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Corrective Action Program Best Practice 14 – Establish Time Limits for Causal Analyses
Determining the amount of time required for performing causal analyses is a balancing act. The depth of issue investigation should align with its significance. Consequently, more significant events require additional time to perform the more detailed causal analysis assigned to them. Countering this is the urgency to understand and correct the underlying causes of more significant events as well as to put into place those barriers that will prevent their recurrence. Thus, it is important to establish time limits for causal analysis performance that effectively balance these two opposing needs.
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Effective corrective action programs support achievement of the organization’s vision, mission, values, and goals. Consequently, adverse conditions and trends as well as performance improvement opportunities entered into the program must be aligned with these stated outcomes lest the program’s resource be diverted to non-value adding issues and its effectiveness be diminished. Formally defining corrective action program reporting criteria helps ensure the desired alignment is achieved and program effectiveness maximized.
Effective corrective action programs engage employees in the identification, documentation, evaluation, prioritization, and resolution of organizational challenges thereby enhancing achievement the organization’s vision, mission, values, and goals. These programs themselves are highly efficient and capable of producing repeatable results. Documenting corrective action program processes provides the framework necessary to achieve this level of focused execution consistency.
Leaders valuing continuous performance improvement encourage employee engagement in the corrective action program as a primary input to organizational learning and growth. Combined with a low reporting threshold, these organizations process numerous condition reports every day, some of which will be duplicative when an adverse condition is observed and reported by more than one person.
Adverse conditions and opportunities for improvement present themselves at unpredictable times and in unexpected places; possibly observed by only a few or one. Furthermore, an organization benefits most when its workforce contributes the full measure of its intellect and creativity. Thus, it is critically important that everyone, including contractors, be able to submit a condition report.
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