While the Internet abounds with information on history of Logistics and with logistical stories, it is instead quite poor with information on effective risk fighting, save for some very specific topics.
History is full of episodes where in winning battles, and therefore wars, Logistics was an instrumental challenge. Continue reading
I came across an article that caught my attention. Finally, we have some data on why people do what they do in the office.
We’ve all been the leader who struggles with getting the messaging across to employees about what needs to be done when, but often forget that how information is packaged is the difference between them doing their jobs – or not. Continue reading
The Failure Mode and Effect Analysis is a great tool to evaluate the potentials risks existent in every activity or process. Take a look at my article ‘FMEA in the Kitchen.’
The PFMEA – Process Failure Mode and Effect Analysis has focus into eliminate or reduce the potential issues in a new or current process. After calculating the RPN – Risk Potential Number – it is possible to decide if preventive actions need to be done. The PFMEA is done step by step, but is necessary pay attention in some points to avoid common mistakes. Continue reading
The post-crisis recovery phase is one of the least addressed in planning, training and simulations. This is an area that, if not properly managed, can cost financially, reputationally and operationally. Communications, internal and external are, at best, misjudged. Guidelines for recovery are lacking and most entities lose focus when it comes to discussing recovery operations. Continue reading
ISO is promoting ‘Risk-Based Thinking’ in all of its standards – even ISO 9001:2015 its flagship Quality Management System standard. What does this really mean for companies?
IRISK AS PART OF QUALITY
Risk is recognized (finally?) as being part of quality management—which is nothing new. Risk is involved with every activity in life—some will likely knee-jerk react with an over-blown response to the inclusion of risk-based thinking among ISO 9001 requirements. To clearly comply with the requirement to apply ‘risk-based thinking’, some companies will no doubt be tempted to raise a ‘Risk Management’ process and maybe even hire a ‘Risk Manager,’ even though neither is necessary to implement ‘risk-based thinking’ or to comply with requirements to apply ‘risk-based thinking.’ Continue reading