Corrective Action Workshop

Corrective Action Workshop

David Davis & Troy Bonar

Why do we implement corrective actions?

When can we use corrective actions?

•Audits of a Task-Process or System•Equipment Failures•Near Miss•Vehicle Incidents•Injuries/ Illness •Medical- Treatment/ Procedure/ Medications

•Environmental•Production Loss•Distribution Issues•Communication Issues•Faulty Product- Materials•Process

•Maintenance•Personnel – HR- Policy Violations-•Program Implementation- •Employee Turnover•Software – Programs•Accounts Payable- Accounts Receivable- Billing•Power Supply

Interruptions•Design/Engineering•Business Development- Client Engagement•Marketing•Advertising•Customer Relations•Public Relations•Training /Education Systems •Etc.

What is the potential outcome of a poorly proposed or communicated

corrective action?

DisregardedLow PriorityDelayedRepeat IssueLawsuitsRegulatory Agency Involvement-

Fines/ Restrictions/Loss Of Licensing/Authorization

InjuriesLoss Of Production/ ProductClient/ Customer/ End User SatisfactionFrustrationOrganization Moral, Loyalty, Culture

Ask yourself or root cause team, “Is this corrective action S.M.A.R.T.E.R.?”

•Specific•Measurable•Accountable•Reasonable•Timely•Effective•Reviewed

What are some considerations to building a corrective action proposal?

• Using the Corrective Action Guide is an essential starting point.

• Once you determine some potential corrective actions what would be the next step?

• Who should you approach/ consult or discuss corrective actions with prior to presenting your recommended corrective actions?• SME-Subject Matter Expert• Key leadership• Movers and shakers- (Champions) Who has ‘Sway’• Accountants• The people who would implement the corrective action • Procurement/installation experts (contractor- maintenance-supervisors- trainers) get a

timeline- challenges or ease of implementation.• What is the timeline for implementation?• Who would you discuss implementation with?• What could influence the corrective action implementation?

What are some factors affecting or influencing the SMARTER

Corrective Action implementation?

• Resources• Cost• Engineering• Design• Manufacturing or procurement of an

item.• Installation:

Specific tools, contracting, vendor acquisition, permits.

• Legal• HR • Training• Certifications

• Task analysis• SME consulting• Injuries• Clean up,• Demo/Rebuild• Qualified personnel• Approvals• Resistance, • Communication of new process• Developing procedures• Etc.

Who would you go to discuss the person responsible to implement or assign SMARTER corrective actions?

•Ask yourself or your team: Who What Where When And How, and Why this individual or group would be best utilized.

• Identify ahead of time the best OPTIONS- best STRATEGY- best PRACTICES.

•Who has the authority?

•Who is ultimately responsible?

•Who would be the individual upholding accountability?

•Who will this impact the most?

•Who are all of the individuals involved?

•Who is the ultimate approval or authority of the corrective action?

Workshop Exercise:

•Using one from each Basic Cause Category, how would you use the Corrective Action Guide to propose a corrective action?

•Can you think of an example of something specific to your industry or organization?

• Common task? Critical Task? Low margin of error? Precision task? Consequence of incomplete or missing steps?

Examples: Calibration of handheld testing equipment- 4 gas? Environmental meter? Bump testing.

Procedures: no procedure - Page 31

Training: task not analyzed - Page 60

• Assumption of knowledge/ skill/ experience?

• Better way/ industry standard?

• Normalized practices?

Example: Employee with “20 years experience” drills into his own hand.

Quality Control: foreign material exclusion during work NI - Page 78

• Shavings/ Contaminants/ Parts/ Nuts/ Bolts/ Liquids/ Dust/ Critters?

Examples: My breakfast roll with a fruit fly in the icing: arc flash: FOD (Foreign Objects or Debris)

Communications: long message - Page 89

• Loss of information- memory/ overload of information?

Examples: Bid walk or lining out multiple tasks for the day/ week/project duration and not taking notes or having access to a written scope of work or schematics.

Management System: audits & evaluations lack depth - Page 113

• Too vague- put hands on items vs asking “did you do this” responses are you following up?

• Using written details vs. checking a box?

Examples: observation cards/ employee engagement

Human Engineering: tools/instruments need improvement - Page 143

• Uncomfortable, dangerous, design issues, multiple use, ergonomics, forced?

Examples: Cutting tools, medical instruments, overhead work, lifting

Work Direction: no preparation - Page 167

• Schedule - planning-JSA-JHA- Tailgate checklist walk thru?

Examples: not enough materials, parts, or tools causing delay. Conflict between work groups. Rushing

Equipment: Refer to the EquiFactor CourseGive brief example: handling -Page 15

• Broken during transport- shipping- vibrations, while installer handled it- dropped?

Examples: Light fixtures broken during shipping and receiving. Critical instrumentation out of calibration when truck involved in

accident on way to delivery. Staging area allowed damage- backed into by forklift. Heat or cold exposure –NASA O Ring.

•Before making your recommendations remember to ask,

“Is this Corrective Action SMARTER?”

Ideas and Questions• Use this slide pack as a review or guide with your team when you get to

the corrective action phase.

• Think about past learning opportunities: successes, concerns, opportunities to change approach, different people to bring into the conversation next time, etc.

• Other professionals that you can network with or consult with who are familiar with Tap Root who may have insight from an outsider’s prospective.