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IV.Identify and Implement SolutionsOnce an investigation team has identified the potential causes of an event andcategorized them properly, the team should commit to an analysis of potential correctiveaction(s). As with the initial decision of whether to conduct an analysis at all, thoughtmust be given to just what will be done to correct issues the team identifies. In theprocess of a root cause analysis, it is highly possible that many potential issues maycome to light. The cost and effort to correct all of these may not be feasible. Someissues identified may be so minor, with little to no resulting consequence, that thecorrective action is unnecessary.Faced with decisions on what to change, companies often adopt a structured approachbased on the Pareto Principle – focusing on causes that have the highest potential cost(of non-compliance), risk or frequency. 16In this manner, companies focus their effortson the issues that are likely to have the greatest impact on the situation, and negligibleitems do not absorb an inordinate amount of attention and effort. As we have noted,this does not mean that other potential causes are neglected entirely; rather, thecauses are addressed in order until the investigation team makes a reasoned decisionthat the corrective efforts are sufficient to address the problem(s) the team hasidentified. 17Not unlike initial product development, the creation of a corrective action isoften the product of debate, brainstorming, consensus-building, cost-benefit analysis,and testing. These efforts ensure that the solution does not solve the identifiedproblem, yet create new and, perhaps, more vexing problems.16 Okes, supra at 17.17 Id.10