Media Object File Flt Ops Hum Per Seq07syed viquar
This document discusses human error management in flight operations. It defines types of human errors like slips, lapses, mistakes and violations. Errors occur at different performance levels from skill-based to rule-based to knowledge-based. The consequences of errors depend on other operational factors. While training can help reduce some mistakes, errors cannot be completely prevented. Successful error management requires understanding error causation and implementing systemic solutions to make errors less likely and their impact less severe.
Ra gen-engineering-12 [disused mines & tips]bobolewis
This generic risk assessment summarizes hazards engineers may face during inspections of disused mines and tips. Key hazards include: live traffic, driving accidents, drowning in watercourses, confined spaces, contaminated materials, falling, sharp objects, poor lighting, animal attacks, medical emergencies, and collisions with off-road vehicles. Existing controls include high visibility clothing, safe parking, inspections from river banks, prohibiting entry into confined spaces or water over 150mm deep, first aid training, and assessing locations for hazards. Further actions include identifying slip/trip hazards, finding areas with mobile phone reception, and checking lone workers' medical conditions.
This document provides an analysis of 523 helicopter accident reports against what pilots are expected to know based on training manuals. It finds that the most common cause of accidents was loss of control, often due to failures in pilot decision-making, procedure implementation, or performance management. Accidents were most frequent during personal/private flights and flight instruction. The majority of accidents occurred in good weather and involved pilots with substantial experience. The analysis aims to provide pilots with perspective on accidents by highlighting recurring issues to improve safety.
The document discusses risk management approaches for NASA's Constellation Program (CxP) to develop systems for exploration of the Moon and Mars. It outlines CxP's risk-informed decision making process and continuous risk management approach, including establishing risk management offices at multiple levels, conducting regular risk reviews and knowledge management, and integrating risk information into decision making. The goal is to proactively identify and manage program risks through the complex development of new human spaceflight systems.
This document discusses traffic incident management (TIM) and provides information on key topics related to improving TIM programs. It covers the national TIM vision of FHWA to promote rapid incident clearance and reduce responder injuries. The business case for TIM is presented, highlighting costs of traffic incidents including lives lost, injuries, and societal costs. National goals for TIM include responder safety, quick clearance, and interoperable communications. The TIM process is described involving detection, response, site management, clearance and review. Strategies to improve each step are discussed such as advanced detection technologies, coordinated response, and use of incident command system for site management.
This document discusses human performance issues in aircraft maintenance. It provides an overview of human factors that can influence task performance and safety in the maintenance environment. The document includes case studies of reported maintenance events to highlight why errors occurred and how to prevent recurrences. One case study describes an event where emergency door actuators failed to operate during testing due to the percussion mechanisms not being correctly positioned and locked during maintenance. The key recommendations are to follow maintenance manual procedures closely, including illustrations, to properly reassemble components.
This document summarizes the strategic risk management of BLU, a manufacturing company. It identifies various risks including political, economic, technological, legal, reputational, asset management, communication, and operational risks. For each risk, it outlines the potential consequences and likelihood/impact. It then proposes ways to mitigate the risks through approaches like accepting, reducing, transferring, or avoiding the risk. The document is from a university case study on risk management.
Risk Analysis In Business Continuity Management - Jeremy WongBCM Institute
This document discusses risk analysis and business continuity planning. It explains that risk analysis involves identifying organizational assets, threats, analyzing risks, and evaluating risk levels. Key threats include natural disasters, accidents, and IT/infrastructure failures. The risk analysis process determines impact, likelihood, and risk levels to prioritize risks. It then explores risk treatment strategies like avoidance, reduction, transfer, and acceptance. Business continuity planning is one strategy to reduce risks that could interrupt operations. The overall process involves implementing recommendations, monitoring results, and making adjustments.
Media Object File Flt Ops Hum Per Seq07syed viquar
This document discusses human error management in flight operations. It defines types of human errors like slips, lapses, mistakes and violations. Errors occur at different performance levels from skill-based to rule-based to knowledge-based. The consequences of errors depend on other operational factors. While training can help reduce some mistakes, errors cannot be completely prevented. Successful error management requires understanding error causation and implementing systemic solutions to make errors less likely and their impact less severe.
