Podcasts about plan do check act

Вместе Андреем Гириным — управляющим партнером компании "Лидеры изменений" коснулись темы рисков. Обсудили определение рисков. Детально обсудили риск, о котором забывает менеджмент "Bus Factor" (риск, при котором ваша компания несет затраты из-за сосредоточение важной информации у отдельных членов компании при следующих обстоятельствах: увольнения, заболевания, рождение ребёнка, несчастный случай и другие форс-мажоры). Андрей рекомендует использовать модель по работе с рисками R.O.A.M (Resolved – то, что не является риском, Owned – риски, где назначается следящий за развитием ситуации, так как план действий не был разработан на встрече или риск пока не требует разработки плана действий по его снижению или устранению, Accepted – риск не может быть снят, поэтому мы его принимаем, Mitigated – риски, где формируем план по устранению или снижению рисков) и не забывать использовать цикл P.D.C.A Деминга («Plan-Do-Check-Act» — планирование-действие-проверка-корректировка).

Good/bad, happy/sad, success/failure—we are conditioned to fear failure, but it's essential for learning, growth, and innovation. This week, we review the research into failure and share our experiences and perspectives. Listen to help you understand and develop a positive relationship with one of life's most prevalent natural resources.If that's not enough, we also share some TV recommendations. Though we recorded this before Rivals came out; otherwise, it would have made Jimmy's list!To find out more, contact Jimmy or James.

Continuous improvement is an important facet of the modern manufacturing landscape. One of the best-known among such methodologies is Plan-Do-Check-Act. In this article, we explore PDCA's tenets, its benefits, and how best to conduct it. You can learn more about it from this episode or read about it on our blog More information about MRPeasy software at our website mrpeasy.com

ISO Standards provide a framework to help businesses manage various aspects of their activities. Whether that's quality, risk, environmental or Information Security management, they provide invaluable guidance to establish an effective Management System.  However, for those who are new to ISO Standards, the Standards themselves can seem rather intimidating to interpret. Back in 2015, the Annex SL format was introduced to provide a common high-level structure for Management Systems. With 10 clauses now common in most widely adopted ISO Standards, it can still be a bit difficult to understand exactly how these all work together. Today Ian Battersby will explain how ISO Standard clauses work in tandem to create a cohesive cycle, from context of the organisation through to Improvement.    You'll learn ·      What is the high-level structure? ·      What are ISO Standards structured this way? ·      How do ISO Standard clauses interconnect? ·      How does this apply to Quality Management?   Resources ·      Isologyhub     In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian will be discussing the interconnectedness of clauses, which basically just means explaining the key links between the clauses and how that applies to your management system.     [02:40] High level structure – 10 years ago, Annex SL was introduced to create a common framework for ISO Standards. Today, Ian will focus on ISO 9001 as that really is the grandfather of all Management System Standards. ISO 9001 includes elements which are applied to most commonly adopted ISO Standards, and sets the scene in terms of how the clauses link together. [03:20] Why are ISO Standards structured this way? – On their surface, ISO Standards can seem very repetitive in the way that they're written, but there is a good reason for that. There are all based around the Plan-Do-Check-Act cycle. [04:10] What is the Plan Do Check Act cycle? – This is a simple process that all Management System Standards adhere to. So you start with a ‘Plan' to establish objectives, the resources which you need to deliver results, you identify risks and opportunities. From that point you fulfil the ‘Do' part through Implementation and using the Management System. From there you ‘Check' so you monitor against the policies, objectives and any other requirements. Basically monitor against what you said you'd do and then you ‘Act' if you find anything that needs to change, you make that change and you improve as an organisation and you improve that management system. [05:00] A logical path – Management System Standards are designed in such a way that they flow from one clause to the other. One cannot exist without the other. [05:20] How does Clause 4 Context of the Organisation link with Clause 6 Planning? – As clause 4 Context of the Organisation states:  ‘external and internal issues relevant to your purpose and strategic direction… …and that affect your ability to achieve intended results' The scope of your management system depends entirely on this. The world in which you operate - what you buy, the people you employ, what you make, who you sell to, the laws you follow… Clause 4 also requires us to identify all interested parties (which we'll address later!). With careful planning, you can align documentation you develop for one clause with other clauses. Clause 4 doesn't tell us how we should work out our context, but it provides some very good clues ·      NOTE 1 Issues can include positive and negative factors ·      NOTE 2 Understand the external context by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments So they're not saying how to do it, but they've said what you can consider This sounds a lot like a traditional SWOT/PESTLE analysis… If we skip to Clause 6, Planning, the first thing we must do when we plan is to identify actions to address risks and opps A SWOT will mean you've covered these elements, consider the following = ·      Weakness = Risk ·      Threat = Risk ·      Opportunity = Opportunity We can similarly view the PESTLE in the same light. So you can see that with careful planning, as mentioned you can align documentation for one clause with other clauses. [10:00] How does Clause 6 link with Clause 7 & 8? – Skipping from Clause 6.1 If you've identified what might go wrong (aka - risk), you need to plan to ensure it doesn't happen again. That may involve a single improvement action, which is linked to clause 10 (funnily enough, Improvement) It may be that you need something bigger, involving many steps, over a period of time, say an objective (clause 6.2)? So, the planning of objectives links directly to the context of the organisation, the world in which you operate. It may be that you need an operational control to mitigate risk, a process or procedure that helps to manage the situation as a business as usual situation (clause 7 documented info and clause 8, operation) So the planning of processes and procedures links directly to the context of the organisation, the world in which you operate. In all these circumstances, it's the same for opportunities, except you're putting in place measures to take advantage of the opportunities. [13:05] Join the isologyhub and get access to limitless ISO resources  – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [15:10] Clause 7 Support and related links – Moving through the standard, clause 7.4 relates to Communications. You need to determine internal and external communications relevant to the QMS (for 9001). In clause 4, you would have looked at interested parties (i.e. stakeholders). You need to determine who affects the way in which you operate and what they need/expect from you. Parties to consider include: ·      Customers ·      Employees ·      Shareholders ·      Suppliers ·      Regulators ·      Neighbours ·      Media So, by Clause 7 you will have already identified who's interested and what interests them, so it's only a small step to add to this the communications plan.  ISO 9001 doesn't ask for one specifically, but it's a good way to fulfil the requirements of clause 7.3. Clause 7 also mentions Monitoring and measuring resources (7.1.5).  This is a very brief clause, but central to establishing the means for demonstrating performance. We need reliable results when monitoring or measuring is used to verify the conformity of products and services to requirements, i.e. do we do what we say we do? Clause 7.5 requires us to document how we do things.  Again it's very brief in its requirements (leaves it up to you to decide), but clause 8 is all about operation – which is the way you do things. It's much more specific about understanding what the customer wants, designing it correctly, controlling changes, making it, delivery and addressing issues.   This is what you measure: 7.1.5 requires you to ensure you can measure, 7.5 requires you to document how you do things, 8 requires you to do things according to the way you've said you will. [20:10] Clause 9 Performance Evaluation and related links – Moving onto Clause 9, Performance Evaluation, again risk appears.  We've already assessed risk right at the start, now we evaluate whether we've successfully controlled risk. We decide what to audit based on the level of risk attached to certain controls (policies, procedures, processes…). We've set objectives based on risks and opportunities and now we must measure performance. We've put in place operational controls to mitigate risk (clause 8) and now we measure whether those controls work. [21:30] Clause 10 Improvement and related links – This one is fairly self-evident. If something goes wrong, find out why and put it right and make sure it doesn't happen again. Look at your system and continually improve based on your evaluations in Clause 9. If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

