Lean approaches have been for years – and still are – a basic philosophy for effective management of quality and environmental systems, among others.
Lean approaches could – and should – therefore be implemented to make risk management systems – more – effective. Continue reading
Control Effectiveness is measured by looking at the maturity of the process. Most people agree that mature processes are documented. Why? Continue reading
When I served in the military there was a term used that is still pretty familiar today: “sound general quarters!” When this order was issued, everyone instinctively stopped what they were doing and manned whatever station was theirs during that time. All commands during general quarters came from the war room behind the bridge of the vessel. Continue reading
ISO 19011:2011 tells us that auditors are supposed to operate with “Integrity: the foundation of professionalism” (Principles of Auditing, 4 a). Another principle of auditing, per ISO 19011 is “due professional care.” Later on, in section 6, ISO 19011 also tells us that management system documentation is supposed to be reviewed during preparation for an audit. Continue reading
In a world where supply chains are global and risk is inherent, providing a framework for companies that enables them to identify risks and plan for mitigation is detrimental. Merging the disciplines of CSR with traditional Enterprise Risk Management practices makes sense.
Over the last 15 years, there has been a significant increase in the awareness and reporting of corporate social responsibility by companies focusing on the positive and negative effects that occur during the operations and management of facilities, production and manufacturing. Continue reading