With compliance in all of its manifestations (safety, security, sustainability, quality, environmental In this article, we delve into these insights along with one that we learned as part of Lean Compliance Insight 4: Programs Elevate Systems (Lean Compliance) This insight comes from Lean TCM (Total Compliance Management programs drive system performance levels needed to advance targeted compliance outcomes. and compliance excellence.

This contributes to why compliance doesn't have the role that it should. When a company prioritizes short-term gains over compliance, it essentially devalues the very things This may lead to non-compliance with safety and security regulations along with breaking promises made Establishing effective compliance programs that actively manage its role to protect and ensure Total It's time to change the sign for compliance to read, "We Protect Total Value."

. - The Lean Compliance Engineer Uncertainty Creates the Opportunity for Risk I've sat through countless Here's what I've learned after three decades in risk & compliance: we're fighting the wrong battle. Why Traditional Programs Feel Like Whack-a-Mole Most risk & compliance management programs treat risk

At today's monthly "Elevate Compliance Webinar" participants learned strategies and methods for effectively governing artificial intelligence (AI) in organizations, particularly within the context of compliance This requires more than reactive compliance; it demands proactive governance methods tailored to the integrating policies, ethical codes, safety standards, and continuous oversight to mitigate risks and ensure compliance

Compliance programs, systems, and processes are often used interchangeably when referring to improvements between these functions and show how each helps organizations better target their resources to improve compliance Validating that programs actually achieve their targeted outcomes is essential to meeting compliance. From a compliance perspective, changes need to be made in such a way to: maintain compliance continuity ) #compliancemodel #complianceframework #complianceimprovement

In compliance work, I see this regularly. This is similar to compliance programs. When culture naturally supports good practices, compliance happens quietly in the background. Maybe you call compliance important but treat it as expensive overhead. How to Approach Change At Lean Compliance , we treat culture problems as system issues.

Raimund Laqua, P.Eng., PMP, is the founder and principal of Lean Compliance, an advisory practice serving Over more than 30 years he has built compliance and assurance programs across oil and gas, pharmaceuticals , medical devices, manufacturing, and financial services, treating compliance as promise-keeping rather

Now, imagine doing the same for compliance. Freed-up resources from the reactive side of compliance would be moved over to the proactive side. They could anticipate changes, address root causes, and introduce new capabilities to always stay in compliance If you did this, you could double your capacity to meet your compliance obligations.

At the same time, the audit function has grown beyond the financial function to cover other compliance However, there are important differences between auditing financial statements and ensuring compliance However, all too often, audits are used to prescribe "how" compliance should be met. findings to drive change to their compliance programs. determining how compliance should be met and what the obligations should be.

Let’s take a closer look at what these mean and how they impact compliance. These functions will impact compliance in the following ways: AI Governance : AI governance refers to Effective AI governance is essential for compliance because it helps organizations ensure that their This is important for compliance because it helps organizations demonstrate that their AI systems are This is important for compliance because it helps organizations demonstrate that their AI systems are

is why your value chain needs to operate between the lines of productivity (to increase margin) and compliance Compliance programs also serve the value chain by mitigating the effects of epistemic (i.e. reducible objectives and measures that let's you know how well you are doing across productivity, value, and compliance

Every compliance obligation traces back to it. If the constraint was well-engineered, the behaviour looks like compliance. And any of these elements without a connection to the organization's values is compliance without purpose don't have a clear answer, you have a design problem that's worth solving now — before it becomes a compliance Raimund (Ray) Laqua, P.Eng., PMP, is a computer engineer and the founder of Lean Compliance Consulting