In the practice of Quality Management Systems (QMS), the terms “correction” and “corrective action” appear frequently. ISO 9000:2015 particularly provides clear distinctions between the definitions and applications of both terms. However, they tend to be confused in daily operations. This article explains the differences between them and their appropriate application methods.
1. Definitions in ISO 9000:2015
1.1 What is Correction?
“Correction” in ISO 9000:2015 (clause 3.12.2) refers to action taken to eliminate a detected nonconformity. This includes disposal, repair, reprocessing, or regrading of nonconforming products. In other words, it is an act that resolves the problem itself occurring at the present stage. Correction can be made in advance of, in conjunction with, or after corrective action.
1.2 What is Corrective Action?
“Corrective action” is defined in ISO 9000:2015 (clause 3.12.3) as action taken to eliminate the cause of a nonconformity and to prevent recurrence. The distinguishing feature is that it aims to eliminate the cause, not merely temporary resolution of the problem (correction). Consequently, it places emphasis on reviewing organizational systems and processes to prevent similar problems from occurring in the future.
1.3 Evolution of the Preventive Action Concept
In previous versions of ISO 9001 (up to the 2008 version), preventive action existed as an independent requirement. However, in ISO 9001:2015, the standalone preventive action clause was removed, and instead “risk-based thinking” was integrated throughout the QMS. As a result, preventive thinking is no longer a standalone activity but a concept embedded in all stages including planning, implementation, analysis, and evaluation.
Risk-based thinking provides the foundation for organizations to take a proactive rather than reactive stance, enabling them to manage uncertainty, reduce disruptions, and achieve consistent outcomes.
2. Key Differences
2.1 Time Dimension Differences
Correction addresses “current nonconformities,” while corrective action focuses on “preventing future nonconformities.” In other words, correction is firefighting, while corrective action eliminates the source of the fire at its root.
| Item | Correction | Corrective Action |
|---|---|---|
| Focus | Elimination of detected nonconformity | Elimination of nonconformity cause and recurrence prevention |
| Timing | Immediate response | Response after root cause analysis |
| Time dimension | Present | Future (recurrence prevention) |
| Scope | Specific events/products | Entire processes/systems |
| Purpose | Problem resolution | Recurrence prevention and continual improvement |
2.2 Scope Differences
Correction is an action taken for specific events or objects. On the other hand, corrective action often includes reviewing processes and management systems themselves, having a broader impact.
2.3 Relationship with Continual Improvement
Corrective action serves as a starting point leading from recurrence prevention to continual improvement. Clause 10.2 of ISO 9001:2015 requires organizations to systematically address nonconformities, implement corrective actions, and prevent recurrence of similar future issues. Correction merely resolves problems temporarily and often does not directly connect to organizational improvement activities.
3. Practical Application Examples
3.1 Examples of Correction
When a defect is found on a product, repairing it, disposing of it, or downgrading it for alternative use constitutes “correction.” The primary purpose is to eliminate the immediate impact on customers.
Specific examples of correction:
- Isolation and disposal of defective products
- Repair or rework of products
- Downgrading and reclassification of products
- Arrangement of alternative products for delivery delays
- Temporary inspection reinforcement
3.2 Examples of Corrective Action
In a similar case to the above, if the cause of the defect is identified as being in a specific work process in the production line, reviewing that work procedure, strengthening worker training, and adding inspection processes constitute “corrective action.” This aims to prevent the same nonconformity from occurring in the future.
The corrective action process includes recognizing and defining the problem, containing the problem, identifying the root cause, and implementing appropriate corrective action to prevent recurrence.
Examples of effective corrective action:
- Conducting root cause analysis (5-Why analysis, fishbone diagram, FMEA, etc.)
- Revising work procedures and implementing error-proofing
- Conducting additional worker training
- Reviewing equipment maintenance schedules
- Clarifying inspection standards and adding inspection processes
- Horizontal deployment to similar processes
3.3 Practical Case Studies
Case Study 1: Application in Manufacturing
Problem: Uneven coating on products resulted in customer complaints.
