People and machines jointly create composite risk, which can be understood and mitigated through prescriptive analytics, moving operations from risk avoidance to value creation.
Business Process Managers are faced with two different tasks: Improve organizational performance by streamlining and automating workfl ows while ensuring compliance with regulatory and audit requirements. Both tasks involve the notion of process risk, and introduce a series of questions: Does the risk exposure of a
given process match the risk appetite of the enterprise? Are there better ways to mitigate certain risk factors by redesigning our processes? And how can we measure the level of compliance during the execution of a given process? Contemporary process modeling languages offer little help in identifying and mapping process risk. This session addresses a multiperspective approach to capturing and understanding process risk,
and illustrates ways to use this newfound information to create innovative process designs that address risk factors in a cost effective way.
Infographic - Critical Capabilities of a Good Risk Management SolutionCorporater
Organizations seeking a risk management solution may have trouble identifying a collaborative integrated platform that fits their needs. A good Risk Management Solution will scope potential risks and assess its impact on the enterprise goals and objectives. Here are the critical capabilities of a good risk management solution.
To learn more, visit: https://bit.ly/3vQ4DjC
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
Business Process Managers are faced with two different tasks: Improve organizational performance by streamlining and automating workfl ows while ensuring compliance with regulatory and audit requirements. Both tasks involve the notion of process risk, and introduce a series of questions: Does the risk exposure of a
given process match the risk appetite of the enterprise? Are there better ways to mitigate certain risk factors by redesigning our processes? And how can we measure the level of compliance during the execution of a given process? Contemporary process modeling languages offer little help in identifying and mapping process risk. This session addresses a multiperspective approach to capturing and understanding process risk,
and illustrates ways to use this newfound information to create innovative process designs that address risk factors in a cost effective way.
Infographic - Critical Capabilities of a Good Risk Management SolutionCorporater
Organizations seeking a risk management solution may have trouble identifying a collaborative integrated platform that fits their needs. A good Risk Management Solution will scope potential risks and assess its impact on the enterprise goals and objectives. Here are the critical capabilities of a good risk management solution.
To learn more, visit: https://bit.ly/3vQ4DjC
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
What do we really need to protect a business from risk?
The COVID-19 pandemic has put risk management in a spotlight. Looking at leading risk indicators, incidences and reproduction figures have become commonplace among the general population.
Even though the success of the selected risk strategies can only be assessed in a few years, it has already become clear that risk management must take a holistic approach.
To effectively manage risk, companies need to be able to not only monitor risks but also respond.
To learn more, visit: https://bit.ly/3ypENF0
Kirt Kemp, Chief Information Officer, Partnership HealthPlan of California (PHC) - Speaker at the marcus evans National Healthcare CIO Summit 2016, held in Las Vegas, NV.
SBIC Report : Transforming Information Security: Future-Proofing ProcessesEMC
This report from the Security for Business Innovation Council (SBIC), sponsored by RSA, contends that keeping pace with cyber threats requires an overhaul of information-security processes and provides actionable guidance for change.
Let’s understand the concepts of business continuity and Disaster Recovery in brief. To know more, visit: www.eccouncil.org/business-continuity-and-disaster-recovery
White paper pragmatic safety solutionsCraig Tappel
Small to mid-sized firms have a variety of safety-related challenges and priorities to address. The safety function is typically assumed by someone from Human Resources, Facilities, Finance, and/or Operations. We are not attempting to make anyone an expert in any of these areas; rather, we aim to provide a general guide to what key safety priorities to focus on, given limited time and capital resources.
Presenter:
Ali Bin Mohammed AlMuwaijei
Chief Risk Manager, Municipality & Planning Dept-Ajman
Risk and Business Continuity Management
Enterprise Risk Management
Project Controls Expo 18th Nov 2014 - "Practical Applications of a Risk Manag...Project Controls Expo
As construction projects continue to increase in size and complexity, so does the inherent risk that organizations must take on to win work. As a result of globalization in the capital construction industry, organizations are faced with the challenge of executing projects under tighter budgets and highly compressed schedules. This has led to thinner profit margins and the increased need for competitive cost positioning. This presentation seeks to demonstrate the value of a robust risk management framework at all levels of an organization. This includes:
• Risk management for identifying corporate strategy and market opportunities
• Using risk assessment to establish corporate risk reserves
• Refining the estimate process at the bid stage by using risk analysis to eliminate the “compounding contingency” effect
• Analyzing and quantifying ongoing project risk exposure
• How to involve your client in the risk management process
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Risk management is the process of identifying, quantifying and ranking risks and their associated losses, and developing cost effective management strategies to eliminate or control the risks.
The results of this study offer a telling insight into how companies can be made more agile. However, this is not a challenge for an isolated project, a single intervention, or a handpicked group of enablers alone. What is needed to promote real agility is a permanent process covering and capturing the entire organization, a process that everybody can and should contribute to actively. Promoting agility therefore also needs a new type of cooperation and collaboration between different functions, groups, and levels of hierarchy across the organization!
What do we really need to protect a business from risk?
The COVID-19 pandemic has put risk management in a spotlight. Looking at leading risk indicators, incidences and reproduction figures have become commonplace among the general population.
Even though the success of the selected risk strategies can only be assessed in a few years, it has already become clear that risk management must take a holistic approach.
To effectively manage risk, companies need to be able to not only monitor risks but also respond.
To learn more, visit: https://bit.ly/3ypENF0
Kirt Kemp, Chief Information Officer, Partnership HealthPlan of California (PHC) - Speaker at the marcus evans National Healthcare CIO Summit 2016, held in Las Vegas, NV.
