What’s YOUR Problem?!?

10 Building Blocks for a Quality Culture, Communication, Employee engagement, Improvement, Sustainability / By

When making your non-conformance (problem) statement, be sure to choose words that will get the response that you’re looking for. Stating a non-conformance as, “The operator did not follow the procedure” will set the root cause analysis back 30 years. Statements that identify a person as the problem will only end in disaster. Statements like

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How to Design A Process for Protection

Internal Audits, ISO 31000, Process flow, Risk, Risk-based thinking, Uncategorized / By

The path to comfort with your risk management plan can be a complicated on one hand and scary on the other. This may help get you started down this path with a plan to work with.  Since the 1960s we’ve used Ishikawa’s fishbone diagram to great benefit. The premise here is that all non-conformances have

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Managing Risk vs Risk Management – What’s The Difference?

Context, Context of of the Organization, Improvement, Risk, Risk-based thinking / By

You may have heard these terms used interchangeably – I know I have. I thought I’d take a look into ISO 31000 to see if any light could be shed on this monumental question! It turns out that the answer is in there…here’s the scoop: Managing Risk… Top management is accountable for managing risk. It

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The Process Approach – What’s In It For Me?

Customer focus, Customer Satisfaction, Improvement, Measurement, Operation, Simplify your system / By

John Seddon has been promoting Systems Thinking for years – I’ve been following him for nearly 30 years now and I’ve used the Vanguard Method approach to management system design since the early 2000s. A number of Federal Departments in Ottawa still have them in place. This post is based on the last part of

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