One thing that's often left out that tends to grind organizations to a halt is that continuous improvement processes tend to be additive.
You always add rules, and alerts, and so on. You need to revisit existing processes to and see what can be removed or replaced.
My other nit with these is a term that's abused a lot "Root Cause", most complex issues have many contributing factors, not a single root cause, and if you force the teams to find one, they will.
I dislike RCA (Root Cause Analysis) it puts you in the wrong mindset, CFA would be better (Contributing Factor Analysis).
I recently had a vendor CAPA rejected because the root cause was listed as "data entry error." Oh no, the root cause can't be data entry human error! It has to be that the deadline was too tight, or they were rushing, or they were distracted etc etc. I ask the vendor, were you distracted? No. Were you rushing? No. Just a simple typo. Update root cause to typo. Oh no the root cause can't be a typo it has to be the free text field in the form design that allows for typos. It's a process error that there's not an automated QC to catch these typos! Etc etc.
juancn · · focus · HN ↗
You always add rules, and alerts, and so on. You need to revisit existing processes to and see what can be removed or replaced.
My other nit with these is a term that's abused a lot "Root Cause", most complex issues have many contributing factors, not a single root cause, and if you force the teams to find one, they will.
I dislike RCA (Root Cause Analysis) it puts you in the wrong mindset, CFA would be better (Contributing Factor Analysis).
randycupertino · · focus · HN ↗