Download - Ensuring Corporate Compliance Process …...1 Imagination at work Ensuring Corporate Compliance Process Development and Improvement Bruce Fratto Edison Program Manager GE Energy Management

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Imagination at work

Ensuring Corporate Compliance Process Development and Improvement

Bruce FrattoEdison Program ManagerGE Energy ManagementOctober 30th, 2015

GE Proprietary Information—Class III (Confidential) Export Controlled—U.S. Government approval is required prior to export from the U.S., re-export from a third country, or release to a foreign national wherever located.

When should you drive Change?

Steps to drive Change

Documenting the Outcome

When do things Fail?

Preventing Occurrence (of failure)

Process Development & Improvement

Ensuring Corporate Compliance - Process Development and Improvement | October 30th 2015

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When should you drive Change?

Process• Many not in compliance with current Policy/Desired

outcome

• Sales misses

• Excessive Costs

• Heavy Excel Usage

• Multiple Workflows

• Data Loss

• ERP / PLM Upgrades

Environmental Health & Safety• Death or Injury

• Near Miss

• Plant Explosion

• Lead (Pb) , Mercury (Hg). Cadmium (Cd)

• Hexavalent chromium (Cr6+)

• Wood Pallets

• Export Controlled Countries

Ensuring Corporate Compliance - Process Development and Improvement | October 30th 2015 4

WHEN SHOULD YOU DRIVE CHANGE?

Time to Change Examples:

Product Failures

New Product Introduction

Adopter not supportive

Customer(s) don’t want

Regulatory / Government

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Top level support

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Understand your SIPOC

STEPS TO DRIVE CHANGE


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Steps for Process Change

Discover more about your customer

Develop a process/Vision that you think meets needs.

Learn through discussion

Act on the process. Improve via feedback loop

Once you have agreed on the process:

• Document Approval Process

• Highlight current changes through version control

• Make documents easily available

• Ensure only 1 master document us used

• Notify affected individuals

• Audit the process

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STEPS TO DRIVE CHANGE

Simplified FastWorks Principles for Every Day


When do things fail?

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When Things Fail...Usually at least 3 things went wrong.

Most Common:

• Policy Document, Drawing or Work Instruction not accurate, available and/or legible

• Training not provided

• Training records / certifications not being kept

• Process not followed

• Large restructuring

It is usually during a significant event

Most Common:

• Changed suppliers

• New team member

• Technology Upgrade / Obsolescence

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WHEN DO THINGS FAIL?


See tutorial regarding confidentiality disclosures. Delete if not needed.

Preventing Occurrence of Failure

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Preventing Occurrence of Failure

Develop Work Instruction (WI):

Key Elements of WI:

• Why are we changing?

• Who is responsible?

• What is the description of the change?

• When is the change effective?

• Disposition of old material?

• Reference to tools (e-mail, workflows etc.)

Audit with Independent Auditors

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PREVENTING OCCURRENCE OF FAILURE

Instruction / Quality Records


2013 Risk Assessment Example

Updated for Core & Expanded Team Discuss

Communication

Concern Reporting& Resolution

Training

Risk Assessment& Abatement

EvaluationLeadership Engagement

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Committed Experts Provided Constructive Input Into Risk Roll-Up

49+ Employees

S&L Experts

Pre-Sessions

Core & Expanded

Cross Functional Collaboration . . .

2013 RISK ASSESSMENT EXAMPLE


1. Refresher on 2012 tools

2. Review Goals & Objectives (G&Os) and collaborate feedback and agree what we still need to work on

3. Review 2013 proposed manager guide incl. training and tools

4. Agree next steps & proposed communication

Proposed Agenda – Regroup Teams



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Gather majority JV partners case studies

FAQs on dealing with majority JVs - how to respond if their protocol is not the way we do things at GE and how do we understand our boundaries? What if their risks/concerns are not aligned to ours?

Be good if we can get a “quote” from and / or even a video of Dan (and Courtney and Tara) with something that really sets off the importance of Bottom’s Up

How are we going to allocate investigators correctly? One idea is that based an the Policy area, it gets sent ta a person or DL and they nominate the investigator based upon the Policy area and business. Then you could have a review as well to see if the Policy area is correct (l have seen a number of issues get raised incorrectly)

Transferred - we need a formal acceptance by the person who the issue being transferred to.

Open Items – Quick Discussion…



Move to 16 blocker (4 x 4) – give teams enough time to complete

Top risks to be captured (assessed by severity & controls by biz’s) HQ to relay on heat-map rolled up bvbiz and/or by function (think about who should be doing this CL vs. HQ CLs)

Align 2012 Template to IP’s Info and Drive Closure of Actions

• Archana (IT) to copy data, Dave to provide input, export & upload data

Communicate Next Steps

• Senior Leaders, Legal & Managers - nest steps ... focus biz specific communication

Team to think about JVs access to materials (or lack of access)

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2012

Ver

sion

2012 Follow up questionnaire



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“The tool made it very easy and concise to know what information needed to be inputted. It made my review go very smoothly."

1| G&Os, Core/Extended Teams, Pulse Sessions (incl. Promoters & poss. Detractors)• (i) Leverage: Learnings from 2012. Energy tool & new S&L training material (incl. translations). FAQs to be available from

previous years as reference information at meetings … ID language requirements(ii) Update: IP, Risk Areas (KYC, Open Reporting), Regions, Consider Corporate’s Risk Assessment(iii) Simplify: Targeted Risks by Business, Workflow to direct concerns, gov’t disclosures, regulatory matters to policy owners until closure, Dashboard per policy for owners to keep track of concerns & questions, questions to be reviewed by policy owner – linked to FAQs - communicated back to team that submitted the question

• Complete focal points & IT contacts … have promoters and detractors conversations … align to ERM risks

2| Align 2012 Template to IP’s Info and Drive Closure of Actions • Archana (IT) to copy data, Dave to provide input, export & upload data

3| Create 2013 Risk Assessment Tool, Materials, Site & All EE Communications• Collaborate with other businesses & functions incl. promoters & poss. Detractors, core/extended team• Test and improve tool (including site) … include case studies … consider metrics for success

"The tool and website are easy to use and you made them simple enough to walk through..."

Dates …

4| Communicate Next Steps• Senior Leaders, Legal & Managers – next steps … focus biz specific communication

5| Follow up, Closure of Questions and Concerns, FAQs• Document risks in new Corporate Risk Assessment tool by Oct. 15th & input key data into COE tool

“"It is great - very easy to use, organized, transparent, easy to track concerns raised. Excellent initiative, great job!"

March/April ‘13

April‘13

April-August ’13

SeptemberOct & Nov ’13

Oct-Nov.’13

Bottoms Up/Risk Assessment Steps



Steps To Take …

Questions