Part 1 Disaster Response Introduction Team Members Departmen

Part 1 Disaster Responseintroductionteam Membersdepartment Namemana

Part 1: Disaster Response Introduction Team Members: Department Name Manager Name Production / Manufacturing TIP: Color-coding each person’s contribution can help identify contributions as the group works on the project. Assumptions: Itemize key or major assumptions about the organization, its business, and its pre-disaster preparations. Do not simply repeat facts given in the Part 1 descriptions. Rather, assumptions should reflect conditions such as preparation and mitigations or conditions that affect response or recovery. Assumption Identified by Initial Response (5 p.m. Tuesday until 6 a.m. Wednesday) The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources. Decisions that the Chief Executive Needs to Make (Initial Response) As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences. Decisions Needed Identified by: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Production / Manufacturing Additional Contributions: A. Explain your critical activities, including any internal collaboration and external contacts you need to make: B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed Short-Term Recovery (6 a.m. Wednesday through noon on Sunday) The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources. Decisions that the Chief Executive Needs to Make (Short-Term Recovery) As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences. Decisions Needed Identified by: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Production / Manufacturing Additional Contributions: A. Explain your critical activities, including any internal collaboration and external contacts you need to make: B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed Business Resumption (Sunday and the next 7-10 days) The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources. Decisions that the Chief Executive Needs to Make (Business Resumption) As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences. Decisions Needed Identified by: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Decision needed: What objective the decision would achieve: Consequence of failure to decide or act: Production / Manufacturing Additional Contributions: A. Explain your critical activities, including any internal collaboration and external contacts you need to make: B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed 1 Wenqing Zhao V MUS108 Essay Outline I. Introduction a) Topic: Guitar Versus African Drum b) Thesis: From various perspective, compare and contrast cultural, social, historical, etc. of guitar and African drum. II. Body Paragraph a) 3 body paragraphs b) Historical, social, cultural perspective c) Performing styles d) Appearance (The way they made) III. Conclusion a) Summarize all main points b) Restate thesis c) Reinforce my ideas Study Group Project: Emergency Preparedness and Response Planning Exercises Tornado Scenario: (No location specified—you may use any venue you wish) Background You all work as managers for a light manufacturing company. (NOTE: The company does not necessarily produce lighting products, though it may. Light manufacturing --as opposed to heavy manufacturing --tends to produce products for consumers or small businesses from previously manufactured components. Such companies often assemble components and tend to be less automated and more labor-intensive than heavy manufacturing. They also require less capital than heavy manufacturing. While heavy manufacturing is characterized by large production plants, light manufacturing companies can be found in business parks and near residential areas.) This is a publicly owned company in a large town; the nearest major metropolitan area is about 2 hours away. About 375 people are employed by the company; the company runs 2 shifts Monday through Friday, 8 a.m. to 4 p.m. and 4 p.m. to midnight. A single facility houses the production areas and all sales and general administrative (S&GA) functions. The company has no other locations --just the single building. Your products are sold regionally and you are a niche supplier, with products that are more upscale (and more expensive) than national competitors. Some of your suppliers are local, some are regional, while others are national corporations. Your operating model is business-to-business (B2B), selling to retailers. You do not sell to individual consumers. You, however, encourage consumers to "like" your products via Facebook. The management staff members have multiple, but related responsibilities: • Production/manufacturing (includes shipping and receiving) • Facilities/physical plant (includes security) • Information technology/telecommunications (data processing, Internet service, phone service) • Communications (public relations) and Sales and Marketing • Administration (Human Resources and Finance) Note: Beyond this general information and additional information that is presented in time phases below, you will have to make up many details yourself. Some made-up details should be reasonable assumptions; there is a place in the report to list key assumptions. Other details can be completely made-up, such as the company's information technology architecture. Caution: Do not spend too much time deciding what products you manufacture or choosing a name for your company -- worry about recovering from the disaster! Task for Part 1: A Collaborative Report: Pretend that you are preparing recommendations to the Multi-Agency Coordination (MAC) Group. Fill out the Part 1 Template. If you use references, there will be a place in the Template for Part 2 for listing your references as well as including additional, optional information. ➢ Address the following questions at each phase of the disaster – Initial Response, Short Term Response, and Early Recovery and Restoration. For each area of responsibility, which activities are critical to perform as a part of the responses as it progresses (You will need to make inferences from the status information given above as well as use your imagination to create status information). What resources will you need? Consider organizations, people, information, equipment, materials and supplies. What decisions do you need to escalate to the MAC Group to make? ➢ Prepare the report to the MAC Group by phase. Use the template provided. Remember, reports need to be direct, specific and very clear. ➢ Each person is to be the primary contributor to the role that he or she has selected (e.g. one of the operations branches, the command staff officers, or the sections). In addition, review and provide constructive feedback to the other members of the study group (e.g. law enforcement can comment on public works and vice versa). Contributions and comments on all areas are expected. ⬠The template involves detailed planning for disaster response phases, including critical activities, resources, and decision escalation for a hypothetical manufacturing company's disaster response plan.

Paper For Above instruction

The comprehensive disaster response planning process outlined in the provided template emphasizes a structured and strategic approach to managing crises within a manufacturing organization. This process involves multiple phases—Initial Response, Short-Term Recovery, and Business Resumption—each requiring distinct considerations, decision-making priorities, and resource allocations. By partitioning responsibilities across various departments and assigning roles, organizations can streamline their disaster preparedness and response efforts, ensuring minimal interruption to operations and rapid recovery.

During the Initial Response phase, swift action is critical to ensure safety and stabilize operations. Key activities include assessing hazards, initiating communication protocols, and mobilizing emergency response teams. For example, production managers must evaluate damage to equipment, coordinate with facilities for safety measures, and inform the management team of immediate needs. Resources required include emergency personnel, first aid supplies, communication systems, and vehicle access. Decisions escalated to the CEO may involve declaring a state of emergency or approving immediate resource allocation, especially when external contractors or specialized response services are needed.

In the Short-Term Recovery phase, organizations focus on restoring essential functions and ensuring worker safety and morale. Critical activities involve repairing facilities, restoring data services, and resuming production processes selectively. Inter-departmental collaboration becomes vital—for instance, IT must reinstate operational systems, and operations teams need clear guidance on prioritizing production lines. Allocated resources include repair technicians, replacement parts, backup power supplies, and communication tools. Executive decisions crucial during this phase might include approving overtime work, contracting external repair services, or reallocating budgets for quick rebuilding efforts.

Business Resumption, extending from a week after the disaster through 7-10 days, demands a more comprehensive effort to resume full operations. Prioritized activities include inventory assessment, supplier communication, and customer notification. Critical decisions involve strategic planning to minimize downtime, such as selecting alternate suppliers, confirming safety of facilities, or rescheduling shipments. The need for cross-department collaboration intensifies, requiring coordination among production, logistics, IT, and marketing. Essential resources include inventory data, transportation arrangements, and communication channels to keep stakeholders informed. Executive-level decisions at this stage may involve approving revised operational plans, financial investments in recovery, and communication strategies to reassure clients and shareholders.

Effective disaster management in such a setting hinges on thorough planning, clear decision-making hierarchies, and flexible resource deployment tailored to each response phase. Incorporating assumptions—such as the extent of damage, available internal expertise, and external support—further enhances readiness. Regular updates and collaborative reviews ensure that all departments align their actions with overall recovery objectives. Ultimately, this structured approach reduces downtime, preserves employee safety, and sustains the organization's reputation in a crisis scenario.

References

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