SBIC Report : Transforming Information Security: Future-Proofing ProcessesEMC
This report from the Security for Business Innovation Council (SBIC), sponsored by RSA, contends that keeping pace with cyber threats requires an overhaul of information-security processes and provides actionable guidance for change.
Let’s understand the concepts of business continuity and Disaster Recovery in brief. To know more, visit: www.eccouncil.org/business-continuity-and-disaster-recovery
White paper pragmatic safety solutionsCraig Tappel
Small to mid-sized firms have a variety of safety-related challenges and priorities to address. The safety function is typically assumed by someone from Human Resources, Facilities, Finance, and/or Operations. We are not attempting to make anyone an expert in any of these areas; rather, we aim to provide a general guide to what key safety priorities to focus on, given limited time and capital resources.
Presenter:
Ali Bin Mohammed AlMuwaijei
Chief Risk Manager, Municipality & Planning Dept-Ajman
Risk and Business Continuity Management
Enterprise Risk Management
Project Controls Expo 18th Nov 2014 - "Practical Applications of a Risk Manag...Project Controls Expo
As construction projects continue to increase in size and complexity, so does the inherent risk that organizations must take on to win work. As a result of globalization in the capital construction industry, organizations are faced with the challenge of executing projects under tighter budgets and highly compressed schedules. This has led to thinner profit margins and the increased need for competitive cost positioning. This presentation seeks to demonstrate the value of a robust risk management framework at all levels of an organization. This includes:
• Risk management for identifying corporate strategy and market opportunities
• Using risk assessment to establish corporate risk reserves
• Refining the estimate process at the bid stage by using risk analysis to eliminate the “compounding contingency” effect
• Analyzing and quantifying ongoing project risk exposure
• How to involve your client in the risk management process
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Risk management is the process of identifying, quantifying and ranking risks and their associated losses, and developing cost effective management strategies to eliminate or control the risks.
The results of this study offer a telling insight into how companies can be made more agile. However, this is not a challenge for an isolated project, a single intervention, or a handpicked group of enablers alone. What is needed to promote real agility is a permanent process covering and capturing the entire organization, a process that everybody can and should contribute to actively. Promoting agility therefore also needs a new type of cooperation and collaboration between different functions, groups, and levels of hierarchy across the organization!
After intensive discussions with our clients to gain an understanding of their strategy, overall business situation and corporate culture, we develop the right strategic human resource targets to meet the challenges of their future organizations.
These targets in turn form the foundation of their recruitment, talent and succession management requirements, which are used to define specific candidate profiles. If desired, we can also utilize management audits to benchmark key people and to survey the hidden potential and the strategic alignment of our client’s existing human resources.
Jumpstart change for organizational transformation and alignment. Use Liquid Democracy to transform workshops and brainstorming to push organizations forward collectively.
HR Climate Index - More resources for many HR units
After years of stagnation, many HR units can finally enjoy an improvement in their financial situations: An upturn in 2015 sees an end to the recent years’ trends. Around a third of all HR directors expect greater access to financial resources.
Enhancing Existing Risk Management in National Statistical Institutes by Usin...Светла Иванова
7. Effective Risk management is fundamentally about appropriate decision making. We all make decisions every single day; some decisions will create threats or opportunities whilst some will mitigate threats. Risk management helps us take decisions which are appropriate to the level of risk we are willing to take.
http://www1.unece.org/stat/platform/display/hlgbas/2016+Workshop+on+the+Modernisation+of+Official+Statistics
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.
OSHA and National Safety Council - What is a Near Miss?Garrett Foley
The Alliance Safety Program, started by OSHA and the National Safety Council, strives to educate employers and employees about near misses and their key benefits to overall safety.
Mastering Information Technology Risk ManagementGoutama Bachtiar
This is the presentation slide as part of the courseware utilized when delivering Information Technology Risk Management training - workshop on May 2013.
Facilitated Risk Analysis Process - Tareq HanayshaHanaysha
One of the most popular methods to perform a risk analysis is called Facilitated Risk Analysis Process (FRAP),FRAP will allow any organization to implement risk management techniques in a highly cost-effective way,develop an efficient and disciplined process to ensure that information-related risks to business operations are considered and documented.
Safety Management System1SMS-1Jeffrey D Carpenter, CSP.docxrtodd599
Safety Management System
1
SMS-1
Jeffrey D Carpenter, CSP
Columbia Southern University
The International Air Transport Association defines a Safety Management System (SMS) as being a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures.
Another definition of an SMS is a businesslike approach to safety. It is a systematic, explicit and comprehensive process for managing safety risks. As with all management systems, a safety management system provides for goal setting, planning, and measuring performance.
1
SMS-2
2
This is a risk based approach to the safety management throughout the organization
Safety Management System
Definitions of a Safety management system
An SMS provides a systematic way to identify hazards and control risks while maintaining assurance that these risk controls are effective.
Setting up your safety management system
You can read our setting up your SMS and our SMS for aviation guide which is a resource kit that will help you prepare and implement your plan. It'll need to include a detailed guide about how you're going to set up your SMS. Your safety management system will grow and improve and will be a living document.
How do I educate my staff?
You and your staff will need safety management system training and to review online resources. It can be useful to collect documents and resources for an SMS library within your organization.
2
SMS-3
3
Safety Management System
A Safety Management System is not:
Rocket Science
Magic
Safety Management System
An SMS is not “rocket science” or “magic.”
There are three imperatives for adopting a safety management system for a business – these are ethical, legal and financial. You can also educate your staff through internal and external safety training and communication. This could include providing SMS information in your organization's safety bulletins, newsletters and or through promotional posters or by holding meetings and workshops with external providers.
