Category Archives: RBT@Risk™

#185: “MADE IN JAPAN”: OUR QUALITY STORY – GREG HUTCHINS

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Greg HutchinsTakata airbags.  Now Kobe Steel.

… “more cases of misconduct have continued to emerge, including revelations that Kobe Steel group falsified quality inspection data for steel powders and steel rods.”
Japan Times, ‘Kobe Said Employees’ Cover Up Hampered Probe on Data Falsification Scandal, October 201, 2017

Here’s our story of a similar event:

A few years back, our firm, Quality Plus Engineering, was asked why an industrial product was having quality and reliability problems.  The manufacturer’s products were failing prematurely in a very important application.

We had to go to the source – the corporate design and manufacturing center in Japan. Continue reading →

#183 – BREXIT AND THE FAILURE OF ERM – GREG CARROLL

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team-carroll-150x150I have often written on my view that there is an over emphasis these days on Black Swans in risk management. The Brexit vote not only shot shockwaves through financial markets but has created a whole new paradigm to world economic stability both short and long term.  And if Risk is defined as uncertainty then as of today, this must be one of our greatest risks. Continue reading →

#182 – SEEING THE BIGGER PICTURE: WHERE OPERATIONS MEET BUSINESS – ANDREW CAMPBELL

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2a16987Those working on operational excellence are typically focused on optimisation, waste elimination, capacity utilization, process redesign and other operational challenges.  This focus can lead to a lack of business perspective.  How can operational excellence professionals keep the business in mind while making operational improvements?

The business model canvas is one widely used tool.  By laying out the main elements of the business in a simple canvas, operational excellence professionals can make sure that their work is always connected with the needs of the business. Continue reading →

#180 – WHY DO ACCOUNTANTS AND OTHER PROFESSIONALS NEED BETTER RISK MANAGEMENT COMPETENCIES – ALEXEI SIDORENKO

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SIDORENKORisk management competencies can significantly improve decision making in any profession. The bad news is that these competencies do not come to us naturally. They have to be developed. Even if you do not operate in a high risk, uncertain environment one should consider the extensive research, into what is referred to by scientists as heuristics and biases, cognitive psychology and psychometric paradigm, collectively called risk perception. Continue reading →

#179 – LACK OF AN ERM POLICY IS RISKY – JOHN AYERS

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AAA-150x150Background

A defense company I worked for wanted to get into the Sonobuoy business. At the time, one company dominated the market and usually received the largest share of the Navy contract.  A couple of other suppliers got the balance of the production quantity to keep it a competitive business.

My company developed a win strategy based on a ¼ scale prototype and purposely under bidding the competition. It worked. They won the largest piece of the production contract. Continue reading →