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These two articles are examples of the application of Generative Techniques in innovative projects to help realise Opportunity Risks resulting in acceptable outcomes. University of Woolongong Researchers from the University of Wollongong (UOW)’s Translational Research Initiative for Cell Engineering and Printing (TRICEP), ARC Centre of Excellence for Electromaterials Science and UOW’s Makerspace worked together to design a face shield to protect medical workers. “We are looking at our capacity to do some of these more sophisticated things should that need arise ... It has been amazing how people have come together so quickly. That spirit of collaboration across the health service and university is really enabling us to move forward very quickly.” Ford Australia In a media statement, the boss of Ford Australia, Kay Hart, said: “We said from the beginning of COVID-19 that any way we could help, we would help. Producing face shields is certainly something new for us, but our innovation team and engineers were able to test a number of different designs in hospitals. With their input we have been able to get the face shield right for the people who will be wearing them.” Mr Mineo told CarAdvice: “It’s great to see so many of us back together again … it’s great to work with people you trust and who know production processes and who you know will do it right,” “Everyone is just so proud of what they’re doing, and so happy to be here.” https://www.caradvice.com.au/846416/ford-australia-donates-up-to-100000-medical-face-shields-for-covid-19/ "We really are all in this together – which is why Ford Australia is producing and will be donating up to 100,000 face shields for frontline healthcare workers in response to the COVID-19 pandemic. We’ve been working with the Victorian Government to develop a prototype face shield and have refined the design of the shields following input from medical professionals across hospitals in Melbourne. We’re now ramping up production and will be distributing the face shields to medical facilities. We will also continue to work with the Government to help address any ongoing supply needs resulting from the global shortage of Personal Protective Equipment." https://www.linkedin.com/company/ford-australia/?miniCompanyUrn=urn%3Ali%3Afs_miniCompany%3A30673559 Australian engineers are 3D printing protective equipment for hospital workers - Create.pdf Ford Australia donates up to 100,000 medical face shields for COVID-19 | CarAdvice.pdf
Introduction Establishing the context is necessary to customise the risk management process to meet an organisation's needs and enable effective risk assessment and appropriate risk treatment. Establishing the context involves: defining the purpose and scope of risk management activities, including relevant objectives defining the internal and external context of the organisation defining the risk criteria to be used to evaluate the significance of risks and to support decision-making processes. Definition ISO Guide 73:2009 defines establishing the context as “defining the external and internal parameters to be taken into account when managing risk, and setting the scope and risk criteria (18.104.22.168) for the risk management policy (2.1.2)”. Further definition and guidance on establishing the context is provided in: AS ISO 31000:2018, Risk management – Guidelines (6.3) IEC/ISO 31010:2009, Risk management – Risk assessment techniques (4.3.3) Setting the Context for Risk Assessment For a specific risk assessment, establishing the context should include: confirming the purpose and scope, including identification of: the relevant objectives the decisions that need to be made scope inclusions and exclusions appropriate assumptions and the basis of those assumptions relevant stakeholders and the extent of their influence on, and input to, the risk management process appropriate risk assessment tools and techniques required resources required investigations or research interdependencies with other projects, processes or activities. establishing an understanding of an organisation’s internal characteristics and their influence on the management of risk, including organisational values and culture, governance arrangements, policies and procedures, and decision-making processes identifying significant factors in the external environment that give rise to uncertainty, including the social, regulatory, cultural, physical, financial and political environment; external stakeholders; and key external organisational drivers agreement on the risk criteria to be applied – including consequence and likelihood definitions, method for determining the level of risk, criteria for deciding when a risk requires treatment, the impact of risk timeframes (urgency) and existing risk controls, and how combinations of risks will be taken into account. Sources: The content on this page was primarily sourced from the following: Material provided by Peter Flanagan, Capital Insight ISO Guide 73:2009 AS ISO 31000:2018, Risk management – Guidelines IEC/ISO 31010:2009, Risk management – Risk assessment techniques
Introduction Documents and records are fundamental for managing risk, safety, and quality. Even with digital advancement and the migration of records to an online environment, managers, risk practitioners and engineers still need to decide the extent of the documentation and records required to manage risk and collect enough information to support the organisation's level of risk appetite. Should things go wrong, conflict is almost always resolved through documentation. The documentation suite in most workplaces can be likened to a swamp. It contains a lot of good information, but it can be murky, making it hard to find what you need. Instead, risk managers should aim for a crystal-clear lake, where you can see right to the bottom, and everything is in its place. Context The risk management basics page outlines a framework for building a risk management solution. The framework includes six components: Governance structure Defined risk appetite Risk based management planning Risk control systems Risk based assurance Risk culture Each of these components has enabling tools attached to it, such as: leadership structure (i.e. organisation chart) risk appetite statement (i.e. policy or vision) risk matrices / heat maps documented risk tolerances, thresholds & limits (i.e. plans or procedures) strategic, business, project management, and risk management plans assurance frameworks, standards, and plans. Other tools used in risk management include: risk registers, bow-tie analyses, layer-of-protection analyses control effectiveness studies. These enabling tools are, by their nature, documents and records. Purpose Documents and records are differentiated by their purpose. Documents (which can be hardcopy or electronic) are typically plans, procedures, or contracts, which in effect tell a person what to do. Documents provide guidance if there is a misunderstanding about what is supposed to be done. Records (which can also be paper-based or electronic), are typically reports, checklists, certificates, registers, or spreadsheets which tell a person what has been done. Records are often the evidentiary output that is relied upon if there is a dispute or misunderstanding about what happened. Effective risk management solutions require both documents and records. Criteria Access to computers and electronic devices has made document and record creation a simple task. However, this can mean that there is little preamble or thought about whether the document or record should be created in the first place. For each document and record, the aspects listed below should be considered and written down, so that there is a common understanding of why the effort needs to be expended in writing and maintaining the document or record: purpose audience level of detail and/or accuracy required length and structure history and source of input information lifecycle (inputs, outputs, usage and storage approval requirements Where the aspects above are unknown, unclear, or disputed, the value of the document or record should be reconsidered, as should the need to create it in the first place. Design process Designing a suite of documents and records for risk management includes the following steps: Define the entire suite of documents and records, before writing any of them List the plans, procedures, reports, registers and tools that will be used Design with the reader or user in mind Layout the content of each document or record in a logical flow for the reader. The design determines if it is worth reading or using Declutter the content Be very sure about the audience of the document or record, and what they will use it for. Be sure of what it needs to do, and stick to that; nothing more, nothing less. Deliver for approval, or address the question: “done, then what?” Understand what approvals are needed and how long they will take Determine the review process, and advise the reviewer or approver of any relevant guidelines that need to be consulted Decide what happens to the document or record after approval. Sources: The content on this page was based primarily on the following sources: Material provided by Susan Jaques, Sage Consulting Solutions