Bpo101 Module6 Lspu Self Paced Learning Module

Republic of the Philippines
Laguna State Polytechnic University

Province of Laguna
LSPU Self-paced Learning

Module (SLM)
IT SPECIALIZATION
TRACK (BPO 101)
Instructor: Joanna E.
De Torres
Course ITST 302 – IT SPECIALIZATION TRACK (BPO 101)
Sem/AY First Semester/2020-2021
Module No. 6
Lesson Title BUSINESS CONTINUITY MANAGEMENT
Week 15-17
Duration
Date TBA
Descripti This lesson will discuss the business continuity management, business continuity
on of the management steps, critical situations in BPO engagements, critical situation
Lesson management method.
Learning Outcomes
Intended Students should be able to meet the following intended learning
Learning outcomes: ● Integrate work ethics in the workplace
Outcomes ● Practice responsible work management.
Targets/ At the end of the lesson, students should be able to:

Objectives ● Define continuity management
● Enumerate and discuss the seven (7) steps of continuity
management ● Explain what an interruption event is
● Enumerate and discuss the “tell tale” signs of a critical situation
● Describe the critical situation management method
● Enumerate the eight (8) disciplines of The 8D Approach
Student Learning Strategies

Online Activities (Synchronous/ You will be directed to attend in a Three-Hour class
Asynchronous) discussion on the introduction to BPO. To have
access to the Online Discussion, refer to our Google
1. Online Discussion via Google Meet
Classroom link and open Module 5.
LSPU SELF-PACED LEARNING MODULE: ITST 302 – IT SPECIALIZATION TRACK (BPO

101) Prepared by: JOESUA R. MANZANER0, MSIT

Province of Laguna
Offline Activities The online discussion will happen on January 29, 2021, from
(e-Learning/Self 10:00 AM-12:00PM.
-P aced)
(For further instructions, refer to your Google Classroom and see
the schedule of activities for this module)
2. Learning Guide Questions:

● Define what is operations management
● Explain the value or importance of operations
management ● Enumerate and discuss the components of
operations
management
● Identify process mapping and notation shapes
● Explain the value or importance of process mapping
● Be able to satisfactorily map processes
Lecture Guide
BUSINESS CONTINUITY MANAGEMENT

The challenge to business continuity management is to plan for seemingly
“uncontrollable” circumstances so as to provide for consistent excellent
service
Therefore, the goal of continuity is maintaining the uninterrupted

availability of all key business resources required to support essential
business activities.
Goal of Business Continuity Management is most evident in the

following: • Uninterrupted availability – continued business operations
• Key business resources – ensuring critical business capability •
Essential business activities – key business goals
Business Continuity Management Steps

• Identify key business processes
• Strategic, operating, and support processes
• Assessment of business impact in event of interruption
• Documentation of maximum allowable time for interruptions
• Assessment of business impact in event of interruption
• Prioritization/ranking of business processes
• Identify risks and business process impact
LSPU SELF-PACED LEARNING MODULE: ITST 302 – IT SPECIALIZATION TRACK (BPO 101)
Prepared by: JOESUA R. MANZANER0, MSIT

Province of Laguna
• Identification of risks, link with key business process affected,
prioritize by business impact
• Periodic certification that the list is updated
• Constant monitoring to assess likelihood of occurrence of risk
• Identify key business processes

• Documentation of maximum allowable time for interruptions
• Reduce probability of occurrence

• Formulate measures to reduce the probability that controllable
risks will occur
• Effective primarily on internal risks
• Improve policies, process changes, people measures
• Revise guidelines, provide greater supervision
• Mitigate impact
• Formulate measures to mitigate adverse effect, shorten
interruption, if risk occurs
• Planning for redundant resources, alternative process
• Develop Disaster recovery plan

• Response. Responsible personnel, decision structure,
facilities
• Interim process. Alternate processing and resources
• Restoration/Resumption. Transition from alternate
process / work-around and resources to normal mode
after interruption is resolved
• Also called a “business continuity plan”
• Mitigate impact
• Periodically test recovery plan to
• Validate effectiveness of plan actions (response, interim
process, resumption)
• Ensure availability of required equipment, and
• Develop people skills
• Perform success/failure assessment to improve plan
• Perform root-cause analysis to improve risk prevention
measures
BUSINESS CONTINUITY MANAGEMENT INTERRUPTION EVENTS • Each

process has a period within which interruptions will not affect
achievement of key business goal
• Beyond that period, business goal will be impacted—and interruption
becomes extraordinary

