Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology

Department of Chemical Engineering

PLANNING TECHNICAL ACTIVITIES

If managing organization is to be pursued vigorously, planning will constitute the most
important activity. Managers who plan are afforded with the opportunity to carefully analyze
situations which directly contribute to effective decision-making.
The engineer manager, regardless of his management level, will have to devote some of
his time to planning. The higher the management level the engineer manager is in, the more
sophisticated his planning activity becomes. Why and how this is so shall be discussed in this
chapter.
PLANNING DEFINED

Planning is the most basic of all managerial functions. It is the process by which
managers establish goals and define the methods by which these goals are to be attained.
Various experts define planning in various ways, all which are designed to suit specific purposes.
Planning, according to Nickels and others, refers to the management function that
involves anticipating future trends and determining the best strategies and tactics to achieve
organizational objectives. This definition is useful because it relates the future to what could be
decided now.
Aldag and Stearns, on the other define planning as the selection and sequential
ordering of tasks required to achieve an organizational goal. This definition centers on the
activity required to accomplish the goals.
The definition of Cole and Hamilton provides a better guide on how to effectively
perform this vital activity. Planning, according to them is deciding what will be done, who will

do it, where, when, and how it will be done, and the standards to which it will be done.
For our purpose, it will suffice to define planning as selecting the best course of action so
that the desired result may be achieved. It must be stressed that the desired result takes priority
and the course of action chosen is the means to realize the goal.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
Management has to plan for long-range and short-range future direction by looking
ahead into the future, by estimating and evaluating the future behavior of the relevant
environment and by determining the enterprise's own desired role.
Planning involves determining various types and volumes of physical and other
resources to be acquired from outside, to allocate these resources in an efficient manner among
competing claims and to make arrangement for systematic conversion of these resources into
useful outputs.
As it is clear from the above discussion, plans have two basic components: goals and action
statements. Goals represent an end state the targets and results that managers hope to
achieve.
Action statements represent the means by which an organization goes ahead to attain
its goals. Planning is a deliberate and conscious act by means of which managers determine a
course of action for pursuing a specific goal.
Planning to a manager means thinking about what is to be done, who is going to do it,
and how and when he will do it. It also involves thinking about past events (retrospectively) and
about future opportunities and impending threats (prospectively). Planning enquirers about
organizational strengths and weaknesses and involves decision making about desired ways and
means to achieve them.
There are, however, differences between decision making and planning. Decisions can
be made without planning but planning cannot be done without making decisions.
THE NATURE OF PLANNING

There are many instances when managers are overwhelmed by various activities which
are at times beclouding his judgment. This must be expected since anybody who is confronted
by several situations happening simultaneously will lose sight of the more important concerns.
To minimize mistakes in decision-making, planning is undertaken.
A plan, which is the output of planning, provides a methodical way of achieving desired
results. In the implementation of activities, the plan serves as a useful guide. Without the plan,

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
some minor tasks may be afforded major attention which may, later on, hinder the
accomplishments of activities.
An example of the difficulty of not having a plan is illustrated below,
The management of an engineering firm was able to identify the need to hire additional
three employees. The manager proceeded to invite applicants, screen them, and finally hired
three of them. When the hiring expense report was analyzed, it involved more than double the
amount spent by other firms in hiring the same number of people.
When an inquiry was made, it was found out that the manager committed some errors
in judgment. For instance, he used an expensive advertising layout in a newspaper when a
simple message will do.
Also, it was found out that the absence of a hiring plan contributed to the high cost of
hiring.
The nature of planning can be understood by examining its four major aspects. They are;
1.
2.
3.
4.

Its contribution to objectives,

Its primacy among the manager's tasks.
Its pervasiveness, and
The efficiency of resulting plans.

1. Contribution of Planning to the Attainment of Objectives

Since plans are made to attain goals or objectives, every plan and all its support should
contribute to the achievement of the organizations purpose and objectives. An organized
enterprise exists to accomplish group objectives through willing and purposeful co-operation.
2. Primacy of Planning
That planning is the prime managerial function is proved by the fact that all other
functions such as organizing, staffing, leading and controlling are designed to support the
accomplishment of the enterprise's objectives.
Planning quite logically therefore comes first before execution of all other managerial
functions as it involves establishing the objectives necessary for all group efforts. Also, all the
other managerial functions must be planned if they are to be effective.
Likewise, planning and controlling are inextricably bound up. Control without plan is
meaningless, because plan provides the basis or standard of control.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
3. Pervasiveness of Planning
Planning is a unique and universal function of all managers. The character and scope of
planning may vary with each manager's authority and with the nature of the policies and plans
outlined by superiors, but all managers must have some function of planning.
Because of one's authority or position in the managerial hierarchy, one may do more or
less planning, but some kind or amount of planning a manager must do. According to Weihrich
and Koontz; All managers, from presidents to first-level supervisors - plan.
4. The Efficiency of Plans
Plans should not only be effective, but also efficient. Effectiveness of a plan relates to the
extent to which it accomplishes the objectives.
The efficiency of plan, however, means its contribution to the purpose and objectives,
offset by the costs and other factors required to formulate and operate it. Plans are efficient if
they achieve their objective at a reasonable cost, when such a cost is measure not only in terms
of time, money or production, but also in terms of satisfaction of the individual or group.
Both conceptual and practical reasons are put forward in support of planning. Two
conceptual reasons supporting systematic planning by managers are limited resources and an
uncertain environment.

