There are two things to keep in mind:
Effects (like stock-outs/shortages) can have multiple causes*. After all, every business process is a system.
1. Each of these causes can singly cause the Problem. Good root case analysis can determine the single cause for any given event. controlling for this root cause can prevetn recurrence of the Problem due to that cause.
2. However, finding and controlling one cause cannot prevetn the Problem from recurring due to another causal factor in the system. A recurrence fo the Problem due to a different cause is not evidence that the first cause wasn't determeind or controlled.
When we have important systems and objectives and goals for those systems, it is essential that we utilize both corrective and preventive measure to continually improve our performance.
If I was auditing, I'd be looking for how you track your performance, your corrective actions to sudden shifts in performance and your plan - and execution to that plan - for corrective and preventive actions to continually improve...
* I always think in terms of causal mechanisms not just a single lonely root cuase factor...sometimes it's a sequence of events, conditions and enabling conditions...read "The Apollo Method" by Dan Gano.
Effects (like stock-outs/shortages) can have multiple causes*. After all, every business process is a system.
1. Each of these causes can singly cause the Problem. Good root case analysis can determine the single cause for any given event. controlling for this root cause can prevetn recurrence of the Problem due to that cause.
2. However, finding and controlling one cause cannot prevetn the Problem from recurring due to another causal factor in the system. A recurrence fo the Problem due to a different cause is not evidence that the first cause wasn't determeind or controlled.
When we have important systems and objectives and goals for those systems, it is essential that we utilize both corrective and preventive measure to continually improve our performance.
If I was auditing, I'd be looking for how you track your performance, your corrective actions to sudden shifts in performance and your plan - and execution to that plan - for corrective and preventive actions to continually improve...
* I always think in terms of causal mechanisms not just a single lonely root cuase factor...sometimes it's a sequence of events, conditions and enabling conditions...read "The Apollo Method" by Dan Gano.