The FDA Group's CEO, Nick Capman sits down with Divya Gowdar, Founder and CEO of NubGenix to discuss the pitfalls and lessons learned on the frontlines of audit and inspection readiness throughout the FDA-regulated industries. Discussion points include: The need for a formalized inspection readiness program, especially highlighted by challenges in accessing critical documents like quality manuals or SOPs in a timely manner. The complexities and confusion surrounding QMS integration post-merger or acquisition, emphasizing the importance of clear SOP adherence and SME identification. The strategic development of an inspection readiness playbook outlining detailed procedural actions for audits, including preparation of SMEs and document management. Common gaps in the QMS, such as inadequate design controls and insufficient risk management, and the critical area of supplier management, where many organizations struggle to maintain quality audits and qualification programs. The distinction between R&D and commercial suppliers, underscoring the need for early and comprehensive qualification processes to mitigate commercialization risks. Divya's top 5 takeaways: Implement an Inspection Readiness Playbook: Develop a comprehensive playbook that details all aspects of audit preparation, from SME preparation to document retrieval, to streamline the inspection process. Address Post-Merger QMS Integration: Carefully plan and execute the integration of disparate QMSs following mergers or acquisitions to ensure clarity in SOP adherence and effective SME role allocation. Conduct Mock Inspections Regularly: Utilize mock inspections to test the effectiveness of the inspection readiness playbook, identifying and rectifying any gaps in readiness. Focus on Supplier Management: Establish rigorous qualification and ongoing monitoring programs for suppliers, differentiating between R&D and commercial suppliers to ensure quality and compliance. Adopt the PDCA Cycle for Continuous Improvement: Implement the Plan-Do-Check-Act methodology to manage QMS elements, ensuring robust inspection readiness and fostering a culture of continuous improvement. Divya is a performance-driven and hands-on Quality leader and professional with extensive experience in the medical device and combination product industry. She has contributed significantly to quality management systems, product development lifecycle, risk management, quality compliance, quality management review, inspection management, training, change controls, supplier management, complaint management, and technical operations. Who is The FDA Group? The FDA Group helps life science organizations rapidly access the industry's best consultants, contractors, and candidates. Our resources assist in every stage of the product lifecycle, from clinical development to commercialization, with a focus in Quality Assurance, Regulatory Affairs, and Clinical Operations. https://www.thefdagroup.com/

The Plan, Do, Check, Act (PDCA) model, also known as the four stages of continuous improvement, is crucial for an organization's health and safety goals. On Episode 66 of the IHSA Safety podcast, Maren Gamble, Manager of Strategic Programs at IHSA, walked through the PDCA model as a fundamental framework for developing and implementing an effective Occupational Health and Safety Management System (OHSMS). On this episode of the IHSA Safety podcast, Maren delves deeper into the practical application of the PDCA model, breaking it down as follows:· During the Plan stage, having a well-developed plan is critical, which involves carefully outlining each step and considering all possible scenarios to ensure everything is covered· The Do stage involves assigning roles to individuals and ensuring everyone understands their roles in order to carry out the plan effectively· The Check stage involves assessing the outcome of the event and identifying areas for improvement· The Act stage involves celebrating the successes and small victories, as well as making necessary adjustments to improve the overall OHSMS processEvery step of the PDCA model is important for continuous improvement and maintaining a safe work environment. Free resources:IHSA Magazine: Plan, Do, Check, ActSteps to building your Road Safety Program using PDCADownloadable Template (click here)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Plan-Do-Check-Act (PDCA) model is a fundamental framework for developing and implementing an effective Occupational Health and Safety Management System (OHSMS). This approach allows organizations to continuously improve their safety performance, encourages employee engagement, and can be applied consistently across a variety of management systems.On this episode of the IHSA Safety Podcast, Maren Gamble, Manager of Strategic Programs at IHSA, compares the planning phase of building an OHSMS to planning a boat ride to your favourite restaurant across the lake: in both cases, careful planning ensures that everyone involved stays safe and has fun.Building an OHSMS can certainly be complex -- the PDCA model can help firms focus on the basics and create a solid foundation, so that their plan can be applied universally across each of their jobsites.The PDCA is also a critical component of COR® and a requirement of participants in the WSIB's Health and Safety Excellence program (HSEp).See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This highlights an often overlooked aspect of ergonomics – the simple continuous improvement process known as Plan, Do, Check, and Act (PDCA). While other shiny aspects of ergonomics get more attention, this system offers effective strategies that can be easily implemented in any organization, regardless of size. Some suggestions can be effortlessly applied, while others may require planning.  Links:Get started with office ergonomics assessments, Free Training!: https://www.ergonomicshelp.com/beginWaitlist for Accelerate: The Business of Ergonomics  https://www.ergonomicshelp.com/bizFree Ergonomics Traininghttps://www.ergonomicshelp.com/free-training 

