Adverse conditions and opportunities for improvement present themselves in unexpected places, under unpredictable circumstances, to unsuspecting individuals. While an organization may use a corrective action program supporting application, the system may not be accessible or available to the individual observing the reportable event. To ensure reportable conditions are captured, paper-based condition report forms should be made available throughout the organization’s facilities.
https://www.strategydriven.com/wp-content/uploads/CAPPaperForms.jpg283425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-02-03 06:27:372018-12-23 13:55:41Corrective Action Program Best Practice 8 – Availability of Paper Forms
“Some succeed because they are destined to, but most succeed because they are determined to.” Henry Van Dyke (1852 – 1933) American author, educator, and clergyman
Condition reports requiring no processing past the Identification Phase are either cancelled or closed so to prevent the unnecessary expenditure of the organization’s resources. Reasons for the termination of condition report processing, however, should be well documented so to enable later evaluation of the appropriateness of this action. Furthermore, this documentation enables the initiator feedback necessary to ensure a high level of employee engagement with the corrective action program.
https://www.strategydriven.com/wp-content/uploads/CAPDocReason.jpg318425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-01-27 06:15:552018-12-23 13:39:36Corrective Action Program Best Practice 7 – Document Reasons for Condition Report Cancellation or Closure
The balance of power is tipping toward the feminine with more women taking on the workforce by graduating en masse from higher education well and above their male counterparts as well as starting businesses and taking a leading role in how major companies around the world are run. When it comes to women on business, […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-01-22 06:14:462016-01-30 21:56:38Women on Business: Taking the Lead and Making a Difference
Condition reports provide detailed information on the organization’s performance deficiencies, operational events, and opportunities for improvement. That information, however, is typically captured in a voluminous long text format unconducive to the type of aggregate analysis providing insights to the underlying causes and precursor challenges required of proactive management action. Applying standardize, short text causal codes to condition reports helps overcome this analytical challenge.
https://www.strategydriven.com/wp-content/uploads/CAPCausalCodes.jpg283425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-01-20 06:33:592018-12-23 13:28:49Corrective Action Program Best Practice 6 – Condition Report Causal Codes
In a professional setting, projecting confidence can make or break an interaction and have a significant impact on how others perceive your character and professional abilities. Those who appear confident are often assumed to be more capable in their jobs and more worthy of trust and respect. Your communication style can play a significant role […]
Condition reports capture adverse conditions or trends data so to enable an appropriate organizational response. Consequently, those documenting issues must provide enough information for responders to evaluate the condition within a timeframe consistent with its significance. Concurrently, too much data must not be required such that reporting problems is administratively burdensome or time consuming; creating a barrier to reporting. To ensure these objectives are met, minimum data reporting standards must be in place and reinforced.
Regardless of the degree to which an organization embraces the values of a learning organization, the reporting of some specific adverse conditions or trends may be perceived to be unwelcomed by one or more potential condition report authors. Whether or not a chilling environment exists, individuals having this perception will likely not report these specific issues and may report few, if any, others because of a fear of reprisal. Consequently, such circumstances rob an organization of the opportunity to improve unless there is a mechanism in place that provides these individuals with a degree of professional safety.
https://www.strategydriven.com/wp-content/uploads/Anonymous.jpg19741200Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-01-06 06:13:542018-12-23 13:19:27Corrective Action Program Best Practice 5 – Anonymous Condition Reports
Words count. Put together, they reflect corporate culture. Used out of context, words become excuses, gibberish, rationales and basically wastes of energy. When people hear certain words and expressions often enough, they parrot them. Rather than use critical thinking to communicate, many people often gravitate to the same old tired catch phrases. I sat in […]
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-01-02 06:29:512015-12-19 21:16:53The Big Picture of Business – Avoid the Tired, Trite Terms: Encourage Original Thought, Focus on Priorities and Strategy
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Corrective Action Program Best Practice 8 – Availability of Paper Forms
/in Corrective Action Program, Premium/by Nathan IvesAdverse conditions and opportunities for improvement present themselves in unexpected places, under unpredictable circumstances, to unsuspecting individuals. While an organization may use a corrective action program supporting application, the system may not be accessible or available to the individual observing the reportable event. To ensure reportable conditions are captured, paper-based condition report forms should be made available throughout the organization’s facilities.
