5 Whys Analysis and the Fishbone Diagram Activities 1 Activity 1 Failure Mode and Effects Analysis (FMEA) Questions 1. This is the product of rankings for consequence, occurrence, and detection used to identify critical failure modes when assessing risk within a design or process. 2. This analysis identifies the critical components of a system and ranks the severity of losing each component. 3. By starting with causes and then branching out to consequences, Failure Mode and Effect Analysis reverses the direction of reasoning used in this type of analysis. 4. This type of analysis refers to the study of a failure's consequences to determine a risk event's root cause or causes. 5. An item's relative complexity within an assembly, system, or function is referred to as this type of level. 6. This type of effect refers to the consequence of a failure mode on the operation, function, or status of the items in the indenture level immediately above the indenture level under analysis. 7. This is the name for the consequence of a failure mode on the operation, function, or status of the specific item or system level under analysis. 8. In FMEA, the manner in which a perceived or actual defect in an item, process, or design occurs is known as this. 9. This indenture level represents the system itself. Answers
5 Whys Analysis and the Fishbone Diagram Activities 2 10. The number of indenture levels in FMEA. 11. The lowest indenture level in FMEA represents this part of the system. 12. This is the criticality level where failure results in a potential loss of life. 13. This is the criticality level where failure is expected to result in potential mission failure. 14. The consequence of a failure mode on the operation, function, or status of the highest indenture level of a system is referred to as this type of effect.
5 Whys Analysis and the Fishbone Diagram Activities 3 Answers for Activity 1 Failure Mode and Effects Analysis (FMEA) Questions 1. This is the product of rankings for consequence, occurrence, and detection used to identify critical failure modes when assessing risk within a design or process. Answers Risk priority number (RPN) 2. This analysis identifies the critical components of a system and ranks the severity of losing each component. 3. By starting with causes and then branching out to consequences, Failure Mode and Effect Analysis reverses the direction of reasoning used in this type of analysis. 4. This type of analysis refers to the study of a failure's consequences to determine a risk event's root cause or causes. 5. An item's relative complexity within an assembly, system, or function is referred to as this type of level. 6. This type of effect refers to the consequence of a failure mode on the operation, function, or status of the items in the indenture level immediately above the indenture level under analysis. 7. This is the name for the consequence of a failure mode on the operation, function, or status of the specific item or system level under analysis. 8. In FMEA, the manner in which a perceived or actual defect in an item, process, or design occurs is known as this. 9. This indenture level represents the system itself. Criticality analysis Fault tree analysis Fault analysis Indenture level Next-higher-level effect Local effect Failure mode Indenture Level 1
5 Whys Analysis and the Fishbone Diagram Activities 4 10. The number of indenture levels in FMEA. 11. The lowest indenture level in FMEA represents this part of the system. 12. This is the criticality level where failure results in a potential loss of life. 13. This is the criticality level where failure is expected to result in potential mission failure. 14. The consequence of a failure mode on the operation, function, or status of the highest indenture level of a system is referred to as this type of effect. Seven Parts Criticality Level 4 Criticality Level 3 End effect
5 Whys Analysis and the Fishbone Diagram Activities 5 Assignment 3
Introduction to Business Continuity Management Activities 6 Introduction to Business Continuity Management Activity 1 Describing Business Continuity Management Questions 1. How are risk management and business continuity management similar? 2. This internationally recognized standard aligns with the related disciplines and practices of risk management, security, and loss prevention 3. Why do many organizations call BCM business resiliency? Answers 4. Describe the actions that are the focus of disaster recovery plans. 5. This internationally recognized standard is identified as the best practice standard for business continuity and defines requirements for a management systems approach to business continuity 6. What three events that occurred between the years of 2001 and 2011 reinforced the importance of BCM? 7. This internationally recognized standard provides guidelines for the implementation of policies, objectives, and programs that reinforce organizational resilience through business continuity management. 8. How are business continuity management and risk management different?
