I have been working on Business Continuity Planning in the chemical manufacturing industry. We have developed and evaluation process and gap identification process, but I am looking for some ideas, templates or testing plans for working within the organization to close the identified gaps. Does anyone have any thing that can help in developing a process to close the gaps for manufacturing. The templates/information I am finding on-line mostly address IT systems and these templates, testing plans have not really covered the crossing of silos that exist in our organization. Saving Changes...
The objective of Business Continuity/DR Management is to make the entity more resilient to potential threats and allow the entity to resume or continue operations under adverse or abnormal conditions. This is accomplished by the introduction of appropriate resilience strategies to reduce the likelihood and impact of a threat and the development of plans to respond and recover from threats that cannot be controlled or mitigated. The ten steps involved for disaster management with business continuity are
01. Program Initiation and Management
02. Risk Evaluation and Control
03. Business Impact Analysis
04. Business Continuity Strategies
05. Emergency Response and Operations
06. Plan Implementation and Documentation
07. Awareness and Training Programs
08. Business Continuity Plan Exercise, Audit and Maintenance
09. Crisis Communications
10. Coordination with External Agencies
Thank you Manish for the information and thank you for including the link. At some point I was active in the drii site, but our organization changed names and email systems and some where in the shuffle I lost sight of this organization. Also this program like so many others of this type.
In the first phase of this project we worked our way through steps 1 through 5. However what I need is a process for tying the strategies together. Here is an example, each unit; Supply Chain, manufacturing, IT and Procurement all have separate plans with escalation processes, communications actions and crisis management activities, but there is no evidence they are coordinated so there is a risk that in a real crisis the hand off for responsibilities will be missed. Additionally, some of them do plan exercise and audits, but not all of the units follow through. I am really looking for a template or some inspiration for how to really demonstrate to these groups that actual planning as "one organization" needs to take place so we can assure our customers that we have coordinated action plans that are auditable and embedded in the organization.
So in my opinion I am looking for something that will help me develop and implement the linking of the activities in Steps 6 through 10 as one organization instead of essentially five different organizations.
It is like trying to herd cats. They are all so independent they don't want to follow a leader. Saving Changes...
I don't have templates, but I have some thoughts/questions. I'm assuming that there are some handoffs between units which represent dependencies and potential bottlenecks. Do you have process flows for each unit that identify the handoffs and what is required for each handoff to be successful?
A process analysis will also help identify sequencing and timing for what needs to be brought up, when, and will help you create the schedule you will need to run a DR exercise. Help the units understand the interdependencies that they share and give them input into how it comes together. You could go for a big bang, attempting to restore specific functionality in one push, or you could have them prioritize which aspects of the business need to be brought up, first, and have incremental stages for the recovery. My preference is the latter, but may not be needed in a smaller organization. Saving Changes...