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Management and Supervisory

Driving Profitability with Swaps and Exchanges

June
2009
Management
Frank Erzinger
Swap and exchange programs can significantly reduce logistics costs, as well as an organization’s carbon footprint. Despite its potential, the technique is often constrained by commercial, technical and operational concerns.

Close Out - The Forgotten Phase

January
2002
Management
Paula K. Martin ,  Karen Tate
In the long run, taking the time to close out a project properly will save time and reduce the chances of making the same mistake twice.

People - The Key to Successful Project Management

September
2004
Career Catalyst
Eldon R. Larsen
While Gantt charts, timelines, budgets, resource constraints, quality challenges, performance measures, and other tools are important, they are neither meaningful nor effective without people.

Get Your Investment Decisions Right

February
2006
Management
Gerald Bode, Gregory J. McRae, Konrad Hungerbuhler, Reinhard Schomacker
This article describes state-of-the-art investment analysis techniques, shows how and why even reasonably good analyses can lead to bad decisions, and gives guidance on how to avoid mistakes when making investment decisions regarding chemical...

Increasing Employee Productivity

September
2001
Management
Charles  Gillard
Maximize workplace efficiency via implementation of best practices using workflow modeling and automation.

Recruit for Retention

April
2004
Career Catalyst
Partick Ropella
The most successful employee-retention programs begin with recruiting and hiring the individual who best matches the position and best fits into the company's culture.

Closing the Gap Between Engineers and Management

May
2010
Career Catalyst
George Buckbee, P.E.
Work-style and communication differences often result in a disconnect between managers and engineers. Bridging this culture gap will allow managers to make better business decisions and bring engineers the understanding and recognition they deserve.

Unlikely Victory: How General Electric Succeeded in the Chemical Industry

September, 2000
Many companies that stray too far from their core business fail. So how is it that General Electric, a major electrical manufacturing company, ended up as one of the top U.S. chemical producers—with 1998 sales of $6.6 billion? In Unlikely Victory, Jerome T. Coe, a retired 40-year career employee...

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