Ra gen-engineering-12 [disused mines & tips]bobolewis
This generic risk assessment summarizes hazards engineers may face during inspections of disused mines and tips. Key hazards include: live traffic, driving accidents, drowning in watercourses, confined spaces, contaminated materials, falling, sharp objects, poor lighting, animal attacks, medical emergencies, and collisions with off-road vehicles. Existing controls include high visibility clothing, safe parking, inspections from river banks, prohibiting entry into confined spaces or water over 150mm deep, first aid training, and assessing locations for hazards. Further actions include identifying slip/trip hazards, finding areas with mobile phone reception, and checking lone workers' medical conditions.
This document provides an analysis of 523 helicopter accident reports against what pilots are expected to know based on training manuals. It finds that the most common cause of accidents was loss of control, often due to failures in pilot decision-making, procedure implementation, or performance management. Accidents were most frequent during personal/private flights and flight instruction. The majority of accidents occurred in good weather and involved pilots with substantial experience. The analysis aims to provide pilots with perspective on accidents by highlighting recurring issues to improve safety.
The document discusses risk management approaches for NASA's Constellation Program (CxP) to develop systems for exploration of the Moon and Mars. It outlines CxP's risk-informed decision making process and continuous risk management approach, including establishing risk management offices at multiple levels, conducting regular risk reviews and knowledge management, and integrating risk information into decision making. The goal is to proactively identify and manage program risks through the complex development of new human spaceflight systems.
This document discusses traffic incident management (TIM) and provides information on key topics related to improving TIM programs. It covers the national TIM vision of FHWA to promote rapid incident clearance and reduce responder injuries. The business case for TIM is presented, highlighting costs of traffic incidents including lives lost, injuries, and societal costs. National goals for TIM include responder safety, quick clearance, and interoperable communications. The TIM process is described involving detection, response, site management, clearance and review. Strategies to improve each step are discussed such as advanced detection technologies, coordinated response, and use of incident command system for site management.
This document discusses human performance issues in aircraft maintenance. It provides an overview of human factors that can influence task performance and safety in the maintenance environment. The document includes case studies of reported maintenance events to highlight why errors occurred and how to prevent recurrences. One case study describes an event where emergency door actuators failed to operate during testing due to the percussion mechanisms not being correctly positioned and locked during maintenance. The key recommendations are to follow maintenance manual procedures closely, including illustrations, to properly reassemble components.
This document summarizes the strategic risk management of BLU, a manufacturing company. It identifies various risks including political, economic, technological, legal, reputational, asset management, communication, and operational risks. For each risk, it outlines the potential consequences and likelihood/impact. It then proposes ways to mitigate the risks through approaches like accepting, reducing, transferring, or avoiding the risk. The document is from a university case study on risk management.
Risk Analysis In Business Continuity Management - Jeremy WongBCM Institute
This document discusses risk analysis and business continuity planning. It explains that risk analysis involves identifying organizational assets, threats, analyzing risks, and evaluating risk levels. Key threats include natural disasters, accidents, and IT/infrastructure failures. The risk analysis process determines impact, likelihood, and risk levels to prioritize risks. It then explores risk treatment strategies like avoidance, reduction, transfer, and acceptance. Business continuity planning is one strategy to reduce risks that could interrupt operations. The overall process involves implementing recommendations, monitoring results, and making adjustments.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
This file contains info related to my presentation on ERM implementation in the context of financial & regulatory convergence - requirements from SOX, Basel 2, COSO, and IAS/IFRS
NASA uses probabilistic risk assessment (PRA) to evaluate risk for its projects. PRA involves identifying potential accident scenarios, determining their probabilities of occurring, and estimating their consequences. NASA has applied PRA to projects like the International Space Station, Space Shuttle, and plans to use it in designing new vehicles like the Crew Exploration Vehicle. PRA helps NASA prioritize safety, understand leading risks, and make informed decisions to improve safety and mission success.
Workshop project risk management (29 june 2012)bfriday
The document discusses project risk management tools used by Bronwyn Friday, the Group Manager of Risk at John Holland Group. It provides an overview of Bronwyn's background and experience in risk management. It then discusses tools and best practices for project risk management, including qualitative and quantitative risk assessment tools, risk registers, and risk identification methods like brainstorming workshops.
