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Corrective Action Program Best Practice 17 – Corrective Action Review Board

StrategyDriven Corrective Action Program Best Practice ArticleSignificant event mitigation and recurrence prevention represent two important corrective action program functions. As such, senior management involvement with, commitment to, and accountability for significant event corrective actions is critical to program success.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Corrective Action Program – Benefits of Documenting Adverse Conditions and Work Requests

StrategyDriven Corrective Action Program ArticleDocumenting adverse conditions and work requests is an administrative task viewed by some as burdensome and valueless. Nothing could be further from the truth. Capturing condition and request information is vitally important to the overall effectiveness and continuous improvement of every organization.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Corrective Action Program Best Practice 16 – On-duty Operations Staff Notification of Operational Deficiencies

StrategyDriven Corrective Action Program ArticleOn-duty operations personnel are responsible for a facility’s safe and reliable operation. To ensure they are capable of meeting this obligation under normal, abnormal, and emergency conditions, operations personnel must be aware of the performance status of the equipment under their control. Therefore, these watchstanders must be immediately notified of deficiencies that currently or will potentially diminish facility performance.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Corrective Action Program Best Practice 15 – Condition Report Review Meetings

StrategyDriven Corrective Action Program ArticleEffective corrective action programs promptly and consistently screen newly reported issues for their impact on the organization’s vision, mission, values, and goals. These screenings prioritize and aggregate corrective actions from all business areas with the organization’s strategic initiatives and day-to-day operations; ensuring optimal resource use. Consequently, condition report review meetings are frequently used to review and prioritize newly submitted condition reports.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Corrective Action Program Best Practice 14 – Establish Time Limits for Causal Analyses

StrategyDriven Corrective Action Program ArticleDetermining 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, StrategyDriven Principal 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.