Corrective Action Program Best Practice 24 – Run One Corrective Action Program, Not a Dozen Shadow Trackers

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You ask your maintenance supervisor how many open equipment issues the plant is carrying. He checks the CAP database: fourteen. Then you ask the shift lead the same question, and she pulls up a shared spreadsheet with twenty-three items — nine of which never made it into the official system at all. Down the hall, an engineer keeps his own running list of “things I’m keeping an eye on” in a notebook. None of these three lists agree, and no one in the building can tell you, with confidence, the actual number of open issues at your facility.

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About the Author

Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.

Corrective Action Program Best Practice 23 – Designate Workarounds, Burdens, and Deficiencies Before They Hide in Your Backlog

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StrategyDriven | Corrective Action Program Best Practice | Designate Workarounds, Burdens, and Deficiencies Before They Hide in Your BacklogYour condition report backlog has four hundred open items. Somewhere in that list is a valve packing leak that’s purely cosmetic, a temporary jumper that’s been “temporary” for eight months, a control room indicator that reads two degrees high, and a procedure step operators quietly skip every shift because it doesn’t actually work as written. On paper, all four look the same: one line in a spreadsheet, one priority code, one owner. In practice, they are not remotely the same problem, and treating them as if they were is how the wrong one gets missed.

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Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.

Corrective Action Program Best Practice 22 – Don’t Let a Cancelled Report Vanish Without a Reason

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A condition report comes in on a Tuesday afternoon — a technician noticed a valve seeping slightly more than usual during a routine walkdown. By Thursday, it’s gone. Not resolved, not closed with corrective action — cancelled. No note, no justification, just an empty status change in the system. The supervisor reviewing the weekly CAP queue has no way of knowing whether that report was a duplicate, a mistaken entry, or a real issue that someone decided wasn’t worth pursuing.

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Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.

Corrective Action Program Best Practice 21 – Don’t Confuse the Floor for the Ceiling

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corrective action program, strategydrivenEvery field you add to a condition report form makes the report better. It also makes the report less likely to get written at all.

Programs that care about report quality tend to solve the problem the same way: they add fields. Root cause category. Immediate cause. Contributing factors. Risk ranking. Affected system. Each one seems reasonable in isolation. Stacked together, they turn a two-minute write-up into a fifteen-minute form — and the person who noticed the problem in the first place quietly decides it wasn’t worth the trouble.

If your condition report form is comprehensive enough to satisfy every downstream user, is it still short enough that a busy person will actually fill it out?

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Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.

Corrective Action Program Best Practice 20 – Don’t Let Issues Sneak In the Side Door

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Every issue in your organization deserves the same front door. Most organizations give it a dozen.

A maintenance technician emails a supervisor about a leaking valve. A contractor mentions a tripping hazard to whoever’s standing nearest. An operator jots a note on a turnover sheet. A manager hears about a near-miss in a hallway conversation and quietly tells someone to “take care of it.” Every one of these is a real issue. None of them enters your corrective action program the same way — if they enter it at all.

If an issue can be resolved without ever touching your corrective action program, what exactly is your corrective action program measuring?

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Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.