Characteristics of Planning
The nature of planning can be highlighted by studying its characteristics.
They are as follows:
(a) Planning is a mental activity
Planning is not a simple process. It is an intellectual exercise and involves thinking
and forethought on the part of the manager.
(b)Planning is goal-oriented
Every plan specifies the goals to be attained in the future and the steps necessary
to reach them. A manager cannot do any planning, unless the goals are known.
(c) Planning is forward looking

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
Planning is in keeping with the adage, look before you leap, thus planning
means looking ahead. It is futuristic in nature since it is performed to accomplish some
objectives in future.
(d)Planning pervades all managerial activity
Planning is the basic function of managers at all levels, although the nature and
scope of planning will vary at each level.
(e) Planning is the primary function
Planning logically precedes the execution of all other managerial functions, since
managerial activities in organizing; staffing, directing and controlling are designed to
support the attainment of organizational goals. Thus, management is a circular process
beginning with planning and returning to planning for revision and adjustment.
(f) Planning is based on facts
Planning is a conscious determination and projection of a course of action for the
future. It is based on objectives, facts and considered forecasts. Thus planning is not a
guess work.
(g) Planning is flexible
Planning is a dynamic process capable of adjustments in accordance with the
needs and requirements of the situations. Thus planning has to be flexible and cannot
be rigid.
(h) Planning is essentially decision making
Planning is a choice activity as the planning process involves finding the
alternatives and the selection of the best. Thus decision making is the cardinal part of
planning.

Significance of Planning
According to G.R. Terry, Planning is the foundation of most successful actions of all
enterprises. An enterprise can achieve its objectives only through systematic planning on
account of the increasing complexities of modern business. The importance and usefulness of
planning can be understood with reference to the following benefits.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
(a) Minimizes Uncertainty
The future is generally uncertain and things are likely to change with the passage
of time. Planning helps in minimizing the uncertainties of the future as it anticipates
future events.
(b)Emphasis on Objectives
The first step in planning is to fix the objectives. When the objectives are clearly
fixed, the execution of plans will be facilitated towards these objectives.
(c) Promotes Coordination
Planning helps to promote the coordinated effort on account of pre-determined
goals.
(d)Facilitates Control
Planning and control are inseparable in the sense that unplanned actions cannot
be controlled. Control is nothing but making sure that activities conform to the plans.
(e) Improves Competitive Strength
Planning enables an enterprise to discover new opportunities, which give it a
competitive edge.
(f) Economical Operation
Since planning involves a lot of mental exercise, it helps in proper utilization of
resources and elimination of unnecessary activities. This, in turn, leads to economy in
operation.
(g)Encourages Innovation
Planning is basically the deciding function of management. Many new ideas
come to the mind of a manager when he is planning. This creates an innovative and
foresighted attitude among the managers.
(h)Tackling complexities of modern business
With modern business becoming more and more complex, planning helps in
getting a clear idea about what is to be done, when it is to be done, where it is to be
done and how it is to be done.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
Limitations of Planning
Although planning is a primary function of management and facilitates various other
management functions, it has many barriers and limitations. Some of them are explained below:
(a)Costly process
Planning is a costly process as time, energy and money are involved in gathering
of facts and testing of various alternatives.
(b)Rigidity
Planning restricts the individuals freedom, initiative and desire for creativity as it
strictly adheres to predetermined -policies and Programmes.
(c)Limited Scope
The scope of planning is said to be limited in the case of organizations with
rapidly changing situations.
(d)Non-Availability of Data
Planning needs reliable facts and figures. Planning loses its value unless reliable
information is available.
(e)Peoples Resistance
Resistance to change hinders planning. Planners often feel frustrated in
instituting new plans, because of the inability of people to accept them.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
PLANNING AT VARIOUS MANAGEMENT LEVELS
Planning is the management function that involves setting goals and deciding how to
best achieve them. Setting goals and developing plans helps the organization to move in a
focused direction while operating in an efficient and effective manner. Long-range planning
essentially is the same as strategic planning; both processes evaluate where the organization is
and where it hopes to be at some future point. Strategies or plans are then developed for
moving the organization closer to its goals. Long-range plans usually pertain to goals that are
expected to be met five or more years in the future.
LEVELS OF MANAGEMENT:
The term Levels of Management refers to a line of demarcation between various
managerial positions in an organization. The number of levels in management increases when
the size of the business and work force increases and vice versa. The level of management
determines a chain of command, the amount of authority & status enjoyed by any managerial
position. The levels of management can be classified in three broad categories:

Top Management Level / Administrative level

Middle Management Level / Executory
Low Management Level / Supervisory / Operative / First-line managers

Managers at all these levels perform different functions. The role of managers at all the three
levels is discussed below:

1. Top Level of Management

It consists of board of directors, chief executive or managing director. The top management
is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
more time on planning and coordinating functions. The role of the top management can be
summarized as follows

Top management lays down the objectives and broad policies of the enterprise.
It issues necessary instructions for preparation of department budgets, procedures,
schedules etc.
It prepares strategic plans & policies for the enterprise.
It appoints the executive for middle level i.e. departmental managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.
The top management is also responsible towards the shareholders for the performance of
the enterprise.

The top level management includes the CEO, President, Vice Presidents, General Managers,
and Division Heads.
2. Middle Level of Management
The branch managers and departmental managers constitute middle level. They are
responsible to the top management for the functioning of their department. They devote more
time to organizational and directional functions. In small organization, there is only one layer of
middle level of management but in big enterprises, there may be senior and junior middle level
management. Their role can be emphasized as

They execute the plans of the organization in accordance with the policies and directives
of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret and explain policies from top level management to lower level.
They are responsible for coordinating the activities within the division or department.
It also sends important reports and other important data to top level management.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers towards better performance.

The middle level management includes Functional Managers, Product Line Managers, and
Department Heads.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
3. Lower Level of Management
Lower level is also known as supervisory / operative level of management. It consists of
supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, Supervisory
management refers to those executives whose work has to be largely with personal oversight
and direction of operative employees. In other words, they are concerned with direction and
controlling function of management. Their activities include

Assigning of jobs and tasks to various workers.

They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.
They are also entrusted with the responsibility of maintaining good relation in the
organization.
They communicate workers problems, suggestions, and recommendatory appeals etc to
the higher level and higher level goals and objectives to the workers.
They help to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc for getting the things done.
They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise.
They motivate workers.
They are the image builders of the enterprise because they are in direct contact with the
workers.
The lower management level includes Unit Managers and First Line Supervisors.

DIFFERENT TYPES OF PLANNING ACCORDING TO THE MANAGEMENT LEVEL:

Planning is the part of management concerned with creating procedures, rules and
guidelines for achieving a stated objective. Planning is carried out at both the macro and micro
level. Managers need to create broad objectives and mission statements as well as look after the
day to day running of the company.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering

A. Strategic Planning ( TOP MANAGEMENT LEVEL )

A strategic plan is a high-level overview of the entire business, its vision, objectives, and
value. This plan is the foundational basis of the organization and will dictate decisions in the
long-term. The scope of the plan can be two, three, five, or even ten years.
Managers at every level will turn to the strategic plan to guide their decisions. It will also
influence the culture within an organization and how it interacts with customers and the media.
Thus, the strategic plan must be forward looking, robust but flexible, with a keen focus on
accommodating future growth.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
The crucial components of a strategic plan are:
1. Vision
Where does the organization want to be five years from now? How does it want to
influence the world?
These are some of the questions you must ask when you delineate your organizations
vision. Its okay if this vision is grandiose and idealistic. If there is any room to wax poetic within a
plan, it is here. Holding ambitions to make a dent in the Universe (Apple/Steve Jobs) is
acceptable, as is a more realistic vision to create the most customer-centric company on Earth
(Amazon).
2. Mission
The mission statement is a more realistic overview of the companys aim and ambitions. Why
does the company exist? What does it aim to achieve through its existence? A clothing company
might want to bring high street fashion to the masses, while a non-profit might want to
eradicate polio.
The first basic step in long-range planning is the definition of the organization's mission.
Essentially, the mission is what differentiates the organization from others providing similar
goods or services. Strategies are developed from mission statements to aid the organization in
operationalizing its mission.
Long-range planning primarily is the responsibility of boards of directors, top management,
and corporate planning staffs. Strategic decision makers are responsible for identifying and
interpreting relevant information about the business environment. Thus, a key part of strategic
management involves identifying threats and opportunities stemming from the external
environment and evaluating their probable impact on the organization.
3. Values
Inspire. Go above & beyond. Innovate. Exude passion. Stay humble. Make it fun
These arent fragments from a motivational speech, but Fab.coms values. Like Fab, each
organization has its own values. These values will guide managers and influence the kind of
employees you hire. There is no template to follow when jotting down the values. You can write
a 1,000 page essay, or something as simple as Googles Dont be Evil its all up to you.
As you can see, there are really no rules to writing the perfect strategic plan. This is an openended, living document that grows with the organization. You can write whatever you want in
it, as long as it dictates the future of your organization.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
Strategic planning deals with the future, but only as it relates to present decisions. Strategic
planning is the process of selecting an organization's goals, determining the policies and
programs necessary to achieve specific objectives, and establishing the methods necessary to
assure that the policies and strategic programs are implemented.
B. Intermediate/Tactical Planning ( MIDDLE MANAGEMENT LEVEL )

