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Risk Management Essential in Today’s Economy

Risk Management Essential in Today’s Economy

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Risk Management Essential in Today’s Economy

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  1. Risk Management Essential in Today’s Economy Sandford Liebesman. Ph.D. Sandford Quality Consulting, LLC Chair of the Electronics & Communications Division 973-898-0082 Sandfordl@msn.com http://www.asq.org/communities/sox

  2. Electronics & Communications Division • Five Technical Committees • Sarbanes-Oxley (SOX)/Linking Management Systems • Includes Risk Management • Nano Technology • Restriction of Hazardous Substances (RoHS) • Electronics • Communications

  3. Risk ManagementOutline • Introduction to Risk • Operational Risks • Risk Analysis Methodology • Case Study • Conclusions

  4. Types of Risk • Strategic • Achievement of high level goals • Organizational • Entity Level • Activity Level • Compliance • Follow Legal and regulatory requirements • Operational • Efficient use of resources

  5. Risk ManagementOutline • Introduction to Risk • Operational Risks • Risk Analysis Methodology • Case Study • Conclusions

  6. Key Operational Risk Categories • Risk of ineffective management systems • Customer Satisfaction Risks • Supply Chain Risks • Revenue Recognition Risks • Information Security Risks • Environmental Risks • Logistics Risks • Risk from Natural Disasters

  7. Risk of ineffective management systems • Poor Management Practices • Poor HR practices • Lack of effective management tools • Data Processing errors • Ineffective call centers • Poor Marketing Strategies • Poor contract administration • Customer communication issues • Design & Development Problems

  8. Customer Satisfaction Risk • Communication • Delivery problems • Product quality • Design problems • Repair problems • Accurate Customer Feedback

  9. Supply Chain Risk • Communication • Outsourcing large portion of products • Ineffective Supplier Management • Sole supplier • Delivery Problems • Poor received quality • Over stocking the inventory • Under stocking the inventory • Design problems • Documentation errors

  10. Revenue Recognition Risks • Accounts Payable problems • Accounts Receivable problems • Revenues recorded before delivery • Quotation to cash errors • Spreadsheet errors • Out-of-date or Incomplete Pricing Information

  11. Information Security Risks • Viruses • Unsecured files • Inaccurate financial records and reporting • Poor change control • Information retrieval errors

  12. Environmental Risks • Significant environmental aspects (ISO 14001) • And associated operations & activities • Significant Risks • Toxic Liquid spills • Gaseous emissions • Solid waste • Monitor & Measurement • Evaluation of Compliance using ISO 14001

  13. Logistics Risks • Transportation of raw materials • Transportation of completed products • Damaged shipped products • Under stocking of inventory • Homeland security Logistics risks

  14. Risk from Natural Disasters • Fires • Floods • Earthquakes • Destructive Storms • Contamination • Epidemics

  15. Risk ManagementOutline • Introduction to Risk • Operational Risks • Risk Analysis Methodology • Case Study • Conclusions

  16. Risk Analysis • Effective Risk Analysis requires: • Identification of the Organization’s Risk Appetite & Tolerance • Predefinition of objectives. • Compatibility of objectives. • Identification of risks to achieving objectives. • Judgment of which risks are critical. • Determination of actions to mitigate risks.

  17. Determine the Risk Appetite & Risk Tolerance • Top Management and Board responsibility • Align risk appetite with the organization’s strategy • Risk appetite is the amount of risk, on a broad level, an entity is willing to accept. • Risk tolerance relates to the entity’s specific objectives. It is the amount of variation relative to specific objectives that an entity is willing to accept.

  18. Tools for Managing Risk • Risk Level Estimator Matrix • ISO 9001 Improvement Process • Failure Modes and Effects Analysis (FMEA) • Controls

  19. Consequences Insignificant Minor Moderate Major Catastrophic Likelihood 1 2 3 4 5 A (Almost certain) H H E E E B (Likely) M H H E E C (Possible) L M H E E D (Unlikely) L L M H E E (Rare) L L M H H E Extreme Risk – Immediate action; senior management involved → H High Risk – Management responsibility should be specified → M Moderate Risk – Manage by specific monitoring or response → Email L Low Risk – Manage by routine process → File Risk Level Estimator Matrix

  20. ISO 9001 Improvement Process • Improve the effectiveness of the QMS Through use of the Improvement loop • Quality Policy • Quality management system planning • Quality objectives • Audit results • Analysis of data • Corrective and preventive actions • Management review • Repeat the “Loop” on a continual basis

  21. Failure mode and effects analysis • FMEA is a method that examines potential failures in products or processes. • Helps select remedial actions that reduce risks from a systems failure • Starts with a description of the parts of a system • List the consequences if each part fails and evaluate • Severity (S), • Likelihood of occurrence (O), • Inability of controls to detect failures (D) • Identify actions which could eliminate or reduce the occurrence, or improve detectability, • Track changes to processes and products which are incorporated to avoid potential failures.

  22. Financial Risks and Controls • A control is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements • Financial controls are prepared in accordance with general accepted accounting principles (GAAP) • Assurance that transactions are recorded • Accurate maintenance of records • Prevention or timely detection of unauthorized acquisition or disposition of assets • Quality Controls are built around quality records and decision points

  23. Risk ManagementOutline • Introduction to Risk • Operational Risks • Risk Analysis Methodology • Case Study • Conclusions

  24. Case StudyRisk Management at a Teaching Hospital • Provided by the Juran Institute • Reducing Risk of Patient Harm from Falling • Two Major Types of Risk • Operational Risk • Compliance Risk

  25. Operational Risk • Lack of Sufficient Protocols to prevent unacceptable number of patient falls • Major contributor of patient length of stay (LOS) • Minimize LOS in order to control costs • Used the Morse Falls Scale to measure the risk of patient falling

  26. Morse Fall Scale

  27. Fall Risk Level Action Tool

  28. Compliance Risk • Loss of Compliance to the JCAHO National Safety Goals for Hospital related Patient Falls • JCAHO: Joint Commission on Accreditation of Healthcare Organizations

  29. Risk ManagementOutline • Introduction to Risk • Operational Risks • Risk Analysis Methodology • Case Study • Conclusions

  30. Risk AssessmentConclusions/Actions Needed • Risks are obstacles that impede progress toward achieving objectives • Risk levels are measured by combining the likelihood of an event with its consequences • Organizations need to determine their “risk appetite” and “risk tolerance” • Controls should be selected using a “top down, risk based approach.”

  31. Article in Quality Progress • Sandford Liebesman, “How to Manage Risk in a Global Economy,” Quality Progress, March 2008, 58-60. • Case Studies: I’m still looking for Risk based case studies for my book.