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• Business Interruption Event is triggered when the interruption on a key
business process exceeds the maximum allowable time
BUSINESS CONTINUITY MANAGEMENT TRIGGERING

EVENT • Extraordinary event
• Beyond normal downtimes of equipment or input process errors
• High impact
• Resulting in risk of significant loss
• ANAO uses the term “outage”
• In this course, we use Risk and Risk Event interchangeably with
“business interruption event”
• Develop measures to prevent risk from occurring
• If within the control of the organization
• If cost effective
• Shifting of factory to an underground bunker to protect from tornado
damage may be cost prohibitive
• Reduce likelihood of the risk if prevention is impossible or not
cost effective
• Extensive smoke alarms to catch possible fire starts
• Good quality circuit breakers, periodic inspection and
replacement, use of standard wires/tapes reduce risk of
electrical fire
• Multiple generator sets reduce risk of interruption from power
failure
CRITICAL SITUATION IN BPO ENGAGEMENTS

Definition:
• Critical situation (CritSit) in BPO is when your ability to render
consistent excellent services has been compromised
• An organizational state where symptoms of service quality and
operations management degradation is becoming apparent in the
delivery of services.
Critical Situation in BPO Engagements: Symptoms

“Tell Tale” Signs of a CritSit:
• Prolonged period of non-achievement of key SLA’s or Contractual
Obligations.
• Business Controls and/or Financial posture of a contract / account is
assessed as high risk.
• Lingering IT infrastructure issues causing problems in operations, e.g.
delays in processing of clients’ payroll.
• Data Privacy Incidents/Fraudulent activities involving clients’
information are recurring in the workplace.

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• Customer satisfaction rating is on a downward trend, Customer
escalation is spiraling upwards.
• Increase in costs (e.g. additional resources)
Entering into a Critical Situation in BPO Engagements

Entering a CritSit:
• A state of being on the verge of a crisis or emergency that if not
addressed could lead to an elevated risk level.
• A Critsit is no ordinary exercise and it should only be declared once a
defined set of criteria has been determined by the senior management.
Declaration of a Critical Situation in BPO Engagements

Declaring a CritSit:
The CritSit should be jointly declared by the following:
• Delivery Center Leader or General Manager
• Competency Leader or Delivery Process Leader
• Delivery Center or Competency/Process Quality Leader
CRITICAL SITUATION IN BPO ENGAGEMENTS:

SITUATION 1 Situation:
Heavy flooding caused by the Habagat phenomenon in August 2012
Situation in the BPO:

Massive absenteeism as employees were not able to leave their houses
due to the heavy flooding
Impact to Business:
• non-attainment of SLA (service level agreement) due to lack of agents to
take the calls or do the work
• Long call queues as only a handful of agents taking the calls • Other
centers/countries who are receiver of Manila work output cannot do the
next process as work is delayed from Manila end
Mitigating Actions done by the BPO:

• Declared an emergency situation for Manila and asked for
assistance/support from other centers located in India, China,
Singapore and other centers in Asia
• Requested employees who are already in the center to render overtime
work to cover for agents who are absent
• Employees who can work from home (with technical connectivity) were
asked to work from home
• Team Leaders, all management and support teams who can do actual
operations work, were asked to do operations work

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• Shuttle service provided to ferry employees from house to work and
vice versa (where passable)
• Reimbursement of transportation expense
Support provided to Employees who were at the Center:

• Free food
• Provided pillows, blankets provided for employees especially those
working for extended hours
• Hotel accommodation provided for those working for extended
days • Provided clothes (t-shirts) and toiletries
• Shuttle service
• Higher premium pay and extra off days
Over-all Support to Employees Heavily Affected by Habagat: • Financial

assistance for those whose houses, personal properties were damaged
• Paid absences
• Counseling for those who were emotionally affected
• Fund drives organized by the employees as well assistance from other
centers/affiliate companies to support affected employees
Note: may vary from center to center but generally above are the more
common support provided by the BPOs
Support to the Community:

• Fund drives organized by the employees as well assistance from other
centers/affiliate companies to support communities in affected areas •
Amount from the fund drive doubled by the company or a certain amount
donated by the company
• Support in kind also provided especially in evacuation centers
Note: may vary from center to center but generally above are the more
common support provided by the BPOs
CRITICAL SITUATION IN BPO ENGAGEMENTS:

