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Published by dlyn0205, 2019-12-05 12:21:02

E-magazine IMR652

J A K O P


A GUIDE TO BUSINESS
















CONTINUITY PLAN








































business





continuity




planning in





manufacturing

TABLE OF CONTENT




















Content Pages







Greeting 1








Business Continuity Plan 2








Biodata 3-4








Advertisement 1 5








Article 1 6-10








Advertisement 2 11








Article 2 12-14








Advertisement 3 15








References 16
















































by D.R.E

GREETING















First of all, thanks God for His






willing giving us the opportunities







to complete this assignment for







Management of Business






Records(IMR652) on E-magazine







entitled, Business Continuity Plan.














Special thanks also to Miss







Mohsinin for giving us the






instruction and assisting us on how







to do this assignment. Sincere







thanks to all the members for






giving full coorperation especially







on the time you spent to complete






this assignment.















hat

Chapter 4:










business continuity plan

























-a comprehensively managed effort





to prioritize key business process,




identify significant threat to normal




operation.

Biodata














































































ABOUT ME











Name Jakop Anak Michael








Age 26








Date of birth 7.7.1993








Origin Sarawak








Previous school SMK Simanggang








Hobby Drawing

Biodata














































































ABOUT ME









Douglas Rick Anak
Name


Entalai




Age Just turned 23








Date of birth 1.12.1996








Origin Sarawak








Previous school SMK Merbau, Miri








Hobby Flirting

"Jobs fill your









pocket. travels fill









your soul"


















-explore the world-

BUSINESS CONTINUITY PLANNING



IN MANUFACTURING: PREPARING





FOR THE WORST-CASE SCENARIO










A serious crisis or disaster can irrevocably impair or destroy the largest




company.




According to Labour Department statistics, more than 40 percent of



companies hit by a serious crisis or disaster never resume operations.




Of those that do, another 25 percent fail within two years.




Simply stated, business continuity planning (BCP) means making




informed decisions about risk. Understanding the full implications of



the risks you face, knowing your organization's tolerance for risk




exposure, and developing organization wide response plans for various




scenarios are essential components of BCP. The scope and complexity




are challenging for most business models, but for manufacturers,



planning for possible business interruptions can be daunting.









Critical Challenges for Manufacturers




American manufacturers today must fully employ the engineering,



processing, and logistical capacities of their entire supply chains.




America's drive toward customer responsiveness and business process




and supply chain optimization must be as relentless as our foreign



competitors'. Developing strategies for responding to supply chain




disruptions is particularly important because sustainable competitive




advantage is typically driven by increased responsiveness and cost




minimization. Even though we realize the inverse relationship between




risk and efficiency, supply chain planning must also consider customer



satisfaction. From a strategic viewpoint, we have a triangle of




competing objectives:




Providing world class customer service


Reducing working capital




Reducing transaction costs.

Market Realities Meet Legal


Implications







Manufacturing organizations


depend on the continual flow of


product to meet customer


expectations, financial


obligations, and business


objectives--and even to achieve

regulatory compliance.


Manufacturers can possibly face


stiff penalties or cancellation of


orders if they fail to ship on time,


and in the correct quantities.

Unplanned business interruptions


from disasters or crisis events


can, over time, result in serious


financial liquidity problems,


increased operating costs, loss of


stock value, and erosion of

market share. Further, a


company may be obligated to


continue receiving raw material


and parts shipments per existing


purchasing agreements.









Failure to prepare strategies and processes


to manage such threats expose a company


and its upper management team to legal


sanctions and financial jeopardy. Employing


the common law "prudent man rule," courts



can hold senior corporate managers


responsible for actions they should have


taken to prepare for, and respond to,



operational emergencies.

So What's the





Answer?






BCP, tailored to your individual


organization, can not only help



ensure survivability and


minimize the impact of the next



natural, political, or


technological disruption, but


aid in your regulatory



compliance efforts as well. A


thorough business continuity



plan contains the following


elements:






Risk assessment--Considers


probability and severity of a



disaster


Business process mapping--


Cross-functional and across



the supply chain


Business impact analysis



(BIA--Establishes scope and


critical time constraints


IT disaster recovery plan--



Including communication


channels



Testing--Includes


procedures and making


revisions to the test plan.

How Prepared Are We?





The issue of preparedness should be


addressed in two parts: What provisions



has the organization made and how


effective will they be?





What level of preparedness is


acceptable? A BIA and risk assessment,


two essential tools employed in the BCP


process, are also useful here. However,


that course runs deeper than needed if


you just want to find out where you


initially stand. Numerous


stakeholders, from stockholders on down,


will undoubtedly have an opinion. But


without significant education and an


enterprisewide perspective, their input


will be of little value. The manufacturing


supply chain must also be examined, even


though including it adds complexity to the


task. BCP, done right, is not quick and


easy. It is an ongoing program that must


become as pervasive as the threats it is


constructed to mitigate.