3
SMS-4
4
KISS method of a SMS
Four key elements:
Safety Assurance
Safety Policy
Risk Management
Safety Promotion
KISS METHODS FOR SMS
To be effective an SMS needs the following four key elements:
Safety Policy
Risk Management
Safety Assurance
Safety Promotion
4
SMS-5
5
The Four SMS Components
Safety Assurance
Involves the evaluation of the continued implementations and effectiveness of the risk control procedures which supports both existing and future hazards.
Safety Policy
This is established by the senior management to help in improving the safety standards, while defining methods, organizations and the structure required in delivering the safety standards and goals.
Safety Promotion
Safety promotions include the activities such as safety, building a positive culture and having the designated areas which are used in safety education.
Safety Risk
Management
Determines the
need for and
.
Question 11. Thoroughly discuss all of the elements associated w.docxIRESH3
Question 1
1. Thoroughly discuss all of the elements associated with developing a budget for a security action plan. Include a discussion about why budgets should be developed during the planning process and the possible consequences associated with developing an erroneous budget.
This assessment should be a minimum of 300 words.
Question 2
2. Detail the differences between performance measurement and quality assurance. Include a discussion of the various techniques for measuring performance and a discussion of the difficulties associated with assessing quality assurance..
This assessment should be a minimum of 300 words.
GENERAL OVERVIEW
There are various types of risks (pure, dynamic, speculative, static, inherent) that are associated with the protection of one’s assets. It is important that organizations are aware of the risks that exist and take action to control known risks. As a result, organizations should utilize the various risk assessment and management tools that are available. When managing risk, the focus should be on the elimination of risk, the reduction of risk, and the mitigation of risk. There are three factors that influence risk management: vulnerability, probability, and criticality. All three factors are equally important, and once assessed, resources should be allocated so that the maximum amount of risk is reduced.
Conducting a risk assessment is a very detailed procedure which requires security managers to consider several factors such as the human, physical and information assets at risk, the probability or of loss, the frequency of loss, the impact of loss (financial, psychological, and other), options available to prevent or mitigate loss, feasibility of implementing options, and cost-benefit analysis. One way to assist organizations in conducting a risk assessment is to utilize a security survey which identifies an organization’s assets, all potential threats to those assets, and existing vulnerabilities that could be exposed by the threats to the assets. Security survey results are not only useful for risk assessments, but are also useful for the current maintenance of safety and future security planning.
Planning and budgeting for implementing security strategies that result from risk assessment is not a simple task. First, there are several types of plans that one must choose from: single-use, repeat-use (standing), tactical, strategic, and contingency. All plans are comprised of three elements that flow in the cyclical manner: needs or risk assessment, alternative courses of action, and action plan selection. There are also several planning and management tools (CompStat, GIS) that can assist in the development of a plan. Once the plan is drafted a budget must be developed which includes a cost-benefit analysis that can help planners determine possible consequences associated with plan-related expenditures, the monetary value of those consequences, and any anticipated future costs ...
Discussion 1Improving Risk Management Capabilities To .docxcharlieppalmer35273
Discussion 1
Improving Risk Management Capabilities
To understand risk and how to properly address risk, a risk management framework is required. The objective of a risk management framework (RMF) is to create a common understanding of risk, to ensure the right risks are being addressed at the right levels, and to involve the right people in making risk decisions (McKeen, & Smith, 2015). Those organizations that do not have an effective Risk Management strategy or, in extreme cases, do not have one at all; they risk suffering situations in which the impact of negative events or threats exceeds their response capabilities (Rivas, 2019). So the development of effective risk management is necessary to mitigate against risks. McKeen, & Smith suggested some actions to develop effective risk management capabilities.
Look Beyond Technical Risk
An effective risk management requires to look beyond the technical aspects of the risks. Rather than only focusing on technical threats, risk management should be able to foresee other category of risks too. Don’t ignore risks that are non-quantifiable (Moses, 2018). The presence of risk creates surprises throughout the project life cycle, affecting everything from technical feasibility to cost, market timing, financial performance, and strategic objectives (Loch, Solt, & Bailey, 2007).
Develop a Common Language of Risk
There should be a common communication medium to understand the risks properly. Everyone such as stockholders, IT, Audit, privacy, legal, business managers should speak the same language to clearly understand and communicate the associated the risks (McKeen, & Smith, 2015). The central purpose of a common risk language is to assist management with evaluating the completeness of its efforts to identify events and scenarios that merit consideration in a risk assessment (“Using a Risk Model as a Common Language”, 2014).
Simplify the Presentation
The risk management framework should be presented without complexity so that it's easier for everyone to understand. Refining you process is a huge portion of simplifying risk management, but you can make managing risk even more simple and effective by ensuring that you’re using the right tools (Millier, 2018). The most effective approaches are simple: a narrative, a dashboard, a “stoplight” report, or another graphic style of report (McKeen, & Smith, 2015).
Right Size
Risk management should exclude the level of risks that are not related. Effective risk management practices not only allow the adaptation of controls, but makes sure that the decisions made are visible and the rationale is communicated (McKeen, & Smith, 2015).
Standardize the Technology Base
The standards have as purpose the formalization of the risk management process in order to improve their effectiveness (Ciocoiu & Dobrea, 2010). The risk management standards combines best practices and thus is a vital element for an effective risk managem.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
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The key differences between the MDR and IVDR in the EU
A holistic approach to Safety and Asset Integrity Excellence
1. A holistic approach to Safety and Asset Integrity Excellence
Identification • Mitigation • Value-Creation
Kienbaum Management Consultants July 2016
2. Conventional wisdom sees process safety and machine integrity and maintenance as two separate areas of operating practice. Viewing
them as elements of the same system is an innovative approach that not only manages composite risk but also adds significant
operating value. These components are both being addressed separately already by many companies without success. To change that,
an unconventional approach is required: data and prescriptive analytics, applied specifically to safety and maintenance.
Humans and equipment both exhibit variation, but safety and equipment
incidents are viewed separately – should they be?
Example: Three Mile Island
» Three Mile Island was a nuclear meltdown in Pennsylvania in
1979
» No single action or inaction was identified as the cause
» Rather, a complex and interlinked series of mechanical
failures, human judgments, engineering designs,
operational implementations and team interfaces
occurred
» An initial equipment failure was proceeded with errors
made by the human operators
» The operators become overloaded with incoming data
and were unable to process and react to all of it
» The incident was the result of a combination of errors
in equipment, humans, and data
» This incident, and many others, can be avoided by viewing
risk in a composite manner
2
3. 80% - 90% of all incidents are caused by human error, but the traditional focus of
process safety efforts is 80% on technical prevention
Three Mile Island: Risk from People & Machines
» Humans will be a significant risk contributor to any risk profile
» The case of Three Mile Island exemplifies this: no intentional mistake occurred
» Nonetheless, mistakes occurred and that risk will always be present
» Equipment malfunctions & breakdowns can’t be avoided, but can be planned for
» Every piece of equipment deteriorates and only by planning for that
deterioration can you limit your risk exposure
» Approaching these risks as though they create different categorical incidents
limits effectiveness of mitigation strategies – Strategies that account for both
risk types will be the most successful.
Humans need to interact with machines that might malfunction or breakdown, but risks can be mitigated and diminished
This incident, like many others, could have been avoided with a composite risk
approach and strategy
» If you have good data with KPIs, you can describe what is happening, then predict
what will happen, and prescribe actions
» Proper training, safety and asset management, and behavior based safety will enable
people to know how to act when assets don’t perform
» A risk conscious culture & workplace designed to help mitigate risks & create value
3
4. Risk comes from multiple points and should be proactively managed as major
incidents rarely result from a single cause or failure
Kienbaum Process Risk Control System
Rather, multiple failures coincide and collectively result in an exceptional event with severe consequences.
4
5. 5
All safety and asset integrity excellence elements must be aligned and working
together to ensure risk mitigation and value creation
Key elements to holistic Safety and Asset Integrity Excellence
Source: Kienbaum
OperativeStrategic
PeopleOrganization
ChangeManagement
Workplace Design Management System
Data & Analytics
Safety and Asset
Management
Compliance
Behavior based safety
& asset integrity training
KPIs &
Management Cockpit
Risk
Culture
Strategy
6. 6
Data &
Analytics
Foster a culture of risk mitigation and compliance that is central to all of the
organization’s ability to support a comprehensive risk based controls framework
Kienbaum Model: Safety and Asset Integrity Excellence
1. Enable employees to perform with a clearly defined, depicted, and communicated vision of safety and asset
integrity excellence. Implement a strategy of robust risk avoidance, adding value by mitigating composite
risk in a data-driven, continuously improving, compliant and holistic way
2. Facilitate an organizational culture of value creation, pushing for proactive moves to mitigate any risks rather
than waiting to react after a preventable incident. Empower employees to feel part of the movement as they
continuously grow and learn to mitigate risk, generating holistic value
3. Develop an effective KPI system that effectively triggers root-cause analyses, mitigates risks, develops
remedial actions and follows through on effectiveness through (planning / reporting / meeting / evaluation
structure) based on the established KPI system, to achieve sustainability for the systems and activities
implemented
4. Establish real time information composite risk dashboards that allow for fast decision making to assist with
mitigating risks and adding value. This allows further investigation of root-cause analyses of incidents and
non-incidents to begin proactive elimination of risk and further understanding of non-incidents, creating
additional value
5. Monitor and predict incident risks with data and analytics to close gaps between current performance and
sustainable excellence. Remove risks with predictive analytics before gaps materialize, while prescribing
resolutions and adding enormous value
Strategy
KPIs and
Management Cockpit
Risk
Culture
Management
System
7. 7
Safety and Asset
Management
Foster a culture of risk mitigation and compliance that is central to all of the
organization’s ability to support a comprehensive risk based controls framework
Kienbaum Model: Safety and Asset Integrity Excellence
Behavior based safety
& asset integrity training
Change
Management
6. Utilize already available data and predict potential future incidents while satisfying shareholder and delivery
objectives through efficient asset management and safety interventions
7. Eliminate risk for human, machine, and the human-machine interaction. Create value by designing an
efficient and ergonomic workplace, and make it impossible for accidents to occur. Employee engagement
and interaction is increased with proper workplace design, contributing to a cultural payoff while working in a
safer environment
8. Design and implement meaningful and effective employee training and empowerment through a well
supported and managed BBS system and asset training program. Help employees engage in safe
behaviors, providing opportunities for risk avoidance and improvement in safety for the organization
9. Enforce a comprehensive compliance approach that enables the organization to evaluate all pertinent risks
and monitor mitigation while enforcing best and safe industry practices to prevent disruption of operations
and eliminate potential risks
10.Accompany the change management, a key element of most effective risk mitigation systems, that assists
with a creative a proactive culture in the organization (e.g. through highly effective workshop formats and
long term auditing of the management system). Establish an effective communication strategy to
accompany the change process on all levels
Workplace
Design
Compliance
8. Strategy
A strategic and systematic composite risk strategy is necessary
to achieve world class Safety and Asset Integrity Excellence
Strategy: Composite risk avoidance and value creation
» Assess composite risks as part of the strategic planning process
» Understand components of risk, how to measure it and develop next steps based on data
» Human, technical, and environmental issues must be placed in the center of Safety and Asset Integrity Excellence initiatives
» When incidents are viewed in the same category, new and comprehensive ways can be developed to approach and mitigate them
» Employees perform safely when leaders actively & consistently demonstrate that safety is important through their decisions and actions
» Assets perform efficiently when they are proactively managed for risk and prescribed actions for incident avoidance
» Identify and mitigate composite risk, close gaps, while adding enormous value to the organization
Key points of a composite risk avoidance
WorkplacePeople
Equipment
Equipment + People
Workplace + Equipment + People
8
9. Create a company culture where the focus is on “Value Creation”
instead of value protection
FOCUS on what goes wrong
» Reduced number of adverse events
» Find underlying causes &
malfunctions
» Eliminate causes & improve barriers
» Learning uses only small fraction of
the data
» (10-4 = 1 incident per 10,000
events)
FOCUS on what goes right
» Ability to succeed under varying
conditions
» Understand why normal
performance succeeds
» Use that to perform better and safer
» Learning uses most of the data
» (10-4 = 9.999 non-failures per
10,000 events)
Reactive response to incidents vs a proactive response to non-incidents
VALUE PROTECTION VALUE CREATION
FAILURE SUCCESS
REACTIVE PROACTIVE
Risk Culture
Create a culture of continuous learning, where all feel responsible for value creation and risk mitigation.
