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

Raimund (Ray) Laqua, P.Eng., PMP is the founder of Lean Compliance Consulting, Inc. He works with organizations to design compliance programs that deliver on their promises, and advocates

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

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

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

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.

At a fundamental level compliance programs protect the value stream from threats that hinder the creation

capability which serves as a defense against the effects of uncertainty in support of existing risk & compliance standards similar to quality, safety and environmental objectives or should it be added to existing risk & compliance

operational functions is table stakes for effective organizations and for those that want to elevate their compliance

a familiar pathology: the safety manager has a title but not the authority to halt operations; the compliance