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In a world that values specialists, individual workmanship and personal accountability the LEAN culture In the research paper, "Managing Paradoxical Tensions During the Implementation of Lean Capabilities than specialists; this fact has challenged their work identities” The paper goes on to say: As such, lean The LEAN mindset challenges our current organizational structures and yet the problems that companies face are those that require greater levels of what LEAN espouses.

LEAN approaches have been used across many industries for decades with great success. LEAN in the Process Industry There have been several papers over the years written about the use of LEAN Melton, "THE BENEFITS OF LEAN MANUFACTURING | What Lean Thinking has to Offer the Process Industries. that the case for LEAN is not compelling for everyone. LEAN Management of Change LEAN offers significant benefits for companies who want to improve not only

Not all obligations are the same or require the same capabilities or approaches to satisfy. Knowing the differences can help you better understand how best to allocate resources, invest in technologies, and prioritize management objectives to consistently meet them. One way to understand obligations better is to consider them as a hierarchy of needs between commitments associated with accepting legal responsibility and those connected with accepting stakeholder responsibility. These levels create increasing but separate needs to: Comply to minimum requirements Conform consistently to procedures and practices Improve performance to reach and sustain targets Advance stakeholder outcomes Each level builds on previous ones. However, the behaviours from one may not always apply to the next. For example, the behaviours at lower levels tend to be predominately reactive, waiting for incidents to happen. At the higher levels these behaviours will shift to be more proactive where goals are set and plans to achieve them are implemented. There are other differences so let's consider each level in turn. 1. Need to comply to minimum requirements Organizations most often begin their compliance journey by focusing on legal requirements associated with regulations. These represent the basic or minimum requirements needed to satisfy the conditions by which a regulatory license is given for a company to operate. These tend to be prescriptive written in the form of “shall statements” and subject to external inspection and audits. Compliance is addressed by closing gaps found in audits or when incidents arise. 2. Need to conform consistently to procedures and practices When companies begin to internalize their external commitments they start to improve how they meet these basic requirements. They also have an increased desire to accept greater social responsibilities. In a manner of speaking the more a company looks outwards at how they interact and affect others the more they internalize external obligations. This introduces new obligations which requires taking on more ownership often manifested by adopting industry standards to improve the consistency of meeting basic obligations. These standards will include both technical as well as management standards. Non-conformance in practices or outputs are identified and addressed through corrective and preventive actions. 3. Need to improve performance to achieve and sustain targeted goals The next level of needs is often associated with Vision Zero requirements and involves accepting industry objectives towards zero incidents, zero harm, zero breaches, zero fatalities, zero emissions, and so on. These obligations are aspirational goals that require organizations to continually improve their performance to achieve higher standards over time. In the same way that pursuing zero defects helps to drive operational excellence, vision zero helps organizations improve other important aspects of their business. To meet vision zero requirements an organization must be intentional, proactive, and consistently demonstrate progress. It also requires leadership and accountability at all levels within an organization. 4. Need to advance stakeholder outcomes The highest level of the Obligation’s Hierarchy of Needs is directly connected with the vision and mandate of an organization with respect to stakeholder interests. These will no doubt include financial outcomes but increasingly will involve social interests such as ESG (environmental, social and corporate governance) requirements. It is here that we see the use of GRC (governance, risk, and compliance) strategies to help ensure that an organization does what it has promised and is creating the desired outcomes for all stakeholders. Stakeholders are not only “shareholders” but are also: workers, investors, suppliers, customers, and the communities that are impacted or have a stake in a company' success. Effectiveness is best measured by the level of trust engendered needed to maintain a social license to operate. This is not something that an organization can apply for; it is granted not purchased. However, without it many companies could not operate even when they have a regulatory license to do so. The Path Up the Mountain Deciding to take the path up the mountain towards greater social responsibility is not easy as it brings with it more and different kinds of obligations as outlined above. Organizations that are ethical and have a culture of compliance will find the decision easier to make. These are companies that in general are not harming the environment, exploiting its workforce, or producing products that are harmful or dangerous. Ethical companies exhibit a high degree of integrity with respect to keeping the promises they have made. Integrity provides the motivation for climbing the mountain. Instead of being motivated by staying out of jail they are motivated by doing the right thing, the right way, all the time, every time. For companies that do decide to climb the mountain and stay the course they will notice sign posts that mark the transition from: Gap Closing to Goal Seeking External to Internal Obligations Reactive to Proactive Behaviours Completing Actions to Optimizing Systems Creating Outputs to Advancing Outcomes Conducting Audits to Improving Performance Executing Mitigative Procedures to Implementing Preventive Controls Command & Control Structures to Resilience & Preparedness Structure Shareholder focus to Stakeholder focus (i.e. accepting social responsibility) With ever sign post they pass these companies will gain an increased measure of trust from their investors, shareholders, workers, and communities in which they operate. They will be the kind of business that customers want to buy from, workers want to work for, and communities want to have in their midst.

