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Standards and Projects: Separate but Connected

Has a client ever told you, “We would like to develop our standards while executing this project?” This statement is usually followed by the assertion that the project timeline will not change, and that improved standards will in fact speed the project toward its deadline.
Nothing could be further from the truth. Projects have an installation target date, while standards development requires many levels of discussion, agreement and buy-in. The standards development team is then challenged to meet their timeline for definitions and sample code.
It’s true that once standards are developed, an efficient path toward a project due date can be developed utilizing these standards. However, when you mix the two, the standards become less defined and more subject to changes while the concentration of development efforts eventually are pulled into the race to complete the project on time.
Astute technical managers realize the two worlds are very connected, but at the same time must be managed differently. Standards development should be separated from the project itself; then all parties can decide if the project deadline will be determined upon standards approvals, or if the project can proceed without full standards.
Trying to manage standards and projects simultaneously can lead to murky standards and a rushed project. But you’re too sharp to let that happen to you, aren’t you?

Reduce & Manage Unscheduled Downtime

Throughout my years working in systems integration – technician, engineering, management and owner since 1976, I have experienced the many downfalls of downtime and the snowball effect it causes for everybody involved. I have worked extensively in the Life Sciences industry providing validated designs and installations, unscheduled downtime no matter what industry can be frustrating and expensive.
Unscheduled is the key here…as most production systems experience some form of downtime (both scheduled and unscheduled).  The big killer in the unscheduled downtime is the reaction time to notice the issue, diagnose the problem and solution and then to mobilize to correct the problem.  In scheduled downtime the solution is usually defined and the mobilization is planned before the system goes down, thus the unproductive time is minimized (= less lost revenue).
Whether a downtime tracking program or a manual means of listing the typical downtimes is used, the goal is the same:  predict the types and occurrences of unproductive machine time, allowing for the preparation of shorter and less chaotic machine interruptions.  This all equates to higher productivity from the same resources and a more consistent quality product.
Here are some other ways to eliminate unscheduled downtime, link .
By: Duane Grob