Day
1 – The need to manage production risk
- What is risk?
- Why is it necessary to understand production risks
- Why health and safety is only the tip of the risk
iceberg
- Why senior management often lack a full understanding
of the threats
- Definition of business risk and its nuances
- Designing risk strategies and systems to suit your
organisation
- Why production risk management is receiving such publicity
- High profile failures and public embarrassments
- Explanation of the AS/NZS 4360 standard – the
internationally recognised risk management standard
- Other legislation and regulation
- Understanding the organisation’s risk appetite
regarding production operations
- Categories of Risk
- The Risk management framework
- Syndicate Exercise
– analysing a production disaster
Risk Identification and Evaluation
- How to establish a formalised risk assessment process
- How to measure risk
- Establishing risk workshops
- The use of diagnostic questions and thought-provokers
- How to identify, sift and group the risks
- Measuring the consequences and the likelihood of occurrence
of each risk
- Team Exercise –
Risk taking in action
- The use of risk matrices to prioritise the risks.
- Agreeing a common risk language
- Developing a production risk policy for your organisation
- Selling the benefits to management
- Risk workshops – the do’s & don’ts
- HAZOP (Hazard Identification and analysis techniques)
- Quantified Risk Assessments (QRA)
- Event tree analysis
- Fault tree analysis
- Monte Carlo Simulations
- Baysian Networks
Interactive Risk Workshop
- An actual production
risk workshop – with your own risks
- Enabling you to appreciate all elements covered in
a live situation
Day 2 - Evaluation
of production risk mitigation strategies,
Assessment of Risk Mitigation
- Managing risk – the options
- Management evaluation of mitigation controls
- How to assess risk mitigation
- Identification of risk exposures
- Critical evaluation of exposures
- Dealing with the exposures ( the 4 Ts )
- Tolerate
- Fully accept
- Monitor
- Cost of risk V benefits
- Transfer
- Outsourcing
- Partnering
- Insurance
- Terminate
- Cease activity
- Remove item from production
- Reduce scale
- Divest
- Treat
- Enhance design
- Better security
- Contingency
- Tolerance levels
- Fall back arrangements
- Remove unnecessary controls
- Establishment of action plans.
- Risk registers – the need to coordinate and
link the output
- Flagging interdependencies – if one risk treatment
is changed the other party or parties impacted need
to be notified.
- Risk treatment analysis – how to determine the
cost/ benefits of dealing with exposures / exploiting
opportunities
Interactive workshop –part
2
- Risk mitigation
and dealing with the exposures in practice – a
full evaluation of the production risks identified yesterday
Day 3 Managing
the Risks
Each activity will be examined in depth and the associated
risks and controls examined
Operations
- Operational Efficiency
- Cost Management
- Inventory Management
- Interruption to production
- Unplanned shutdown
- Production Cycles
- Design Failure
- Reliability
- Maintenance
- Interfaces with other processes
- Product quality
- Productivity
- Capacity planning
- Logistics
- Technology failure
- Obsolescence
- Lack of innovation
- Lack of investment
- Availability of alternative products
- Raw material availability
- Spares
- Research and Development
- Fire and Explosion
- Leaks
- Sabotage
- Production costs
- Forecasting
Systems and Technology
- Compatibility
- Contingency planning
- System Integration
- Information availability
- IT failure
- Security breach
- Lack of information integrity
- Lack of reliability
- Fraud
People
- Strikes
- Loss of key personnel
- Inability to attract new staff
- Skill shortages
- Communication
- Trust
- Performance and Reward
- Workload
- Stress
- Resistance
- Morale
- Staff turnover
- Decision making
Health and Safety
- Personal injury
- Accidents
- Damage
- Contamination
- Disease
- Catastrophic event
- Regulatory non-compliance
- Emissions
- Noise
- Equipment failure
Day 4 Developing
an Integrated Approach
- Linking risks identified into production planning,
resource allocation and budgeting
- Risk owners – how to determine such personnel
and enforce ownership
- Developing risk tracking
- Scenario Planning
- Software available to use – pros and cons of
different solutions will be shared
- Using the risk register as a decision skeleton
- Half yearly evaluation of key risks to ensure new
risks identified and included
- Reports for Management
- Making risk management second nature
- Keeping up the momentum
- How to deal with crises
- Identifying changes in the risk profiles
- How to ensure full awareness of new hazards
- Integrating incident management
- Business Continuity planning
- Measuring the benefits
- Exercise -Measuring
the benefits
Cascading the process
- Sharing risk assessments with partners
- Evaluating risks within these relationships
- Integrating with supply chain management
- Workshops for other management levels
- How to measure the benefits
- Risk awareness for staff
- Quality Auditing the Risk Management programme
- How to Identify and reduce excessive controls
- Coordinating the whole process
- Useful web sites and reference books
©Business Risk Management Ltd 2005 |
