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Risks of Omission: The Failure to Identify and Exploit Opportunities (MFGN52B)

Presented By : William A. Levinson , P.E.
(*) Single User Price. For multiple users please call 1-800-223-8720
Pre Recorded Webinar
60 minutes
  •  Thu, November 12, 2015
Event Description
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Understand ISO 9001:2015's Provision for "Actions to Address Risks and Opportunities"

ISO 9001:2015's provision for "actions to address risks and opportunities" is one of the most significant changes to the standard. While risk based thinking was implicit in many ISO 9001:2008 provisions, the new standard calls for it explicitly, and the implications are more extensive. Risk management (RM) is common sense when it comes to issues like safety, compliance with environmental regulations, and quality. Risks of omission or failure to identify and exploit opportunities, are far less obvious and can be far more dangerous.

Risks of omission with regard to new technology is known as muda or waste. History is filled with great examples of the risks of omission. Kodak was bankrupted largely by digital photography, Kodak's own invention. Swiss watch makers invented the quartz watch movement but didn't bother to patent it because they didn't believe anything could keep time better than a mechanical Swiss watch. IBM's Thomas Watson Sr. once derided the idea that the world would ever need more than a few electronic computers, and Harry Warner, the founder of Warner Brothers Studio, said of movie soundtracks: "Who in the hell wants to hear actors talk?"

Even if one's industry is not subject to major technological changes, it can easily contain so much waste (muda) that removal of this waste can give a participant an overwhelming competitive advantage. Frank Gilbreth's non-stooping scaffold proved that the brick laying trade wasted roughly 63 percent of its labor. A construction firm that embraced Gilbreth's methods would have quickly annihilated competitors that did not. Henry Ford showed meanwhile that many jobs could easily waste more than 90 percent of their labor, and more than half their material. The methods he used to eliminate this waste are now known collectively as the Toyota production system.

Ford pointed out explicitly, though, that waste (unlike poor quality, which makes its presence known very quickly) can hide in plain view. Almost everybody will react to poor quality, but a proactive mentality is necessary to identify and exploit opportunities. This session by our expert speaker, William A. Levinson, will show you how to adopt this proactive mindset, and share it with an entire workforce. Learn to avoid the risks of omission by using ISO 9001:2015's provision for actions to address risks and opportunities.

Session Highlights:

  • Utilizing risk management and identification of opportunities with proactive thinking.
  • Why the risk of omission (not doing the right thing) is more dangerous than risks of commission (doing the wrong thing, or failure to react to a known problem).
  • How world-class performance and even survival depends on proactive identification and exploitation of opportunities.
  • Identify risks and opportunities from new technology.
  • How to waste (muda) can be quantified in terms of time, material, and energy.
  • How front-line workers are often in the best position to identify waste.
  • How substantial waste hide in international supply chains.

Learning Objectives:

  • Organizations that meet the requirements of ISO 9001:2008 already react to risks as revealed by defects and nonconformances, and seek to manage risks proactively through FMEA and other design and process assessment techniques. ISO 9001:2015 calls for more comprehensive actions to address risks and opportunities.
  • Organizations must, however, pay attention to risks related to their supply chains and changing technology, as well as wastes that do not manifest themselves as defects, rework, or scrap. The potential risks and benefits can far outweigh those presented by traditional sources.
  • We cannot overemphasize the principle that the decision to do nothing, or take no action, is indeed a decision that can be riskier than one to pursue a course of action. Recognition of this principle can mean the difference between mundane and world-class performance, or even basic survival and world-class performance.

Who should attend?

  • Quality professionals
  • Manufacturing service managers
  • Executives
About Our Speaker(s)

William A. Levinson, Manufacturing Guidelines ExpertWilliam A. Levinson P.E.
William A. Levinson, P.E., is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt. He is also the author of several books on quality, productivity, and management, of which the most recent ... More info

 
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    Subject: You might be interested in this event from AudioSolutionz
    Event Title: Risks of Omission: The Failure to Identify and Exploit Opportunities
    Presenter(s): William A. Levinson , P.E.

 
 
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