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DOE-STD-1051-93
the completion of all corrective actions. Based on the results of the follow-up
monitoring, the item can be closed or new corrective actions formulated.
4.3.3 Management A sses s ment
Undesirable performance trends noted in quantitative indicators or as a result of
management performance monitoring should be assessed to determine the root
causes of this performance. Corrective actions should be developed and
implemented to correct undesirable conditions.
a.
D etermination of Root Causes of Problems
Problems that are identified by management assessment or by outside
organizations should be analyzed to determine underlying root causes so
effective corrective actions can be developed and implemented. The root causes
can be defined as those causal factors that, when corrected, will preclude a
recurrence of the problem. Particular emphasis should be placed on problems or
causal factors identified as having generic implications.
Root cause determination methods should be applied to event investigations,
undesirable trends in quantitative indicators, and performance deficiencies noted
in monitoring reports. For example, if a deficient condition exists because of
personnel performance, the root cause may be due to one or more of the
following examples:
1)
Erroneous, incomplete, or unusable procedures
2)
Insufficient or incorrect training
3)
Insufficient supervision caused by lack of monitoring, accountability, or
improper standards
4)
System or equipment design deficiencies
b.
Corrective A ctions
Corrective actions should address the root causes rather than the
sy mptoms of the problem. Input should be considered from appropriate plant
and staff members when determining corrective actions. Corrective
action should be developed with input from those tasked with implementing
the actions to achieve ownership of the corrective actions. Plant line
management should approve corrective actions and ensure the actions are
implemented in a timely manner. Input from organizations, such as quality
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