The tactical plan describes the tactics the organization plans to use to achieve the ambitions
outlined in the strategic plan. It is a short range (i.e. with a scope of less than one year), low-level
document that breaks down the broader mission statements into smaller, actionable chunks. If
the strategic plan is a response to What?, the tactical plan responds to How?. Creating
tactical plans is usually handled by mid-level managers.
The tactical plan is a very flexible document; it can hold anything and everything required to
achieve the organizations goals. That said, there are some components shared by most tactical
plans:
1. Specific Goals with Fixed Deadlines
Suppose your organizations aim is to become the largest shoe retailer in the city. The tactical
plan will break down this broad ambition into smaller, actionable goals. The goal(s) should be
highly specific and have fixed deadlines to spur action expand to two stores within three
months, grow at 25% per quarter, or increase revenues to $1mn within six months, and so on.
2. Budgets
The tactical plan should list budgetary requirements to achieve the aims specified in the
strategic plan. This should include the budget for hiring personnel, marketing, sourcing,
manufacturing, and running the day-to-day operations of the company. Listing the revenue
outflow/inflow is also a recommended practice.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
3. Resources
The tactical plan should list all the resources you can muster to achieve the organizations
aims. This should include human resources, IP, cash resources, etc. Again, being highly specific is
encouraged.
4. Marketing, Funding, etc.
Finally, the tactical plan should list the organizations immediate marketing, sourcing,
funding, manufacturing, retailing, and PR strategy. Their scope should be aligned with the goals
outlined above.

C. Operational Planning ( LOWER MANAGEMENT LEVEL )

The operational plan describes the day to day running of the company. The operational plan
charts out a roadmap to achieve the tactical goals within a realistic timeframe. This plan is highly
specific with an emphasis on short-term objectives. Increase sales to 150 units/day, or hire 50
new employees are both examples of operational plan objectives. Creating the operational plan
is the responsibility of low-level managers and supervisors.
Operational plans can be either single use, or ongoing, as described below:
1. Single Use Plans
These plans are created for events/activities with a single occurrence. This can be a one-time
sales program, a marketing campaign, a recruitment drive, etc. Single use plans tend to be
highly specific.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
2. Ongoing Plans
These plans can be used in multiple settings on an ongoing basis. Ongoing plans can be of
different types, such as:
Policy: A policy is a general document that dictates how managers should approach a
problem. It influences decision making at the micro level. Specific plans on hiring employees,
terminating contractors, etc. are examples of policies.
Rule: Rules are specific regulations according to which an organization functions. The rules
are meant to be hard coded and should be enforced stringently. No smoking within premises,
or Employees must report by 9 a.m., are two examples of rules.
Procedure: A procedure describes a step-by-step process to accomplish a particular objective.
For example: most organizations have detailed guidelines on hiring and training employees, or
sourcing raw materials. These guidelines can be called procedures.
Ongoing plans are created on an ad-hoc basis but can be repeated and changed as
required. Operational plans align the companys strategic plan with the actual day to day
running of the company. This is where the macro meets the micro. Running a successful
company requires paying an equal attention not only to the broad objectives, but also how the
objectives are being met on an everyday basis.
Although all levels of management typically are involved in the planning process, upperlevel managers usually spend more time planning than do lower-level managers. The most
specific form of planning - scheduling and dispatching - involves the assignment and
sequencing of specific existing resources (people, machines, raw material, and so for) to
manufacture or deliver given quantities of products, consistent with a long-interval operating
plan (such as a quarterly operation plan).
Each level of the organization has strategic, tactical, and operational concerns, but the
relative proportion devoted to each and their time horizons vary by level.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
THE PLANNING PROCESS
Depending on the management levels that are assigned and would perform planning
tasks, the process of planning consists of several essential steps. In general, planning process
involves the following
1.
2.
3.
4.

