Barbara Kanegsberg with special guest columnist Dr. Kevina O’Donoghue Reviewed by Ed Kanegsberg
When asked about the most important factor in manufacturing, many employees put people ahead of production. It is important that our priorities are right on this one. Breaches in cleanroom protocol must not be allowed to result in an unsafe product. At the same time, skilled, educated cleanroom employees are essential for production of quality product.
Unfortunately, no. There is no absolute truth in measurement. Measurement is really about probability. The percentages of times the measurement will be different are the uncertainties of that parameter.
This column reports on three unrelated outcomes about which you need know to manage critical cleaning work, and points out their significance.
That’s a tough one, but for simple, relatively small cleanroom projects there are a few things that you can do to help ensure everyone bidding the job is “singing from the same song sheet.”
Finding it hard to carve out time to get important things done? Checking email, people at your office door, unexpected meetings can all fill time but may not be getting you any closer to getting your own work done or to move ahead on projects.
Many believe that aerosols are safe below their flash points. Serious fires have occurred in the chemical process industries because of that belief. In fact, aerosols of combustible liquids at temperatures well below their flash points can be ignited as can vapor.
The goal of the cleanroom is to minimize product contamination. The cleanroom provides a protective environment, but automatically moving a process step to the cleanroom may be a simplistic, counterproductive solution.
If you’re the boss, you don’t necessarily want to hear the word “no.” If you have an issue or concern with a boss’s ideas, it’s not easy or may not be welcome to disagree. So is saying “no” taboo in the workplace? Not if you want innovation, productivity, and success.
Repeating yourself and doing it using different methods of communication can enhance persuasion and buy-in.
Overdesign is one of the primary drivers of cleanroom size—and cost. While it is important to plan for production capacity growth, there is a big downside.
Basically, if an operation doesn’t need to be performed in the cleanroom, keep it out! Too often, we observe processes performed in cleanrooms that either could or should be performed elsewhere.
Shari Lifland, Editorial Communications Manager for the American Management Association (AMA), says that, “According to a new survey by CareerBuilder, more than one-quarter (26%) of managers said they weren’t ready to become a leader when they started managing others. Even more disturbing, 58% said they didn’t receive any management training.”
In assessing the quality of cleanroom wipers, it is vital to consider the consistency of their cleanliness as an integral property that allows the expected performance measures to be achieved.
In the first installment, we discussed how to avoid superfluous materials and activities in cleanrooms.