Communication matters
21 Sep 2006
Lack of communication about process technology and its criticality can have severe repercussions for an entire organisation — as evidenced by the recent problems at Cadbury and BP Alaska, covered in this issue.
At board and senior management levels, lack of communication about process technology and its criticality can have severe repercussions for an entire organisation — as evidenced by the recent problems at Cadbury and BP Alaska, covered in this issue.
The above also holds true for the day-to-day roles of process engineers, particularly when they are involved in projects that require interfacing with new and, perhaps, unfamiliar technologies, suppliers and contractors.
Installation contractors, for instance, will often have a different slant on what is meant by the particular terms of a brief, unless they have direct experience of installing the technology in the same application and environment that you are dealing with.
Process engineers must also be skilled at getting their point across to everyone in the project team. Equally, they should be able to adapt their message to the agenda of project managers and senior directors — usually saving time and money, rather than the workings, say, of the latest distributed control system.
The increasing complexity surrounding the application and management of process technology now means a growing role for information services that communicate intelligence — rather than those that add to the information overload for busy engineers.
With its new design, Process Engineering aims to support engineers and managers at all levels of industry in adopting best practices and managing change. Our new frequency and Internet and email information services (see website for details) will, meanwhile, ensure greater focus on the trendsetters in our target sectors; chemicals, food & beverage, oil & gas, pharma, power, pulp & paper and water & waste management.
PE also aims to keep its coverage concise and snappy — as the subject matter allows — and ensure that process issues are on the agenda at all levels of your organisation; from operators and engineers right up the chain of command to the boardroom.
The above also holds true for the day-to-day roles of process engineers, particularly when they are involved in projects that require interfacing with new and, perhaps, unfamiliar technologies, suppliers and contractors.
Installation contractors, for instance, will often have a different slant on what is meant by the particular terms of a brief, unless they have direct experience of installing the technology in the same application and environment that you are dealing with.
Process engineers must also be skilled at getting their point across to everyone in the project team. Equally, they should be able to adapt their message to the agenda of project managers and senior directors — usually saving time and money, rather than the workings, say, of the latest distributed control system.
The increasing complexity surrounding the application and management of process technology now means a growing role for information services that communicate intelligence — rather than those that add to the information overload for busy engineers.
With its new design, Process Engineering aims to support engineers and managers at all levels of industry in adopting best practices and managing change. Our new frequency and Internet and email information services (see website for details) will, meanwhile, ensure greater focus on the trendsetters in our target sectors; chemicals, food & beverage, oil & gas, pharma, power, pulp & paper and water & waste management.
PE also aims to keep its coverage concise and snappy — as the subject matter allows — and ensure that process issues are on the agenda at all levels of your organisation; from operators and engineers right up the chain of command to the boardroom.
