RiskUKSeptember2017

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Crisis Management: Leadership in Product Recall Events complaints so they can be profiled is a worthwhile task. By profiling complaints, patterns emerge that inform product improvement decisions and the true scale of low-level defects. For serious incidents, an investigation must begin into the actual cause. A fine balance of maintaining a positive relationship with the customer while assessing the culpability of complaints is a delicate task for which front line staff need to be prepared. Although well meaning, it helps no-one to assume that the customer’s story is the full story. What’s most important is ensuring that the incident doesn’t affect anyone else. Decisive response A swift and decisive response is required for any product recall, but it’s important not to panic or make the situation worse. Regardless of fault, it’s your company’s responsibility to its customers to show leadership in product recall. The response must be in line with the severity of the situation, demonstrate care and concern for consumers and be consistent throughout the incident. Safety concerns may instil panic in consumers, regardless of the actual level of risk posed. Communications must provide all the information required for consumers to understand the risk to them and guide them in how they should respond to the incident. Just as you cannot expect staff to know how to react, don’t expect consumers to understand how concerned they should be. If the risk is high, make this clear. On the other hand, if consumers are being agitated by media sources beyond the level of recall, keep your response measured. As long as it’s clear that your actions are in the interests of consumers, and not just profits, you can begin to build back any trust that has been lost. The recall response doesn’t just affect external parties. It’s easy to neglect normal operations during a product recall. Unfortunately, such short-sightedness only increases the risk of more going wrong as the focus is deflected from ongoing quality control of products currently being produced. After the recall is complete, audit the effectiveness of that recall. Capture Best Practice and lessons learned while the “A mixture of objective observers and those closest to the fault need to be involved in improvement discussions. The process owner has to be engaged and listened to if meaningful change is going to occur” experience is still fresh. This is common sense and widely adopted Best Practice. Reinforcing the need in product recall workflows is worth doing as the utter relief of the episode being over can make it difficult to motivate individuals to look back at what didn’t work so well. The problem often lies in actioning recommendations. A mixture of objective observers and those closest to the fault need to be involved in improvement discussions. The process owner has to be engaged and listened to if meaningful change is going to occur. Using their expertise, they’re able to assess feasibility of changes and the knock-on effect of those changes. Process owners also provide valuable insight into the background of recall reasons, and particularly where resourcing is an issue. Process owners should be built up into champions of improvement projects, rather than taking an accusatory approach. An audit alone will not stop reassurance. At the end of the day it’s people who drive change. Exerting control Product recalls are costly, damage reputations and make customers wary. The risk of product recall is often missed because manufacturers are earnestly focused on producing the best product they can. Quality and safety are built into the design so, when unexpected causes of recall slip in, they can be missed. Innocent mistakes can be hard to avoid, but when the mistake is due to a lack of training it’s avoidable. Any change in the process increases the likelihood of mistakes. Full training with easily accessible reference documentation is necessary to prevent staff from guessing the right course of action when they’re under pressure to keep to a production deadline. Internal staff are not the only unknown quantity. Most supply chains are becoming longer and more complex. Much trust is placed in suppliers. Once production is in motion there’s little control left to exert. A robust supplier approval process and setting clear expectations at the outset of the relationship are where you have the best chance of avoiding causes of recall. Product recall is a high stress situation that needs structure and teamwork in equal measure if it’s going to be tackled effectively. As a company, you must take ownership of the situation, regardless of the exact reason behind the need for the recall. During a product recall you’ll be under an unprecedented amount of scrutiny that requires a leader. Your internal team, suppliers and customers all need this leader to carefully guide them through the situation. 28 www.risk-uk.com
www.coie.uk.com Cortech Open Innovation Event The Lighthouse, 11 Mitchell Lane, Glasgow, Scotland, G1 3NU 26 September 2017 The Mitigation of Risk for Workplace Safety, High Security and Building Efficiency An event with a difference for end users, consultants and main contractors: Be educated, informed and better equipped to manage evolving building needs Keep abreast of the latest advances in security, fire and building control technology See technology in action as part of the live demonstration Discover the latest smart integration techniques Discuss industry challenges with fellow security professionals and technology experts Learn about GDPR compliance and cyber security resilience Attending Partners Cortech Developments Media Partner
Page 1 and 2: September 2017 www.risk-uk.com Secu
Page 3 and 4: September 2017 Contents 42 Meet The
Page 5 and 6: Editorial Comment More zones, more
Page 7 and 8: News Update “Employees pose great
Page 9 and 10: News Analysis: British Standard 859
Page 11 and 12: They see a well secured airport. Yo
Page 13 and 14: News Special: Cortech Open Innovati
Page 15 and 16: Opinion: ISO 22316 Security and Org
Page 17 and 18: Opinion: Apprenticeships in the Sec
Page 19 and 20: BSIA Briefing With an estimated eig
Page 21 and 22: “ MY PASSION IS PERFECTION IN EVE
Page 23 and 24: Enterprise Security Risk Management
Page 25 and 26: Bribery, Fraud and Corruption: Risk
Page 27: Crisis Management: Leadership in Pr
Page 31 and 32: Lone Worker Security and Safety wor
Page 33 and 34: The Changing Face of Security Servi
Page 35 and 36: Multi award winning security servic
Page 41 and 42: Tel: 08707 508070 Fax: 08707 508066
Page 43 and 44: Meet The Security Company: Doyle Se
Page 45 and 46: Fire Safety Planning: Emergency Eva
Page 47 and 48: National Association for Healthcare
Page 49 and 50: The Security Institute’s View and
Page 51 and 52: In the Spotlight: ASIS Internationa
Page 53 and 54: FIA Technical Briefing: Gaseous Fix
Page 55 and 56: Security Services: Best Practice Ca
Page 57 and 58: Cyber Security: Risk Management in
Page 59 and 60: Training and Career Development ‘
Page 61 and 62: Risk in Action Cambridgeshire Fire
Page 63 and 64: Technology in Focus SPC Connect’s
Page 65 and 66: Appointments Magnus Ahlqvist The Bo
Page 67 and 68: thepaper Business News for Security
Page 69 and 70: CCTV CCTV Rapid Deployment Digital
Page 71 and 72: SECURITY ANTI-CLIMB SOLUTIONS & SEC

RiskUKSeptember2017

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