Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement

MANAGEMENT OF CHANGE TO FACILITY DESIGN – 1 Day
Ben Marguglio

Why This Seminar?

Without substantial experience, benchmarking and analysis, it would be difficult to create adequate systems for the control changes to documents defining facility design. This seminar provides the experience, benchmarking and analysis of the seminar presenter and the opportunity for the attendees to benchmark, as well.

Audience

This seminar is designed for those who are responsible for participating in, managing or overseeing the systems for the control of changes to facility design.

Learning Outcomes

Upon completion of this seminar, one will be able to understand:

  • Facility design change terminology;
  • Techniques by which to evaluate the cost and benefits of a facility design change;
  • Infrastructure necessary for the management of facility design change;
  • The system for the management of facility design change;
  • The system for the management of change to administrative and technical process documents and activities affected by the facility design change.

Outline

Proposal Phase

  • Types of change – e.g.: documentation only; hardware equivalent; hardware non-equivalent; hardware generic; set point
  • Type of change – why – e.g.: corrective; improvement change
  • Change proposal documentation and data
  • Trade-off study
  • Change priority

Design Phase

  • Design inputs – e.g.: regulatory requirement; commitments; walk-downs
  • Detail design
  • Calculations and analyses
  • Test requirements
  • Design output documents
  • Design change package
  • Design change evaluation – e.g.: impact on safety; impact on “abilities”
  • Impact on personnel, hardware and process re-qualification
  • Impact on other documents and activities – Marguglio’s Interconnectivity Diagram
  • Change authorization

Implementation Phase

  • Design document distribution
  • Change implementation scheduling
  • Hardware obsolescence and stop work
  • Make or buy and long lead items
  • Change implementation tracking
  • Engineering acceptance of vendor design and operating and maintenance manuals
  • “As built”
  • Work “at risk”
  • Change implementation verification – e.g., inspection; post-modification testing
  • Turn-over for return to service – minimum requirements for
  • Change project close-out

Review of change management procedures

Handouts

  • Copy of visual aids
  • Design change management procedures
  • Certificate of Completion showing 7 ½ education hours, with 0.75 Continuing Education Units that may be used toward university course credits or professional re-certifications, signed by Ben Marguglio
Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement