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StrategyDriven Corrective Action Program Forum

How Leaders Drive Resolution of Their Company’s Most Pressing Issues

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Want to drive resolution of your company’s issues while enhancing organizational alignment and accountability?
 
StrategyDriven Corrective Action Program ForumStrategyDriven is launching a Corrective Action Program Forum; uniquely providing expert advice and best practice methods to help leaders programmatically drive resolution of key issues and execution of work requests aligned with their organization’s goals.

StrategyDriven was founded on the principle of making the advanced practices of leading companies affordably available to small and midsized business leaders. As such, StrategyDriven Advisors compiled their decades of corrective action program experience into a library of best practice methods and tools easily accessible from our online forum.

Corrective action programs encompass the identification, reporting, evaluation, resolution, and trending of an organization’s issues and work requests. Effective program execution ensures timely resolution of a business’s most pressing issues while fostering a high level of individual and organizational accountability.

Contributed to by highly experienced business leaders, StrategyDriven’s online Corrective Action Program Forum provides actionable methods and tools executives and managers can use to implement and enhance key components of their corrective action program including:

  • Identification – Personnel at all levels of the organization recognize conditions deviating from established standards and expectations, adverse trends and events, and other needs for action.
  • Reporting – Individuals identifying conditions meeting established issue and/or request reporting criteria notify the appropriate managers verbally and in writing, via condition reports, of the situation.
  • Evaluation – Qualified personnel assess each reported issue and request individually and collectively to establish its priority and identify needed corrective actions and due dates, typically documented within a work and/or service order(s).
  • Resolution – Management reviews, approves, assigns resources, and monitors response actions assigned to issue and request resolution. Management’s actions are commonly documented on the associated work/service order(s).
  • Trending – Metrics and associated management reports provide a picture of overall performance based on tags characterizing each condition report and work/service order.

StrategyDriven Advisors possess decades of experience helping leaders of small to Fortune 500 companies define and implement the complex, mission-critical projects needed to improve operational effectiveness and reduce costs. Isn’t it about time these people were working for you?

For more information and to schedule your free corrective action program consultation, visit: www.sevian.site/cap.

StrategyDriven Corrective Action Program Forum

StrategyDriven Enterprises Launches an Online Corrective Action Program Forum

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StrategyDriven Enterprises launched an online corrective action program forum; providing leaders access to decades of first-hand experience in programmatically resolving their organization’s most pressing issues.
 
StrategyDriven Corrective Action Program ForumStrategyDriven Enterprises, LLC announced the launch of an online Corrective Action Program Forum; providing innovative thought leadership and collaboration opportunities to help executives and managers programmatically drive the resolution of their business issues.

Corrective action programs encompass the identification, reporting, evaluation, resolution, and trending of an organization’s issues and work requests. Effective program execution ensures timely resolution of a business’s most pressing issues while fostering a high level of individual and organizational accountability.

“For a business to remain competitive, its leaders must be assured their company’s most pressing issues are resolved in an effective, efficient, and timely manner,” explains Nathan Ives, StrategyDriven’s President and Chief Executive Officer. “To help clients programmatically drive issue resolution, StrategyDriven advisors compiled their decades of corrective action program experience into a library of best practice methods and tools easily accessible from our online forum.”

“StrategyDriven’s recommended practices enhance organizational alignment and accountability through thoughtful identification of corrective actions and deliberate assignment of action owners and due dates,” says Karen Juliano, StrategyDriven’s Editor-in-Chief. “Through this greater focus on achieving the organization’s goals comes enhanced resource utilization and bottom line results.”

Contributed to by highly experienced business leaders, StrategyDriven’s online Corrective Action Program Forum provides actionable methods and tools executives and managers can use to implement and enhance key components of their corrective action program including:?