Correction:
- Identified and isolated defective products
- Performed re-coating and delivered conforming products to customers
Corrective Action:
- Investigation of root cause of coating unevenness revealed inadequate paint viscosity management
- Documented paint viscosity measurement procedures and control standards in standard operating procedures
- Conducted viscosity measurement training for operators
- Reviewed paint storage conditions and strengthened temperature control
- Added calibration of viscometers to regular coating equipment inspection items
Case Study 2: Application in Service Industry
Problem: Incorrect amounts were stated on delivery notes to customers.
Correction:
- Apologized to customers and reissued correct delivery notes
- Corrected billing processing
Corrective Action:
- Analysis of input error causes revealed that double-checking during system input was not functioning
- Added automatic checking function by system to input process
- Introduced supervisor approval workflow for high-value transactions
- Initiated periodic monitoring of input accuracy
4. Effective Implementation of Corrective Action
4.1 Importance of Root Cause Analysis
To implement corrective action effectively, continuous communication is essential until all team members identify and agree upon the root cause. It is important to identify not just superficial causes but the true root cause.
Common root cause analysis methods:
- 5-Why analysis (repeating “why” five times)
- Fishbone diagram (cause-and-effect diagram)
- Pareto analysis
- FMEA (Failure Mode and Effects Analysis)
- 8D problem-solving methodology
4.2 Effectiveness Verification
ISO 9001:2015 requires organizations to review the effectiveness of any corrective actions taken and, if necessary, update the risks and opportunities determined during planning. After implementing corrective action, it is important to verify effectiveness after an appropriate period and take additional measures as needed.
Methods for effectiveness verification:
- Conducting follow-up audits
- Tracking process performance indicators
- Interviewing relevant parties
- Monitoring recurrence situations
- Measuring customer satisfaction
4.3 Importance of Documentation
The nature of nonconformities, actions taken, and results of corrective actions must all be documented. Proper documentation accumulates as organizational knowledge and can be utilized for preventing similar problems and achieving continual improvement.
5. Integration with Risk-Based Thinking
ISO 9001:2015 requires organizations to systematically identify risks and opportunities and address risks that may affect the conformity of products and services. This positions corrective action not merely as a reactive activity but as part of risk management.
Practicing risk-based thinking:
- Risk assessment during process design stages
- Prediction and countermeasures for potential nonconformities
- Regular review and update of risks
- Identification and utilization of opportunities
- Implementation of control measures according to risk levels
According to ISO, risk-based thinking means making prevention part of what you do every day rather than a one-off activity for satisfying a management system requirement.
6. Importance of Appropriate Distinction
Correctly distinguishing and appropriately practicing correction and corrective action directly leads to organizational quality improvement. If correction is mistaken for corrective action, root problems may be left unaddressed, and the same nonconformities may recur. Conversely, if corrective action is utilized for continual improvement, the reliability and efficiency of the entire organization will improve.
Points to note as an organization:
- Sharing clear distinction between correction and corrective action throughout the organization
- Standardizing response procedures when nonconformities occur
- Education and training to improve root cause analysis skills
- Establishing mechanisms for evaluating corrective action effectiveness
- Preventing similar problems through horizontal deployment
7. Conclusion
“Correction” is a direct response to occurred nonconformities, while “corrective action” is fundamental action aimed at preventing recurrence of nonconformities and organizational improvement. By distinguishing and utilizing both in accordance with ISO 9000:2015 definitions, effective quality management can be realized.
Furthermore, in ISO 9001:2015, traditional preventive action has been integrated into risk-based thinking, requiring a more comprehensive and preventive approach. This enables organizations to shift from reactive responses to a proactive stance, identifying and addressing risks before problems occur.
Therefore, it is important to be conscious of the differences between both in daily operations, take appropriate responses according to the situation, and practice risk-based thinking throughout the organization. By operating correction, corrective action, and risk management in an integrated manner, organizational quality performance will significantly improve, leading to the realization of customer satisfaction and continual improvement.
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