Learn how Design Thinking and Quality Management frameworks intersect. Questions answered:1. Does Quality Management apply for startups and SMEs2. Example of how a startup can approach quality management3. Plan Do Check Act framework4. Design Thinking and Quality Management5. How you should think about both topicsFull Episode with  @manage-better https://youtu.be/5BLgea4i9I0Books:Quality Fables by Suresh Lulla https://amzn.to/3pXW9cXQuality is Free by Phil Crosby https://amzn.to/470GQ3EArchitect of Quality https://amzn.to/470GQ3E Quality planning and analysis https://amzn.to/3rNY0RSGoal https://amzn.to/43JV1Hr Follow Hemang Shah at https://www.linkedin.com/in/hemangJoin his FREE newsletter at https://www.innovationsportslife.com/

In this episode, Mary Conquest speaks with Murray Ritchie, an experienced OHS practitioner, researcher, educator, and speaker who's worked with various industries, governments, and NGOs.He joins us to discuss the content of his new book: ‘Seven Bad Habits of Safety Management - Examining Systemic Failure' (published September 2023).Murray gives EHS professionals an honest, open and comprehensive appraisal of current approaches to Safety Management, covering education, regulations, Plan Do Check Act, the right to refuse, Heinrich, BBS, Zero Harm, Safety Culture, and so much more.This insightful interview is packed with real-life examples from his 40-year career and extension academic research, highlighting where the industry is failing to improve.Murray's on a mission to propel Safety out of its ‘comfort zone'. This conversation helps HSE professionals focus on what's important: finding facts and fixing them before somebody gets hurt.Find out more about Murray's work:Tri-Lens Safety (trilenssafety.com)Murray's book:Seven Bad Habits of Safety Management: Examining Systemic FailureMurray recommended the work of Sydney Dekker and Clive LloydContact Murray by email:murray@trilenssafety.comMurray Ritchie on LinkedIn:Murray Ritchie MSc | LinkedInSafety Labs is created by Slice, the only safety knife on the market with a finger-friendly® blade. Find out more: www.sliceproducts.comIf you have any questions, please email us at safetylabs@sliceproducts.com

In this episode, you'll learn about PDCA (Plan, Do, Check, Act) which is a great topic requested by a listener just like you. In management, PDCA is used all the time when implementing new workflows. But you can and probably do use PDCA all the time, even in your personal life. You just don't put a label on it.  Chances are, you might be asked about PDCA on the exam. Management is a big section of the exam and you should have a basic knowledge of management and these strategies used in management especially if you find yourself in a management role.  I use my love of storytelling to explain what PDCA is and use an example to go over each step of this strategy.  This is what you'll learn in this episode: All about PDCA including what happens in each step P for Plan: What planning involves when using PDCA D for Do: What's involved in "doing" when using PDCA C for Check: Why checking in on the process change is so important when using PDCA A for Act or Action: Why you need to follow through with action to make sure the change in workflow continues I also explain how I used PDCA when I was not yet in management but how I worked with my manager and the physicians to implement a new process and workflow. 

Practicing Lean changes your brain. Do you agree? I know for me, repeating the patterns of the Plan-Do-Check-Act, or the pattern of the improvement kata, and because of using and adapting lean tools, I think very differently from the way I used to think.  This conversation with ST Rappaport illuminated what cognitive functions we are improving when we practice Lean thinking, and why that practice works. I think you will be as fascinated as I was when you meet her.     About ST RAPPAPORT   ST is a productivity coach, who like many people, struggled to be more efficient and effective - until, she says, she changed the way her brain is wired. Now she helps others, through her organization, LifePix University. LifePix University helps growing entrepreneurs solve their core problems so they can become more efficient and effective in their personal and professional life.     KEY TOPICS IN THIS PODCAST: ST's career background How did she get into teaching about the growth mindset? What is Feuerstein's Method? How does Feuerstein's Method help ST with her reading difficulties? The connection between a Growth Mindset with Feuerstein's Method Cognitive function explained How cognitive deficiencies affect people's emotions     KEY TAKEAWAYS A growth mindset is a belief that abilities and intelligence can be developed with effort and practice. This mindset is in contrast to a fixed mindset, which is the belief that abilities are set in stone and cannot be changed.  Practicing lean thinking may be a way for people to develop their cognitive functions. Reuven Feuerstein's method is a cognitive intervention program. The goal of the program is to improve cognitive functioning in individuals with brain injuries and other cognitive impairments.  Cognitive function refers to the ability to think, learn and remember. It is a broad term that encompasses many different mental processes, including attention, planning, problem-solving, decision-making, and working memory.  Understanding how your brain works can help you to learn new things more easily and to use your strengths to your advantage.   Memorable Quotes From ST Rappaport   “ Time-saving was the best thing. This is part of the challenge with cognitive functions because we're so used to doing it the same way. We think this is the right way and this is the best way to do it. “   CONNECT WITH ST RAPPAPORT https://www.lifepixuniversity.com/ https://www.linkedin.com/in/st-rappaport-869b7619b/ https://www.instagram.com/lifepixphotography/ https://www.youtube.com/channel/UCqwMNmGg9DS0ebpDZZ-Ff3A https://www.tiktok.com/@lifepixuniversity

Squirrel and Jeffrey trade stories about tech organisations who are effectively improving incrementally -- and examples of those who are just doing and not learning. Rother's Coaching Kata and Torres's Opportunity Solution Tree prove helpful in illustrating how to shift to this mindset. SHOW LINKS: - What is kaizen? : https://www.kaizen.com/what-is-kaizen - Plan-Do-Check-Act: https://deming.org/explore/pdsa/ - Opportunity Solution Tree: https://www.productplan.com/glossary/opportunity-solution-tree/ - The Toyota Kata: http://www-personal.umich.edu/~mrother/Homepage.html - Coaching Kata: http://www-personal.umich.edu/~mrother/The_Coaching_Kata.html --- Our book, Agile Conversations, is out now! See https://agileconversations.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com

