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This necessarily impacts how risk & compliance systems are implemented. For managed compliance programs (i.e. safety, quality, environmental, regulatory) to be effective they Any mismatches in systems architecture will end up hindering the advancement of both business and compliance Does your approach to risk & compliance align with this posture?

That is why compliance programs include a risk-based process for managing planned changes. Although MOC processes may look different based on the industry or compliance system involved, the purpose However, a common sentiment is that compliance is getting in the way of product or process innovation

improvements to productivity (margin, throughput, costs, waste, etc.) as well as better outcomes for compliance

risk management in various industries, including safety, security, sustainability, quality and other compliance

checklists to drive activity Redoing assessments and verifying drawings Audit afterwards to confirm compliance

each indicator from various sources such as performance reports, risk assessments, incident logs, and compliance

For example, achieving safety compliance creates benefits that are shared across an organization. avoid a cascading or propagation of risk similar strategies should be used to avoid weaknesses in the compliance The DOE guidelines provide a robust framework for managing project risk that can be applied to compliance

In the following examples, folks thought that everything was on-schedule, on-target, on-plan, in-compliance

In a previous webinar I was asked this question with respect to compliance: Question: What would be the one area of an organization to start the focus on transitioning from reactive to proactive compliance Lean Compliance has a program to help directors become more proactive with their compliance.

industries were using LEAN for process improvement may end up exposing companies to: greater risk, loss of compliance in an increasingly regulated environment Since 2005, compliance has changed significantly. Resisting Force: Concerns about the impact of change on regulatory compliance (SHE, Quality, etc) This these changes must be done in a way that manages risk, keeps people and processes safe, and maintains compliance Understandably, this causes concern when applying LEAN to improve compliance programs and systems.

lack of a clear and concise definition creates the risk of over regulation or under regulation for compliance

distracted driving" has similarities with how some companies contend with the risks associated with compliance Even for them it does not need to be this way – they can choose to be more proactive with their compliance