This article is the first in our risk management series. The series will be taking a look at the risk management guidelines under the ISO 31000 Standard to help you better understand them and how they relate to your own risk management activities. In doing so we’ll be walking through the core aspects of the Standard and giving you practical guidance on how to implement it. Continue reading
Some time ago when talking with someone I just met, the conversation turned to what we did for a living. I mentioned being a reliability engineer, and his response: “Oh, yes, we do reliability”. Curious, as I’m not sure that I ‘do reliability’, we then talked about what he meant.
The conversation revealed that they had a list of tasks that they accomplished for each product under development. They did tests and reviews of the results. A lot of testing. They did FMEA and HALT. He believed the engineers did derating or stress/strength calculation. He didn’t know about process stability with vendors or internal manufacturing lines. Continue reading
The term ‘meeting takeaway’ is used widely in today’s business and project worlds. The word ‘takeaway’ originated in the 16th century and combined the words ‘take’ and ‘away’. In those days it was a verb and associated with the receipt or giving of something.
The verb became a noun in the 20th century: a subtracted amount, a railcar for removing logs, and food cooked in one place and eaten in another (the American ‘takeout’). It also became a sporting term to mean the act of ‘stealing’ a ball from an opposing team or that first and all so important rearward swing of a golf club. Continue reading
Once again Ottawa’s LRT train became International news after it derailed through Tremblay Station and into Capital Ward. This was shortly after another train had derailed just six weeks prior because of a broken axle and nine other trains were removed for inspections. The train that derailed last week was one of those nine that had just been inspected. Continue reading
So long as there are products and services offered by an organization, there will be the existence of a sales force.
The basic fundamentals of selling are simple: a customer expresses a desire for something and, in turn, someone sells them a product or service to address that desire. Essentially, sales are how an organization converts a “want” into a “need.” While these fundamentals are timeless, they are rooted in a reactive process. Continue reading