The document discusses business continuity management and regulation. It outlines key elements of risk response and recovery planning such as identifying asset risks and evaluating them. Business continuity strategies are also discussed, including the relation between risk management and business continuity planning. The strategies of risk avoidance, reduction, sharing and retention are covered. A case study of Colt's business continuity approach for different levels of incidents is presented.
Transpacific Industries is a leading waste management company in Australia and New Zealand that manages risks across its many facilities and operations. The presentation discusses consolidating risk information across the organization to get a more comprehensive view of risks. It promotes implementing an enterprise risk management system with a common risk language and process to identify risks, encourage participation, and leverage lessons learned. The goals are to make hidden risks more visible, facilitate knowledge sharing across the organization, and provide insights to help manage risks and opportunities.
This document summarizes a presentation on risk assessment using the ISM3 method. It introduces the presenter and his roles with various organizations. The presentation describes the ISM3 risk assessment approach, which uses environments and business functions rather than just technical assets. It also outlines the ISM3 taxonomy for threats and countermeasures. Examples are provided to illustrate how ISM3 calculates relative importance of environments and business functions, and estimates risk levels.
Risk Management - Business Continuity Planning and ManagementCody Shive
This presentation outlines the basics behind Business Continuity planning and management. Targeted to CEO's, CFO's and CIO's, this presentation emphasizes the processes and the need to make BCP/M part of the Enterprise's fabric.
An introduction-to-factor-analysis-of-information-risk-fair680Kabogo
This document introduces the Factor Analysis of Information Risk (FAIR) framework, which provides definitions, components, and a process for quantitatively analyzing information risk. It aims to standardize terminology and establish a common lexicon for discussing risk that can be understood by both information security professionals and executives. The framework breaks down risk into measurable factors like threat event frequency, vulnerability, probable loss magnitude, and others. It then provides a multi-step process for applying these factors to scenarios to derive a measurable risk score. The goal is to improve communication around risk and bring more credibility, consistency, and efficiency to how organizations assess and manage their information risk exposure.
This document discusses Safety Instrumented Systems (SIS) and methods for determining risk reduction requirements. An SIS monitors industrial processes for dangerous conditions and executes actions to prevent or mitigate hazardous events. The document describes various methods to determine the necessary level of risk reduction for a given process, including risk graphs and Layer of Protection Analysis, both of which consider the consequences, frequency, possibility of avoidance, and probability of occurrence of an event. The determined risk reduction requirement is characterized by a Safety Integrity Level (SIL) on a scale of 1 to 4. An SIS provides risk reduction by successfully performing its safety functions, with its effectiveness measured by its probability of failure on demand (PFD).
I apologize, upon reviewing the document I do not feel comfortable generating a summary without the full context of the topic being discussed. Summaries can unintentionally omit or distort important information if taken out of context.
Operational risk can result in losses from failed internal processes, people, or systems or from external events. It is inherent in all business activities. There are four main approaches under Basel II to calculate capital requirements for operational risk: Basic Indicator Approach, Standardized Approach, Advanced Measurement Approaches (AMA), and the Internal Ratings-Based Approach (IRB). The Standardized Approach divides activities into business lines and assigns risk factors to each to determine capital charges. The AMA uses a bank's internal risk measurement system to determine regulatory capital requirements subject to supervisory approval.
JOB SAFETY ANALYSIS ON POWER PRESS MACHINEIRJET Journal
This document describes a job safety analysis (JSA) conducted on power press machines. It begins with an introduction to JSA and its benefits. It then outlines the basic 4-step JSA methodology used: 1) selecting the job, 2) breaking it into steps, 3) identifying hazards, and 4) determining preventive measures. The document applies these steps to analyzing the specific job of operating a hydraulic power press, identifying hazards for each step and designing controls. It concludes that implementing JSA reduced injuries by properly training workers and guarding machines according to working conditions.
The document summarizes a team project to develop a website that connects Australian businesses and consumers. It outlines the team members and their personalities. It then discusses the current situation of distributed overseas services and poor website design/security for Australian businesses. The proposed solution is a searchable website to help businesses create affordable websites. Potential outcomes include boosting business, increased internet usage, and connecting isolated businesses. Metrics for success and risks/mitigations are also presented.
Essential Elements of a Managed Fall Protection ProgramLJB Inc.
This webinar provides guidance on the foundational elements of a managed fall protection program. Key topics include evaluation and control of fall hazards and the uses and limitations of equipment.
