| 1. Corrective Action Plan: |
| 1. The company comply with ISO 9001 Quality Management Standard (QMS) with this Corrective Action Plan (CAR) and Quality Management Service (QMS). |
| 2. This Corrective Action Plan is based on two Critical Success Factors (CSF) as: |
| (1) The company is strategically governed with Policies that are continually reviewed and revised by Board members. |
| (1) The company is tactically managed with Procedures that are continually improved to increase productivity, increate effectiveness and to reduce the time to deliver. |
| 3. The Corrective Action Plan acts the mechanism by which procedures and policies are reviewed and revised. |
| 4. Acceptance of a Corrective Action Plan has a cost and a time to provide a quality improvement. |
| 5. It is likely that a Non-Conformance report will trigger the creation of a Corrective Action Plan to prevent or mitigate the Non-Conformance from happening again. |
| 6. The policy of continual improvements is deployed with non-conformance reporting and corrective action plans to cause those improvements to happen in a formal documented way. |
| 1. Reversal: |
| 1. Every corrective plan is designed with a way to reverse the effect if the effect is not an improvement. |
| 2. However every corrective plan is planned as if it could never be revrsed because that is the expectation in the majority of cases |
| 3. Experience has shown that is the majority of cases, where a corrective plan does not deliver the results expected, it can be improved further. |
| 4. It is easier and better to improve an improvement, than to back-out all the changes associated with an improvement because some parts of the improvement still have value. |
| 5. Not all improvements are complete and correct first time, but with more dilligence the improvement can be made to deliver most of the benefits expected. |
| POLICY: A large number of tiny improvements are more stable and less risky than a small number of massive improvements. |
| (1) People have the capacity to understand and comprehend the full implications of a tiny improvement. |
| (2) People tend to fail to understand and fail to comprehend the full implications of a massive improvement. |