A rush to action when something goes wrong is natural. In the heat of the moment, it is important to remember the objective of corrective action is to eliminate the causes of nonconformance to prevent recurrence of the underlying problems. Chuck Richardson of Performance Quality Systems, Inc. (www.performancequalitysystems.com) provides a measured approach to corrective action.

Corrective action and preventive action are cornerstones of ISO 9001s requirement for continual improvement. Preventive action calls for eliminating the causes of potential problems before the problems actually occur. Corrective action involves eliminating the causes of problems that have occurred. Organizations should monitor and analyze internal processes and customer feedback. This will help in identifying when you have a problem. Process owners must evaluate the problems and respond in a way appropriate to the seriousness of the problem.

Not all problems are created equal. An isolated incident may just need correction or remedial action to satisfy the customers immediate need, for example rework the parts so they meet specification. More serious problems require both the short term remedial action and corrective action which focuses on identifying and eliminating the causes of the problem. Distinguishing between these two types of problem situations will reduce the number of corrective action requests and allow greater focus on more serious problems.

Carefully Consider Problems, Then Analyze

Too often customer or management demands for a response leads to a focus on filling out a corrective action form rather than on solving the problem. Customers should be quickly assured that the problem is being contained, meaning they will not continue receiving bad product or service. However, the problem solving process must be allowed time to work so an effective long term solution can be found.

After a problem has been identified, it must be described. The description should explain what the problem is and what the desired or required state is. As many details as possible should be included such as who discovered the problem, when it occurred, where it occurred, how it happened, and the magnitude of the problem. The description should include a depiction (such as a process flow diagram) of the normal sequence of activities in the area where the problem occurred. This will result in a more thorough understanding of the situation and may reveal areas for investigation such as determining whether or not the problem is the same across all shifts, customers, assembly lines, technicians, machines, etc. Discovering where the problem could have occurred, but did not, can be a great aid in identifying the cause.

Once the problem is thoroughly described the cause may be obvious. Other times a more detailed root cause analysis is needed. The distinctions between where the problem occurred and where it did not occur must be evaluated. Usually problems are created when a change has taken place. It is vital to evaluate changes that have occurred in key resources such as methods, suppliers, materials, equipment, tooling, documentation, communications, or people. Be careful when your analysis leads you to human error as the root cause. Blaming the people is used much too often. Continue to look at why the person may have done it wrong. Were the instructions complete, clear, accurate, and understood? Were the correct and properly maintained tools available? Was the training adequate for the job? Have the expectations been clearly stated? Make sure the identified cause fits with all the known facts.

Consider All Angles, Then Take Action

After identifying the cause of the problem, consider what corrective action to take. Sometimes the corrective action to take seems obvious, but dont rush to a solution. Consider the criteria that the corrective action has to meet such as cost, timing, effectiveness, ease of implementation, and customer satisfaction. Seriously consider alternative solutions in light of your criteria.

Finally effectively implement the corrective action plan. Carefully identify weaknesses in your implementation plan and take steps to minimize the likelihood of failure. Make sure those involved understand and accept their role and agree as to when the tasks will be completed. The result should be less time fighting the same old fires and more time spent improving operations and satisfying your customers.