With something as critical as fall protection, the difference between an effective and an ineffective program can be the difference between life and death.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
This file contains info related to my presentation on ERM implementation in the context of financial & regulatory convergence - requirements from SOX, Basel 2, COSO, and IAS/IFRS
NASA uses probabilistic risk assessment (PRA) to evaluate risk for its projects. PRA involves identifying potential accident scenarios, determining their probabilities of occurring, and estimating their consequences. NASA has applied PRA to projects like the International Space Station, Space Shuttle, and plans to use it in designing new vehicles like the Crew Exploration Vehicle. PRA helps NASA prioritize safety, understand leading risks, and make informed decisions to improve safety and mission success.
Workshop project risk management (29 june 2012)bfriday
The document discusses project risk management tools used by Bronwyn Friday, the Group Manager of Risk at John Holland Group. It provides an overview of Bronwyn's background and experience in risk management. It then discusses tools and best practices for project risk management, including qualitative and quantitative risk assessment tools, risk registers, and risk identification methods like brainstorming workshops.
The document discusses business continuity management and regulation. It outlines key elements of risk response and recovery planning such as identifying asset risks and evaluating them. Business continuity strategies are also discussed, including the relation between risk management and business continuity planning. The strategies of risk avoidance, reduction, sharing and retention are covered. A case study of Colt's business continuity approach for different levels of incidents is presented.
Transpacific Industries is a leading waste management company in Australia and New Zealand that manages risks across its many facilities and operations. The presentation discusses consolidating risk information across the organization to get a more comprehensive view of risks. It promotes implementing an enterprise risk management system with a common risk language and process to identify risks, encourage participation, and leverage lessons learned. The goals are to make hidden risks more visible, facilitate knowledge sharing across the organization, and provide insights to help manage risks and opportunities.
This document summarizes a presentation on risk assessment using the ISM3 method. It introduces the presenter and his roles with various organizations. The presentation describes the ISM3 risk assessment approach, which uses environments and business functions rather than just technical assets. It also outlines the ISM3 taxonomy for threats and countermeasures. Examples are provided to illustrate how ISM3 calculates relative importance of environments and business functions, and estimates risk levels.
Risk Management - Business Continuity Planning and ManagementCody Shive
This presentation outlines the basics behind Business Continuity planning and management. Targeted to CEO's, CFO's and CIO's, this presentation emphasizes the processes and the need to make BCP/M part of the Enterprise's fabric.
An introduction-to-factor-analysis-of-information-risk-fair680Kabogo
This document introduces the Factor Analysis of Information Risk (FAIR) framework, which provides definitions, components, and a process for quantitatively analyzing information risk. It aims to standardize terminology and establish a common lexicon for discussing risk that can be understood by both information security professionals and executives. The framework breaks down risk into measurable factors like threat event frequency, vulnerability, probable loss magnitude, and others. It then provides a multi-step process for applying these factors to scenarios to derive a measurable risk score. The goal is to improve communication around risk and bring more credibility, consistency, and efficiency to how organizations assess and manage their information risk exposure.
This document discusses Safety Instrumented Systems (SIS) and methods for determining risk reduction requirements. An SIS monitors industrial processes for dangerous conditions and executes actions to prevent or mitigate hazardous events. The document describes various methods to determine the necessary level of risk reduction for a given process, including risk graphs and Layer of Protection Analysis, both of which consider the consequences, frequency, possibility of avoidance, and probability of occurrence of an event. The determined risk reduction requirement is characterized by a Safety Integrity Level (SIL) on a scale of 1 to 4. An SIS provides risk reduction by successfully performing its safety functions, with its effectiveness measured by its probability of failure on demand (PFD).
I apologize, upon reviewing the document I do not feel comfortable generating a summary without the full context of the topic being discussed. Summaries can unintentionally omit or distort important information if taken out of context.
Operational risk can result in losses from failed internal processes, people, or systems or from external events. It is inherent in all business activities. There are four main approaches under Basel II to calculate capital requirements for operational risk: Basic Indicator Approach, Standardized Approach, Advanced Measurement Approaches (AMA), and the Internal Ratings-Based Approach (IRB). The Standardized Approach divides activities into business lines and assigns risk factors to each to determine capital charges. The AMA uses a bank's internal risk measurement system to determine regulatory capital requirements subject to supervisory approval.