Explore the tip of scientific thinking, lean, and kaizen with Dr. Deming's PDCA loop.Free Resources NEW! The Small Batches Slack App for Teams Toyota Kata Pocket Guide The Flow Collective DevOps Email Course Project to Product Email Course War & Peace & IT Pocket Guide Links Adam Hawkins on Twitter Adam Hawkins on LinkedIn Adam Hawkins' website Small Batches #50: Introducing Dr. Deming with John Willis Small Batches #39: The High-Velocity Edge Lean Lexicon: PDCA Lean Lexicon: A3 Thinking Lean Lexicon: Kaizen Lean Lexicon: Toyota Production System Lean Lexicon: Jidoka

This week's full broadcast of Computer Talk Radio includes: - 00:00 - More nerdy news of note - Starlink, Apple, Biden, social media, Win11, Melinda Gates, etc - 11:00 - Impacts on our youth - Technology has so many impacts on all ages, especially youth - 22:00 - Escaping Network Solutions - Keith brings a listener question about escaping old behemoth - 31:00 - Marty Winston's Wisdom - Marty Winston talks about zombie shipping containers - 39:00 - Scam Series - COVID relief scam - Benjamin tells of the COVID relief that will bring headaches - 44:00 - Keske on military tech move - Steve Keske talks evolution of military tech to commercial sector - 56:00 - Ukrainian news of tech reactions - Benjamin details the many reactions of tech industry to Russia - 1:07:00 - Deming Cycle described - Benjamin covers a simple explanation of Plan Do Check Act - 1:16:00 - Professional IT Series - 163 - Benjamin details out volume software licensing agreements - 1:24:00 - Listener Q&A - Spying on our kids - Kimberly asks how far we should go in tech spying on our kids

Computer Talk Radio Broadcast 03-05-2022; Starlink, Musk, social media, more; impact of tech on youth; Network Solutions escape; shipping containers; COVID relief scam; remote tech; Tech support of Ukraine; Plan Do Check Act; saving money; spying on kids

Manufacturing Operations Strategist Rebecca Morgan, president of Fulcrum ConsultingWorks, Inc in Cleveland, OH, has advised leaders of mid-size manufacturers for over 30 years, after being one herself. In her recent book, https://www.mfgmastery.com (Manufacturing Mastery: The Path to Building Successful and Enduring Manufacturing Businesses), she discusses five common self-induced obstacles. "One of the most common self-induced obstacles to success and endurance in closely-held manufacturers is a lack of discipline," says Morgan. "That is a primary reason why we keep solving the same problems over and over, why alignment throughout an organization is rare, and why both speed and costs do not meet market needs." Trying to avoid micromanagement and committed to moving quickly, leaders all-to-often say something, believe it is happening, and move on to the next thing. Unfortunately, people look at leaders as role models. When they see the leader keep moving on to something new, they believe they should as well. That is a significant problem. Morgan explains that "follow up is an important part of communicating and reinforcing priorities and decisions. Without it no one is sure what they should be working on first. That is expensive and a terrible waste of resources." PDCA is a concept approaching 75 years old, and one that most companies claim to follow. But few do. Plan-Do-Check-Act is a model for solving problems and for learning. "It requires an underlying commitment to discipline," says Morgan, "and few companies are truly willing to take the time to learn and improve." Lack of discipline is not the only self-induced obstacle in a manufacturing business, but it is one that is instrumental in precluding success. A strong leader will not accept this obstacle within the organization.

Management systems are a great way to assess and control environmental health and safety issues within your organization. They help you along the implementation journey ensuring you get buy-in at every level. So how do you go about using a management system? The framework to remember: plan, do, check, act. In this episode, Jackie Baxley , Principal and EHS Practice Leader at HRP Associates, Inc. , talks about how management systems work and best practices for acquiring certifications. We discuss: - Working with clients on COVID programs and protocols - Management systems, like ISO 14,001 and ISO 45,001 - What makes for a good onboarding system - Advice for new safety professionals - Hazard recognition and training Hear more stories from safety professionals by subscribing in Apple Podcasts , Spotify, or visiting our website . Listening on a desktop & can't see the links? Just search for The Safety Management Show in your favorite podcast player.

This week's Pipeliners Podcast episode features Sheila Howard of P.I. Confluence discussing digitizing public awareness to support Pipeline Safety Management Systems (Pipeline SMS).  In this episode, you will learn about the value and benefits of incorporating a digital public awareness program into your existing program, some examples of how to digitize public awareness so that you can find a starting point in your operation, how digitizing public awareness supports the Plan-Do-Check-Act cycle in Pipeline SMS, and more topics. - Access the show notes and full episode transcript at PipelinersPodcast.com.

In this episode of the Managing Uncertainty Podcast, Bryghtpath Principal & Chief Executive Bryan Strawser discusses what is resilience? The concept seems straightforward in a personal context; building up the psychological fortitude to bounce back from all of life's bumps and bruises. But what exactly does it mean for a business to be “resilient”? We hear a lot of business leaders and highly trained business continuity, crisis management, and security professionals asking this same question. While everyone can agree that resilience is important to their business, there seems to be much less accord about precisely what it entails. Topics discussed include how to think about organizational resilience within a large, complex organization – and how to go about putting it into place across the organization. Related Episodes & Blog Posts Blog Post: What is Resilience? Blog Post: Plan-Do-Check-Act and your Business Continuity Program Blog Post: Business Continuity Standards: How each can help you Episode # 121: Metrics for Success in your Business Continuity Program Episode #123: Plan Do Check Act and your BC Program Episode Transcript Hello and Welcome to the Managing Uncertainty Podcast. This is Bryan Strawser, Principal and Chief Executive here at Bryghtpath. And in today’s episode, I want to talk about the question, what is resilience? Is it just me or is this the new buzzword of 2021, resilience? The concept seems straightforward in a personal context, building up the psychological fortitude to bounce back from all of life’s bumps and bruises. But what exactly does it mean when we talk about a business being resilient? We hear a lot of business leaders and highly trained business continuity, security, crisis management, risk management professionals, information security professionals asking the same question. And while everyone can agree that resilience is important to their business, there seems to be a lot less agreement about precisely what it entails. Perhaps it’s because it’s the inherent nature of resiliency to mean something different for every organization. Its precise parameters and components are shaped by its context. Every business has different experiences, threats, and resources. So why should any resiliency program look the same as another? Still, here at Bryghtpath, we think there are fundamental components that every business should have in place if they want to make good on their resiliency imperatives. So here’s our take. What is resilience? Well, according to the International Standards Organization, ISO, organizational resilience means the ability of an organization to absorb and adapt in a changing environment to enable it to deliver its objectives, to survive and to prosper. But like a lot of standards-based definitions, that leaves an awful lot to read between the lines. Here at Bryghtpath, we think of resilience as a group of capabilities that supports an organization’s ability to solve big problems, to continue their operations, to protect their assets. And most importantly, protect their people. On a practical level, this is achieved with what we think of as basic blocking and tackling, implementing certain key components in a logical way to prevent plan, for respond to and recover from disruption. Those core compo