Setting organizational, divisional or unit goals;

Developing strategies or tactics to reach those goals;
Determining the resource needed, and;
Setting standards

Critical to employee safety is fire emergency preparation planning. The

effectiveness of response during emergencies depends on the amount of planning,
training, and drilling previously performed.
Identifying key elements of a fire emergency preparation plan starts with the
development of a written plan. The emergency preparedness plan should address all
potential emergencies that can be anticipated in the workplace (e.g., floods,
earthquakes, and windstorms) and recovery plans. This guide is limited to fire
emergency preparedness planning.
The written emergency preparedness plan should be provided to all departments
and be accessible to all employees. Department managers and supervisors should
be familiar with all elements in the written plan and have conducted training/drilling to
assure that their department employees clearly understand their roles in fire
emergencies.
As an engineer manager, we must ensure the overall workplace and employees
safety. To do so, we must establish a fire emergency preparedness planning for the
case of fire emergency. Regarding the topic, we will apply the four steps in planning
process using such planning method.
Step 1: Setting Organizational, Divisional or Unit Goals
A classic definition of goals is stated as precise statement of results sought, quantified in
time and magnitude, where possible. Goal setting is the first task an engineer manager should
do in order for him to have a sense of direction to his firm (if he is the chief executive), to his
division (if he heads a division), or to his unit (if he is a supervisor). All of his concern is answered
by setting goals. There is a great advantage of the awareness of constituents of the firm to the
goals that had set by having a greater chance of majority of the firms contribution in the
realization of such goals.

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Example:

The objective of the Emergency Preparedness Plan is to minimize the danger to life
and property in the event of a plant emergency. To achieve this goal, we have
outlined well-defined, clear-cut steps to be taken should an emergency occur. For
the purpose of this Plan, emergency procedures shall be implemented for fires,
explosions, bomb threats, hazardous material spills or natural disasters which
require immediate emergency action and/or evacuation of the plant
.
Step 2: Developing Strategies or Tactics to Reach Goals
After determining the goals, the next task is to devise or implement some means to
realize them. Strategies are the ways to realize the said goals and these will be the concern of
the top management. Likewise, the middle and lower management will adapt their own tactics
to implement their plans.
Strategies and tactics are sometimes used and defined interchangeably, or sometimes
considered synonymous however, they have different definitions. A strategy may be defined as
a course of action aimed at ensuring that the organization will achieve
On the other hand, the tactic is a short-term action taken by management to adjust to
negative internal or external influences. Tactics aimed to formulate and implement to support
the firms strategies.
Example:
1. Training for Emergencies
4.1. Evacuation Team Training
4.1.1. members of the Evacuation Team shall familiarize themselves with all
means of egress from the building, the location of the manual pull boxes
and the designated gathering areas.
4.1.2. team members shall lead employees to the nearest exit, and assure that
all employees in their respective areas have been evacuated by making a
visual sweep of their respective areas prior to exiting the building.
4.1.3. once all employees have evacuated the building, team members are to
lead and gather with their area employees in the designated gathering
area.
4.1.4. team members shall then take a head count and relay the count to their

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College of Engineering and Technology
Department of Chemical Engineering

area

supervisor

and/or

manager

at

the

guard

station.

Note: the building should be evacuated within 2-3 minutes.

4.2. Emergency Team Training
4.2.1. The Emergency Team shall be trained to attempt to control small,
incipient fires only; those which are localized in a contained area and
which are in their initial stages only.
4.2.2. Emergency Team members are NOT to attempt to fight any fire which is
out of control and has spread to become a large or major fire.
4.2.3. Emergency Team members shall be trained initially and annually in the
following areas:
4.2.3.1. fire extinguisher use
4.2.3.2. knowledge and location of fire extinguishers
4.2.3.3. types of fires to attempt to control
4.2.3.4. procedure for having used fire extinguishers recharged
4.2.3.5. notification procedures
4.3. Hazardous Material Release Responders:
4.3.1. shall become familiar with the location and use of Material Safety Data
Sheets (MSDS)
4.3.2. shall know the location of the manual pull alarm boxes
4.3.3. shall learn how to control a chemical spill that does not require the use of
a respirator
4.3.4. shall be trained and familiar with notification procedures
4.4. Employee Training
4.4.1. all employees shall be instructed to shut off machinery (if possible).
4.4.2. all employees shall be made aware of the alarm system and evacuation
procedures.

