Summary of interviews Sample Clauses

Summary of interviews. This paragraph focused on presenting case interviews in general and in more detailed concerning supplier and case company interviews. Interview question areas were intro- duced with short explanations. Interview questions was prepared in Finnish and are pre- sented in appendix 1. For privacy reasons the responses of the individual interviewee are only in the possession of the researcher. Summary of interviews in Appendix 2. Interview situations went as planned beforehand with no unexpected surprises. All par- ticipants were in good mood and willing to give their contribution to research. Though, the form of interview questions were semi structured, there could be found similarities among the answers of interviewees. Also, was noticed that despite of seller bayer relation there were similarities between case company and supplier answers. So, one can note that same kind of thoughts of areas to improve in cooperation are in minds of representants from both sides. As expected, the answers of case company representants were much longer and included lots of information. They have a great knowledge of quality and supplier interface and the most suitable information to this research could be captured to weight opinions with suppliers. Like revealed earlier in paragraph 4.2 there was two different excels to analyze and sum- marize case company and supplier answers. Furthermore, there is Excel for compare supplier and case company answer summaries to each other (Appendix 2). This kind of comparison is important because the thoughts that have emerged in both interviews are likely to be the ones that are important to take forward. And when these thoughts have the recognition of both parties, they are likely to be easier to develop forward with less resistance to change. A short section of the supplier and case company answer compar- ing excel is introduced later in this paragraph. (Figure 11) In this Excel same kind of color coding for separating different quality areas from each question section are used as in case company and supplier answer analysis. The logic is that the second column contains suppliers ’idea of some particular quality area and the third column contains the com- pany’s equivalent to same area in the same color.
Sample 1
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Summary of interviews. Supplier quality -The origin of quality problems clarified in order, carefulness, communication and instructions. -Some problems with sub-subcontractors and external wearhousing. caused mainly by negligence (e.g., shipments incorrect). However, only a few carry out the actual reclamation. -The drawing browser works great but with revisions there are challenges. (Several sub-images needs some kind of xxxxxx.) -Also, unclearness with instructions updates. -Audits useful, have been able to improve own operations. -The fairness of audits vis-à-vis foreign countries is somewhat questionable. -Efforts have been made to document e.g. drawing reading- and machine-specific instructions. However, a lot of information is still out of people heads. -Complaints are experienced as constructive and preventive. -Information is passed on to departments through managers and quality personnel, also info screens in use. -The origin of the cause of the complaints is usually traceable. -The saveing of documents and measurement reports / material markings seems to be clear. -Is company able to communicate the requirements correctly to the supplier. Some alert system for revision changes in drawings would be good. -Is the communication reliable enough for a non-physical product. For example, material certificates. -Supliers are positive about the audits, the desire to meet the requirements of the audits is there. But will the changes go to the end. -Should more actively monitor the findings of audits. -Inspection documents should go to supplier portal in Share point, instructions to IMS and drawings with WEB portal. -Feeling is that the readability of the instructions from IMS is not as good as it should be. Are company own people aware of how the documents should go to the supplier. -There are operational differences between company units from systems to packaging. -The required data is obtained from suppliers and it is accurate, however this is poorly controlled. -After sales cooperation is really marginaly, there could certainly be more. Problems are often difficult to target, but there seems to be a willingness to cooperate. Quality in target companies. -The origin of the challenges. -Co-operation Immaterial quality -Data accessibility -Reclamation situation. -Systems. -Audits -Aftersales 'Quality status with target suppliers: '-The general culture among supliers is that things are done properly. -Negligence problems comes up from time to time. Wavy, does not get the humanity...
Sample 1
Summary of interviews. To find the essence of the interviews, a short summary was made after analysing and coding each transcript. This summary gives a first glance at the topics and the understanding of the informants related to the themes brought up in the interview guides. Xxxx Xxxxx, from the Norwegian Ministry of Foreign Affairs (MFA), represents the official Norwegian perspective in this study, and is a good source for analysing the Norwegian understanding of the Environmental Goods Agreement and related themes. From her interview, the following essence was drawn: The EGA can contribute to the spread of technology, which then again contributes positively to the environment, and is one part of the common effort to achieve a green economy. Norway's attention in the nominations is on environmental and developmental concerns. The selection of goods for the list will happen in a consensus-seeking fashion, take place this summer, and include definition of ex-outs and other tariff-related issues. Xxxxxx Xxxxx from the ICTSD is representing the Non-Governmental Organization perspective in the study. Essential aspects drawn from her interview are: The ICTSD focus on clean efficient and renewable energy – the most important sectors for impacting environment. They are closely connected to the APEC and EGA initiatives and try to guide the EGA initiative by providing research, meetings and dialogs. The EGA has to go beyond tariffs, and include non-tariff measures, services, and more members (especially developing countries) for it to be an environmentally relevant and effective agreement. Xxxx Xxxxxxx from the Norwegian Environment Agency (MDIR) has experience and knowledge of green economy and represents the Norwegian public administration perspective. Through his interview, the central topics were: The GE concept has not been incorporated much into Norwegian policy and is difficult and unclear. EGs should be something contributing to the environment in a positive way. The society is moving in the direction of a low-carbon society, and everyone is very fixated on that part of the climate challenge issue and not so much on the part related to conserving ecosystems and biodiversity. Xxxx Xxx is also from MDIR and is the Norwegian contact to the IPBES, with good knowledge of the organization. She also represents the Norwegian public administration perspective, and the interview is summarized as follows: There is a need for a more coordinated approach to the climate issues. A knowledge ba...
Sample 1

