SEARCH

Easter Egg Hidden in Plain Sight For eight years, our Proactive Certainty Program has contained a special in some remote corner or buried underground—it was displayed prominently, hiding in plain sight: the program ’s ability to elevate GRC, along with many other compliance programs. However, some organizations would pause long enough to ask: “How exactly does your program differ from The Easter Egg - Now Revealed The Lean Compliance Easter Egg The way our program elevates GRC is by

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 programs with an Environment-First strategy. Environmental programs will no longer be characterized by only monitoring and reporting. Instead, environmental programs will be defined by sustainability and the effective implementation of

concept of "value guardrails" is a powerful paradigm shift, transforming the perception of compliance programs Traditionally, compliance programs were viewed as necessary evils—administrative hurdles that companies Market Access and Competitive Advantage  - robust compliance programs can open doors to new markets and Organizations that view compliance programs as strategic value guardrails—protecting against downside How effective do your compliance programs protect and enhance value creation?

Maximizing ISO Management System Benefits Managers can maximize the benefits of their ISO management program Focus on Continuous Improvement ISO management programs are designed to support continuous improvement Use performance indicators from ISO programs to track progress toward strategic objectives and adjust from their compliance programs. This program is called, "The Proactive Certainty Program™". You can learn more here:

In fact, that's the purpose behind compliance programs. The role of a management program is similar to the use of programs used to manage related projects. Programs ensure system-wide outcomes and introduce changes to ensure alignment with program priorities Introducing a program role to oversee multiple compliance systems would help in the same way that programs The program role must have accountability at the same level as functional directors to ensure program

in collaboration with Lean Compliance to define a golden thread of assurance for an environmental program download them here ), which interactions are essential, and which ones contribute the most to overall program To provide assurance that environmental obligations will be met, an environmental program must perform A “golden” thread that runs through the pillars of an environmental program – Environmental Golden Thread An environmental program will include many aspects which can be modelled using a DSM.

What delivers on obligations is an Operational Compliance Program . Operational Compliance Program : This is the program that actually ensures an organization meets its An effective compliance program will have things like a code of conduct, clear guidelines for different That is the purpose of an operational compliance program. Compliance Effectiveness The heart of an effective compliance program is integrity - closing the gap

Compliance is a system of systems In many cases programs are used synonymously with systems which conflates Program Processes sets goals, targets, and objectives introducing change to underlying systems. Systems without programs will sub-optimize for efficiency. Programs without systems seldom achieve consistent performance. This model now includes the 5 immutable principles of program success:

Along with value chain activities many only use one wing to keep them aloft — productivity programs. Productivity programs improve margin to contend with aleatory uncertainty (having to do with chance) It’s here that certainty programs are used to achieve compliance associated with buying-down risk that Certainty programs create a second wing that truly balances corporate activities to keep businesses flying

It is common for companies these days to have several programs to manage both mandatory requirements These programs are often created to match each compliance element or area: Implementing these programs This alleviates the need for each program to determine the level of obligation which can often lead to with those needed by other programs. For example, most programs will require risk management.

As a result, this study shows that the majority of HSE tools needed for an effective HSE program will Taking the program to the next level will require organizational transformation. This if successful should enable a larger set of program tools (perhaps 3 times) to better meet program Instead, what is needed is for every version of the program (minimal viable program) to have essential In essence, every iteration of the program generates a return on investment (ROI).

Process and pipeline safety programs that manage change will include steps where engineering is required The book published by the Joint MIT-PMI-INCOSE Community of Practice on Lean in Program Management entitled , " The Guide to Lean Enablers for Managing Engineering Programs" calls out seven (7) sources of waste waste will create more time for engineers to work on the changes that are most critical to achieving program Plan -Do-Check-Act Questions: Which of these sources of waste is present in your engineering program