SITUATION 2 Situation:
Metro Manila Blackout and to compound the situation building generator
is broken/not functioning due to mechanical trouble
Situation in the BPO:

No power means downtime as there is no technology support (no
computers), no light and no air-conditioning
Impact to Business:
Province of Laguna
• non-attainment of SLA (service level agreement) as employees cannot
work due to the lack of power
• Long call queues
• Other centers/countries who are receiver of Manila work output cannot
do the next process as work is delayed from Manila end

• Declared an emergency situation for Manila and asked for
assistance/support from other centers located in India, China,
Singapore and other centers in Asia
• Required employees to go down the building using the fire exit stairs
and wait for instructions as to when work will resume
• Employees who can work from home (places where there is power and
with technical capability and connectivity) were requested to work
from home
Disaster Recovery Plan/Business Continuity Plan to minimize risk in

the future:
• Meeting with Building Admin to review situation (what went wrong)
and identify Action Plans to increase prepared in the future
• Schedule monthly meeting with Building Admin to ensure actions are
being done as per agreed timelines
• Monthly/Quarterly audit/testing to ensure generator and other power
systems/tools are in good condition
Situation in the BPO: High Absenteeism due to widespread influenza

and colds
Impact to Business:
• Delay in response time as there is not enough agents to take calls
• Long call queues
• Turn Around Time of work/calls is longer than required time as there is
not enough agents/employees to do the volume of work
• Other centers/countries who are receiver of Manila work output cannot
do the next process as work is delayed from Manila end

• Required employees to work overtime (work extension and work on
day-off) to cover for colleagues who are absent
• Request for vacation leaves are revoked
• Employees who can work from home (places where there is power and
with technical connectivity) were asked to work from home
CRITICAL SITUATION IN BPO ENGAGEMENTS: SITUATION 3
Province of Laguna
Disaster Recovery Plan/Business Continuity Plan to minimize risk in
the future:
• Review workforce planning to ensure FTE allocation in case of high
absenteeism
• Multi-skilling of agents to allow for flexibility to transfer agents from 1
program to another in case of high absenteeism in certain
accounts/programs
• Develop health programs to educate employees on how to live healthy
and avoid illnesses
Example:
• First Call Resolution (FCR) which is a Key Service Level Measure in a
Call Center operation with a target of 85% is consistently missed for
three months. Should management call for a Critsit?
• Medical Transcription – Specialist accuracy output consistency is below

SLA for 5 consecutive week.
• Animation – Delayed attainment of pre-production targets. • Technical
Support – Resolution of escalations exceeding required turn around time.
ENTERING INTO CRITICAL SITUATION IN BPO

ENGAGEMENTS Entering a CritSit:
• A state of being on the verge of a crisis or emergency that if not
addressed could lead to an elevated risk level.
• A Critsit is no ordinary exercise and it should only be declared once a
defined set of criteria has been determined by the senior management. •
A CritSit should be declared for the following reasons:
• non-achievement of the Service Level Agreement (SLA);
• non-implied client dissatisfaction; and,
• penalty paid for every month of SLA miss.
CRITICAL SITUATION MANAGEMENT METHOD
Province of Laguna
A simple and straight-forward manner to manage a critical situation is
presented below:
Prepare
• Identify the Project Manager or Team Leader of the CritSit team. A good
option to lead this team is either a certified Project Manager or 6S
Black Belt.
• Identify the team members of the CritSit and assemble the team. •
Identify the stakeholders / governance board of the Critsit process •
Ensure all administrative requisites of the Critsit are ready, e.g. meeting
schedules
• Establish a dedicated “war room” that will be used by the Critsit team
• Critical Situation Management Method
Assess
• Develop glide-paths for improvement on key metrics that will be
monitored for the duration of the Critsit.
• Define and communicate to Critsit team members the entry and exit
criteria of the CritSit.
• Conduct an in-depth analysis of the problems by scrutinizing thoroughly
historical data / measures of the problem area (s).
Province of Laguna
• Use root cause analysis methods such as the Fishbone diagram, why-
why analysis or 8D problem solving techniques.
Develop Recovery Plan