9
10. An efficient management system is one of the foundations for the
successful steering of sustainable business processes
Elements and interactions within a management system and the DADA-loop
A well working management system with coordinated elements (KPIs, meetings, reports) stimulates root-cause analyses, following
through on decisions, tracking their effectiveness and further development, which adds value while mitigating risk.
DADA: Data, Analysis, Decision, Action; KPI: Key Performance Indicator; CIP: Continuous Improvement Process; BPST: Basic Problem Solving Tools
Seite 1 von 1
Datum: 23.07.2009Besprechungsrichtlinie
Tgl. Abteilungsbesprechung PROD HUS (vorläufig)
Häufigkeit: täglich Mo-Fr 08:45-09:00
Ort: HUS, Büro Herr Roth
Dauer: 15 min
Verantwortlichkeit: J. Roth
TEILNEHMER: J. Roth, Frühschicht-Meister M, Frühschicht-
Meister E, O. Carstens (Vertr.), AV?
Grundregeln:
1. Pünktlichkeit
2. Jeder ist für Ausführung seiner Aktionen verantwortlich
3. Offene & ehrliche Kommunikation
4. Ausreden lassen / nicht ins Wort fallen
5. Inhalts-Diskussionen in Detailbesprechung
6. Keine Nebengespräche / Handys aus oder stumm
7. Alle kommen vorbereitet
AGENDA:
1. Durchsicht letzte Aktionsliste/Schichtber. JR 03‘
2. Betriebsergebnisse/ Störungen vom Vortag
Arbeitssicherheit/ 5S Mstr 01‘
Montage – Mechanik Mstr M 02‘
Montage – Elektrik Mstr E 02‘
Sonstiges JR 02‘
3. Abweich./ Probleme -> Maßnahmen alle/JR 02‘
4. Neue Tagesplanung (Prod./Verlad.) JR 02‘
5. Abstimmung der neuen Aktionen JR 01‘
ZIELE:
1. Ursachen von Störungen bzw. Planabweichungen
identifizieren
2. Kurzfrist-Maßnahmen zur Leistungssteigerung generieren
3. Korrektur des Tageplanes und der Tagesziele
-> Optimale PROD-Planung & beste PROD-Leistung
INPUTS:
1. Schichtbericht/Aktionsliste
2. KIS-Formblätter
3. Tgl./wtl. PROD-Bericht
4. Verlade-Plan
5. Produktions-Wo-Plan
(Hallenbelegungsplan)
OUTPUTS:
1. Abgestimmter
Tages-Plan
(Fertigungsübersicht)
2. Aktualisierte
Aktionsliste/Schichtbericht
Budget
Forecast
Corporate Targets
Corporate
Strategy
Prev. Maint.
Planning
Inventory
Planning
Project Planning
Production
Planning
Maint. Rev.
Meeting
Production
Meeting
TPM Meeting
MT Meeting
Profit & Loss
Report
Project Status
Report
BU/MT KPI
Report
PSE Dashboard
Analysis
Data
Action
DecisionCIP
Forecast
Plan
Control
ReportKPIs
ManagementManagementMenschenMenschen
MethodikMethodikMaterialMaterial
Ursachenanalyse
Fischgräten-Diagramm
Verkleidung23. Juli 2009
Bereich
Teilnahm:
Datum:
Problem:
Starke
Verzögerung
beim
KranträgerUngünstige
Arbeits-
bedingungen
Ungünstige
Arbeits-
bedingungen
Arbeitshöhe des
Trägers erschwert
Arbeiten
Arbeitshöhe des
Trägers erschwert
Arbeiten
Die Höhe der
Böcke ist zu
niedrig/hoch
Die Höhe der
Böcke ist zu
niedrig/hoch
Böcke, welche
unter Last
höhenverstellbar
sind anschaffen
Böcke, welche
unter Last
höhenverstellbar
sind anschaffen
Späte Material-
Lieferungen
Späte Material-
Lieferungen
Fehlende
Stahlbauteile
Fehlende
Stahlbauteile
Falsche
Buchungen
Falsche
Buchungen
Bestellungen zu
spät
Bestellungen zu
spät
Fehlende
Buchungen
Fehlende
Buchungen
Nicht genügend
Lieferanten
Nicht genügend
Lieferanten
Fehlendes
Personal im
Magazin
Fehlendes
Personal im
Magazin
Hoher
Personalbedarf
für Operation
Hoher
Personalbedarf
für Operation
Inventur im
Magazin
(eingeforeren)
Inventur im
Magazin
(eingeforeren)
Fehlende
Information über
Inventurzeitpunkt
Fehlende
Information über
Inventurzeitpunkt
Fehlende
Hilfsvorrichtung
Fehlende
Hilfsvorrichtung
Prozess-Änderung
(Bauteil nicht
vormontiert)
Prozess-Änderung
(Bauteil nicht
vormontiert)
Weitere
Lieferanten
aufbauen
Weitere
Lieferanten
aufbauen
Bedarfsplanung
verbessern
Bedarfsplanung
verbessern
Information von
Magazin bzgl.