In this episode of the Managing Uncertainty Podcast, Bryghtpath Principal & Chief Executive Bryan Strawser discusses Business Continuity standards and how they can help you improve your business continuity and resiliency program. Topics discussed include the ISO 22301 Standard for Organizational Resilience, NFPA 1600, and the ASIS Business Continuity & Crisis Management Standard. Related Episode & Blog Posts Blog Post: ISO 27031: Looking at ISO's Disaster Recovery Standard Blog Post: Business Continuity Standards: How each can help you Blog Post: An overview of the NFPA 1600 Standard Episode #24 – The Traditional Business Impact Analysis (BIA) Episode #123: Plan Do Check Act and your BC Program Episode Transcript Hello, and Welcome to the Managing Uncertainty Podcast. This is Bryan Strawser, Principal and Chief Executive at Bryghtpath. And in today’s episode, I’d like to talk about business continuity standards and how each of those standards can help you improve your program of resiliency and business continuity in your organization. No matter how much business experience you have, or how long you have looked, or studied, or thought about risk and resilience in your business, creating a business continuity program can seem daunting. But there are internationally recognized guidelines that exist to help you build the right program for your organization’s unique solution. I want to talk through all the essentials you need to understand each of the internationally accepted guidelines and decide which one works the best for you. These standards and guidelines save you from reinventing the wheel when it comes to business continuity by describing what your program needs. These guidelines share many common elements, such as calling for top leadership support, your board, your senior executives, assessing risk and business impact analysis. In general, these standards can be adapted to large and small organizations in any industry. They’re also not prescriptive. They describe what you need to do, but not how you need to go about doing it. All of them though, reinforce the same broad business continuity goals. And those are reducing the risk of disruption, supporting the continuity of your business, and reassuring customers and stakeholders that you can continue to operate. I want to start by describing the NFPA 1600 standard on continuity emergency and crisis management. NFPA is the National Fire Protection Agency, NFPA. This is a U.S.-centric emergency planning specification that’s become globally accepted. NFPA was one of the first standards related to business continuity that appeared after September 11th. The United States Department of Homeland Security adopted this standard, calling it as a, they were describing it rather, as a voluntary consensus standard for emergency preparedness. Likewise, the September 11th Commission Report recognized NFPA 1600 as the national preparedness standard at the time. Despite these endorsements, NFPA 1600 is just a guideline. It’s not a regulatory requirement. It makes up nine chapters on business continuity and emergency management, program management, planning, implementation, training, exercises and tests, and program improvement. Then there’s an Annex B that includes checklists for ongoing self-evaluation.

In this episode of the Managing Uncertainty Podcast, Bryghtpath Principal & Chief Executive Bryan Strawser discusses the Plan Do Check Act Cycle in your Business Continuity Program. Topics discussed include the Plan Do Check Act Cycle, how the PDCA Cycle connects to the ISO 22301 Standard (and others),  and how you can use the PDCA cycle to mature and improve your business continuity program. Related Episodes & Blog Posts Blog Post: A look at the new ISO 22317 Standard for Business Impact Analysis (BIA) Blog Post: Using ISO 22301 to Evaluate your Business Continuity Program Blog Post: Plan-Do-Check-Act and your Business Continuity Program Episode #110: Is your BC Program ready for the next disruption? Episode #121: Metrics for Success in your Business Continuity Program ASQ:  What is the Plan Do Check Act (PDCA) Cycle? Lean Enterprise Institute:  Plan, Do, Check, Act Episode Transcript Hello, and Welcome to the Managing Uncertainty Podcast. This is Bryan Strawser, Principal and Chief Executive here at Bryghtpath, and in this week’s episode of our podcast, I’d like to talk about the Plan Do Check Act Cycle in your Business Continuity Program. And I want to start by talking about the Law of Aggregate Marginal Gain. As this theory goes, many tiny improvements can add up to huge wins over time. In the case of the British Cycling Team from many years ago, the small acclimation of tiny improvements, such as improved hand-washing, new massage gels and pillows, and minor changes to their bike ergonomics were credited for their wildly successful performance at the 2012 Tour de France, and then the London Olympics. For the rest of us, a more practical example of this theory in action might be parking at the far end of the parking lot, taking the stairs, and then skipping dessert to shed a few more pounds over the course of the year. Or if savings are your goal, ditching your drive-through coffee every morning, packing your lunch, and collecting your change can quickly propel your savings efforts into appreciable gains. In theory, the Law of Aggregate Marginal Gain seems like a foolproof and nearly effortless way to accomplish big things. So how is that then the average 20 something has less than $10,000 in retirement savings? And am I the only person here with a step-tracking smartwatch, I use an Apple Watch, who has yet to fit back into my size 34 jeans that I wore in high school? There’s endless explanations for why as humans we find it hard to make progress towards our goals, whether it’s losing weight or saving money, or making strides in our business. When it comes to organizational resiliency, one of the common problems I see is just not having a good system for implementing and improving maturing your Business Continuity Program. Ad hoc efforts, in my experience, lead to ad hoc results. Opportunities for improvement will slip through the cracks in your program quietly and unimpressively just manage to subsist. It’s not exactly your dream scenario, especially considering the ramifications of being unprepared for the next disruption that your company will face. Meaningful improvem

PDCA é um acrônimo para PLAN-DO-CHECK-ACT.

