#377 – AUDITING SAFETY MANAGEMENT SYSTEMS – BILL POMFRET PH.D.

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In any given PSM audit, the auditors will usually face one or more situations that represent a dilemma because the situation has not happened before, or no thought has been given on how to resolve it. These dilemmas usually require the individual auditor and/or the audit team leader resolve the situation in the field. These “on the fly” resolutions require both astute judgment and practical solutions that fit not only the governing regulations or company/facility standards for PSM, but also how those mandatory requirements should be interpreted and applied to the specific design, operations, and PSM program of the facility being audited. Continue reading →

#377 – FOOD IS THE MOTHER OF ALL RISKS – JIM TONEY

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Prologue:

The prospect of famine affecting the United States, potentially of biblical scale, is one of those unthinkable topics.  It is so far out of mainstream consciousness that many if not most people lack awareness of or even consider the possibility.  That is why, when researching the topic of food risk, we gathered an unusually large number of sources from across the information spectrum.  Mainstream to fringe.  Continue reading →

#376 – TO IMPROVE RELIABILITY GET GOOD AT CHANGE MANAGEMENT – FRED SCHENKELBERG

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The process to design and deliver a reliable product involves identifying risks. Taking action to understand or mitigate those risks involves much of the day to day work of reliability engineering.

Taking action to set expectations and improve decisions involves change. Change of understanding, change of specifications, change of expectations, change of designs, processes, and results. Continue reading →

#376 – HOW TO CREATE A POSITIVE RISK CULTURE – PATRICK OW

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As the world begins to unevenly emerge from the COVID-19 pandemic, people’s re-evaluation of their lives and work means employee engagement has been replaced by employee experience.

Employee experience is about the critical need for organisations to help people do and be their best. It is shaped by: Continue reading →

#376 – IS DETAILED DESIGN ANTI-AGILE? – HOWARD WIENER

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In the Beginning . . .

In days of yore, systems development projects were front ended with laborious requirements engineering and design tasks.  This made sense then because development was labor-intensive, time-consuming and expensive.  Changes to the scope or design of a solution mid-development increased the likelihood of errors and incremental time and expense.  In recognition of this, traditional Waterfall project management was applied, which created impediments to modifying the product definition once its development had begun.  Changes were strenuously resisted. Continue reading →