What are the most common challenges when implementing corrective actions after an incident?

Most process owners confuse Correction with Corrective Actions They don’t want to analyse the root cause and identify that Time and Cost or may be Management discretion might be the reason behind that mindest

In my experience it can sometimes come across as once the cause is known to the team the involvement drops. Like if we have a defect reach the customer and production says ey we forgot to change the blades for them that’s the end of it.

Cómo bien se comentó, la causa raíz generalmente es un componente que atañe a varias áreas y muchas veces la acción total de mejora o corrección, solo involucra a una sola persona o responsable de área, dejando de lado los demás factores o variables que influyeron (de otras áreas). Esto puede causar muchas veces la falta de compromiso.

Falta de compromiso es igual a la falta de motivación. Me he encontrado con personal comprometido con su trabajo por el reconocimiento al mismo, sin importar el rango es indispensable que los colaboradores se sientan valorados y con ello crearán responsabilidad en el trabajo, muchas respuestas se encuentran en piso y se gestionan en oficina, sin olvidar regresar con respuestas más allá de puntos levantados.

Se debe asumir que siendo de forma voluntaria o mandatoria a través de las autoridades de control, debe de existir intrínsecamente en las organizaciones administradas: un sistema de seguridad y salud en el trabajo #sst #sso. Dentro del mismo se debe de contemplar la «investigación de incidentes» como proceso clave para gestionar las posibles fallas sistémicas que retroalimenten el todo para así mantener la mejora continua tendiente a incidir de forma significativa hacia efectivas y focalizadas acciones correctivas.

The corrective actions are mentioned with AI, Industry 4.0, Automization and all like a fantasy points where many of them used to give as a solution. Technologies only upgrade and reduce the effort, time, money etc... So the above said cannot be a corrective actions. What you are practically going to apply with your existing facility or existing facility modified with a simple resources... It makes sense and gives value to a corrective action

Dentro de los objetivos se deben incluir aspectos como la fiabilidad, eficiencia y mantenibilidad de las máquinas y herramientas que se usan para fabricar un producto, que al final son las que Dan calidad y satisfacción real al cliente

Absolutamente de acuerdo con este punto. Muchas veces se nos plantean múltiples desafíos y es fácil perder de vista que los recursos son limitados. Para evitar situaciones de tensión entre las áreas es importante que exista una priorización matrícial de forma tal de que todos los procesos o áreas estén alineados debajo de los objetivos estratégicos de la compañía.

Sometimes the planned corrective actions will finish in a backlog that needs also to be addressed in a timely manner supported by a technological solution

En muchas ocasiones el seguimiento es deficiente, el motivo es, que al tener la presión de la producción, se pierde el foco entre lo importante y lo urgente. Definitivamente se da el cierre de la desviación sin hacer los análisis correctos y adecuados para eliminar de raíz estas desviaciones

Un error común es delegar las acciones y no tener un seguimiento claro y sostenible. Es importante levantar la mano cuando una acción fue errónea o no puede sostenerse, la mayoría de los incidentes vuelven a repetirse cuando no fue bien ejecutado un control.

The biggest gap is understanding difference between Correction, Corrective action and preventive action. As per ISO corrective action is preventing recurrence of a problem. Unfortunately most problems repeats. The reason is missing the real root cause. Here team should know which is the right tool for root cause analysis based on the nature of the problem. Example 5 why, Fishbone , statistical tools etc... Killing the problem from the root is the objective of Corrective action. Right team, using right tools and investing quality time will make it more effective.

“Safety First” should be the Organisational priority when the business focus areas are considered. Safety, Quality, Delivery, Cost is the sequence of its importance to be followed. When an Organisation has committed to above and got a system in place to measure and monitor monthly safety metrics like TRIR , it would definitely take care of every reported incident or accident by taking necessary Corrective Actions. Management commitment and employee training & engagement are the Keys here. Safety team should be aware of effective RCA practices.

FMEA, Failure Mode Effect Analysis to be done for processes also, to avoid un expected incidents. Normally it is considered to be a topic for product design. In my Logistics experience, I have done a FMEA for JIT supply from Bengaluru to Chennai, which is a 350Kms run having a mix of national highway, state highway, multiple tollgate. Challenge is for the Logistics to ensure quality of delivery at right time and avoid stoppage of Hyundai car production line. Well thought through FMEA can be a preventer.👍

The major challenges are: 1. Whether the corrective actions are correct or not. Or is it based on gut feelings. 2. Sustenance of the corrective actions. 3. Communication to all the stakeholders regarding the corrective actions.

When an incident occurs there are typically 2 distinct mindsets by management: The first is to make it go away as if it never happened, if possible. The second is to implement the company action plan for the emergency and do things by the book. I've seen clients choose the former and it usually doesn't end well for the organization. Luckily most facilities I am associated with choose the latter, regardless of the consequences. Those owners don't have to worry about the incident surfacing later on after it's become a much more serious issue. When an incident plan is carried out as documented then the worry of it ever being "discovered" is gone.