The whole purpose of the Problem Identification and Resolution (PIR) process is to make things better. That means that we often have to make changes in our behaviors, processes, facilities, and equipment. If nothing changes, we really haven’t made any progress.
Causing change is the hardest part of the PIR process. We need to figure out what went wrong, design a good fix, and then actually get it done.
A good corrective action needs to meet the following criteria:
- Graded—The more important the problem is, the more energy you should be willing to spend to correct it.
- Sustainable—The corrective action needs to become a permanent part of your operations, not something that fades away after a month or two.
- Predictable—The action should not have any unintended consequences. You don’t ever want to make things worse!
- Demonstrable benefits—You need to be able to sell the action to the leadership and the chief financial officer.
- Controllable—You must realistically be able to accomplish the action.