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College of Engineering and Technology
Department of Chemical Engineering

4.4.3. all employees shall be made aware of the location of the manual pull
alarm boxes and instructed to pull the alarm should they detect a fire.
4.4.4. all employees shall be made familiar with emergency exits in the building
and the evacuation plans posted by each exit.
4.4.5. all employees shall be instructed to evacuate the building in an orderly
manner immediately whenever the alarm is sounded or whenever they
are instructed to evacuate the building and shall be informed of the
designated gathering areas.
2. Security Guard Procedures
5.1. If the alarm is sounded during your shift:
5.1.1. man the telephones/Closed-Curcuit TV monitors at guard station
(Command Center).
5.1.2. all incoming, non-emergency telephone calls shall be instructed that an
evacuation is underway and the phones must remain clear.
5.1.3. be prepared to assist fire department personnel.
5.1.4. direct fire department personnel to the fire area or spill area if requested
to do so.
5.1.5. notify General Ambulance (#555-2121 / #911) when instructed to do so.
5.1.6. contact the Plant Nurse immediately (during normal hours at extension #
8069) and the Safety Manager (home-# 555-4590) or (beeper-# 5556816)
5.1.7. fill out a complete report of the incident.
3. Evacuation Team Procedures
6.1. The building shall be evacuated when any of the following occur:
6.1.1. the alarm sounds
6.1.2. the Plant Emergency Coordinator or his/her representative orders an
evacuation
6.1.3. the fire department - or other emergency response personnel order an

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College of Engineering and Technology
Department of Chemical Engineering

evacuation (example: chemical spill, bomb threat, etc.)

6.2. Once the alarm sounds or an evacuation as been ordered, the Evacuation Team
shall immediately initiate this Plan:
6.2.1.

department Leads and/or area supervisors shall immediately instruct all

personnel to exit the building by using the nearest designated fire exit.

6.2.2.

Designated Fire Exits are as follows:

6.2.2.1. East Wing - East Wall Fire Door
6.2.2.2. East Wing - South Wall Fire Door (adjacent to 1st & 4th floor
cafeterias)

6.2.2.3. West Wing - Southwest Corner

6.2.2.4. West Wing - South Wall adjacent to Tunnel
6.3. Department Leads shall escort all area personnel to the designated gathering areas
in an orderly fashion.
6.3.1. Designated Gathering Areas are as follows:
6.3.1.1. Main Street Parking Lot - for all Production employees
(Molding-East Lot/Assembly-West Lot) who exit the East Wing
6.3.1.2. Manufacturer's Lane Parking Lot - for all Molding & support
employees who exit the West Wing
6.3.1.3. Visitors Parking Area - for all visitors, office & clerical support
personnel
6.3.1.4. Handicapped Parking/Guard Station - for all Managers &
Emergency Team Members
6.4.

Area Supervisors and/or Department Leads shall:

6.4.1. make a visual sweep of their respective areas for
missing personnel, exit the building and go to the
designated gathering area for a head count
6.4.2. take a head count and verify

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College of Engineering and Technology
Department of Chemical Engineering

6.4.3. report the head count to the Emergency Team

Command Center
6.4.4. immediately report any missing personnel but DO
NOT re-enter the building
6.5.

Attend to injured employees until emergency personnel

arrive.

6.6.

Area Supervisors shall, at the conclusion of the evacuation,

instruct Department Leads to escort employees into the
building upon receiving authorization from emergency
personnel.

4. Evacuation Team Procedures

7.1. Fire Response: Emergency Team Members should
7.1.1. attempt to control a small, incipient fire by use of a portable (Type A,B,C,)
fire extinguisher only
7.1.2. immediately identify and shut down any process(es) which could
contribute to or cause additional damage to the facility or injury to fire
fighting personnel
7.1.3. leave the building in cases of large, widespread fires
7.1.4. notify the Security Guard and Technical Manager of your ability/inability
to control the fire
7.1.5. identify all used fire extinguishers after the incident to ensure that the
extinguishers are recharged and ready for use
7.2. Hazardous Material Release Response: Emergency Team members should:
7.2.1. be trained in hazardous material spill control
7.2.2. not attempt to contain a hazardous chemical spill which requires the use
of a respirator
7.2.3. assist the Hazardous Materials Response Coordinator in spill containment
for minor spills

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College of Engineering and Technology
Department of Chemical Engineering

7.2.4. always use proper Personal Protective Equipment

7.2.5. know the whereabouts of Material Safety Data Sheets (MSDS)
7.2.6. know the whereabouts & the use of Emergency Response Kits
7.2.7. properly place and dispose of hazardous waste
7.2.8. notify the Emergency Team Coordinator
5. Medical Services
8.1. Medical Services shall be prepared to assist company-trained first responders with
medical treatment to injured personnel when in the facility.
8.2. After hours, the Plant Emergency Coordinator shall insure that General Ambulance
is notified if any injuries are sustained due to an incident.
8.3. While waiting for General Ambulance to arrive, the plant nurse and/or trained first
responders shall attend to all injured personnel and turn over those duties to
trained General Ambulance personnel when instructed to do so.
8.4. In the event that personnel must be transported to the local hospital, the guard
shall contact the area hospital(s) and notify hospital personnel of the number of
people being transported and the extent of the injuries.

