1542.0 - Statistical Quality Incident Response Plan, Jun 2012  
Latest ISSUE Released at 11:30 AM (CANBERRA TIME) 26/06/2012  First Issue
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This section contains the following subsections:

The immediate time frame after the quality incident response plan (QIRP) meeting is critical to containing the quality incident. This stage focuses on narrowing down the causes of the incident, checking, confirming, and working out solutions. Communication and timing are paramount particularly in terms of keeping the relevant people informed of the progress of the investigations. This is even more the case if steps in the QIRP process are being run concurrently.


There will be at least one follow up meeting after the initial QIRP meeting. The follow up meeting(s) will review the progress of agreed investigations that have been undertaken (usually urgent and high priorities) as a result of the previous QIRP meeting. The purpose of this meeting and any subsequent ones is to share information amongst all participants simultaneously to allow further brainstorming and problem solving to occur amongst the group with all the facts known to all participants.


Once the first investigations have been carried out, everyone involved in the QIRP will need to reconvene. This meeting usually happens quite quickly following the initial meeting as time is usually quite short for resolving the quality incident.

This meeting is a check of the progress and investigations to date to see if any light can be shed on the issue or whether additional analysis or investigations are warranted. Any new information that has come to light should be incorporated into the analysis. The contingency plans created in the first stage should also be updated to reflect any changes.

If a potential cause of the problem has been found, is there enough evidence at hand to confirm that this is the cause, or are further studies required? Is the potential cause identified the sole cause, or do other potential causes need to be ruled out? QIRP participants need to be alert to the possibility that there may be more than one problem. At this point, the area or person responsible for any further investigations should be nominated.

The results of the investigations and any new investigations that result all need to be documented and attached to the initial table that was created to document the process. It is important that everyone involved has a copy of these documents, so that they are aware of the issues and progress as well as ensuring that efforts are not duplicated on the same issue.


When all of the required investigations have been carried out and a cause(s) of the problem has been confirmed, or no cause was found and the evidence available shows that the data are actually correct, a meeting needs to be held to brief senior managers and other relevant parties. This meeting should briefly outline the steps taken thus far in the QIRP, the investigations, and the evidence that they have produced. From this point, a discussion and decision is needed as to how the issue should be treated.

The response options, including a preferred or recommended option, should be presented, keeping in mind the existing systems and the time available to implement a solution as this will impact on the contingency plan and timing. Once a preferred option emerges, an implementation plan needs to be developed clearly spelling out who is doing what and when.

Discussions should include answering the following questions:
  • Who should be informed and how?
  • Do the media need to be advised?
  • Are key users to be informed?
  • Does additional information need to be provided for the publication?
  • If the data have already been released, is a re-release of corrected data necessary?
  • Are there impacts for other surveys or products?
Communication, documentation and a clear understanding of roles and responsibilities and time frames is once again paramount at this stage.