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Within each organization there is often a different role for each compliance program. of effort, inconsistent practices, and a slow down in advancement of overall compliance competencies To counter this, companies can take common capabilities that are needed across the various compliance to achieve compliance Leverage common capabilities to improve compliance outcomes Reduce waste in getting #CompliancePrograms #ComplianceInitiatives

While governmental regulations exist to enforce compliance, manufacturers in certain markets have recognized

achieve performance objectives Value chain Risk - uncertainty in your ability to create existing value Compliance

In fact, right now, compliance to these measures is exactly what is needed and critical to flattening

This approach was widely used for compliance processes for many years. In what ways has the implementation of partial solutions hindered your compliance processes? In what ways can the strategic use of "Killer Apps" help advance compliance? #Solutions #ComplianceSolutions

Compliance programs depend on up to date technical information to support each process. how best to replace or improve processes safety specialists, to identify risk management, to assess compliance companies need to improve their technical information management systems and processes to ensure that compliance Plan-Do-Check-Act Questions: What ways would your compliance programs improve if information was more

identify and document all changes to: Regulatory roles such as: Steam Chief, Incident Commander, On Call, Compliance Officer and so on, along with Compliance management roles, committee and project team assignments All Reassignment of existing tasks Reassignment of compliance program assignments Contacting chairs of committees Discuss risks with new or previous manager Communicate risks to affected compliance program owners (PSM

We have someone assigned to all the typical compliance areas: quality, safety, environmental, and regulatory

this blog post we walk through the approach developed by Marissa Kephart in collaboration with Lean Compliance

The agency has temporarily halted its enforcement of compliance with operator qualification, control performance-based guideline, but not normal for those that have for years focused only on prescriptive and legal compliance

The following is Michael Porter’s value chain which we have extended to include risk & compliance components These companies find that they too need LEAN athletes to effect change as the rules have become more complicated

risk exposure resulting from the change in personnel: Reassignment of existing tasks Reassignment of compliance