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1. |
Record Nr. |
UNINA9910496035203321 |
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Autore |
Dousset Laurent |
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Titolo |
Mythes, missiles et cannibales : Le récit d’un premier contact en Australie / / Laurent Dousset |
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Pubbl/distr/stampa |
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Paris, : Société des Océanistes, 2013 |
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ISBN |
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Descrizione fisica |
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1 online resource (196 p.) |
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Collana |
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Soggetti |
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First contact of aboriginal peoples with Westerners - Australia - Western Australia - 20th century |
Aboriginal Australians - Australia - Western Australia - History - 20th century |
Aboriginal Australians - Government policy - Australia - History - 20th century |
Western Australia History 20th century |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Sommario/riassunto |
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Cet ouvrage fait le récit d’un premier contact, hors du commun, entre des colons occidentaux et les membres d’une société aborigène située dans le Désert de l’Ouest, une étendue aussi gigantesque que peu accueillante au cœur du continent austral. Ce contact eut lieu il y a à peine plus de cinquante ans, en 1956. Les récits et archives abondent, les témoignages oraux existent et, surtout, les autochtones qui ont vu et vécu l’arrivée du premier Blanc vivent encore et en parlent. Les acteurs ont dû se confronter à un type de colonialisme particulier puisque les Britanniques et les Australiens entreprirent d’investir le cœur du Désert de l’Ouest pour y effectuer d’abord des explosions nucléaires, puis des lancements de missiles balistiques. Les termes « mythes », « missiles » et « cannibales » résument ainsi les représentations et les objectifs occidentaux qui ont motivé et orienté cette rencontre culturelle : une Australie espérée identique à l’Europe, des objectifs géostratégiques qui font disparaître les réalités du terrain et des Aborigènes qui sont placés au bas de l’échelle sociale. En passant par l’analyse des notions de « premier contact », de « tribu |
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perdue » et de « présent ethnographique », tout en les situant dans le contexte australien, ce livre discute les mythes qui ont accompagné la découverte occidentale de l’Australie, puis du centre du continent, afin de mieux comprendre les politiques de ségrégation d’abord et d’assimilation ensuite qui ont dominé les rencontres culturelles dans le Désert de l’Ouest. Il fait ensuite l’analyse critique du contexte dans lequel la culture est devenue pour les Aborigènes un objet de revendication politique qui finit par porter ses fruits dans le cadre des exigences de restitutions foncières. |
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2. |
Record Nr. |
UNINA9910829973403321 |
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Titolo |
Guidelines for integrating process safety management, environment, safety, health, and quality [[electronic resource]] |
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Pubbl/distr/stampa |
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New York, : Center for Chemical Process Safety of the American Institute of Chemical Engineers, c1996 |
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ISBN |
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1-282-78322-X |
9786612783227 |
0-470-93511-1 |
1-59124-602-4 |
0-470-93510-3 |
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Descrizione fisica |
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1 online resource (196 p.) |
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Disciplina |
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660.0684 |
660.2804 |
660/.068/4 |
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Soggetti |
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Chemical engineering - Safety measures |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references (p. 167-168) and index. |
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Nota di contenuto |
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Guidelines for: Integrating Process Safety Management, Environment, Safety, Health, and Quality; Contents; Preface; Acknowledgments; Glossary and Acronyms; 1. Introduction; 1.1. The Need for Integration; 1.2. Purpose of Guidelines; 1.3. Scope of Guidelines; 1.4. Approach Used in Guidelines; 1.5. Use of ISO 9000 Standards; 1.6. Exclusions to |
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Scope; 1.7. Intended Audience for Guidelines; References; 2. Securing Support and Preparing for Implementation; 2.1. The Need for Securing Support; 2.2 Identifying Who Will Benefit from Integration; 2.3. Prepare a Preliminary Simplified Plan |
2.4. Management Processes2.5. Make Sure to Cover All Potential Benefits and Concerns; 2.6. Mission Statement and Goals; 2.7. Define Scope of Work and Approach; 2.8. Selecting Your Integration Team; 2.9. Project Status; References; 3. Assessment of Existing Management Systems; 3.1. The Need for Assessing Existing Management Systems; 3.2. Assess Likely Support or Opposition to Integration; 3.3. Inventory and Assess All PSM, ESH, and Quality Management Programs and Elements; 3.4. Mapping the Management Processes; 3.5. Redesigning the Management Systems; 3.6. Update the Implementation Plan |
ReferencesAttachment 3.1 Selected Slides from Executive Summary of the Assessment of Existing Systems for Xmple, Inc.; 4. Develop a Plan; 4.1. The Need for Developing a Plan; 4.2. Adjust the Preliminary Plan; 4.3. Implementation Strategy; 4.4. Update Benefits and Costs; 4.5. Recast the Plan; Reference; Attachment 4.1. Sample Plans/Project Descriptions; 5. Integration Framework; 5.1. The Need for Developing an Integration Framework; 5.2. Prioritization of Programs, Elements, and Processes for Installation; 5.3. Developing Integrated Systems; 5.4. Continuous Improvement |
5.5. Quality Management Tools5.6. Converting Informal Systems; Reference; 6. Testing Implementation Approach; 6.1. The Need for Testing; 6.2. Selecting the Pilot Project; 6.3. Establish Success (and Failure) Criteria; 6.4. Communication; 6.5. Conducting the Pilot; 6.6. Identifying and Correcting Deficiencies in Integration Plan; Reference; Attachment 6.1. Sample Pilot Project Advance Communication; 7. Tracking Progress and Measuring Performance; 7.1. The Need for Tracking and Measurement; 7.2. Capture Early Successes; 7.3. Measures to Consider; 7.4. Selection and Timing of Measures |
7.5. Customer Feedback7.6. Improving Performance; Attachment 7.1. Sample Monthly Report; 8. Continuous Improvement; 8.1. The Need for Continuous Improvement; 8.2. Management Responsibility; 8.3. Auditing the Quality System; 8.4. Product Verification; 8.5. Nonconformity and Corrective Action; 8.6. Personnel (Training); 8.7. Use of Statistical Methods; 9. Other Quality Management Systems; 9.1. Introduction; 9.2. Total Quality Management; 9.3. Malcolm Baldridge National Quality Award; 9.4. European Quality Award; 9.5. Deming Quality System; 9.6. ISO 14001; References; 10. Summary |
10.1. Introduction |
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Sommario/riassunto |
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Over the years, companies have developed independent systems for managing process safety, environment, health, safety, and quality. Many aspects of these management systems are similar. Integrating EHS management systems can yield economies and improved system effectiveness. This book explains how integration reduces cost of delivery through a reduction in the number of management program steps and avoidance of redundancy; how it results in more effective programs, since the best practices can be combined into a single process; and how this integration brings a faster, and more cost effective |
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