Trong một dễ đọc và cách truy cập, quản lý rủi ro về an toàn và đáng tin cậy: một hướng dẫn cho giám đốc, quản lý và kỹ sư trình bày các yếu tố chính liên quan đến quản lý rủi ro thành công, vì vậy mà ngay cả người không phải là chuyên gia trong nhỏ và vừa tổ chức, cũng như các kỹ sư và nhà quản lý, có thể áp dụng nguyên tắc an toàn âm thanh và độ tin cậy | Lessons to be learnt 257 per annum. This licence was gained with the help of the local representative Eduardo Munoz. However having done a marketing survey he tried to dissuade the company from building such a large plant he thought that the market could only stand 2000 tonnes of the product. He thought that sales would be limited by the size of farms the literacy of the farmers and the uncertain weather. It is interesting to note that the company had adopted a bonus scheme to reward staff for their work. Anything bigger and better was rewarded. At the time people thought the world had infinite resources and was a sink for anything. Compared to the limits of production the market was infinite at that time and management was judged by the increase of market penetration. If the Indian government wanted 5000 tonnes output why not 4 The project was completed in 1978 and after some delay the plant went into operation in 1980. The delay was caused by the need to produce alphanaphthol another feedstock. This was an expensive process but a more efficient and cheaper process had been developed at a pilot plant in the USA. It was decided that the new process would be scaled up and used in Bhopal. As has been pointed out the extrapolation of any design is a jump into the unknown and has a high risk. This proved to be the case. The new process was unreliable and could not be controlled to provide the required purity. Furthermore the process required the reactor vessel to be flushed with a strong caustic solution that caused excessive uncontrollable corrosion. None of these problems was experienced at the pilot plant and after spending US 2 millon in futile attempts to overcome the problems the unit had to be abandoned. The alpha-naphthol feedstock then had to be imported at a much greater cost. Within a few years of operation the project was in financial difficulty. Sales of the product were less than half the design capacity and the plant could not operate continuously. Cost