Introduction to Business Continuity Management Activities 7 Questions 9. List the three terms in business continuity management that are often used interchangeably. Answers
Introduction to Business Continuity Management Activities 8 Answers to Activity 1 Describing Business Continuity Management Questions 1. How are risk management and business continuity management similar? 2. This internationally recognized standard aligns with the related disciplines and practices of risk management, security, and loss prevention Answers Risk management and BCM are similar in that they both involve planning, organizing, leading, and controlling an organization s resources and activities to achieve a particular result. National Fire Protection Association 1600:2010, Standard on Disaster/ Emergency Management and Business Continuity Programs 3. Why do many organizations call BCM business resiliency? 4. Describe the actions that are the focus of disaster recovery plans. 5. This internationally recognized standard is identified as the best practice standard for business continuity and defines requirements for a management systems approach to business continuity 6. What three events that occurred between the years of 2001 and 2011 reinforced the importance of BCM? 7. This internationally recognized standard provides guidelines for the implementation of policies, objectives, and programs that reinforce organizational resilience through business continuity management. Because continuity planning for risk helps organizations withstand disruptive events and, ultimately, survive. Disaster recovery plans typically focus on actions that can be taken before and immediately after a disaster to ensure the safety of personnel and the viability of future operations. British Standard 25999-2:2007, Business Continuity Management September 11, 2001, terrorist attacks on the World Trade Center Hurricane Katrina in the southeastern United States in 2005 Earthquake, tsunami, and resulting nuclear crisis in Japan in 2011 ASIS SPC.1-2009, Organizational Resilience: Security, Preparedness, and Continuity Management Systems
Introduction to Business Continuity Management Activities 9 Questions 8. How are business continuity management and risk management different? 9. List the three terms in business continuity management that are often used interchangeably. Answers BCM deals primarily with consequences of disruption; its focus on minimizing the results of disruptions to operations means it typically deals with operational risk. Risk management focuses more broadly on ongoing risk assessment and risk treatment and deals not only with operational risk, but also with hazard risk (property, liability, and personnel loss exposures), financial risk (resulting from the effect of market forces on financial assets or liabilities), and strategic risk (resulting from economic and societal trends). Emergency preparedness Disaster recovery Business continuity
Supply Chain Risk Management Activities 10 Business Continuity Planning Activity 2 Describing Elements of Supply Chain Risk Management Exposures and Vulnerabilities Descriptions 1. Infrastructure A. Incremental or substantial changes in demand due to changes in customer taste or to competition can cause over- or underproduction. If demand is not accurately forecasted, market reputation could be damaged. Internal or External 2. Single source supplier B. Increases in the cost of materials or transportation charges will cause costs to rise. 3. Strikes or other employment issues C. Production may stall, or a critical backup in production may occur, while new parts (or new machines) are ordered and installed. 4. Production bottlenecks D. Changes in ownership of key suppliers can affect the price of materials and the availability of supplies. 5. Sole source suppliers E. Disruptions in supply can also occur when an organization chooses to rely on only one supplier, even when multiple suppliers are available. 6. Machinery breakdown F. Damage to infrastructure can impede or halt production altogether. 7. Third-party suppliers G. Facilities may be vulnerable to natural disaster, manmade disaster, or terrorism. 8. Change in demand level H. Production may depend on a key machine or material; a malfunction or breakdown in the machine would slow or halt production. 9. Production location I. Disruption in supply when only one supplier of goods is available will reduce or potentially shut down an organization s ability to produce and satisfy customer demand.
Supply Chain Risk Management Activities 11 Exposures and Vulnerabilities Descriptions 10. Financial risks J. The data center may be vulnerable, information backup may be unavailable, or staff may fail to follow restoration protocols. Internal or External 11. Information technology K. Disruption in production from the supplier could undermine an organization s ability to generate its product and to satisfy customer demand. 12. Merger of a key supplier with a competitor L. Production may cease, inventory cannot be moved, and orders are not filled.
Supply Chain Risk Management Activities 12 Answers to Activity 2 Describing Elements of Supply Chain Risk Management Exposures and Vulnerabilities Descriptions 1. Infrastructure F. Damage to infrastructure can impede or halt production altogether. Internal or External I 2. Single source supplier E. Disruptions in supply can also occur when an organization chooses to rely on only one supplier, even when multiple suppliers are available. E 3. Strikes or other employment issues L. Production may cease, inventory cannot be moved, and orders are not filled. I 4. Production bottlenecks H. Production may depend on a key machine or material; a malfunction or breakdown in the machine would slow or halt production. 5. Sole source suppliers I. Disruption in supply when only one supplier of goods is available will reduce or potentially shut down an organization s ability to produce and satisfy customer demand. 6. Machinery breakdown C. Production may stall, or a critical backup in production may occur, while new parts (or new machines) are ordered and installed. 7. Third-party suppliers K. Disruption in production from the supplier could undermine an organization s ability to generate its product and to satisfy customer demand. 8. Change in demand level A. Incremental or substantial changes in demand due to changes in customer taste or to competition can cause over- or underproduction. If demand is not accurately forecasted, market reputation could be damaged. 9. Production location G. Facilities may be vulnerable to natural disaster, manmade disaster, or terrorism. 10. Financial risks B. Increases in the cost of materials or transportation charges will cause costs to rise. I E I E E I E
Supply Chain Risk Management Activities 13 Exposures and Vulnerabilities Descriptions 11. Information technology J. The data center may be vulnerable, information backup may be unavailable, or staff may fail to follow restoration protocols. Internal or External I 12. Merger of a key supplier with a competitor D. Changes in ownership of key suppliers can affect the price of materials and the availability of supplies. E