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deal with possible increases in incidents across their safety, environmental, regulatory, or quality programs is known as “Incident Management (IM)” and is a one of the pillars of an effective risk & compliance program The following are key principles of effective incident management programs. Continuous Learning and Adaptation For an incident management program to remain relevant and effective Waiting for downstream audits and reports may not be fast enough to close the gaps in programs essential

waste, leverage existing talent and capabilities, adopt proactive behaviours, establish operational programs It is this reason that we created "The Proactive Certainty Program."

powerful tool that can also help organizations understand the inter-dependencies of their compliance programs Start by identifying the compliance value chain : Begin by identifying the various components of the program , while the Y-axis represents the value chain, from the organizational need to the final compliance program Use the map to prioritize actions and investments that will help to improve the overall program, systems Identify areas for improvement : With the compliance landscape and program mapped, you can identify areas

Why Traditional Approaches Guarantee Poor Performance Most compliance programs operate on what Lean Compliance Effective compliance programs create total value advantage through three strategic capabilities : Increase The Total Value Advantage Program Lean Compliance's The Total Value Advantage Program™ represents an Organizations implementing this program experience measurable improvements across multiple critical areas This program is designed for organizations seeking to transform their compliance function from a necessary

It was hard for them to advance their safety, quality, environmental and regulatory compliance programs This requires knowledge of how to deliver effective programs and systems and this is something that many That is why we created, "The Proactive Certainty Program." This program follows a process we developed that helps companies to continuously improve their compliance

Why Traditional Programs Feel Like Whack-a-Mole Most risk & compliance management programs treat risk

However, we know that programs that support: quality, safety, risk, regulatory, environmental, and other

transforming reactive GRC functions into proactive GRE capabilities, explore T he Total Value Advantage Program

improving sociology-technical problems in the domain of quality, safety, environmental, and regulatory programs that SD becomes an important tool to help policy makers better improve outcomes of their compliance programs This assists the function of the program level of a managed system to: Introduce change by means of continuous

A robust QA program demonstrates an organization's commitment to quality, its ability to anticipate and Assurance for all Compliance Programs While the roles of QC and QA have shifted, they remain complementary organizations are now harnessing QA to provide comprehensive assurance across the full spectrum of compliance programs

These capabilities are known as: Management Systems and Management Programs . Management Programs However, we also need to contend with emerging and new threats and opportunities. the intuitive, creative right hemisphere resonates with the dynamic, adaptive nature of management programs These programs necessitate exploration, innovation, and a capacity to navigate uncertainty. In contrast, management programs, aligned with the right hemisphere, emphasize innovation and adaptation

specified the need for companies to adopt improvement models or frameworks for their risk and compliance programs In my experience, the CMMI approach is well suited to program level objectives and initiatives. Kata (IK) with its focus on direction can help to align processes to overall system and sometimes even program