Our encouragement today comes from another incident on the Northwest Lancaster County River trail. It prompted me to use the Plan Do Check Act process and another old habit. Hope it inspires you. If you're listening on iTunes, will you give me a 5-star rating? Thank you!

This week’s Pipeliners Podcast episode features Gary White, former president and CEO of P.I. Confluence, discussing the fundamentals of process management and pipeline SMS. This is episode one in a three-part series on this subject. In this episode, you will learn how to define process management, the keys to a successful Plan Do Check Act cycle in pipeline operations, why “check” is often overlooked and why this is critical in process management and Pipeline SMS, how to build an effective continuous improvement cycle, the importance of stakeholder communications, and other key aspects. - Access the show notes and full episode transcript at PipelinersPodcast.com.

Today on The Rated R Safety Show, we discuss all things safety and the news. In our main story, we discuss the Plan, Do, Check, Act model Hear it, stream it, see it, or download it all today!

Show notes: https://www.valuecapturellc.com/he32 Learn about an interactive simulation workshop that Bill is teaching and moderating: https://valuecapturellc.com/shingo-discover-excellence-virtual-workshop-february-2-3-2021/ Welcome to Episode #32 of Habitual Excellence, presented by Value Capture. Our guest today is Bill Boyd, a Client Advisor with Value Capture. Bill Boyd is a seasoned healthcare professional with over a decade of practice integrating process improvement methodologies into how he leads. He is passionate about collaborating with healthcare teams to create better care experiences and outcomes for patients and families. He joined Value Capture after 13 years at the health system ThedaCare Host Mark Graban and Bill have a free-flowing conversation about thinking of improvement as a series of experiments. Bill talks about the need to be disciplined and to follow the full Plan Do Check Act (or Plan Do Study Adjust) cycles. When is "failure" in our attempts to improve to be expected (if not celebrated) and when is it a major problem. Bill and Mark talk about that and more.

Industry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what https://www.msscusa.org/ (MSSC) has to offer! Upskill for industry 4.0. CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today's employers need for over 6 million frontline production jobs. CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges, secondary schools, and other convenient locations. Well-Established Technologies already included in MSSC Production Standards: Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots, Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD). Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials. MSSC's full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety & Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness, and Green Production. The CPT Plus certification complements the full CPT credential by providing employees with proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified production technicians. Help your employees upskill for industry 4.0! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/upskill-for-industry-4-0-with-mssc/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

http://www.leanblog.org/386Joining me again for Episode #386 is Steve Spear, who reached out to share recollections of one of his most influential teachers and mentors, Hajime Oba, who passed away earlier this month at 75.I never had the chance to learn directly from Mr. Oba, but he is legendary in Lean circles and I know many people who were deeply influenced by Mr. Oba. I hope to interview more of them in the near future. My deepest condolences go out to Mr. Oba's family, friends, and colleagues.Here is a classic 2001 WSJ article that features him:"How Does Toyota Maintain Quality? Mr. Oba's Hair Dryer Offers a Clue" In today's episode, Steve talks about meeting Mr. Oba and how he learned from him as a PhD student. One story that Steve shares was about sitting at his desk, thinking about a problem, and Mr. Oba told him: "Don't think -- do!" Hajime Oba You'll hear more from Steve talking about the need to learn by doing and to test changes in an experimental fashion. It's not just "do" --- it's Plan Do Check Act (or Plan Do Study Adjust or even Plan Test Study Adjust). 

"The Quality Matters Methodology" - a success model for the development, implementation and maintenance of quality management systems. Simple Lessons for you, your team and your process. Follow us on this journey as we relay The Quality Matters Methodology to you. We start by learning from the lessons of others before you. From Simon Sinek's Start with Why an the idea of the Golden Circle to Stephen Covey's 7 Habits of Highly Effective People, Jocko Willink's Extreme Ownership and lessons from scripture and much much more. The Golden Circle Starting with Why, How and at last What must be a critical component. The wisdom of The 7 Habits of Highly Effective People connects directly to the teachings of Edward Deming and the PDCA "Plan Do Check Act" cycle. But this is not enough, the culture of the organization must support the goal (why) and the methods (how) otherwise the products and services (what) will be inferior and lack the level of Quality, that standard of excellence the customer expects. We look forward to you joining us more more as we explore "The Quality Matters Methodology" together. Learn more about #QualityMatters & Texas Quality Assurance :LinkedIn | Facebook | Twitter  | Instagram  | YouTubewww.qmcast.com | Texas Quality Assurance |QMS Bootcamp

Our guest today is Brian Buck, from Buck Enterprises, who joins us from Tacoma Washington in the United States. Brian Buck is a keynote speaker and coach who blends personal development, productivity, and masterful communication skills to help great leaders perform at elite levels. His two decades of improvement experience across multiple industries has touched hundreds of people in a positive way. If you are looking for more FREEDOM, PASSION, & CONNECTION in your life then he would love to help you! For today, Brian is going to help us explode the status quo on his take of the LEAN formula: Plan-Do-Check-Act. Plan - Do - Kick - Ass! Brian takes us through pivotal moments in his own career which whispered, quite loudly, that it was time for him to impact on a larger level how leadership behaved within an organization. Leading people...rather than managing people. We explore everything from Brian's lens of GEMBA - putting yourself in the action to actually see what's going on, to a few emotional intelligence skills, to excuses like 'I used to be in the job so I don't really need to see what it's like for employees now', to the need to focus on improvement as the excitement instead of change as the barrier. Want to connect with Brian? LinkedIn: linkedin.com/in/brianbuck Website: improvewithme.com Email: brian@improvewithme.com Twitter: brianbuck

Industry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what https://www.msscusa.org/ (MSSC) has to offer! Upskill for industry 4.0. CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today's employers need for over 6 million frontline production jobs. CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges, secondary schools, and other convenient locations. Well-Established Technologies already included in MSSC Production Standards: Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots, Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD). Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials. MSSC's full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety & Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness, and Green Production. The CPT Plus certification complements the full CPT credential by providing employees with proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified production technicians. Help your employees upskill for industry 4.0! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/upskill-for-industry-4-0-with-mssc/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