Related to Summary of interviews

  • Interviews An applicant for a posted position with the Employer who is not on a leave of absence without pay and who has been called for an interview shall suffer no loss of basic earnings to attend. Should an employee require a leave of absence from duties for the interview, their supervisor shall be notified as soon as the requirement to appear for an interview is made known.

  • Interview A new employee will have the opportunity to meet with a representative of the Union in the employ of the Hospital for a period of up to minutes during the employee's orientation period without loss of regular earnings. The purpose of the meeting will be to acquaint the employee with such representative of the Union and the collective agreement. Such meetings may be arranged collectively or individually for employees by the Hospital as part of the orientation program." No Other "No employee shall be required or permitted to make any written or verbal agreement with the Hospital or its which conflicts with the terms of this agreement. No individual employee or group of employees shall undertake to represent the union at meetings with the Hospital without proper authorization from the union."

  • COMMENT Concerning Clause 10.1: It is here specified what portion of the Leased Object the parties have as per contract signing assumed will be included in the lessor’s voluntary real estate lease registration in the Value Added Tax Register. In order for an area to be included in the lessor’s voluntary registration, such area must be used in one of the following ways:

  • Exit Interviews A. If a regular status employee provides timely notice that they are voluntarily separating from Agency service, the Agency will offer an exit interview that focuses on the reason(s) for the employee leaving Agency service and what changes they recommend to the Agency to improve Agency operations, or,

  • Interview Period It is agreed that upon commencement of employment new employees will be advised by a representative of the Hospital of the existence of the Union and the conditions surrounding their employment as contained in the herein collective agreement and any rules that may be formulated under its terms. It is also agreed that a representative of the union will be given an opportunity to interview each employee once within the completing month of his/her probationary period for the purpose of ascertaining the wishes of the employee concerning membership in the Union. Such interview may take place on the day of orientation. The Hospital will notify the Union monthly of the names of those employees who are completing their probationary period and on request will arrange a time and place for such interview that time of which shall not exceed 15 minutes. Neither employee shall suffer loss of regular pay as a result of such interview.

  • Interview Process Interviews will take place over a period of ninety (90) days. The interviews both of bargaining unit employees and of managers will be conducted jointly by Union/Industry members of the Technical Committee (or designates).

  • Review The practitioner reviews the treatment plan and discusses, when appropriate, case circumstances and management options with the attending (or referring) physician. The reviewer consults with the requesting physician when more clarity is needed to make an informed coverage decision. The reviewer may consult with board certified physicians from appropriate specialty areas to assist in making determinations of coverage and/or appropriateness. All such consultations will be documented in the review text. If the reviewer determines that the admission, continued stay or service requested is not a covered service, a notice of non-coverage is issued. Only a physician, behavioral health practitioner (such as a psychiatrist, doctoral-level clinical psychologist, certified addiction medicine specialist), dentist or pharmacist who has the clinical expertise appropriate to the request under review with an unrestricted license may deny coverage based on medical necessity.

