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Assurance is not an activity that compliance does or something that can be inspected into a business. OUTCOME not an ACTIVITY That's why confidence levels are an important measure of success for all risk & compliance The best way that this is demonstrated is by having an operational compliance program to properly contend An effective compliance program will ensure that required capabilities and performance exist to meet

What access control misses, and why your compliance investment just became strategic By Raimund Laqua , P.Eng., PMP — Lean Compliance Consulting, Inc. Audit your compliance documentation for machine readability.   It's what compliance professionals already do, extended to a new class of agent. the Operational Compliance Model (OCM) and the Organizational Compliance Framework (OCF) — governance

risk measures needed to protect the value stream activities needed to meet compliance objectives preventive Compliance is considered as necessary, but a waste from a LEAN perspective. However, compliance programs serve the value chain by mitigating the effects of epistemic (i.e. reducible The following chart contains translations for other LEAN objectives as applied to the compliance domain Compliance processes will still contain traditional sources of "waste."

Minimal Viable Compliance / Performance Outcomes are the effects of capabilities which means that if You may find your compliance systems do not have the capabilities you need to achieve and then to maintain artifacts that demonstrate conformance to requirements Measures of performance - abilities to meet compliance objectives Measures of effectiveness - progress against compliance outcomes towards zero: non-conformance However, the purpose of the compliance function goes further to ensure that safety, quality, environmental

power organizations towards total value from their GRC, ESG, Quality, Security, Regulatory, Ethics, and compliance together as one, obligations can be met and stakeholders will experience the benefits from being in compliance : improved quality, safety, environment, security, sustainability, and so on – the real power of compliance

Why This Matters for Compliance In a previous post — Compliance and the Problem of Evil — I argued that every compliance failure is an absence: the privation of a good that ought to be present. Without both declarations, the concepts of defect, failure, and non-compliance have no anchor. This is the bridge between engineering and compliance. The engineer designs the good — the identity *and* the necessary variation — and compliance is the discipline

“We already have a GRC framework,” compliance leaders would say, walking right past our not-so-secret It was hidden (not intentionally) from those who still looked through the lens of Procedural Compliance The Easter Egg - Now Revealed The Lean Compliance Easter Egg The way our program elevates GRC is by ensure they work together as one to achieve targeted compliance outcomes. Will your organization be the next to experience the Lean Compliance Easter Egg ?

Environment-First Future Those that have been following us will know that compliance needs to be more This is true for all compliance domains including environmental obligations. In recent years I have written about how the compliance landscape has changed and that it needs to more Compliance as a category of programs is more akin to quality which has control and assurance functions Environmental compliance is moving beyond simply monitoring and reporting towards establishing programs

- professionals who understand both operational efficiency and managed compliance. The Solution: Lean & Compliance Expertise Here's where I see a massive opportunity: bringing together Lean methodology and compliance expertise. Are risk and compliance experts involved? How are you evaluating control removal decisions? Engage the Right Expertise Bring in risk & compliance specialists Document control rationales Create

Elevating Compliance Community of Practice The purpose of this initiative is to bring together compliance Unless compliance learns to work together within and across silos it will never fulfill its purpose to Compliance started off with meeting prescriptive, regulatory requirements. Compliance needs to change and for the better. And this initiative will help with that. Founder, Chief Compliance Engineer Lean Compliance The Operational Compliance Experts

at Lean Compliance. 1. What made you decide to start Lean Compliance? Why did you pick the name Lean Compliance? As far as using the word "Compliance" goes, I am not fond of it. Compliance functions the same way.

Together they form the navigational system for compliance. Compliance Governance Compliance governance begins with knowing where you are and where you want to go Compliance Steering (feed-forward) Compliance programs are the means that compliance steers towards greater Compliance Radar (avoiding danger) Today compliance needs the means to know where it is in real time Summary Compliance needs to move beyond using audits as the primary means to steer compliance.