This week I spoke with Sue Austin of Sue Austin Consulting about leadership in an architecture practice and how practice leaders can be planning for re-emergence as lockdown lifts. Sue is has experience of everything from global organisations like Mars and PepsiCo to small-scale businesses going through rapid and disruptive growth curves. Originally Sue obtained a degree in engineering and then cultivated a long career working across operations and supply chains. In this podcast Sue discusses what is leadership, what are the common challenges leaders of architecture businesses face and how they can overcome them as well as dispelling some of the mythology around leadership such as whether great leaders are born or can you learn to lead. In this episode you will learn: - How to plan for re-emergence out of lockdown - The importance of innovating and experimenting - PLAN - DO - CHECK - ACT the 4 Step formula for commercial leadership THIS WEEK'S RESOURCES Discovery Call with Rion Willard https://www.businessofarchitecture.co.uk/discoverycall Sue Austin Consulting http://austin-consulting.co.uk Sue Austin Contact sue@austin-consulting.co.uk  

The time has come for us to consider what it will look like to return to work once stay-at-home directions are withdrawn. How are employers preparing workplaces to ensure the safety of employees, and what role do safety professionals play in getting America back to work? In this episode, host Jennifer McNelly speaks with Diana Stegall, president of the American Society of Safety Professionals (ASSP), about how they’re helping to prepare workplaces for employees to return safely, both physically and psychologically. They cover topics from the roles and responsibilities of safety professionals at this time and how COVID-19 has changed those roles within organizations to the hierarchy of controls and how it is applied in direct ways in large companies versus small companies. Diana explains systems thinking like Plan-Do-Check-Act, and the importance of having scalable and flexible solutions, as well as the role that trust and communication plays in the psychological safety of workers. For some practical advice for business leaders aiming to not only survive but thrive coming out of the pandemic, make sure not to miss today’s episode! Learn more about your ad choices. Visit megaphone.fm/adchoices

The time has come for us to consider what it will look like to return to work once stay-at-home directions are withdrawn. How are employers preparing workplaces to ensure the safety of employees, and what role do safety professionals play in getting America back to work? In this episode, host Jennifer McNelly speaks with Diana Stegall, president of the American Society of Safety Professionals (ASSP), about how they’re helping to prepare workplaces for employees to return safely, both physically and psychologically. They cover topics from the roles and responsibilities of safety professionals at this time and how COVID-19 has changed those roles within organizations to the hierarchy of controls and how it is applied in direct ways in large companies versus small companies. Diana explains systems thinking like Plan-Do-Check-Act, and the importance of having scalable and flexible solutions, as well as the role that trust and communication plays in the psychological safety of workers. For some practical advice for business leaders aiming to not only survive but thrive coming out of the pandemic, make sure not to miss today’s episode!

