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391 results found for "Lean"

  • Intelligent Design for Intelligent Systems: Restoring Engineering Discipline in AI Development

    The principle of defence in depth ensures that no single failure leads to catastrophic outcomes. They've learned through experience that shortcuts in design often lead to much higher costs later. How do they validate performance when the system itself is learning and adapting? It means documentation that evolves with systems rather than becoming obsolete artifacts. About the author: Raimund Laqua is a Professional Engineer, founder of Lean Compliance, co-founder of

  • Digital Threads: The Future of Compliance

    Single source of truth: the golden thread will bring all information together in a single place meaning This means that the information needs to be stored in a structured way (like a library) so people can In practical terms, this is likely to mean that it needs to align with the rules around open data and What Digital Threads Mean For Compliance Evidence of compliance has always been needed and this means how Lean Compliance can help.

  • The Great Software Reset

    The incentive structure of platform capitalism leads here inevitably. Think about what that means for the platform model. Because a reset doesn’t mean things get better automatically. It means the rules are being rewritten. About the Author Raimund (Ray) Laqua, P.Eng., PMP, is a computer engineer and the founder of Lean Compliance

  • Doing less maybe simpler, but rarely is it effective

    So the idea of replacing what they currently do with "simpler" processes particularly when it means doing Companies may also adopt LEAN behaviors and practices to simplify their processes by identifying and LEAN considers compliance as necessary but fundamentally as a waste and something to reduce or eliminate As a result, inexperienced LEAN practitioners can end up removing compliance activities often without Keeping it simple does not need to mean the elimination of these capabilities.

  • Problems Are Our Friends

    This is what LEAN has helped us best to understand. LEAN teaches that if we cannot visualize problems we cannot see our way to improvement.

  • Developing an Environmental Golden Thread - Part 1 (Using a DSM)

    In this blog post we walk through the approach developed by Marissa Kephart in collaboration with Lean

  • A Systems Roadmap for API RP 1173

    To stay on course it is essential to have a compass and this is what the Hoshin Kanri LEAN X-Matrix Compass Many companies that adopt LEAN practices have benefited from this approach which can also be used for As means of an example, the following describes how this might look like for those adopting API RP 1173 thoroughly, fostering non-punitive reporting systems, and communicating lessons learned. As we understand from LEAN, if you can't see it you can't improve it.

  • Problem with Risk Scores

    Choosing a set of options using single-variable ranking (ex. a resultant score between 0 and 10) can often lead (1) decision makers abdicating their responsibility for the decision to a computer system, and (2) leaning

  • Keep Your Workers and Improve

    One of the key misconceptions about LEAN is that its goal is to reduce the workforce. However, as we shall see, LEAN is about engaging the workforce and not letting them go. To better understand this we need to go back to the early days of LEAN when it was first introduced by This multiplication effect is what makes LEAN transformational. To learn more on how to apply LEAN Thinking to your business visit our website at www.leancompliance.ca

  • Compliance Helps Companies Stay Within The Lines

    Several strategies have been used including Agile and LEAN techniques and methods. When I first learned to drive we were taught what is still called, "defensive driving skills." This is what it means to be a good driver. Similar strategies as "defensive driving" can be learned and applied to meeting and maintaining compliance This training tends to be technical in nature similar to learning how to drive a car and rarely includes

  • Problem-solving in Highly-regulated, High-risk Industries

    It goes by different names such as: Plan-Do-Check-Act, Lean, Toyota Kata, DMAIC, OODA, and others. manifested is common place, it is the anticipation of problems as part of risk identification that leads performance and outcome-based regulatory designs now requires organizations to determine their own means

  • Why Compliance is Falling Behind

    Given the state of compliance programs, workers will often lean on their own ideas of what should be This leaves companies vulnerable to unnecessary compliance risk. 3. This is a false economy that leads to a one size fits all approach resulting in too much effort for some

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