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Society at large tends to misunderstand what safety is all about. It is not just the absence of harm. When nothing bad happens over a period of time, how do you know you are safe? In reality, safety is what you and your people do moment by moment, day by day to protect assets from harm and to control the hazards inherent in your operations. This is the purpose of risk-based thinking, the key element of the six building blocks of Human and Organizational Performance (H&OP). Generally, H&OP provides a risk-based approach to managing human performance in operations. But, specifically, risk-based thinking enables foresight and flexibility—even when surprised—to do what is necessary to protect assets from harm but also achieve mission success despite ongoing stresses or shocks to the operation. Although you cannot prepare for every adverse scenario, you can be ready for almost anything. When risk-based thinking is integrated into the DNA of an organization’s way of doing business, people will be ready for most unexpected situations. Eventually, safety becomes a core value, not a priority to be negotiated with others depending on circumstances. This book provides a coherent perspective on what executives and line managers within operational environments need to focus on to efficiently and effectively control, learn, and adapt.
In today's uncertain times, risk has become the biggest part of management. Risk management is central to the science of prediction and decision-making; holistic and scientific risk management creates resilient organizations, which survive and thrive by being adaptable. This book is the perfect guide for anyone interested in understanding and excelling at risk management. It begins with a focus on the foundational elements of risk management, with a thorough explanation of the basic concepts, many illustrated by real-life examples. Next, the book focuses on equipping the reader with a working knowledge of the subject from an organizational process and systems perspective. Every concept in almost every chapter is calibrated to not only ISO 9001 and ISO 31000, but several other international standards. In addition, this book presents several tools and methods for discussion. Ranging from industry standard to cutting edge, each receives a thorough analysis and description of its role in the risk management process. Finally, you'll find a detailed and practical discussion of contemporary topics in risk management, such as supply chain risk management, risk-based auditing, risk in 4.0 (digital transformation), benefit-risk analyses, risk-based design thinking, and pandemic/epidemic risk management. Jayet Moon is a Senior ASQ member and holds ASQ CQE, CSQP, and CQIA certifications. He is also a chartered quality professional in the U.K. (CQP-MCQI). He earned a master's degree in biomedical engineering from Drexel University in Philadelphia and is a Project Management Institute (PMI) Certified Risk Management Professional (PMI-RMP). He is a doctoral candidate in Systems and Engineering Management at Texas Tech University
What is Risk Based Thinking (RBT)? International Organization for Standardization (ISO) incorporated Risk Based Thinking (RBT) into ISO 9001:2015 and its management system standards. ISO: Risk Based Thinking is the first book to address risk in the new ISO families of standards. Learn what RBT means and most importantly understand what you need to do to adopt RBT. Everyone who is certified to ISO 9001:2015 should read this book to understand and implement RBT. What This Book Can Do for You? · Explains the integration of risk into ISO management systems. · Answers the most critical questions you need to know about RBT and risk management. · Explains key risk concepts such as RBT, risk management assessment, risk management, VUCA, risk context, Risk Maturity, and etc. · Explains in detail ISO 31000, ISO 31010, and other key risk standards. · Explains the steps in the RBT journey. · Presents insider tips and tools known to standards developers and high-priced risk consultants. · Lists critical risk, process, effectiveness, and RBT questions that your QMS consultant and Certification Body should be able to answer. Bonus Materials/Resources · Access almost 2,000 risk and quality articles through CERM Academy. · Get Lessons Learned at the end of each key question. · Get free course materials such as using FMEA’s in ISO 9001:2015.
Guidelines for Risk Based Process Safety provides guidelines for industries that manufacture, consume, or handle chemicals, by focusing on new ways to design, correct, or improve process safety management practices. This new framework for thinking about process safety builds upon the original process safety management ideas published in the early 1990s, integrates industry lessons learned over the intervening years, utilizes applicable "total quality" principles (i.e., plan, do, check, act), and organizes it in a way that will be useful to all organizations - even those with relatively lower hazard activities - throughout the life-cycle of a company.