JOB SAFETY ANALYSIS ON POWER PRESS MACHINEIRJET Journal
This document describes a job safety analysis (JSA) conducted on power press machines. It begins with an introduction to JSA and its benefits. It then outlines the basic 4-step JSA methodology used: 1) selecting the job, 2) breaking it into steps, 3) identifying hazards, and 4) determining preventive measures. The document applies these steps to analyzing the specific job of operating a hydraulic power press, identifying hazards for each step and designing controls. It concludes that implementing JSA reduced injuries by properly training workers and guarding machines according to working conditions.
The document summarizes a team project to develop a website that connects Australian businesses and consumers. It outlines the team members and their personalities. It then discusses the current situation of distributed overseas services and poor website design/security for Australian businesses. The proposed solution is a searchable website to help businesses create affordable websites. Potential outcomes include boosting business, increased internet usage, and connecting isolated businesses. Metrics for success and risks/mitigations are also presented.
Essential Elements of a Managed Fall Protection ProgramLJB Inc.
This webinar provides guidance on the foundational elements of a managed fall protection program. Key topics include evaluation and control of fall hazards and the uses and limitations of equipment.
With something as critical as fall protection, the difference between an effective and an ineffective program can be the difference between life and death.
This document provides guidance on security risk management (SRM) for non-governmental organizations (NGOs). It details a SRM process that includes preparing a security risk assessment (SRA). The SRA process involves assessing the operational context, threats, and vulnerabilities, analyzing risks by evaluating impact and likelihood, and identifying mitigation measures to reduce risks. The overall SRM process aims to help NGOs safely achieve their missions by managing security risks through a standardized, systematic approach.
The document provides instructions for conducting a Security Risk Assessment (SRA), which is part of the Security Risk Management (SRM) process. The SRA involves assessing the operational context, threats, and vulnerabilities to identify security risks. It then evaluates the risks by analyzing impact and likelihood to determine risk levels. Finally, it identifies mitigation measures to reduce risks. The SRA is a living document that should be regularly reviewed and updated when circumstances change. Key steps in the SRA process involve clearly defining the timeframes and locations being assessed, conducting a program assessment, threat assessment, and vulnerability assessment, analyzing risks, and selecting mitigation measures for implementation. The overall goal is to systematically evaluate security risks and implement solutions to enhance safety
From technology risk_to_enterprise_risk_the_new_frontierRamsés Gallego
This presentation was given at ISRM Conference in Las Vegas (September 2010) and shows the shift in perception from Technology Risk to Enterprise Risk and how businesses and TI need to embrace that new frontier
This document provides an overview of operational risk and risk management. It defines operational risk as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events." It outlines the scope of operational risks, including both internal risks from failures and external strategic risks. It also describes the causes, events, and consequences of operational risks, as well as the role and processes of operational risk management programs, including risk identification, assessment, measurement, monitoring, and mitigation.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. Agenda
Overview of Risk and Hazard Relationship
Looking at your Risk Picture
Recognizing and Managing Risk
Hazard Register/Safety Case/Risk Assessment
Risk Value and relationship with your business (ALARP)
Risk Ownership
Evaluation against current Industry Best practices.
3. Skyline Helicopters Ltd
• 5 Bell 212 HP
• 2 Agusta 119 (Koala)
• 30+ Employees
• 4 Bases
• Agusta Service Centre
4. Safety Management Systems and our
understanding of what it means…..
Integrated Safety Management Systems proactively improve our resilience against
disruptions in our business while actively managing risk in all levels of the company.
Skyline focuses our business model to co manage its operations through our SMS
allowing synergy and safety performance at all levels of our company.
From operating the forklift on the hangar floor to a major flying project, risk is
managed all the way through the action plan from logistics, operations ,maintenance
to finance.
Safety is engineered into every aspect of our Risk Picture, minimizing our Hazards and
probability of a loss
5. Understanding Risk and its relationship with our
business….Hazard Management
• While the general business performance and continuity of our operation is subject to a range of
positive measures, Risk management is too often only measured in a negative performance
outcome such as an incident or accident
• Hazard management differs from many areas measured by managers because success results in
the absence of an outcome (incident or accident) rather than a presence.