Powered by iReportSource In this episode, I continue my series breaking down Safety Management Systems (SMS) and will talk about Continuous Process Improvement. Before I can do that, we need to understand something else about SMS - In episode 80 of The SafetyPro Podcast, Safety Management System (SMS) Defined, I talked about how you need to move away from individual programs and toward a systems approach to safety management. Well, there is something called systems thinking, and we are going to get into what that is and how you can shift not only the way you look at managing safety but also how your organization can make the shift from managing programs to integrating safety within the rest of the business by using systems thinking. I recently came across an interesting article over at The Systems Thinker written by Micheal Goodman, and I thought it would help safety pros better understand what system thinking is all about. Michael is an internationally recognized speaker, author, and practitioner in the fields of Systems Thinking, Organizational Learning, and Leadership. The article is called SYSTEMS THINKING: WHAT, WHY, WHEN, WHERE, AND HOW? He writes: "The discipline of systems thinking is more than just a collection of tools and methods – it's also an underlying philosophy. Many beginners are attracted to the tools, such as causal loop diagrams, in hopes that these tools will help them deal with persistent business problems. But systems thinking is also a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realization that there are consequences to our actions to which we are oblivious. Systems thinking is also a diagnostic tool. As in the medical field, effective treatment follows a thorough diagnosis. In this sense, systems thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions. Systems thinking involves moving from observing events or data, to identifying patterns of behavior over time, to surfacing the underlying structures that drive those events and patterns." So you can see how this sets us up for moving away from merely managing programs toward a systems approach to safety. We need to understand the relationships the individual safety programs have with other areas of the business - how people think, feel, and behave when interacting with them. It is also essential to understand that when we use the term system, it implies that the entire business is a single system and composed of many related subsystems. An accident occurs when a human or a mechanical part or multiple parts of the system fails or even just malfunctions. The system safety approach reviews the accident to determine how and why it occurred and what steps could be taken to prevent a recurrence. The goal of a systems approach is to produce, you guessed it, a safer system. Therefore, at a minimum, a safety system is a formal approach to eliminate or control hazardous events through engineering, design, education, management policy, and supervisory oversight and control of conditions (environment) and practices, the organizational policies, practices, and overall organizational culture, etc. Notice I included the human and organizational aspects? Yes, traditional systems safety does address these areas. In episode 80 of this podcast, I also talked about how SMS is a continuous improvement process that reduces hazards and prevents accidents. So what is a Continuous Improvement Process exactly? And how does it help us improve safety? Simply put, it is an ongoing effort to improve products, services, or processes. Or put another way; a recurring activity or activities to enhance performance. Typically, the goal is for "incremental" improvement over time and, in some cases, significant improvements all at once. So once again, I will use Lean principles to explain this concept. First, I want to start with some structure, which will lead to this concept of continuous improvement. There is a term known to Lean practitioners; Kaizen. The Japanese word kaizen simply means "change for better" and refers to any improvement, either a one-time deal or a continuous process, either large or small, in the same sense as the English word "improvement." So when you hear the phrase "Kaizen Event" - that simply means an improvement event. The most well-known example of a Kaizen approach is the Toyota Production System, or TPS, where everyone is expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormal issue. This will initiate a cycle of activity aimed at not merely fixing that one issue, but instead improving the overall process to prevent the issues from repeating. This cycle can be defined as: "Plan → Do → Check → Act." PDCA (Plan-Do-Check-Act) is a scientific method of problem-solving and involves a 4-stage, iterative cycle for improving processes, products or services, and for resolving problems. It involves systematically testing possible solutions, assessing the results, and implementing the ones that have shown to work. It is a rather simple and effective approach for solving problems as well as for managing change. This is because it enables businesses to develop hypotheses about what needs to change, test these hypotheses in a continuous feedback loop, and gain valuable learning and knowledge. Again, the value here is that you are testing improvements on a small scale before trying to apply them company-wide. The PDCA cycle consists of four components and can be applied to safety management systems as follows: Plan – Identify and assess risks and opportunities to establish objectives and processes needed to solve them. There are 3 steps to this part: Problem Identification - verify you identified the right problem, determine its impact, who will it benefit? Problem Analysis - what information is needed to understand the problem and its root cause fully? What do we already know about the problem? What do we need to collect to understand the problem further? Who needs to be involved in this process? Once we get a full understanding, is it even feasible to solve the problem? Run Experiments - What are all possible solutions (think of 3 options)? Who will "own" which options to test? How will we measure expected outcomes? Can we run a small test? Will the small-scale results scale up? Do – Here is where we develop and implement our tests and gauge their effectiveness. Again, this should be done on a small-scale to allow us to learn quickly, adjust as needed, and are typically less expensive to undertake. It also lessens any potential negative impact on the business. Think of the phrase, "fail small." It also will have a less negative impact on the culture as a large-scale test, and failure might make workers feel defeated or that no solutions are coming. And be sure to collect all data needed so you can objectively decide which ones are best. Check – Here is where we confirm the results through before-and-after data comparison. What worked? How can you tell? Also, look at what did NOT work - this may help you look back at your planning stage to see what you missed or did not consider. Remember, this is a cycle, even between the stages. So try not to think of this linearly. You may discover that the solution is no longer viable, or that there are simpler ones you had not considered. Act – Here is where you will document the results and make recommendations for future PDCA cycles. If the solution was successful, implement it. If not, tackle the next problem and repeat the PDCA cycle. Remember, you can always stop and back up a step or go to the beginning. Learning is the objective here. So now you can start to ask what resources are needed to blow up the solutions company-wide? What impact will there be on production? Things like retraining, replacing equipment, parts, etc. Closing a part of a building, or the area will all need to be considered as well. This PDCA process is critical to safety management systems for obvious reasons. Kaizen focuses on applying small, everyday changes that result in significant improvements over the long run if done correctly. The PDCA Cycle gives you the framework and structure needed for identifying improvement opportunities and evaluating them objectively. So when you hear folks talk about a systems approach to safety management, and the need to apply a process of continuous improvement, this is it. In doing so you will be able to create this culture of problem-solvers, critical thinkers and folks that step up to tackle issues; willing to take on the accountability because the process to do it is easy and yields results by taking the focus off the person and on the process when it comes to problems that arise. Improvement ideas can be tested on a small scale, analyzed, tweaked, and repeated until solved. By going through this process, and understanding systems thinking, you can start to see that you need to look at both individual components of your safety program and also the interactions with other areas of the business - the system as a whole. You cannot just do one. What I am saying is that yes, you need to find root causes to mechanical failures, "why" it occurred, but you also cannot ignore the "how" it was able to occur organizationally as well. If you reverse this thinking, start with "how" as some of these gurus want you to believe, it will still require you to find out the "why." You need to be able to both.  So, in the next episode, I will continue to break down safety management systems by answering the question; What is Root Cause Analysis or RCA? I will explain how it is critical to support systems thinking, a systems approach to safety, and even talk about how it has been redefined by some in our industry to sell books, training courses and prop themselves up as thought leaders when in reality, it's all the same stuff. Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

“Do you believe that everything you do is a process?” From brushing your teeth to doing your work assignments to doing your groceries, everything’s a process and, what’s essential to note is, they are all PDCA cycles. In this episode of the Business Problem Solver Podcast, Lee Houghton emphasises why PDCA is not just a planning tool, but a way of life. It does not matter if it’s big or small – or for more apt terms, micro or macro – anything you do in life can be a PDCA cycle. Listen in to know more. KEY TAKEAWAYS The PDCA (plan-do-check-act) was first popularised W. Edwards Deming in the mid-20th It can be a planning tool or an improvement cycle. PDCA cycle is way of life. If you try to see everything’s a process where it needs inputs, goes through steps, and produces outputs, you know what you should be expecting to do to get what you want to achieve. The two PDCA cycles: Micro – a weekly to monthly Macro – usually three to five years BEST MOMENTS “If everything we do is a process, then everything we do can be improved.” “PDCA is much more than a planning tool. PDCA is much more an improvement cycle. It’s a way of life. It’s a way of looking at things to continuously improve anything and everything you do.” ABOUT THE HOST For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses. In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material. Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker. CONTACT METHOD You can contact Lee Houghton on: 07813342194 Website: Lee@leehoughton.com LinkedIn:www.linkedin.com/in/lhoughton/ Facebook:www.facebook.com/THEBusinessProblemSolver/ Twitter:https://twitter.com/BusiProbsSolved Instagram:www.instagram.com/the_business_problem_solver/?hl=en YouTube:https://www.youtube.com/channel/UCsf0YC2_ZBuhtC_s-AbHaDw

In this podcast with Carolyn, we discuss how Organisations can address and improve well-being at work to take it “beyond the fruit bowl”. But, what does that mean? Carolyn and I put forward 5 tips that can be easily incorporated within the existing management systems framework (based upon the Plan-Do-Check-Act approach).

Quality management, if I understand PMBOK and ISO-9001 correctly, is all about the Plan-Do-Check-Act cycle, where we 1) plan what quality objectives are important for us and how they can be numbered, 2) let the team produce the results, 3) collect the numbers, and 4) compare them with our expectations and take corrective and preventive actions. In order to make this all happen, you need to turn your human resources in numbers. How do you do that in your software team, depends on many factors. But software business is the easiest one for that: most of our activities are easy to measure. The entire video is here: https://www.youtube.com/watch?v=euEOroFEHWM

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