This book presents practical approaches for facilitating the achievement of excellence in the management and leadership of organizational resources. It shows how the principles of creating shared value can be applied to ensure faster learning, training, business development, and social renewal. In particular, it presents novel methods and tools for tackling the complexity of management and learning in both business organizations and society. Discussing ontologies, intelligent management systems, methods for creating knowledge and value added, it offers novel insights into time management and operations optimization, as well as advanced methods for evaluating customers’ satisfaction and conscious experience. Based on two conferences, the AHFE 2018 International Conference on Human Factors, Business Management and Society, and the AHFE 2018 International Conference on Human Factors in Management and Leadership, held on July 21–25, 2018, in Orlando, Florida, USA, the book provides both researchers and professionals with new tools and inspiring ideas for achieving excellence in various business activities. Chapter “Convolutional Gravitational Models for Economic Exchanges: Mathematical Extensions for Dynamic Processes and Knowledge Flows” is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.
Critical Steps happen every day at work and at home, purposefully. Work does not happen otherwise. If an operation has the capacity to do work, then it has the capacity to do harm. Work is energy directed by human beings to create value. But people are imperfect—we make mistakes, and sometimes we lose control of the work. Therefore, work is the use of force under conditions of uncertainty. A Critical Step is a human action that will trigger immediate, irreversible, and intolerable harm to an asset, if that action or a preceding action is performed improperly. Whether the human action involves clicking on a link attached to an e-mail message, walking down a flight of stairs with a newborn baby in arms, engaging the clutch on a gasoline-driven chain saw, or administering a medication to a patient in a hospital, these all satisfy the definition of what constitutes critical risks in our daily lives, professionally or personally. The overarching goal of managing Critical Steps is to maximize the success (safety, reliability, productivity, quality, profitability, etc.) of people’s performance in the workplace, to create value for the organization without losing control of built-in hazards necessary to create that value.
Society at large tends to misunderstand what safety is all about. It is not just the absence of harm. When nothing bad happens over a period of time, how do you know you are safe? In reality, safety is what you and your people do moment by moment, day by day to protect assets from harm and to control the hazards inherent in your operations. This is the purpose of risk-based thinking, the key element of the six building blocks of Human and Organizational Performance (H&OP). Generally, H&OP provides a risk-based approach to managing human performance in operations. But, specifically, risk-based thinking enables foresight and flexibility—even when surprised—to do what is necessary to protect assets from harm but also achieve mission success despite ongoing stresses or shocks to the operation. Although you cannot prepare for every adverse scenario, you can be ready for almost anything. When risk-based thinking is integrated into the DNA of an organization’s way of doing business, people will be ready for most unexpected situations. Eventually, safety becomes a core value, not a priority to be negotiated with others depending on circumstances. This book provides a coherent perspective on what executives and line managers within operational environments need to focus on to efficiently and effectively control, learn, and adapt.
Domino Effects in the Process Industries discusses state-of-the-art theories, conceptual models, insights and practical issues surrounding large-scale knock-on accidents—so-called domino effects—in the chemical and process industries. The book treats such extremely low-frequency phenomena from a technological perspective, studying possible causes and introducing several approaches to assess and control the risks of these scenarios. The authors also examine these events from a managerial viewpoint, discussing single and multi-plant management insights and requirements to take pro-active measures to prevent such events. Academics, regulators, and industrialists who study and analyze domino effects in order to prevent such events will find the book unique and highly valuable. - Outlines available methods in analyzing these events, aiding understanding of the accidents and their causes - Covers current modelling, control and management tactics of domino effects, -facilitating prevention - Identifies areas where new research is needed
A timeless classic of economic theory that remains fascinating and pertinent today, this is Frank Knight's famous explanation of why perfect competition cannot eliminate profits, the important differences between "risk" and "uncertainty," and the vital role of the entrepreneur in profitmaking. Based on Knight's PhD dissertation, this 1921 work, balancing theory with fact to come to stunning insights, is a distinct pleasure to read. FRANK H. KNIGHT (1885-1972) is considered by some the greatest American scholar of economics of the 20th century. An economics professor at the University of Chicago from 1927 until 1955, he was one of the founders of the Chicago school of economics, which influenced Milton Friedman and George Stigler.