Federal regulations as well as good practice require various safety measures

Example 1: “Federal regulations as well as good practice require various safety measures for entry into such spaces…Although the Union Carbide plant did have procedures for entering confined spaces…no permit was issued prior to the workers’ entry into the enclosure, nor were any precautions taken to protect the men from the risk of asphyxiation.”

            Characteristics of technical communication (Chapter 1) could have played a vital role in preventing the aforementioned accident, taken from a report by CSB Investigation Digest, from taking place. Obviously, the Union Carbide plant lacked the means of informing the workers of the probable hazards they encountered inside the enclosure. There was not even an entrance permit nor a precaution to tip them of the risk of asphyxiation.

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            Example 2: “The CSB investigation report noted that it is important to look beyond an immediate task and anticipate secondary hazards that may not be obvious. In this case, operators did not evaluate the risks caused by the”

            The example illustrates the value of employing techniques of persuasion (Chapter 8). The workers were too confident they would survive for a couple of hours inside the enclosure, the hazards having been hardly noticeable. But if the management only mounted early warnings of danger on the open end of the pipe, such as the deadly properties of nitrogen and what it can do to human body, the workers would have taken extra measures of safety before performing the operation.

            Example 3: “The CSB investigation noted that humans cannot detect excess levels of nitrogen because the gas is invisible, odorless and tasteless. Natural gas and propane also lack a natural odor, but a chemical odorant is added to these gases to warn of their presence in the air.”

            Because nitrogen is odorless and colorless, proper and specific design principles (Chapter 11) may help in recognizing the gas. Aside from odorizing the gas to warn anybody of its presence in the air, other technological advances may be employed such as gas-sensing cells. It is a “galvanic cell whose potential is related to the concentration of a gas in a solution” (Skoog, et al, pp. 610).

            Example 4: “The lack of timely information is another top challenge, according to a different Aberdeen study of global manufacturers. Most companies have little or no visibility into transitional activity because it is done by very small drayage and cartage operations with no technology.” (Taylor, pp. 2)

            Measures of excellence in technical communication (Chapter 1) may apply to the above example. Note how the lack of information on progress of the shipment of products has caused mismatch of appointments and the precise schedule of the completion of cartage operations.

            Example 5: “Most manufacturers believe that moving product by cargo ships from China is less costly than air. However, the risks and total costs of shipping by sea may outweigh the perceived savings. The largest costs stem from the time it takes to move product to the United States…The often-inefficient shipment of product across China to ocean ports is part of the problem… significantly setting back a delivery.” (Taylor, pp. 3)

            The problem posed in the example is the lack of organized shipment system from China, which can affect adversely the American manufacturing industries. Addressing this problem would be best answered by establishing an organizational pattern (Chapter 7) in which shipment efficiency is increased and dilatory period is minimized to the shortest possible time.

            Example 6: “Product is usually shipped in 40-foot-long steel containers. If a manufacturer is shipping small quantities of product, it must be grouped with other shipments before its container can be transferred to a ship.” (Taylor, pp. 3)

            Design principles could significantly solve the problem in the example above. Instead of shipping a product in a 40-foot-long steel containers, an easier way to avoid long moments of waiting for the container to be filled completely is to make variety of sizes so that varying products may fall on their most fitting places.

            Example 7: “Once ships arrive at their American ports, cargo must be unloaded and possibly inspected. If a manufacturer’s product is one of many in a cargo container, the container must be located, moved to a warehouse, broken down and then shipped to its destination…the process is very slow and fraught with errors.” (Taylor, pp. 4)

            The system of product transit just described is not unlike the bureaucracy system, an extremely complex and inflexible way of transit resulting in so much delays. The inefficiency may be solved by following an organizational pattern (Chapter 7) to expedite the product transit without compromising the accuracy of the transfer.

            Example 8: “Add the cost of skid and wood packaging, moisture barriers, vacuum packs, shrink-wrapping, humidity protection and other precautions that must be taken to ensure nothing is damaged in ocean transit, and you have a rather costly process. In addition, products are tightly packed and must be protected from the excess shifting common with ocean transit.” (Taylor, pp. 4)

            The example has everything to do with design principles (Chapter 11). Indeed, the risk of inevitably damaging the product due to some uncontrollable factors like excess shifting and bumping of objects inside the container is something to prod on the cargo ships to look for a better design and structure to protect their shipment.

            Example 9: “The majority of manufacturers importing from overseas (62 percent) claim that lead times are inhibiting their ability to respond to local demand…and many manufacturers are forced to stock extra product to meet unexpected market spikes… Storing more products means higher insurance, obsolescence, taxes and shrinkage. These costs can dramatically reduce product profit margins.” (Taylor, pp. 4)

            A better organizational pattern (Chapter 7) has to be applied to the example above to address the problem in lead times which often lead to increased inventories. The parallel additional costs from increased inventories would definitely impact the manufacturers in no small way. Of course the manufacturer and cargo shipping company already have the schedule of shipment but there may be a lack of clear and organized flow of process.

            Example 10: “Manufacturing in China accounts for the majority of the country’s gross domestic product, making China the world’s factory. However, with the increased demand for goods from China comes global port capacity limitations and delayed shipments…which have resulted in a situation where trade outstrips carrier capacity.” (Taylor, pp. 1, 2)

            The example is a matter of design principles (Chapter 11), accelerating product transit and maximizing carrier capacity. Since China has become the world’s factory, the focus of most manufacturers should be on how to balance their trade and carrier capacity so one component would not go faster than the other. Along with carrier capacity maximization, manufacturers can rest assured that shipments would arrive on time.

            Example 11: “Tracking shipments at sea is very difficult. It is common for manufacturers to have no idea where their product is located. Companies that still rely on phone calls, emails or manual web lookups to track down shipments are at a competitive disadvantage.” (Taylor, pp. 5)

            Measures of excellence in technical communication (Chapter 1) are a principle that most likely would obliterate the difficulty in tracking shipments at sea. This goes to promote excellent telecommunication practices and technology that would reach out to even the remotest area in the world. Several breakthroughs in communication are fast rolling out in the market today.

So make the most of them.

            Example 12: “Designed to rapidly accelerate the supply chain from overseas sources such as China, shipping with full-service air providers speeds the movement of global products while providing predictable and traceable service… reducing the risks of oceangoing transit and ensure components and finished goods are delivered in mere days to their destinations.” (Taylor, pp. 5)

            An excellent design principle (Chapter 11) in shipping is illustrated in this example. The model used is full-service air shipment in which the product is delivered from the manufacturer directly to the customer, reducing the risk of oceangoing transit and preventing the delays of product delivery.

Work Cited Page

Skoog, Douglas A. et al. “Gas-Sensing Probes.” Fundamentals of Analytical Chemistry: Thomson Learning Asia, 2004: 610

 

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