The Corrective Action Process

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Corrective Action Process
Principles of quality management involve component for process improvement comprising largely of corrective actions adopted in response to the identified problems. The corrective actions aim at rectifying tasks, processes, and products when any of these factors lead to errors or deviate from an intended plan. It helps in the identification of the adverse event and defines any systemic issues to be resolved.

What qualifies to be an adverse event?
The adverse event can be any type of audit result, complaint, or negative activity that calls for an action, (Ershadi et al, 2018). Identification of root cause helps in prevention of similar recurrences through the implementation of effective corrective actions to review nonconformities, establish their causes, and evaluate the urgency for action to ensure the nonconformities don’t occur, determine and implement the required actions.

3 types of corrective actions include:

  1. Specific
  2. Preventive
  3. Systemic

They are absolutely different in how they are applied and function thus can lead to serious mistakes if not well understood. Specific corrective actions correct the direct cause, meaning that they improve condition pinpointed in the event, through alteration the direct cause and effect.

The corrective actions restrict recurrence of the condition noted in the event where root and contributing causes are directly addressed to ensure effectiveness. The systemic actions address failure in the supplier's quality system which permitted the occurrence of event.

Effective corrective action involves the selection of one solution until various alternatives are proposed and their intended different results evaluated to enhance the value of the final solution.

Adapting a certain corrective action affect specific product and don’t guarantee activity results delivery in conformance with the requirements when implemented in the next time, therefore requiring analysis of activity and root cause of non-conformance so as to improve product quality, (Sawant et al, 2018).

The corrective action process to eliminate nonconformity events involves:

Identification and Classification of Nonconformities
During implementation of corrective action process, it is necessary to specify nonconformities which could affect the organizational operations. This helps managers’ record procedures and design actions to be incorporated when the corrective action strategy is launched.

Priority and significance of nonconformities should be evaluated during the classification process. The corrective action team evaluates the potential causes in the bid to define the root cause whereby, it considers all circumstances related to the problem.

Analysis of Nonconformities Effects and Need for Action
The impact of nonconformities is carefully examined to determine the possibility of a recurrence on routine procedures as some don't have the chance to reoccur. Corrective actions are implemented during one special event or during recurrent events.

Implementing the Solution
All the required tasks described in the action plan are initiated, completed and documented. Significant changes to processes, documents, and procedures should be described in a clear manner and specify the desired outcome of any changes.

Once a permanent action is implemented, the team needs to keep the records of all actions and put a plan to follow up, access and verify the effectiveness of implemented solution after a predetermined period of time.

Monitoring of Corrective Actions
The results of corrective actions should be documented and monitored for determining the effectiveness of corrective actions. The corrective action process provides feedback to the managers for necessary improvements. Monitoring verifies successful completion of identified actions and the effectiveness of actions taken. 

Reference

  • Ershadi, M. J., Aiasi, R., & Kazemi, S. (2018). Root cause analysis in quality problem solving of research information systems: a case study. International Journal of Productivity and Quality Management, 24(2), 284-299.



  • Sawant, M. A., Yadav, O. P., & Rokke, C. (2018). A practical quality management system implementation framework for small-sized companies. International Journal of Intelligent Enterprise, 5(1-2), 173-193.
  • Romero, C., & Putz, F. E. (2018). Analysis of corrective action requests from Forest Stewardship Council audits of natural forest management in Indonesia. Forest Policy and Economics, 96, 28-37.

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