I have spent most of my career building information and management systems in support of engineering, compliance, and mission critical processes for highly regulated, high risk companies. In many cases, these systems were deployed following a process which would roughly follow these steps: Create a project team Identify requirements Select technology Implement system Train Users Disband project team After these steps were done the system would move into "maintenance mode" as is typical for other equipment in the organization. For that is how management and information systems were considered – as equipment. The thought of improving the capabilities of a system after it had been installed did not cross anyone's mind. The only thing that did was to make sure the system remained operational and continued to perform according to how it was originally designed. When the system could no longer do that it would be replaced. In some circles this is called, "run to fail" and fail they always did for all kinds of reasons that included the effects of: Changes in compliance requirements Lack of training Lack of support Changes in technology Changes in leadership priorities Changes in organizational structure Business process changes Changes in culture Improvements were few and far between and were seldom able to keep up. You might patch the software, upgrade the hardware, or even move to the cloud but eventually the system would need to be replaced. Improvement of the system might then be entertained. However, what I have observed is that even then improvement did not always come for the following reasons: The people who knew how things worked no longer work for the company The constraints of the old technology would became "requirements" for the new technology which would mostly negate any improvement Moving to the "cloud" and cost reduction would be a higher priority than improving system effectiveness Different leadership would have different priorities Run to fail created an urgent response instead of a planned one with sufficient time to consider options Resistance to change (what we did in the past is good enough for the future) And many other reasons ... When it comes to quality, safety, environmental, and regulatory systems where the goal is to reach a certain level of performance over time it is no wonder that one of the contributors to lack of overall progress is due to the effects of a "run to fail" or "set and forget" mode of system operations. The phrase, "two steps forward, three steps back" comes to mind and aptly describes the current state of many systems in place today. Continuous improvement and maturity of capabilities is extremely difficult when a system is thrown out and replaced every 3-5 years and always starting over. As compliance is now heading towards performance and outcome based standards the way in which systems operate must change to a new mode of operation. This new way of managing systems requires the ability to improve on a continuous basis but as importantly the ability to steer which is what compliance governance is responsible for and the function of a compliance program. The steering function must continually adjust system capabilities to achieve increasing and changing standards either from mandatory or voluntary obligations. Governance is what proactively drives this continuous improvement. It is important to note that this differs from continuous improvement at the process level which tends to focus on cost reduction by eliminating waste and improving efficiencies. While this is better than re-actively addressing non-conformance its purpose is still to improve consistency against current standards. Whereas, improvement at the system level directed by a compliance program focuses on advancing capabilities to advance overall outcomes: A compliance program is fundamentally a system in its own right consisting of proactive processes that anticipates, plans, and acts to improve compliance outcomes. An effective compliance program will steer the continuous improvement of processes, technology, and people so as to increase the probability that outcomes will be advanced. This is very different than the "run to fail" and "set and forget" mode of operations that assume that compliance obligations are mostly prescriptive and never change. In a world measured by the continuous increase in value, compliance must also be continuous and advancing in capabilities to keep up. This changes the role of governance away from "run to fail" and "set and forget" to one that proactively steers towards better outcomes. Instead of two steps forward three steps back, compliance governance needs to always be steps forward.

Many process experts also believe it was the earliest known form of LEAN techniques in the workplace, A LEAN process is supposed to eliminate waste, but in the case of textile automation we may be creating #Automation #LeanImprovement #Lean

The following is a list of 10 things that I learned about compliance that may not be well known to those LEAN reduces waste to create capacity for more value. 7. What have you learned about compliance?

That's why we are offering this micro learning series. SYSTEMS MODULE - "Keep it Green" In this module you will learn tools & techniques to always stay in compliance LEAN MODULE - "Keep it Lean" In this module you will learn how to apply Lean tools & techniques to continuously RISK MODULE - "Keep it Certain" In this module you will learn how to improve the probability of keeping

Operationalize Systems Lean TCM (developed by Lean Compliance) is an example of this strategy. Weaknesses: While Lean Total Compliance Management (Lean TCM) offers a robust framework for organizations startup): Lean TCM utilizes the Lean Startup approach which may not be as familiar to those who have Total Compliance Management (Lean TCM). The third strategy introduces Lean TCM, a unique approach developed by Lean Compliance that operationalizes

Additionally, we will explore the importance of integrating LEAN, Systems Thinking and Cybernetics into from integrating Lean principles into their practices. Lean focuses on streamlining processes, eliminating waste, and promoting efficiency. Compliance practitioners can apply Lean tools such as value stream mapping and process flow analysis Waste Reduction: Lean focuses on identifying and eliminating waste in all its forms.

Recently, I asked Microsoft’s Copilot to describe "Lean Compliance." I knew that information about Lean Compliance used in current foundation models was not up-to-date and It said someone else founded Lean Compliance rather than me. Instead, of not including that aspect of "Lean Compliance", it made it up.

This is where LEAN principles and practices can add significant advantage. LEAN: The Integrative Force LEAN, a management philosophy with roots in the manufacturing sector, holds Let's explore how LEAN principles can address the challenges and improve organizational performance: Reduction of Waste LEAN's emphasis on reducing waste aligns with the challenges faced by GRC. Fostering Continuous Improvement Continuous improvement is the backbone of LEAN.

delve into the power of Management Theory (ISO 37301), Promise Theory, Systems Theory, Risk Theory, and Lean Lean Theory: Efficiency and Continuous Improvement Lean Management is a philosophy that focuses on efficiency Key Takeaway: Lean Management principles can be harnessed to optimize compliance processes, making them powerful theories: Management Theory (ISO 37301), Promise Theory, Systems Theory, Risk Theory, and Lean Lean Management improves efficiency.