For manufacturers, understanding


supply chain processes, vendor criticality,


and vendor continuity maturity is required


to determine the best options to mitigate


likely risks. This understanding comes as a


result of conducting a limited BIA and risk


assessment (similar to assessing your own



organization) on each critical supplier,


facilitating risk mitigation and/or taking


corrective action as needed.

Plan Today for Tomorrow's




Risks







In the event of a disaster, political or



technological disruption, or even a significant




business change, impacts can ripple beyond



immediate financial. Rising backlogs,



contractual penalties, employee problems,



negative publicity, and loss of market share--



not to mention possible legal liability--are real




possibilities.



The potential for supply-chain disruptions



means manufacturing operations are less



predictable than most managers believe. In the



current uncertain political and economic




environment, a supply chain strategy must



consider survivability as well as low cost.



Following a disaster, an organization with a



defined business continuity plan in place may



actually make competitive gains. That company



will have taken steps to mitigate risks within



their supply chains, including planning




significantly beyond the inclusion of alternate



suppliers. The high costs of risk mitigation in



manufacturing's more complex business model



dictates that comprehensive planning, aligned



with organizational strategy, is the only prudent




course. Management must identify, quantify,



and plan today for tomorrow's business risks.



Perry Depew, CRP, is the director for BV



Solutions Group Business Resiliency Solutions



division with more than 25 years of experience



in disaster recovery, business continuity, and




information technology.



Frank S. Brown, MBA, CQIA, Six Sigma



Green Belt, is a senior business analyst and



business process engineer with 17 years of



experience in materials and operations



management in mid-sized manufacturing firms.

S U M M E R











AROMANTIC






AROMANTIC BY




M A K E Y O U R S C E N T




-D.R.E-

A Guide to Business Changes in the world of



Continuity Planning business continuity planning






This publication provides a Business continuity planning



summary and general versus business resumption



guidelines for business planning and disaster recovery


continuity planning (BCP). planning







While governments, not- A Business Resumption Plan


for-profit institutions, and describes how to resume business



non-governmental after a disruption. A Disaster


organizations also deliver Recovery Plan deals with



critical services, private recovering Information



organizations must Technology (IT) assets after a


continuously deliver disastrous interruption. Both imply



products and services to a stoppage in critical operations



satisfy shareholders and to and are reactive.


survive. Although they



differ in goals and Recognizing that some services or



functions, BCP can be products must be continuously


applied by all organizations. delivered without interruption,

there has been a shift from



Business Resumption Planning to


Business Continuity Planning.






A business continuity plan enables



critical services or products to be


continually delivered to clients.



Instead of focusing on resuming a


business after critical operations



have ceased, or recovering after



a disaster, a business continuity


plan endeavors to ensure that



critical operations continue to be


available.

A Business Continuity Why is business continuity


Plan includes: planning important



Every organization is at risk from


a) Plans, measures and potential disasters that include:


arrangements to ensure a) Natural disasters such as


the continuous delivery of tornadoes, floods, blizzards,


critical services and earthquakes and fire



products, which permits b)Accidents


the organization to c)Sabotage


recover its facility, data d)Power and energy disruptions



and assets. e)Communications, transportation,


safety and service sector failure


b) Identification of f)Environmental disasters such as


necessary resources to pollution and hazardous materials



support business spills


continuity, including g)Cyber attacks and hacker


personnel, information, activity.


equipment, financial



allocations, legal counsel,


infrastructure protection


and accommodations.



Creating a business



continuity plan

Having a BCP


enhances an



organization's image A BCP typically includes five


with employees, sections:


shareholders and 1. BCP Governance



customers by 2. Business Impact Analysis


demonstrating a (BIA)



proactive attitude. 3. Plans, measures, and


Additional benefits


include improvement in arrangements for business



overall organizational continuity


efficiency and 4. Readiness procedures



identifying the 5. Quality assurance


relationship of assets techniques (exercises,


and human and maintenance and auditing)



financial resources to


critical services and



deliverables.

Emerging issues




Continuous Service Delivery



Assurance (CSDA) is a




commitment to continuous delivery



of critical services that avoids




immediate severe disruption to an



organization. A BCP includes both




risk evaluation, management and



control and effective plans,




measures and arrangements for



business continuity.








Continuous risk management




lowers the risk of disruption and



assesses the potential impacts of




disruptions when they occur. An



example would be the business




impact analysis component of a



BCP program.













What is business continuity



planning?




Critical services or products are



those that must be delivered to



ensure survival, avoid causing




injury, and meet legal or other



obligations of an organization.



Business Continuity Planning is a




proactive planning process that



ensures critical services or products



are delivered during a disruption.

IT'S FREE SCOOP FRIDAY!









Grab yours now!!!!















































































S U M M E R








NEW MC'B ICE-




CREAM IS




AVAILABLE












1 4 R U S T O N P L A C E , R O S E B E R Y

references:






















a) (Canada, 2018)







b) (BROWN, 2006)






c) https://www.canva.com/

"He who













fails to plan














is planning














to fail"














-Winston














Churchill-

DOUGLAS RICK
























WHY MONEY










DOESN'T










GROW ON









TREES





























































































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