I am just looking at a local supermarket paper receipt: on its backside, together with the paper manufacturer’s logo, there is also a three-letters logo, meaning that – somehow – the forests from which the wood to make that paper is identified.
Please raise your hand if you know what forest stewardship stands for, and what forests, and trees, produce the oxygen we need to breathe. Continue reading
The other day I was invited to talk to quality executives on risk management. These were quality executives in a sector that we don’t consult in.
I was invited because the quality executives wanted an outside perspective of risk management. This is critical as sooner than later ALL quality programs and initiatives will be moving towards or integrating risk management. Continue reading
Anything we do is a process. The more we acknowledge our processes and start the journey of managing and improving them, the lower the risk in overall operations.
The first step in managing processes is to understand all their components and a simple tool that could be used is SIPOC (suppliers, inputs, process, outpus customers). Continue reading
In the process of gaining approval for and initiating projects, many companies create a major risk of failure by committing to a scope, schedule and budget prematurely. This often comes about because project sponsors are disinclined or disincentivized to navigate the internal funding process more than once so they take a rough project definition and attach a heavily padded estimate to it. Continue reading
Any business has to have intrinsic mechanisms and approaches in its processes and culture to sustain an ever increasing amount of changes caused by internal or external factors. Of course, ideally would be to have a standard process to reach the decision for changes, segmented for the various organizational levels and functions and depending of how much of the business is affected. Continue reading