Step 3: Determining Resources Needed

Once particular strategies and tactics have been devised, human and nonhuman
resources required by such strategies are then now a concern of the engineer manager. Even if
the resource requirements are currently available, they must be specified.
The quality and quantity of resources needed must be correctly determined. Too much
resource in terms of either quality or quantity will be wasteful. Too little will mean loss of
opportunities for maximizing income.
To satisfy strategic requirements, a general statement of needed resources will suffice.
Different units of the company will determine those specific requirements.
Personnel & Responsibilities
2.1. Plant Emergency Coordinator: Vice President of Operations
Responsibilities: The Plant Emergency Coordinator shall assume overall responsibility for all

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College of Engineering and Technology
Department of Chemical Engineering

emergency operations.
This person shall decide if the entire building will be evacuated. Exception: in any case
where the emergency alarm system is sounded; then, the entire building will be
evacuated.
Once a decision to evacuate the building has been made, the Emergency Coordinator
shall ensure that the evacuation order has been issued.
He/she will then determine when it is safe for everyone to return to the building. In the
event of a fire, this determination shall be made with the assistance of the local fire
department.
2.2. Alternate Emergency Coordinator: Manager of Manufacturing Technical Support
Responsibilities: In the absence of the Plant Emergency Coordinator, the Alternate
Coordinator shall assume overall responsibility for all emergency operations. If neither the
Coordinator nor Alternate Coordinator are in the plant, the management member
designated by the Emergency Coordinator shall assume overall responsibility.
2.3. Evacuation Team Members:
2.3.1. Department Managers must be assured that all personnel in their respective
areas have been accounted for and report this to the Plant Emergency
Coordinator.
2.3.2. General Supervisors and/or Group Leads shall be assured that all personnel in
their respective areas are accounted for in the absence of the department
manager.
2.3.3. Area Supervisors and/or Group Leads shall physically determine that all
personnel are accounted for and shall report this to the department
manager/general supervisor at the guard station (Command Center).
2.3.4. Leads (all groups) shall assist the area supervisor in assuring that all personnel
have evacuated the building by way of the nearest exit and have assembled in
the designated area. Leads shall remain with area personnel until given
permission to return to the building.
2.4. Emergency Team Members:
2.4.1. Technical Manager/Team Coordinator shall coordinate emergency response
procedures with his/her personnel.
2.4.2. Plant Electricians/Electrical Contractors shall attend to all electrical emergencies,
and disconnect and reconnect power when instructed to do so.

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College of Engineering and Technology
Department of Chemical Engineering

2.4.3. Plant Maintenance Personnel - All (see list attached #10) shall be trained in the
use of fire fighting equipment and handle small, incipient fires whenever
possible during their shift. A member of maintenance shall be designated on
each shift as the team coordinator to act in the absence of the Technical
Manager.
2.4.4. Hazardous Materials Response Coordinator - Safety Coordinator shall coordinate
hazardous material spill control when in the facility. In the event this person is
not in the facility, the guard shall contact him/her (beeper 555-1248). He/she
shall immediately come to the plant or provide instruction to the Emergency
Team Coordinator by way of telephone. Material Safety Data Sheets for all
hazardous chemicals shall be maintained at the security desk for use by
hazardous response personnel.
2.4.5. Safety Manager shall assist and council the Plant Emergency Coordinator in all
aspects of this Plan. He/she shall be immediately notified by the guard (pager
#555-6816)when an emergency response procedure is initiated. Upon
completion of the response, he/she shall immediately commence an
investigation of the incident.
2.5. Security Guard on Duty and Security Supervisor
All security guards shall be trained in this procedure. The Safety Manager, Ext. #8023 or
(*pager #555-6816) then the Supervisor of guards (*pager 555-1247) shall be notified
immediately in the event that the plant must be evacuated. The Supervisor of guards shall
come immediately to the plant and supervise the conduct of the evacuation. The
Emergency Coordinator, Ext. #8018 or (pager #555- 6187) shall be notified as soon as
possible by the Supervisor or the Safety Manager. The Supervisor shall provide a written
report to the Safety Manager at the conclusion of the event. (*- pagers are to be used after
normal business hours and on weekends when designees cannot be reached at home
Step 4: Setting Standards
A standard may be defined as a quantitative or qualitative measuring device designed
to help monitor the performance of people, capital goods or processes.
The standards for measuring performance may be set at the planning stage. Corrections
and reinforcements are given when actual performance does not match with the planned
performance.
Example:
In planning fire safety emergency drill, there is an evaluation for the rate of the response
and awareness of the employee once the drill alarm sounded. And, this evaluation is discussed
among the constituents of the workplace.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
TYPES OF PLANS
Plans are of different types. They may be classified in terms of functionality areas, time
horizon, and frequency of use.