Inventur erhalten
Information von
Magazin bzgl.
Inventur erhalten
Klare Regelung
für Entnahme
während Inventur
Klare Regelung
für Entnahme
während Inventur
Hilfsvorrichtung
konstruieren und
kaufen
Hilfsvorrichtung
konstruieren und
kaufen
Kranträger
wieder bei
Lieferant
montieren lassen
Kranträger
wieder bei
Lieferant
montieren lassen
Getrennte
Zulieferung der
Teile
Getrennte
Zulieferung der
Teile
Löcher sind falsch
Löcher sind falsch
Zeichnungen
fehlen
Zeichnungen
fehlen
Wurden nicht
erstellt
Wurden nicht
erstellt
Waren nie
notwendig
Waren nie
notwendig
Intensivere WE-
Prüfung durch QS
Intensivere WE-
Prüfung durch QS
Maße an
Lieferanten
verteilen
Maße an
Lieferanten
verteilen
Maße in
Arbeitsanw
eisung
Maße in
Arbeitsanw
eisung
Meetings
Action Logs
BPST
Cockpits
Management
System
10
11. Fully automated KPI information cockpits speed up your decision
making processes through real time visualization of KPI performance
Risk Dashboard KPIs &
Management Cockpit
Dashboard Examples
View performance in real
time and ensure timely
reaction to incidents
Use data to further investigate
root causes of incidents and non-
incidents to begin proactive
elimination of risk and further
understanding of non-incidents,
creating additional value
11
12. Data needs to be collected from all sources and aggregated
before it can be used for any analytics
Data collection sources, methods, and outputs
» Every possible data source should be used to measure as much as possible
» Lack of GOOD, usable data is the biggest barrier to using analytics to mitigate
incidents
• If possible, a data champion or data champions should be encouraged
• These are individuals who encourage their teams and companies to address
poor data at the source to find the root causes of problems and eliminate them
• Addressing poor data proactively is the only way to eliminate it
Existing Data Processes
» Companies already gather data from
different sources; some even use this
data
» Where companies fall short is
combining this data into one data set
that further information can be
gathered from; rather, they use each
data set independently
Future Data Processes
» If companies already gather data, what
is the meaning of good, usable data
• The combination of multiple data
sources into a single data set
» By combining this data from different
sources into a single data set, advanced
algorithms are used to glean new
insights, leading to innovative outcomes
?
Data & Analytics
12
13. 13
Kienbaum helps companies progress through the five levels or
stages of using data and analytics to achieve big data excellence
Five levels of data analytics
Level 1: Basic analytics
» Standard RCA and application of PDCA
» Firefighting to deal with problems
Level 2: Descriptive analytics
» Applying structural lean six sigma on single source data
» Descriptive statistics and regression analyses to understand past trends
Level 3: Predictive analytics
Level 4: Prescriptive analytics
» Start modeling future outcomes with past data
» R-analyses on multiple sources
» Converting trends into future scenarios to make decisions
» Complex algorithms using multiple sources of data to convert into action
Level 5: Big data excellence
Action to take
Looking Ahead
Looking Back
Data & Analytics
14. 14
Data is the start of a closed feedback loop, the DADA cycle, that
results in a proactive system and triggers discussions
Continuous performance improvement through analytics
Data modelling Data
Analysis
Decision
Action
» As change experts, Kienbaum enables organizations to
improve performance and mitigate risk by aiding in
transformation to create an environment for growth and
improvement
» We proactively improve performance by continuously
feeding the DADA circle with the data modelling output,
focusing on improvement actions
» By combining behavioral change with the prescriptive
analytics, we enable organizations to grow from a level 1
state to a level 5 state
» By working with those involved in the processes, we go
beyond prescribing actions to develop a strategy to ensure
that the actions are followed and become anchored in the
organization
» This includes creating a feedback loop with those
carrying out the actions to continuously improve the
action plan
Remarks DADA Cycle
Data & Analytics
15. Once data is gathered, a model is created that is updated in real time
and gives real time output on risk levels while creating value
Risk Mitigation Process
The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies to reduce
the likelihood of an incident
Data & Analytics
The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies
to reduce the likelihood of an incident.
