Evidence should lead
to a decision.
We organize the work around the task, the control, and what the team needs to know next. Each engagement is scoped to the operation and the concern.
Understand
the work.
Start with the operation and the purpose of the review. Identify the tasks, areas, people, records, and decisions that belong in scope.
- What concern prompted the assessment?
- What has changed in the operation?
- Who understands the work across relevant shifts and teams?
Inspect the conditions.
Trace the evidence.
Consider relevant requirements alongside the documents, observations, and team input available. Separate a confirmed finding from a question that needs more review.
- Does the procedure reflect the task and equipment?
- What supports the claim that the control works?
- What could not be observed or verified?
Define accountable
action.
Make the finding usable. Establish a practical priority, an owner, the next milestone, and the evidence needed to evaluate completion.
- What decision or resource is needed?
- Who is responsible for the next action?
- What protection is needed while the issue is being resolved?
Verify the fix.
Keep the loop open.
Where follow-up is included, review the correction against agreed acceptance criteria. Identify remaining questions and conditions that should trigger another review.
- What changed in practice?
- Was effectiveness checked using a suitable method?
- Who will notice if the condition returns?
Something your
team can use.
The deliverables are agreed for each engagement. A focused review and a broader program assessment will need different levels of detail.
- A
A clear record of the scope
What was reviewed, the information considered, and the boundaries and limitations of the assessment.
- B
Findings that connect to the work
The observed condition, relevant reference or assessment basis, practical concern, and questions still requiring evidence.
- C
An action register people can manage
Responsible owners, priorities, milestones, and acceptance criteria that make the next steps visible.
- D
A decision-focused leadership discussion
What requires attention, what resources or operating decisions are needed, and how progress will be checked.
Progress and verification
answer different questions.
“The replacement was ordered.”
This describes a procurement milestone. It can be useful information for the action plan.
“The correction was checked.”
This needs evidence of the completed work and a suitable evaluation against its intended purpose.
Illustrative statements only. The right review and verification method depend on the hazard, the task, and applicable requirements.
Put the concern
into a clear scope.
Tell us about the operation, the challenge, and the decision you need to make. We’ll start with the work that needs attention.