When organizations consider risk it is usually centric to mitigating sentinel events or Black Swans (Special Cause) and not usually focused on what is called common cause variation. By definition these special cause events have a low probability to predict because it is a random from an unusual occurrence and is unstable and unpredictable. Common cause or process variation is stable and predictable as it is part of the system which means we can identify and reduce variation which reduces risk. Continue reading
#167 – RISK EXPOSURE REDUCTION AND MITIGATION – GEARY SIKICH
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Exposure to threats, hazards and risks leads to vulnerabilities that an organization must deal with. Commonly these are addressed via a mitigation process. Once mitigation is accomplished, often times the organization feels that the risk, threat, hazard does not need to be revisited. However, as a result of the mitigation efforts on the part of the organization, the risks, threats, hazards reconfigure and re-emerge in a different form. Continue reading
#167 – USE AND ENVIRONMENTAL PROFILES – FRED SCHENKELBERG
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Use / Environmental profiles
Did you know that hot air doesn’t rise when there is no or very little gravity?
The electronics used to steer an oil exploration drill head 5 miles deep in the earth experiences 200°C sulfuric acid immersion along with continuous 50,000G shocks.
I used to think the environment under the hood a car was difficult. Continue reading
#167 – 4 STEPS TO INTEGRATE RISK MANAGEMENT INTO STRATEGIC PLANNING – ALEXEI SIDORENKO
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Let me first start by saying integrating risk management into strategic planning is NOT doing a startegic risk assessment or even having a risk conversation at the strategy setting meeting, it is so much more. You will also find it difficult to relate if the objectives have not been defined or documented in your company or if the objectives are not measurable. Continue reading
#167 – IS RBT THE ‘NEW’ TQM? – MILT DENTCH
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Will Risk Based Thinking (RBT) as a cultural change for organizations be successful in reducing quality or business upsets for organizations of all sizes and complexity? In the past 50 years, there have been several quality improvement initiatives that attempted to bring about a change in a company’s culture that have not had a sustainable impact on the company’s quality or business results. Continue reading
