Verifying and validating
- Taking action on symptoms is akin to putting a band-aid on a serious wound: it does nothing to treat the underlying causes. You can't verify effectiveness until actions have been fully carried out. - Improvements don't stick unless they are made the new norm.
The actions taken must get beyond the superficial symptoms and address the underlying causes of the problem, removing or significantly reducing them. Make sure that all relevant documentation reflects the new methods put in place by the corrective action.
Another powerful form of evidence is your own first-hand observations.
That’s not to say that you can't accept verbal evidence, but records, data, and first-hand observations are certainly better.
So the best option is to remove the cause, but the next best option is to at least reduce the cause. You are seeking objective, factual evidence that your problem causes have been reduced or removed.
This evidence usually takes the form of data or records.
Broader and more severe problems lead to more profound solutions, which in turn require more evidence to verify effectiveness. The scale of verification must match the scale of the actions taken.Locate the applicable customers and get their opinions.If customers have not noticed an improvement, it can be logically argued that the actions have not been effective. - If the problem continues to occur at the same level as before, then the corrective action is not effective.What is the customer's perception of an improvement? Have customers noticed a change in the quality of goods or services?Keep in mind that these could be internal or external customers.