Hey there and welcome back to Best Practice TV. In this episode, what I
wanted to just quickly go through with you, is my top tips and tricks around
Risk-Based Thinking. It's now part of ISO 9001:2015, so for those of you who have
got management systems, and you're thinking, ah I don't know what to do
about risk-based thinking, and get ready for my transition, stay tuned I've got
some tricks for you. Hey there and thanks for joining us so what I'm going to
quickly go through is the concept of risk-based thinking. A couple of
high-level tips and tricks' things for you to think about, how to approach it
what to do. So the first thing is obviously the process. So what do we want
as an output. The new version of quality management systems are really looking
for an outcomes-based approach. So have you got controls in place is one
thing obviously but more importantly is are you achieving the outcomes. So the
first thing that I want you to think about is, do you do anything that's going
to create friction with your customer. That's going to make your customer feel
angry or more importantly you don't want them to feel violated. So write a list of
the things, right here, in your risk based thinking workshop or your risk workshop
that talks about what do we do or what have we done in the past that made a
customer feel violated. What have we done that made a customer angry. What have we
done that upset a customer. What are we currently doing in our process that
makes a customer feel friction and if you want to have a look at some of the
Don Pepper's stuff on YouTube or our CRM and friction and the customer
journey, have a look at that. So the first one is so, what can we do up to upset? and
then we start discussing prevention. So do you want to keep upsetting your
customers or do you want to try and minimize the number of times, you might
not be able to eliminate it but you can minimize the number of times that it
happens. So, what about making your customer angry. Again, prevention and if
you've watched some of our other videos on YouTube we want to know Who, What, When,
Where, How. Why? because you don't want to upset your customer. So that's your plan
or your controls if you like. What about frustration? then might be
just a few little things the job hasn't been completely finished or you know it
was delivered a little bit late or something some backorder or there was
you know there was an issue with email or no one's responding or they can't get
through to your office, and again it's about prevention. So at the first step
when you're starting to change your quality management system and update it
and look forward to your transition or look towards your transition, with iso
9001, this is how you approach your risk-based thinking. Now, the other point
I want to make here is promises. So, what are they? what do you promise your
customer? this thing, this price, on this time, this amount, this quantity, all those
unique little things that your sales pitch whether it's online its in
brochure, all those little things that are your differentiators, your promises,
what are they, and who what when where and how. How are you going to ensure or how
do you ensure that you deliver those promises? Now what about the implied
promises. So we've got to make sure your document implied and so what are the
implied promises, that you're going to do it inside legal frameworks, to industry
standards, to ISO standards, all those sorts of things, so what are some of
those implied promises? And who what when where and how. So you're going to unpack
the methods. That's a really sort of you know five points in terms of your
risk-based thinking and how to approach it.
But to be more practical than this is how do we do this? Have a risk workshop.
And schedule a day with your executive or key people in the business they can
answer these questions and start to identify, discuss and then solve them. So
how are you going to, you know, prove that you've done this. Have some minutes of
that meeting. So have your minutes of your meeting. And you know what you can
call that, and it's cheeky, you can call it management review. And for those of
you with ISO systems, you know that management review and keeping evidence
and management review is something that you need to do, so this is going to
short-circuit that process. You can prove that you're doing risk based thinking,
you're doing your management review, and one of the additional outputs is
your risk register. Now there's going to be a lot of you out there particularly
the consultants that watch our channel that disagree with me up there, I don't
care, do it however you want. What I'm recommending people do is have a risk
register, some sort of document that starts to identify these issues and
start to then track the agreed controls, the who what when where how of what
you're going to do in your business, to try and prevent this happening. Because
that's the outcomes focus of iso 9001. So there's a couple of things there,
practical examples, what do we develop what do we need to present what are you
guys at Best Practice looking for. We're looking at evidence and management
review, evidence of a risk register, and if this isn't new stuff right, I'm just
going to give you one last little acronym, it's been around for a very long
time. It's just using new language and you basically just put down a SWOT. So
you're doing a SWOT analysis, it's just called a new name. Strengths, weaknesses,
opportunities and threats. Now you're going to get the best possible result
out of this if you do it more often it's like going to the gym. You don't go to
the gym once a year for a week because you'll nearly kill yourself and won't do
anything for you, but if you can go to the gym and do exercise and maintain
your health and fitness on you know once or twice or three times a week, you're
going to get a better outcome. Now I'm not saying good in this once twice or
three times a week, definitely if this can be the behavior if you can encourage
this as a behavior and a culture in your business, the people just do it as part
of their daily activities. They think about SWOT, they think risk, and they
think, you, know consequences. But here at Best Practice, our practical way of doing
this is we do it quarterly. So and I've shown this on videos before we have a
two day workshop, and then we have Q1 Q2 Q3 and then 2 days.
And from there to there is one year. So we do 90-day plans, and we keep updating
these documents, and keep evidence. So for every one of these meetings, so that's a
year we do a two-day, and then 3x1 days, we have management review meeting
minutes. We keep updating our risk register, and there's other things that
we do too but that's not for this discussion. But at each of these meetings
we're doing a SWOT analysis and that's how we communicate. So that is risk-based
thinking, it's about how to approach it< start thinking about transitioning your
management system to the new versions of ISO 9001, iso 14001, iso 27001, the new
standard that's voting at the moment is ISO 45001, people look out for that.
This is generically how we do risk-based thinking, whether it's quality and
customer promises, safety, environment any of those particular standards a really
high-level summary of risk-based thinking. Now if you want a practical
example for your business, we'll shoot a video take a photo and put it on
Instagram comment below I'll do a practical example for your business
comment below give me a link or so I can have a look at your business have a look
at your website I'll do a practical example we'll put it on our Instagram page we'll
share it with everybody it's what we're here to do.
Click Subscribe on the YouTube channel so you get more of these great videos
and jump across onto our Facebook page and our Instagram page what's going on
every day here at Best Practice. And me personally I love the messages so send me
questions send me messages on LinkedIn or Twitter and we'll throw my handles in the
description below and I'll see you next time on Best Practice TV, bye for now.