My question is, how do I handle this when I discuss with top management?
Data analytics. If you can demonstrate,
with factual data, that repeated problems are detracting from the organization bottomline, top management should then understand that an effective corrective action system is a ble$$ing in di$gui$e, demanding attention to the need to prevent repeated problems.
Corrective action process, if well executed, separates the organizations that want to learn from their mistakes in order to continually improve, from the competition that keeps shooting themselves in the foot, over and over, leaking profits and reputation along the way. Of all the high performing organizations I had a chance to work with, the common element was a robust, company wide-embraced, effective corrective action process. You can't mature as an organization, if you keep making the same silly mistakes, week in, week out. It is simply dumb to operate in that fashion and like the cliche' says: Funny that we don't have the time to do it right, but, somehow, we find the time to do it twice. Or 3 times until we fix it....
However, if the organization's management is not enlightened enough to see the benefits of a business-savvy corrective action process, very little the underlings can do, other than learning transcendental meditation to deal with the daily frustrations of working in a dysfunctional place.
Good luck.