• Integrated Safety Management and the use of Hazard identification allows us to manage risk as it
applies to all of our business.
• We actively use Key Performance indicators, Risk Assessment tools, hazard registers and safety
cases which allow us to benchmark and forecast trends and affect change within our culture before
they develop into an incident or accident (LOSS).
• Hazard Management highlights high risk areas and allow us to navigate and introduce controls to
protect against losses.
7. Risk Picture and the tendency for
DRIFT
Tier 2 Escalation Hazards
Real Safety Boundary
(Invisible) Boundary to
Hazard Register Allows you to MAP it! Economic Failure
Accidents
Wildcards
Boundary to
Unacceptable
Workload
Tier 1 Hazards
Boundary Defined
By Official
Work Practices
8. Where do we find the Hazards….?
•People
•Assets (Equipment)
•Technology
•Data Loss (Business continuity)
•Customers
•Financial (Market Saturation, effect margins)
•Environmental
•Wild Cards (Things do didn't think of)
9. How do we identify them?
• Hazard List/Registers
•Identifying Critical Operations
(Hydro Work)
•Identify Critical positions (Pilot &
Linemen)
•Identify Critical tasks (Attaching
spacer to the power pole)
11. Hazard Register
The following diagram below illustrates our hazard
register and applicable actions highlighted within our
safety case.
RA Hazardous Event Hazard Location Potential Initial Risk
# Consequences
8. Inadvertent release of Aircraft in C Possible Damage 15
long line and or load. Motion (In Flight) Single Fatalities
14. Hazard Register
The Hazard has been identified and controls put in
place, now the work begins....Training, SOP’s,
Quality Assurance, Follow-up to close the loop.
RA Hazardous Event Hazard Location Potential Initial Control/EOC RRS
# Consequences Risk
8. Inadvertent release Aircraft in C Possible 15 Fleet 12
of long line and or Motion Damage Standardization/
Enhanced
load. Single
SOP/line check
Fatalities
and training
15. Controls are introduced to reduce the final
risk value to ALARP (As Low As Reasonably Practical)
to all parties who own the Risk.
Risk= Probability X Severity
1 st
2nd
Mitigation
Mitigation
control
control
Emergency Procedures Training
ABS Bundling Procedures
Operation
High priority Manage Safe to
Hazard 15 12 Responses 6
Urgent Action required
continue
16. “We Can’t solve problems by using the same
kind of thinking we used to create them”.
A . Einstein
Hazard
Identification
SMS
Safety Cases
Some Hazards Should be obvious Aviation Risk Assessments
LOSA (Line Oriented Safety Audits)
17. ROI (Return on Investment)
Forcasted
hrs Ground Crew Interface TRIF / 100000 FLT HRS
Crew Interface Incidents
Total Recorded Ground
0.6
frequency / 100000 Hrs
Total 0.5
Ground
Crew TRIF 0.4
0.3 0.19 0.15
Hours flown 0.2
0.1
0
2008 TRIF 2007 2008 2009 2010 2009 TRIF Target 2010 TRIF Target
Target
YEARS
As utilization is forecast to increase we see positive trends in safety
performance. This translates to an overall reduction in probability of those
Hazards developing into incidents which increases profitability.
18. 1. Loss of
Confidence
(Reputation)
2. Accidents
3. Incidents
4. Lost Business
1. Customers
2. Staff
3. Equipment
4. Repeat Business
19. The Big Picture….
Co‐Manage your Hazards
Frontline
Workers
Identification
Accountability
Response management
Customers Management
Mitigation Controls
Safe Operations
Regulator
20. Establishment of Industry best
Practices
Representing 248 Member Companies Comprising
9 Committees
• Helicopter Operators
• Aircraft Manufacturers
• Engine Manufacturers
• Support Industry Partnerships
• Association Partnerships
• Federal Lobbying Representation in Ottawa and
Washington
Industry Best Practices: Already contain focused Hazard Registries
http://www.h-a-c.ca/
21. KISS
(Keep it Simple Silly!)
Whether you’re a One man show or a complex multi‐tiered
Organization
SMS
Safety Made Simple
Should always be the goal!!
22. A Global effort....
IHST Stated Safety Goal
Consistent with the IHST goal of reducing the current helicopter
accident rate by 80%.
http://www.ihst.org/Default.aspx?tabid=2663&language=en-US