PLANS WITH
TIME
HORIZON
PLANS ACCD.
TO
FREQUENCY
OF USE

FUNCTIONAL
AREA PLANS

TYPES
OF
PLANS
Functional Area of Plans
Plans may be prepared according to the needs of the different functional areas. Among
these types of functional area plans are the following:

1. Strategic Plan - Strategic plans are designed with the entire organization in mind and
begin with an organization's mission. Top-level managers, such as CEOs or
presidents, will design and execute strategic plans to paint a picture of the desired
future and long-term goals of the organization. Essentially, strategic plans look ahead
to where the organization wants to be in three, five, even ten years. Strategic plans,
provided by top-level managers, serve as the framework for lower-level planning.

Parts of the Strategic Plan

The strategic plan must contain the following:
1. Company or corporates mission
2. Objectives and Goals
3. Strategies

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
Company of corporate mission refers to the strategic statement that identifies why an
organization exists, its philosophy of management, and its purpose as distinguished from other
similar organizations in terms of products, services, and markets.
2. Marketing Plan this is the written document or blueprint for implementing and
controlling an organizations marketing activities related to a particular marketing
strategy.
The engineer manager may be familiar with engineering plans, knowing the details from
beginning to end. However, the ever present possibility of moving from one management level
to the next and from one functional area to another presses the engineer manager to be
familiar as well with the other functional are plans

The Contents of the Marketing Plan

The structure and content of the marketing plans vary depending on the nature
of the organizations adapting them. William Cohen maintains that the following must be
included in the marketing plan:
a. The Executive Summary which presents an overall view of the marketing project
and its potential.
b. Table of Contents
c. Situational Analysis and Target Market
d. Marketing Objectives and Goals
e. Marketing Strategies
f. Marketing Tactics
g. Schedules and Budgets
h. Financial Data and Control
3. Production Plan this is a written document that states the quantity of output a
company must produce in broad terms and by product family

The Contents of the Production Plan

The production plan must contain the following:
a. The amount of capacity the company must have
b. How many employees are required
c. How much material must be purchased
4. Financial Plan it is a document that summarizes the current financial situation of
the firm, analyzes financial needs, and recommends a direction for financial activities.

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Pamantasan ng Lungsod ng Maynila

College of Engineering and Technology
Department of Chemical Engineering
The Contents of the Financial Plan
The components of the financial plan are as follows:
a.
b.
c.
d.
e.
f.

An analysis of the firms current financial condition as indicated by an analysis of the

most recent statements
A sales forecast
The capital budget
The cash budget
A set of pro forma (or projected) financial statements
The external financing plan

5. Human Resource Management Plans it is a document that indicates the human

resource needs of a company detailed in terms of quantity and quality and based on
the requirements of the companys strategic plan.

The Contents of Human Resources Plan

The human resources plan must contain the following
a.
b.
c.
d.

Personnel requirements of the company

Plans for recruitment and selection
Training plan
Retirement plan

PLANS WITH TIME HORIZON

Plans with time horizon means the plans are made upon the timeframe it needed to execute to
achieve the organizational goals. Plans with time horizon consist of the following:
1. Short-range plans these are plans intended to cover a period of less than one year.
First-line supervisors are mostly concerned with these plans
2. Long-range plans these are plans covering a time span of more than one year. These
are mostly undertaken by middle and top management
PLANS ACCORDING TO FREQUENCY OF USE
Plans according to the frequency of use, may be classified as:
1. Standing Plans
These are plans that are used again or repeatedly use by the managements. They
mainly focus on managerial situations that reoccur repeatedly within the organization.

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College of Engineering and Technology
Department of Chemical Engineering
a. Policies they are broad guidelines to aid managers at every level in making
decisions about recurring situations or functions
b. Procedures they are plans that describe the exact series of actions to be taken
in a given situations
c. Rules they are statements that either require or forbid a certain action.
2. Single Use Plans
These plans are specifically developed to implement courses of action that are
relatively unique and are unlikely to be repeated. Single plans may be further classified
into three and these are as follows:
a. Budgets according to Weston and Brigham, is plan which sets forth the
projected expenditure for a certain activity and explains where the required
funds will come from
b. Program a single use plan designed to coordinate a large set of activities.
c. Project a single use plan that is usually more limited in scope than a program
and is sometimes prepared to support a program.
MAKING PLANNING EFFECTIVE
Planning is done so that some desired results may be achieved. At times, however, failure in
planning occurs.
Planning may be made successful if the following are observed:
1. Recognize the planning barriers
2. Use of aids to planning
The planning barriers, according to Plunkett and Attner, are as follows:
1.
2.
3.
4.
5.
6.
7.

Managers inability to plan

Improper planning process
Lack of commitment to the planning to process
Improper information
Focusing on the present at the expense of the future
Too much reliance on the planning department
Concentrating on only the controllable variables

Among the aids to planning that may be used are:

1. Gathers as much information as possible
2. Develop multiple sources of information
3. Involve others in the planning process

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