Data
Descriptive
Analytics
Monitoring
Predictive
Analytics
What happened
What is
happening
What will
happen
Incident Monitoring
Model
Incident Mitigation
Strategy
Prescriptive
Analytics
15
16. » The plan is rolled out to employees who are engaged at each step in the process
» Their safety is the primary driver and their input therefore is invaluable
» Now that we know Thomas is at risk and we have a plan to prevent an accident, we ensure
Thomas sticks to the plan and gives us feedback on how to improve the plan
PlanExecution
Once safety risks are identified and actions are prescribed,
strategies for risk mitigation plans need to be created and executed
Data and analytics in safety
» Fatigue is addressed and managed via prescriptive analytics
» Risk factors are identified prior to accidents and can be actively mitigated in real timePlanPlan
» Using analytics, Kienbaum will create a forward-looking model that goes beyond analyzing accidents to predict risk and incidents
» By using data already being collected, we create a model that accounts for dozens of factors contributing to fatigue such as workload
» An example from the S&L industry:
» Thomas has been with the company for 22 years working in the northeast region
» It is a cold Monday afternoon in Vermont in mid January
» Thomas has already been working for 6 hours and lifted dozens of boxes, including a larger than normal workload that morning
from the weekend rush
» Given his tenure, workload for the past month, the day, and the last hour, as well as the time/date/location, and dozens of other
factors, Thomas 46% more likely than normal to be injured in the next 30 minutes
» Given this information, a pre-defined plan to mitigate this risk and prevent the potential injury to Thomas is employed in
real time
Safety and Asset
Management
16
17. Enable the organization to meet its shareholder and service delivery
objectives efficiently and effectively through Asset Management
Data and analytics in assets
Safety and Asset
Management
Remarks
» Regular maintenance
actions
» Example: Replace
gasket every odd-
numbered week or
after 10,000 hours of
runtime
» Conditional repairs when
necessary
» Example: Inspection of wall
thickness shows it is <25mm
» Data from the process,
current weather conditions,
operating date, and shift log
data are all aggregated
» This data is used to
determine that running
product A during the current
time will be too much for the
pipe to handle
Planned Predictive
Preventive Maintenance
» Current maintenance processes are manual and non-digital,
making them prone to errors, while fixed time or planned
maintenance is insufficient
» Example: Take shipping employee Thomas driving a truck
• According to the maintenance schedule, Thomas’s truck is
due to have new tires put on the vehicle in two weeks
• However, it is the middle of winter in the northeast and there
is a storm coming in
• Accounting for all of this information, the analytics say to
replace the tire early to avoid an equipment malfunction
» By accounting for not only the past data on tire life, but also the
data on weather conditions on equipment, among other factors,
an incident is avoided that would have otherwise occurred
» Take already available maintenance data in combination with
predictive analytics to forecast equipment failures instead of
evaluating trends
17
18. Create a system of asset management that is self-learning and
self-improving for the optimal asset lifespan
Analytics combined with TPM create more availability and increased reliability
18
Failure to be
Avoided
Detection of
future failure
Forecast
timing of
failure
Forecast of
likely
consequence Prescribe
corrective
action
Corrective
action taken
» Current TPM activities can go farther to eliminate risk and add value to assets with analytics
» Current programs use data from all sources such as smart sensors, existing TPM data, and others
• With data, companies can estimate the remaining life of the asset and when a replacement is due, all while scheduling regular
preventive maintenance and maintaining the right inventory levels for spare parts
» Analytics go further to aggregate all data, and combine it with other, real-time data such as weather conditions, time, and dozens of
other available data sources into one source to use all data to analyze and make new, previously unavailable connections
» Then, models compare current, real-time states to normal or ideal states and use advanced algorithms to detect small variances for
each asset, which can warn of problems that would have otherwise been missed without aggregated data and associated algorithms
» When a problem is detected, operators, supervisors, and maintenance are notified at the optimal times, mitigating the risk of collateral
damage and secondary failure and preventing significant production downtime, maximizing equipment life, improving reliability, and
increasing availability
Improve reliability and increase availability with analytics
Safety and Asset
Management
19. A composite view of risk will detect and avoid potential incidents that
would have otherwise occurred
Unifying risk mitigation strategies leads to more desired outcomes
By unifying efforts and taking a composite risk approach, a different outcome occurs:
» Now imagine that a unified system took all of this information and alerted a supervisor and Thomas that there was a
potential situation
» Thomas takes his prescribed break, and is more aware of the balding ties, all of which leads Thomas to safely finish
his shift without an incident
Risk from machinesRisk from people
» Take Thomas who is fatigued and working in poor weather
» But, Thomas has not reached a threshold for any
alert
» Thomas’s truck is within the limit for its condition but
close to the limit for needing new tires and belts
» Taking these potential incidents separately would not create an alert that an incident is possible
» As a result, the combination of the balding tires, winter weather, and Thomas’s decreased reaction times have led to an
accident
Overall Risk
Safety and Asset
Management
19
20. 20
Value creation and risk elimination for both human, machine, and the
human-machine interaction
Designing the workplace to avoid incidents and create value
Workplace design
» No one wants to make an error or for a machine to breakdown – make it
as difficult as possible by designing risk out of a workplace
» Optimize worker well-bring, productivity, while minimizing stress on
machines due to controllable factors
» Involve engineering, management, operators, and maintenance during
each phase of new equipment design & purchase to create better
equipment, fewer errors, easier operation & maintenance
» Address crucial elements such as ergonomics, ventilation, and noise
requirements for the anticipated work, machine safeguarding, materials
handling & storage, use of automated processes, and added reserve
capacity
» Incident or emergency planning for weather or stemming from contractors
and manmade issues
» Create an efficient human-machine interaction and design out as much
risk as possible by identifying and focusing design effort on critical
activities throughout development
Eliminate sources of risk
Develop and implement a comprehensive and workplace specific program from the start and prevent potential risks.
Recommended workstation design
21. Ensure Behavior Based Safety and Asset Integrity through data-driven
programs, that focus on both human and machine factors
Behavior based safety and integrity training
BBS and asset integrity training prepare all employees for dealing with all aspects of the job to properly
handle any potential risk scenarios.