Leadership Inspirations – Why We Succeed
/in Leadership Inspirations/by StrategyDriven“Some succeed because they are destined to, but most succeed because they are determined to.” Henry Van Dyke (1852 – 1933) American author, educator, and clergyman
Corrective Action Program Best Practice 7 – Document Reasons for Condition Report Cancellation or Closure
/in Corrective Action Program, Premium/by Nathan IvesCondition reports requiring no processing past the Identification Phase are either cancelled or closed so to prevent the unnecessary expenditure of the organization’s resources. Reasons for the termination of condition report processing, however, should be well documented so to enable later evaluation of the appropriateness of this action. Furthermore, this documentation enables the initiator feedback necessary to ensure a high level of employee engagement with the corrective action program.
Leadership Inspirations – Revealing Character
/in Leadership Inspirations/by StrategyDriven“Sports do not build character. They reveal it.” Heywood Broun, Jr (1888 – 1939) American sportswriter, newspaper columnist, and editor
Women on Business: Taking the Lead and Making a Difference
/in Diversity & Inclusion/by Michelle PattersonThe balance of power is tipping toward the feminine with more women taking on the workforce by graduating en masse from higher education well and above their male counterparts as well as starting businesses and taking a leading role in how major companies around the world are run. When it comes to women on business, […]
Corrective Action Program Best Practice 6 – Condition Report Causal Codes
/in Corrective Action Program, Premium/by Nathan IvesCondition reports provide detailed information on the organization’s performance deficiencies, operational events, and opportunities for improvement. That information, however, is typically captured in a voluminous long text format unconducive to the type of aggregate analysis providing insights to the underlying causes and precursor challenges required of proactive management action. Applying standardize, short text causal codes to condition reports helps overcome this analytical challenge.
Confident Communication
/in Business Communications/by Jayne LatzIn a professional setting, projecting confidence can make or break an interaction and have a significant impact on how others perceive your character and professional abilities. Those who appear confident are often assumed to be more capable in their jobs and more worthy of trust and respect. Your communication style can play a significant role […]
Corrective Action Program – Minimum Condition Report Data Requirements
/in Corrective Action Program, Premium/by Nathan IvesCondition reports capture adverse conditions or trends data so to enable an appropriate organizational response. Consequently, those documenting issues must provide enough information for responders to evaluate the condition within a timeframe consistent with its significance. Concurrently, too much data must not be required such that reporting problems is administratively burdensome or time consuming; creating a barrier to reporting. To ensure these objectives are met, minimum data reporting standards must be in place and reinforced.
Corrective Action Program Best Practice 5 – Anonymous Condition Reports
/in Corrective Action Program, Premium/by Nathan IvesRegardless of the degree to which an organization embraces the values of a learning organization, the reporting of some specific adverse conditions or trends may be perceived to be unwelcomed by one or more potential condition report authors. Whether or not a chilling environment exists, individuals having this perception will likely not report these specific issues and may report few, if any, others because of a fear of reprisal. Consequently, such circumstances rob an organization of the opportunity to improve unless there is a mechanism in place that provides these individuals with a degree of professional safety.
The Big Picture of Business – Avoid the Tired, Trite Terms: Encourage Original Thought, Focus on Priorities and Strategy
/in Business Communications, Practices for Professionals/by Hank MooreWords count. Put together, they reflect corporate culture. Used out of context, words become excuses, gibberish, rationales and basically wastes of energy. When people hear certain words and expressions often enough, they parrot them. Rather than use critical thinking to communicate, many people often gravitate to the same old tired catch phrases. I sat in […]