• Prioritize the problems and/or root causes as a result of the assessment.
• Brainstorm with the team and develop detailed action plans to address
the problems and/or root causes.
• Assign individuals/teams to implement solutions as defined in the over-
all action plan. Make sure that each action step has defined timelines
in-synch with the target exit from Critsit.
• Ensure that there will be consistent executive status presentation and
regular core team project review schedule.
Gain Commitment
• Get clients’ buy-in and/or vote of confidence on the recovery plan if they
are aware of the Critsit in their contract/account.
• Be sure that all stakeholders and team members involved in the process
have signed-off on the following:
• Over-all recovery plan
• Assignments and timelines
• Resource allocation / requirement
• Costs associated with the recovery plan
Execute the Plan

• Execute a pilot or go for a full-implementation of the recovery plan. •
Conduct frequent checkpoints and tollgates per the established metrics
glide path.
• Document the changes in the process as it gets implemented and
standardize accordingly.
• Establish regular stakeholders and customer feedback sessions during
the implementation of the recovery plan.
Close the Recovery

• Present to the stakeholders and client the improvement of the metrics
per the glidepath.
• Get the sign-off of the stakeholders and client to approve the exit from
Critsit and return to business as usual mode.
• After implementation of the action plans and full recovery from CritSit,
conduct an evaluation of lessons learned and collate this for future
reference.
• Ensure to develop next steps that will prevent the Critsit from
happening again. This could be done by conducting another round of
brainstorming session.
• Celebrate with the team!
Province of Laguna
THE 8D APPROACH
8D Approach Problem Solving/ Issue Resolution
Definition:
• The Eight Disciplines or 8Ds is a Ford Motor Company method to
resolve a problem when the cause of the problem is unknown
• The 8D is at one time three different things that work together, these
are:
• A problem-solving process
• A standard
• A reporting format
The 8D Approach:
Discipline 0 – Become Aware of the Problem
• Understand the complaint of customer or the problem raised • A
problem is the gap between “what is” or current results and “what should
be” or desired/ promised results
• Clarify if the concern is not clear
Discipline 1 – Use Team Approach

• Establish a small group of people, with the process/ product knowledge,
allocated time, authority, and, skill in the required technical
disciplines to solve the problem and implement corrective actions.
The group must have a designated champion – team leader, for

command responsibility purposes
Champion/ team leader

• Sets the stage and ensures that the team activities are in the right
direction
• Assists the team and provides leadership when required
• Has ownership; supports the final decision, and has the authority to
implement the Corrective Action and system repair when necessary. •
Responsible for facilitating and directing the 8D team.
• Ensures the group performs its duties and responsibilities.
Province of Laguna
Discipline 2 – Describe the Problem

• Specify the internal/ external customer problem by identifying in
quantifiable terms the; who-what-when-where-why-how-how many
(5W2H) of the problem
• Use an “Operational Definition”. The definition should have a common
meaning to everyone who reads it.
• Gather relevant data/info/facts.
• 5W2H:
• Who: identify customer/s complaining
• What: describe the problem adequately
• Where: locate the problem
• When: identify the start of the problem
• Why: identify known explanations
• How: in what mode or situation did the problem occur
• How many: quantify the problem
Discipline 3 – Implement and Verify an Interim Containment Action

• Define and verify Interim Containment Action (ICA) to isolate the effects
of the problem from any internal/ external customer until Permanent
Corrective Action is implemented
• Temporary short-term (band aid) fix taken until a permanent corrective
action is defined, implemented, and verified.
Verify the effectiveness of the interim containment action (ICA)
• Verify the effectiveness of the ICA:

• Perform tests to evaluate
• State the results
• State the procedures for on-going evaluation of effectiveness (control
charts, check sheets, etc.)
• Prioritize goods nearest customers' gate
• Define inspection/checking method that is certain to detect the defect.
Discipline 4 – Define and Verify Root Causes

• Identify all possible causes, which could explain why the problem
occurred
• Ask “why” as many times as necessary to drive the process to
root cause
• Review FA report, dimensional measurement data, illustration,
photo.
• Use Cause and Effect Diagram, FMEA to list previously defined
causes.
Province of Laguna
• Isolate and verify the root cause/s by testing each possible cause
against the problem description and test data
• List all possible corrective actions to eliminate root cause/s
Discipline 5 – Choose and Verify Corrective Actions

