвил Шут.

Ему было страшно интересно узнать, что думает эта машина о тех приключениях и сложностях, в которые он ее вовлек, и в тысячный раз пожалел, что от него скрыто все, что происходит внутри этого на крепкие замки запертого разума. У него сложилось впечатление, что робот решил пока просто наблюдать, анализировать и делать собственные выводы, не предпринимая никаких самостоятельных действий до тех пор, пока время, по его мнению, не созрело.

А тогда -- возможно, совершенно внезапно -- он может вознамериться начать действовать.

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