Continuity management - total defence

Continuity management for continuous operations

For our society to function even during crises and war, it is important to ensure that our systems can withstand stress. Companies and organizations must be able to cope with unexpected disruptions. Through thorough continuity management, the ability to maintain production and services increases.

Mapping is the first step

The first step in continuity management is to map out what is vital for the business to be up and running. It is also important to determine what threats exist and what opportunities exist to cope with disruptions. Here, companies need to review their management systems, their organization, and the company's overall competence.

A review shows necessary adjustments

A review ensures that the company or organization is well equipped with everything from a robust machine park to stable supply systems and the necessary hardware and software. Perhaps some investments need to be made for the business to be able to function even in the event of disruptions. Does competence possibly need to be transferred from key personnel to more employees? How can manufacturing continue in the event of material shortages? And how should the machinery be managed if the water supply is half of normal?

RISE helps with continuity management

RISE helps you with the company's continuity management. We conduct a comprehensive analysis of the company's competence, resources, and division of responsibilities. The analysis includes such things as, for example, risk assessment of the business's hardware and software, knowledge inventory, and hardware analysis where we investigate how the equipment can be run at other performance levels and the consequences. Such an analysis is divided into 6 stages.

Stages in continuity management

1. Get an overview.  This step involves a quantification and a qualification of probable and/or possible risks.
2. Review of the production system.  Here we examine how the production system is equipped in the company and its surroundings. What alternative supply channels are available? How are component shortages handled?
3. Review possible measures to prepare for a crisis. These include warehousing and the use of standard components.
4. Review of production.  How does production perform under lower performance requirements? What does it mean not to have an optimal level? Does it mean sacrificing time, quality, cost, etc.?
5. Knowledge inventory. What knowledge is needed to be able to cope with the new situation? Is there knowledge in-house? Do several employees have the skills or are there a few key persons?
6. Preparing the management. Precautions and preparations must take place in a time of non-crisis. And management needs to realize what may happen.

A business continuity plan is designed

Based on the analysis, a business continuity plan is drawn up. It sets out guidelines for maintaining operations even when the unexpected occurs. It can describe other ways of working – such as operating machines at half capacity in a crisis, using alternative production materials, or reducing electricity consumption. The business continuity plan can also contain guidelines for the distribution of responsibilities, organization, and multi-competent employees that can perform tasks beyond the ordinary.

Agility and resilience are the pillars

RISE helps to see what resistance your organization has to the unexpected. Agility and resilience are the two pillars of continuity work. How quickly can the business switch to the new and unexpected? And how resilient is the business?

Continuity management builds society preparedness

In conclusion, the changing world situation requires our society to build up a preparedness for crisis and war. The more companies that prioritize, work, and collaborate on continuity management, the stronger our overall societal preparedness will be.

To total defence and crisis preparedness at RISE