• Through pre-production test programs quantitatively confirm that the
selected corrective actions will resolve the problem for the customer
and will not cause undesirable side effects.
• Define contingency actions, if necessary based on risk assessments. •
Verify corrective actions before the actions are implemented. • Corrective
action should be a poka-yoke solution and should address root cause
• Notify all affected personnel and formalize change action
• Run Pilot Tests
• Artificially simulate the solution to allow the actual process or field
evaluation
• Monitor Results
Discipline 6 – Implement Permanent Corrective Actions

• Implement the best permanent corrective action. Choose on going
controls to ensure the root cause are eliminated
Once in production, monitor the long term effects and implement

contingency actions, if necessary.
• Establish an action plan on all permanent actions

• Establish on going controls on the process
• Correct defective parts already produced
• Identify contingency actions
Discipline 7 – Prevent Recurrence

• Modify the necessary systems, practices, and procedures to prevent
recurrence of this and all similar problems.
• Identify opportunities for improvement and establish a process
improvement initiative.
• Revise systems, procedures, and practices, if necessary
• Document new standard procedures, streamline to remove obsolete
procedures and revise previous standard
• Release specs to document plan
• Fan-out to other equipment or areas
• Process Control Plan, if necessary
Discipline 8 – Congratulate Team

• Recognize the collective efforts of the team in solving the problem.
Province of Laguna
• Write case study reports.

• Acknowledge the significance and value of the problem/ solution.
MANAGING ISSUES AND CHANGES

• Cleaning your room
• Repainting your room
• Selling the family car
• Washing the dishes
• Doing the laundry
• Mopping the floor
• Demolishing a wall to extend your room
• Re-arranging your room
• Cleaning the house
• Purchasing a brand new entertainment system for your room
• Taking out the trash/ garbage
• Checking and cleaning the gutters of the house
• Washing the family car
• Making dinner
• Do the ironing
• Fixing the contents of your closet
• Doing the groceries
• Renting out a room
• Caring for the family dog
• Cleaning the bathroom
Managing Issues & Changes: Interaction Levels
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Managing Issues & Changes: Issue Management
Processes Issue Management Processes:
1. Facilitated Communication and Tracking
2. Root-cause Analysis
3. Escalation
4. Process Improvement or One-Off
Managing Issues & Changes: Communication and

Tracking Facilitated Communication and Tracking:
• Communication of issues, particularly time sensitive matters, can be
done verbally or by email
• BUT proper documentation by way of an issue management system is
key to: structured resolution and recurrence prevention
• Clear documentation of issues is key to effective escalation
Managing Issues & Changes: Issue Management System

Issue Management System Facilitates:
1. Clear documentation.
• Clear statement of the following; issue (including cost of the issue
if unresolved), scope affected, root cause, proposed solution,
financial impact of the proposed solution, and, timetable
2. Accountability for issue resolution.
• Clear assignment of responsible persons
Issue Management System Facilitates:

1. Approvals.
a. Facilitates approval by right authority in service provider and
onshore/ client organization
2. Process improvement.
a. Can identify changes in people skill/training, staffing level,
technology, or policy/processes
b. Analysis of trends across multiple issues can highlight areas for
process changes that will prevent future issues
Engaging Activities
1. Business Continuity Management Steps

• Identify key b_______ p_______
• Identify r____ and business process i_____
• Identify key b_______ p________
Province of Laguna
• R_____ p__________ of
o_________
• M_______ i_____
• D______ clear d_______ r_______
p___
• M_______ i_____
2. The 8D Approach:
• Discipline 0 – B_____ a____ of the p______
• Discipline 1 – Use T___ A_______
• Discipline 2 – D_______ the P_____
• Discipline 3 – I________ and V_____ an I______ C__________ A_____
• Discipline 4 – D_____ and V_____ R___ C_____
• Discipline 5 – C_____ and V_____ C________ A______
• Discipline 6 – I________ P________ C________ A______
• Discipline 7 – P______ R_________
• Discipline 8 – C___________ T___
Performance Tasks
PT 1
Directions: In your own understanding, answer the questions below in essay format:
1. What is continuity management?

2. What are the seven (7) steps of continuity management?
3. Explain what an interruption event is. Provide three examples of such an event.
4. Explain what a critical situation is.
5. Enumerate and discuss the “tell tale” signs of critical situation.
6. Recreate and explain the critical situation management method.
7. What are the eight (8) disciplines of The 8D Approach?
* Provide a document (.doc or .docx) file and send it to my e-mail.