  • Investigatory Interviews When an employee is required by the City to attend an interview conducted by the City for purposes of investigating an incident which may lead to discipline/discharge of that employee because of that particular incident, the employee shall have the right to request that the employee be accompanied at the investigatory interview by a representative of the Union. If the employee makes such a request, the request shall be made to the City representative conducting the investigatory interview. The City, when faced with such a request, may:

  • Interview Questions Explanation Why do you want to be a Board member? What specific skills would you bring to the Board? Please give specific examples of your ability in interpersonal relationships and teamwork. What do you see as the role of a Board member? What have you done to prepare yourself for the challenges of being a Board member? Interview questions are at the Board's sole discretion. This list is not exhaustive, but it may help the Board tailor its questions toward finding a candidate who will approach Board membership with a clear understanding of its demands and expectations along with a constructive attitude toward the challenge. The Board may also want to consider allowing an equal amount of time for each interview. Please describe your previous community or non-profit experiences. What areas in the district would you like to see the Board strengthen? See IASB's Recruiting School Board Candidates, available at: xxx.xxxx.xxx/xxxxxxxx/xxxxxxxxxx.xxx A prospective candidate to fill a vacancy may raise other specific issues that the Board will want to cover during an interview. What is your availability to meet the time, training commitments, and other responsibilities required for Board membership? Describe what legacy you would like to leave behind. Conduct interviews with candidates (interviews may occur in closed session pursuant to 5 ILCS 120/2(c)(3)). Interview Plan Explanation In each interview, the Board President will: Introduce Board members to the candidate at the beginning of the interview. Describe the Board's interview process, selection process, and ask the candidate if he or she has questions about the Board's process for filling a vacancy by appointment. Describe the District's philosophy or mission statement. Describe the vacancy for the candidate by reviewing the: (1) qualifications, and (2) general duties and responsibilities of the Board and the Board members, including fiduciary responsibilities, conflict of interest, ethics and gift ban, and general Board member development. Begin asking the interview questions that the Board developed. Ask the candidate whether he or she has any questions for the Board. Thank the candidate and inform the candidate when the Board expects to make a decision and how the candidate will be contacted regarding the Board's decision. The Board President will lead the Board as it interviews prospective candidates. See Board policy 2:110, Qualifications, Term, and Duties of Board Officers. The president presides at all meetings. 105 ILCS 5/10-13. The Board may also want to consider allowing an equal amount of time for each interview. Fill vacancy by a vote during an open meeting of the Board before the 60th day (105 ILCS 5/10-10, amended by P.A. 101-67, eff. 1-1-20). Assist the appointed Board member in filing his or her statement of economic interest (5 ILCS 420/4A-105(c). Announce the appointment to District staff and community. Announcement Explanation The Board appointed [appointee's name] to fill the vacancy on the Board. The appointment will be from [date] to [date]. The Board previously established qualifications for the appointee in a careful and thoughtful manner. [Appointee's name] meets these qualifications and has demonstrated the willingness to accept the duties and responsibilities of a Board member. [Appointee's name] brings a clear understanding of the demands and expectations of being a Board member along with a constructive attitude toward the challenge. The contents of the appointment announcement and length of time it is displayed are at the Board's sole discretion. The Board may want to consider announcing the appointment during its meeting and also by posting it in the same places that it posted the vacancy announcement. See Board policy 8:10, Connection with the Community. Administer the Oath of Office and begin orientation. Guidelines Explanation See Board policy 2:80, Board Member Oath and Conduct. Each individual, before taking his or her seat on the Board, must take an oath in substantially the form given in 105 ILCS 5/10-16.5. See Board policy 2:120, Board Member Development, and 2:120-E, Guidelines for Serving as a Mentor to a NewSchool Board Member. Orientation assists new Board members to learn, understand, and practice effective governance principles. See the IASB Foundational Principles of Effective Governance, available at: xxx.xxxx.xxx/xxxxxxxxxx_xxxxx.xxx. Inform IASB of the newly appointed Board member's name and directory information. DATED : December 16, 2019 Ottawa THSD 140

  • Interview Expenses An in-service applicant for a posted position who is not on leave of absence without pay and who has been called for a panel interview shall be granted leave of absence with base pay and shall have their authorized expenses paid. An employee granted leave under this section shall notify their supervisor as soon as they are notified of their requirement to appear for an interview.

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