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Abstract

Whereas the management of change concept is a common practice for many production facilities, its application in a research and development environment is relatively new. How does one effectively manage a change control program when “change” is the normal way of doing business? Is it really necessary for pilot plants? These were the challenges facing the Searle chemical pilot plant organization in 1991 when it initiated its program.

This paper describes the Searle pilot plant equipment management of change program, its evolution, and implementation. The problems and issues faced during implementation will also be reviewed.