ASQ RRD courses on RAMS 2019

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The Role of Reliability in Risk-Based Decision-Making

This 8-hour course answers the questions:

  1. What is Risk & Risk Management?
  2. What is the connection between Risk Management and Reliability?
  3. What type of data do I need for making a Decision under Risk?
  4. What’s the difference between Quantitative and Qualitative tools in deciding Risk?
  5. What should I expect from Managers & Customers when I present my analysis?

ISO 9001:2015 is a risk-based standard. In addition to the Quality Systems Management that must recognize risk and opportunities in all aspects of a business (Sections 4.1 & 4.2 of ISO9001-2015); Section 6 states that the organization shall “determine risks and opportunities that need to be addressed.” Thus we have arrived at the need for Risk-Based thinking and Risk Management.

But since there are typically too many risks, and not enough money to address all of them, how and what do we do? First you have to set a Risk “goal” (in terms of Reliability & –possibly Safety—depending on the product). Allocate this top-level Risk goal among the sub-systems (and lower if  that makes sense). This will set the Design Reliability (& Safety) goals.

Of the Risk Management processes this presentation will concentrate in the areas of

  • Qualitative risk analysis
  • Quantitative risk analysis

Examples using various Reliability & Statistical tools (FMEA, Weibull Analysis, Monte-Carlo Simulation, and others) will illustrate “calculating” risk and how to prioritize risks against a “standard.”… even when your data is sparse (or possibly non-existent).

In addition, you’ll see some methods to help in telling the Boss bad news: “We can’t do this project in the time frame (a budget – time risk to the company) as quickly as you want.”

While a knowledge of some elementary statistics is assumed, the presentation will briefly review Reliability and Statistical concepts before they are used. Also, EXCEL, MINITAB and Crystal Ball for illustrating parts of, or all of, some examples. 

Communicating Reliability, Risk, and Resiliency to Decision Makers

Communication of concepts related to reliability, risk, and resiliency is frequently cited by technical professionals as the most challenging and overlooked aspects of their work.  Texts and guidance documents frequently reference the importance of better communication and education; however, there are few practical examples and limited practical guidance provided. Getting the boss’s boss to understand remains one of the most elusive aspects of serving as reliability professional.

This workshop will fill many of the gaps between the technical analysis and decision maker.  The workshop will be provided from the perspective of an individual who dually serves on decision-making bodies as well as who also provides reliability, risk, and resiliency analysis to decision makers.

A comprehensive list of references will be provided to provide tools, techniques, and approaches.  These will include communications best practices from a wide range of international sources. It will also include the book on the subject written by the facilitator.  However, the workshop argues that the presentation of reliability and risk information is different than manipulative practices frequently championed by marketing and political professionals.  Reliability and risk professionals must be able to truthfully, ethically, and effectively communicate what the data and analysis is concluding, and at the same time avoid being demoted or terminated.  The role of reliability and risk professionals as trusted advisors to executive management who does not understand, or does not care to understand, is indeed a tricky balance.

The learning objectives include:

  1. Practical approaches for communicating reliability, risk, and resiliency to subordinates, peers, senior management, and decision makers
  2. Basic understanding definitions of reliability, risk, resiliency, decision making and communications
  3. The major types of decisions and how communication approaches change with decision type (strategic, tactical, and rare events)
  4. Personality profiles and their impact on communication and decision making
  5. The role of ethics in communication of technical information
  6. Options and best practices for visual communication of reliability and risk information
  7. Impact of innumeracy, biases, and general population’s ability to understand probability
  8. Tips and best practices for building rapport and verbal communication
  9. Techniques for better communicating reliability, risk, and resiliency information in emails, conference calls, and Q&A sessions
  10. Tips and best practices for communicating to groups that advise decision makers

The interactive workshop will utilize case examples from the facilitator.  Participants will also be asked to bring in a real-word example on which to apply the workshop objectives when they return home.  An audience response system will be used to help solicit input and participation.  A role play will be utilized at the end of the workshop to demonstrate each participant’s improved ability to better communicate reliability, risk, and resiliency to decision makers. 

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