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Understanding Directed Assess


Province of Laguna
Rubric for Essay Work
Learning Resources

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● IBPAP (n.d.). Service Management Program Teacher’s

Guide.
• Kaufmann, M., & Harmon, P. (n.d.). Business Process
Change. A Guide for Business Managers BPM
and Six Sigma Professionals (2nd ed.). San
Francisco., ISBN – 10: 0123741521, ISBN – 13:
978 – 0123741523
• Sethi, V., & King, W. R. (n.d.). Organizational Transformation through Business Process Reengineering:
Applying the Lessons Learned. New.
• Click, R. L., Duening, T. N. (2005). Business Process Outsourcing - The Competitive Advantage. • Halvey, J. K.,
Melby, B. M. (2007). Business Process Outsourcing – Process, Strategies, and Contracts (2nd ed.)
• Brabham, D. C. (2008). Crowdsourcing as a Model for Problem Solving.
• Click, R. L., Duening, T. N. (2005). Essentials of Business Process Outsourcing. •
Mercado, J., (2015). The Philippine IT-BPM Industry Outlook and Beyond.
• Kris, A., Fahy, M. (2003). Shared Service Centers – Delivering value from effective finance and business
process.
• Brown, D., Wilson, S. (2005). The Blackbook of Outsourcing – How to Manage the Changes, Challenges, and
Opportunities.

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Republic of the Philippines

Laguna State Polytechnic University

LSPU Self-paced Learning

Sem/AY First Semester/2020-2021

Lesson Title BUSINESS CONTINUITY MANAGEMENT

Targets/ At the end of the lesson, students should be able to:

Student Learning Strategies

LSPU SELF-PACED LEARNING MODULE: ITST 302 – IT SPECIALIZATION TRACK (BPO

Republic of the Philippines

2. Learning Guide Questions:

BUSINESS CONTINUITY MANAGEMENT

Therefore, the goal of continuity is maintaining the uninterrupted

Goal of Business Continuity Management is most evident in the

Business Continuity Management Steps

• Identify risks and business process impact

Republic of the Philippines

• Identify key business processes

• Reduce probability of occurrence

• Develop Disaster recovery plan

BUSINESS CONTINUITY MANAGEMENT INTERRUPTION EVENTS • Each

Republic of the Philippines

BUSINESS CONTINUITY MANAGEMENT TRIGGERING

CRITICAL SITUATION IN BPO ENGAGEMENTS

Critical Situation in BPO Engagements: Symptoms

Republic of the Philippines

Entering into a Critical Situation in BPO Engagements

Declaration of a Critical Situation in BPO Engagements

CRITICAL SITUATION IN BPO ENGAGEMENTS:

Situation in the BPO:

Mitigating Actions done by the BPO:

Republic of the Philippines

Support provided to Employees who were at the Center:

Over-all Support to Employees Heavily Affected by Habagat: • Financial

Support to the Community:

CRITICAL SITUATION IN BPO ENGAGEMENTS:

Situation in the BPO:

Mitigating Actions done by the BPO:

Disaster Recovery Plan/Business Continuity Plan to minimize risk in

Situation in the BPO: High Absenteeism due to widespread influenza

Mitigating Actions done by the BPO:

CRITICAL SITUATION IN BPO ENGAGEMENTS: SITUATION 3

• Medical Transcription – Specialist accuracy output consistency is below

ENTERING INTO CRITICAL SITUATION IN BPO

CRITICAL SITUATION MANAGEMENT METHOD

• Critical Situation Management Method

Develop Recovery Plan

Execute the Plan

Close the Recovery

Discipline 1 – Use Team Approach

The group must have a designated champion – team leader, for

Champion/ team leader

Discipline 2 – Describe the Problem

Discipline 3 – Implement and Verify an Interim Containment Action

Verify the effectiveness of the interim containment action (ICA)

• Verify the effectiveness of the ICA:

Discipline 4 – Define and Verify Root Causes

Discipline 5 – Choose and Verify Corrective Actions

Discipline 6 – Implement Permanent Corrective Actions

Once in production, monitor the long term effects and implement

• Establish an action plan on all permanent actions

Discipline 7 – Prevent Recurrence

Discipline 8 – Congratulate Team

• Write case study reports.