Behavior based safety
and asset integrity training
Remarks
» Behavior based safety and integrity training creates a
culture of reinforcement and communication
» Internalize risk and hazard avoidance strategies and proper
use of PPE, while ensuring properly and efficiently
functioning assets through training and continued learning
» Embed integrity management into the organization through
risk assessment, mechanical integrity, critical equipment
checks, and personnel safety
» Emphasize equipment reliability and integrity by addressing
human factors together with smart machines that send
warning signals alerting of potential risks
» Facilitate community awareness and foster a culture of
assessments and improvements
» Involve all employees, from senior management to front
line workers, to achieve a successful BBS and Asset
Integrity program
Components of BBS and Asset Integrity Training
21
22. 22
A comprehensive approach to compliance and best practices
enables your organization to evaluate all pertinent risks
Compliance
Compliance
Ensure compliance and implement best practices
» Industry recognized systems can provide consistency between
organizations, but are often limited to compliance with the
standard and the expectations of the “average” industry
performer, rather than best-in-class
» Ensure compliance with Internal and legal guidelines,
regulations, and policies with safety and equipment while
recognizing best practices
» At a minimum, organizations need functional standards in place
that have been agreed upon by engineering, EH&S, operations,
and maintenance
» Companies must enforce safe practices from vendors to prevent
potential industrial accidents that could disrupt supply chain
operations
» Implement industry best practices to eliminate as many sources
of risk as possible
✔✔
✔✔
✔✔
✔✔
23. 23
Change management is a key element of most effective risk
management systems, turning cultures from reactive to proactive
Change management
Internal change drivers
» Cost pressure
» Increasing
automation and
complexity of plant
» High costs of
investment and
capital tie-up
» Market demands,
plant availability and
flexibility
» Changing materials,
practices, or
guidance can
introduce new
hazards
» Increasing
competition
» Increasing salaries
» Rising ESHQ
standards
» High service and
quality demands of
the plant
» Increasing
regulatory
demands & liability
» Complex and
dynamic logistics
External change drivers
» Strong competition for
experts and specialists
Low transparency of cost and performance
Market-compliant alignment of the processes is inadequate
Contractor management is insufficient
Organization is often not ready for change
Initial situation in many departments
Formulated maintenance strategies are only rudimentarily developed
Change
Management
» Continuous development of the
production process & technical
framework
24. Ensure that new risk mitigation initiatives become a part of life for the entire
organization
Ensure long term success and cultural penetration
Plan
» Underpinning all of it will be a plan to ensure the changes are sustainable
» As the rates of incidents begin to fall, the data will be re-evaluated and a new baseline
created to continually optimize both the plan and the execution of the plan
PlanSustainability
Prozesse
Strategy&
Organization
Processes
& Systems
Employees &
Culture
Change of
behavior &
Change of
Culture
1
2
3
Management of
behavioral change &
human Interaction
Sustainable
Change
Structural &
functional
Change
» Strategy focus: cost oriented or continuous improvement oriented
» Communication: communicating essential statements by mail or talking instead of
listening
» Physical environment: the right working environment – space, light, etc.
» Skills: roles and responsibilities clearly defined with the right skillset
» Equipment design: having the right instruments in place
» Process/task design: ownership of the defined processes and having the right
checklist in place
» Training: have adequate training programs and refresher training
» Incident Free Culture: Not prioritizing efficiency over risk culture or the preference
for a blaming culture
» Leadership: Regular visits and using the observations for improvement actions
» Attitude: people initiating improvement proposals
» Fatigue: not working beyond regulated working hours
» Stress: from home or working with colleagues
» Teamwork: shared understanding of their work goals, use effective channels of
communication and proactively manage conflict
1
2
3
24
25. Three Mile Island and other disasters could have been prevented with proper
alignment of Safety and Asset Integrity elements
Do you understand components of risk, know how to measure and implement actions accordingly?
With Safety & Asset Integrity Excellence, incidents that led to Three Mile Island could
have been mitigated entirely, and future incidents can be protected against
» People and machines create composite risk
» Prescriptive analytics allows understanding of composite risk and proper
intervention
» This approach moves operations from a cost avoidance to value creation
Takeaways
» Humans and machines looked at together in a cybernetic way, providing proper and
timely communication
» Prescriptive analytics results in a composite risk management and value creation
model
» KPI and management systems readily allow implementation of new risk culture
» Readily available maintenance data is proactively used to forecast equipment
failures and prevent accidents from happening
» Proper communication, training & culture of sharing best practice risk strategies
» A proper safety and asset integrity program can prevent errors from becoming
accidents
25
26. 26
Kienbaum: Excellence in People & Organization
Our Consulting Concept
Quelle: Kienbaum
Structures &
Management
Processes &
Systems
Competences &
Culture
Strategy &
Direction
Levers
effective
innovative
sustainable
Results
Kienbaum’s Expertise
» integrated consulting concept with interdisciplinary
teams
» A focus on results with proven experience in the
field
» An established transformation and change model
» Top expertise in executive search, human capital
services, communication, organization and
process consulting
» Reconciling digital and analogue processes and
business models (work 4.0)
» Practice-oriented innovation processes (dedicated
research institute)
competent / diverse
motivated / engaged
optimistic
People
Success Factors
agile / learning
efficient / effective
competitive
connected / digital
Organization
In all of our projects we focus on people and organizations as the key factors for the lasting commercial success of our clients.
27. 27
Eric M. Lavelle
Principal
Phone: +1 843 804 0020
Fax: +1 213 805 5337
Mobile: +1 843 804 0020
eric.lavelle@kienbaum.com
Coen van Driel
Principal
Phone: +31 6 14 32 85 94
Fax:
Mobile: +31 6 14 32 85 94
coen.vandriel@kienbaum.com
Kienbaum Consultants Inc.
Contact information for US Kienbaum Consultants
Contacts
Kienbaum Consultants Inc.
2300 Lakeview Parkway | Suite 700
Alpharetta, GA 30009
USA
Address
www.kienbaum.com