  • Identification – Personnel at all levels of the organization recognize conditions deviating from established standards and expectations, adverse trends and events, and other needs for action.
  • Reporting – Individuals identifying conditions meeting established issue and/or request reporting criteria notify the appropriate managers verbally and in writing, via condition reports, of the situation.
  • Evaluation – Qualified personnel assess each reported issue and request individually and collectively to establish its priority and identify needed corrective actions and due dates, typically documented within a work and/or service order(s).
  • Resolution – Management reviews, approves, assigns resources, and monitors response actions assigned to issue and request resolution. Management’s actions are commonly documented on the associated work/service order(s).
  • Trending – Metrics and associated management reports provide a picture of overall performance based on tags characterizing each condition report and work/service order.

The StrategyDriven Corrective Action Program Forum’s thought leadership documents are being distributed to StrategyDriven’s clients, including some of the world’s most respected companies. These documents are available at: www.StrategyDriven.com/cap.

Corrective Action Program Best Practice 18 – Due Date Extension Authorization

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StrategyDriven Corrective Action Program ArticleImplementing performance improving actions can dramatically enhance the organizational results achieved. Unfortunately, many identified actions go unfulfilled, the victims of never ending delays. Establishing robust corrective action due date extension protocols, complimented by associated management metrics and reports, helps curtail unending activity deferment.

Management establishes the organization’s priorities and assigns activity due dates and resources accordingly. To meet this responsibility, managers must continuously monitor and control activity due dates and resource assignments after they are made; adjusting them accordingly as new information and/or opportunities become available.[wcm_restrict plans=”48939, 25542, 25653″]

All too often, managers abdicate this follow-on monitoring and control function to the individual assigned to perform the work. These individuals, under pressure to perform a myriad of tasks and often unaware of ‘the big picture’ focus on those jobs receiving the most direct attention. Consequently, these individuals begin the cycle of corrective action due date extension potentially resulting in undesired deferment of priority activities in order to accomplish more visible ‘nice-to-do’ items.

Breaking the Cycle

Programmatic policies reinforcing management’s role in setting the organization’s priorities can mitigate the unending extension of corrective action due dates. Common principles of a corrective action due date extension policy include:

  • Corrective action due dates cannot be extended by the individual assigned responsibility for the activity.
  • The first corrective action due date extension can be approved by the responsible individual’s manager for up to a defined number of days or percent of the original corrective action period.
  • The second corrective action due date extension can be approved by the responsible individual’s manager’s manager for up to a defined number of days or percent of the original corrective action period.
  • The third corrective action due date extension must be approved by the business unit or organization’s senior executive.
  • The fourth corrective action due date extension and beyond are not allowed or must be approved by the organization’s Chief Executive Officer or C-suite executive responsible for the activity.
  • Second and later corrective action due date extensions are reviewed by the Corrective Action Review Board (CARB). The CARB challenges the extension and provides input to the final decision-maker on whether or not the corrective action due date extension should be granted. (See StrategyDriven Corrective Action Program Best Practice, Corrective Action Review Board)
  • Performance metrics and detailed supporting reports monitor managers’ approval of corrective action due date extensions.
  • When used, corrective action program supporting software applications reinforce the corrective action due date extension policy through the use of workflows and securities.

Final Thought…

As with all work, individuals assigned corrective actions should notify their manager of issues preventing on-time work completion early enough for an effective resolution to be made. (See StrategyDriven Tactical Execution Best Practice, Timely Reporting of Activity Status)[/wcm_restrict][wcm_nonmember plans=”48939, 25542, 25653″]

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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

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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.[wcm_restrict plans=”48822, 25542, 25653″]

An effectively executed condition reporting process helps align an organization and fosters an engaging culture. These affects are achieved through:

Engagement

  • Employee Engagement – employees at all levels of the organization are encouraged to report conditions adverse to quality thereby instilling within them a sense of ownership for the business and its operations (See StrategyDriven Corrective Action Program best practice article, Everyone Can Submit a Condition Report)
  • Leadership Engagement – executives and managers are assigned documented ownership for the appropriate resolution of reported conditions and response to submitted requests; establishing clear responsibility and accountability for the business and its operations among the company’s leaders

