Bowel management program for soiling: Case study

Author(s):  
Mohamed ElSeify ◽  
Sylvain Cornu ◽  
Raymond Karé ◽  
Ali Fathi ◽  
John Richmond

Abstract Axial strain inspection using the AXISS™ is an established tool in the pipeline operator’s toolbox to assess pipeline geotechnical threats and other strain related events. Consequently, there is a large database of axial strain data for several different pipelines operating in different environments and from multiple inspections at the same geographical locations. The Cheecham slope, located south east of Fort McMurray, Alberta, is a known geohazard site crossed by six individual pipelines. The lines were constructed between 1999 and 2013 and have a size range of 10” to 36”. Five out of the six lines, 12” to 36”, have been inspected using the axial strain tool. The pipelines inspected cover a range of characteristics including, different vintages, pipe diameters and positions in the ROW. These differences, and the ILI runs provide an insight into the effect of a landslide event on the strain response of these pipelines. Axial strain measurement of the multiple pipelines in the Cheecham slope’s ROW allows: i) a direct comparison between lines ii) evaluation of the strain profile across the slope iii) assessment of the magnitude of the axial strain in terms of pipe characteristics e.g. pipe vintage and mechanical properties. More importantly, the axial strain data may provide an additional tool to assess the effectiveness of strain mitigation steps carried out over the years. An increase in the frequency of axial strain ILI runs resulted in additional data being available and more importantly data from run to run inspections spread over months or sometime years. A single run captures the strain at the time of inspection but run to run inspections provide an additional comparative tool to evaluate and monitor pipeline movement. Two out of the five lines inspected have run to run axial strain data. This paper takes the Cheecham slope as a case study to discuss the benefits of run comparison of ILI axial strain data either by comparing strain values of repeated runs for a single line or by the cross comparison of strain responses of different lines in the same ROW. The paper aims to demonstrate how run to run analysis of ILI axial strain data can be implemented as part of geohazard risk management program to asses strain risk profiles of these locations and to assess the effectiveness of strain mitigation programs previously undertaken by operators.


2018 ◽  
Vol 10 (3) ◽  
Author(s):  
Musaiyadah Ahmadun ◽  
Siti Arni Basir ◽  
Osman Md Rasip

Many studies on the implementation of quality management programs were carried out by previous researchers. However, the study on the soft or human factors in the implementation of quality management programs is still poorly explored. Therefore, this article aims to analyze soft factors in the implementation of quality management programs at Selangor Islamic Religious Council or Majlis Agama Islam Selangor (MAIS). This study uses a qualitative method involving MAIS as a case study. Semi-structured interviews were used as a data collection method and supported by relevant documents collected from MAIS. A total of fifteen informants comprising top management and MAIS officers were interviewed to obtain in-depth information on the subjects studied. The findings reveal that there are six soft factors emerged in the implementation of quality management programs at MAIS namely leadership, training and development, teamwork, customer focus, Syura and rewards. This study demonstrates that soft factors has helped facilitate the implementation of quality management programs in MAIS. The results of this study can be used as guidance by managers in public or corporate organizatons in their efforts to implement quality management programs effectively.


DYNA ◽  
2018 ◽  
Vol 85 (207) ◽  
pp. 36-43
Author(s):  
Carlos Esteban Aristizabal-Alzate ◽  
José Luís González Manosalva

Universities are complex organizations, so when implementing an EMS and adopting strategies, methodologies and programs they must involve the entire university system to minimize the negative impacts on the environment and, thus, lead the search for sustainable or carbon neutral organizations. Carbon Footprint was used as an indicator to measure the sustainability effectiveness of the environmental programs implemented and promoted by the EMS-ITM and how they mitigate the emission of GHGs. The calculation of this indicator was developed following ISO 14040-14044 and ISO 14064, for the ITM-Robledo campus and for the period 2015-2017. The results show the relevance and the reduction in the GHG emission levels achieved by the environmental programs studied, especially by the comprehensive solid waste management program, with which the highest levels of mitigation are achieved.


Author(s):  
Julian Yamaura ◽  
Stephen T. Muench ◽  
Kim Willoughby

This paper presents a case study of the organizational change process associated with the Washington State Department of Transportation (WSDOT) year-long research program that implemented a cloud-based mobile project inspection application to 18 project engineering offices (PEO) across the state. Ultimately, four out of the 18 PEOs decided to adopt the new technology. Data from semi-structured interviews and a user study conducted two months after implementation are used to identify organizational change strategies used by WSDOT, and how those relate to ideas from the general literature on change management. The loss of upper management program leaders, inadequate communication and training to prepare personnel for the change, and policy and procedural uncertainties in integrating the change with other systems and operations were found to be factors that may have influenced the outcome of the program. While this paper focuses on one DOT’s efforts, other DOTs may have similar organizational structures and implementation efforts, and the findings and lessons learned could serve as a representative model for how such implementation might best be accomplished in a DOT and how that might differ from traditional change management guidance.


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