Communication

  • Regulatory Reporting Requirements – oversight authorities are notified of conditions in a timely manner as required by statute
  • Executive and Management Notifications – executives and managers are made aware of conditions demanding their attention commensurate with their accountabilities and decision-making authority (See StrategyDriven Tactical Execution best practice article, Clearly Defined Organizational Roles and Responsibilities)
  • Operational Condition Awareness – operations/production personnel are notified of conditions affecting the safe, reliable operation of the systems under their charge; affording them the opportunity to monitor conditions and implement compensatory actions to ensure ongoing safe and reliable operations

Alignment

  • Prioritization and Aggregation Consistency – documented conditions and requests are screened against established standards ensuring consistent prioritization and aggregation of items evolving from different parts of the organization (See StrategyDriven Corrective Action Program article, Condition Report Prioritization)
  • Response Appropriateness – reported conditions and requests are screened by a multidiscipline team so to help eliminate biased or skewed prioritization of items by a single individual or group
  • Resource Allocation – consistent prioritization and aggregation helps ensure appropriate resources are dedicated to each issue commensurate with its importance in order to optimally achieve the organization’s goals and objectives

Improvement

  • Historic Record Capture – documented condition reports enable historic reviews to be conducted providing additional information to the issue resolution and decision-making process further supporting long-term performance improvement
  • Performance Monitoring – aggregation of reported adverse conditions over time enables identification of trends that further focus the application of performance improvement resources (See StrategyDriven Corrective Action Program best practice article, Perform Periodic Aggregate Analyses)

Other

  • Lawsuit Response/Protection – documenting adverse conditions, including follow-up actions, helps establish ‘good faith’ attempts to correct adverse conditions

Safety Conscious Work Environment

Critical to the success of every condition reporting process is the workplace environment within which the process functions. Employees must feel confident that their adverse condition reports and work requests, whatever they may be, will be professionally received and acted upon by management without the fear of retaliation, intimidation, harassment, or discrimination. Similarly, employees submitting condition reports must do so in a constructive manner. Only when a performance improvement focused environment free from blame exists will the condition reporting process be truly effective.[/wcm_restrict][wcm_nonmember plans=”48822, 25542, 25653″]

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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.

StrategyDriven Corrective Action Program Best Practice Article

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

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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.[wcm_restrict plans=”48929, 25542, 25653″]

Operational Deficiencies

Operational deficiencies are those adverse conditions impacting safe, reliable facility operations including those necessitating internal and/or external operational report filing. These deficiencies are typically represented by:

  • Equipment and software failures, deficiencies, and nonconformances including deviations from operating specifications
  • Design specifications, drawing, manual, and operating instruction (procedures, work instructions, and tagging orders) issues
  • Human performance issues including departures from management standards and expectations

Recognizing Operational Deficiencies

Each employee possesses different levels of technical knowledge and operational experiences. Consequently, those filing condition reports may or may not recognize issues representing an operational deficiency that should be reported to the on-duty facility operations staff.

Electronic and paper-based aids can be used to ensure the operations staff is promptly notified of all operational deficiencies. Primary among these is the operations staff notification of all issues associated with designated systems, equipment, components, and work instructions. Secondary is the operations staff notification of all high priority issues. (See StrategyDriven Corrective Action Program article, Condition Report Prioritization) When using electronic condition reporting systems, condition reports associated with predefined items or having a high initial priority are automatically routed to the operations supervisor for review. Organizations using a paper-based condition reporting system provide user aids to help condition report authors recognize the need to notify the operations supervisor of their issue.

Final Thoughts…

Automatic forwarding of condition reports by electronic systems is imperfect as is the use of aids to identify operational deficiencies. Therefore, all submitted condition reports should be screened for operational impacts by the reviewing supervisor and condition report meeting participants. Those reports identified as an operational deficiency and not communicated to the operations staff should be forwarded to the on-duty operations supervisor immediately.

The on-duty operations supervisor should be the individual to whom all operational deficiencies are reported. It is this individual’s responsibility to see that this information is further communicated to the operations staff whose watchstation equipment, procedures, etcetera are impacted by the issue.[/wcm_restrict][wcm_nonmember plans=”48929, 25542, 25653″]

Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.

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Don’t need a subscription? Buy access to Corrective Action Program Best Practice 16 – On-duty Operations Staff Notification of Operational Deficiencies for just $2!

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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.