The True Price of Neglecting Action Item Prioritization in Manufacturing
- Kerin Epperly, CLSSMBB
- Aug 4
- 4 min read
During a recent discussion with a group of engineers, one participant asked a question that caught everyone's attention:
"We have action items that are over 24 months old. We've made no progress on them, and we don't know when or if we ever will. What should we do?"
It's an uncomfortable question, but it's one many organizations quietly struggle with.
At first glance, the obvious answer seems to be, "Complete the action items." But that response overlooks a more important issue.
The real problem isn't that the actions are 24 months old. The real problem is that the organization no longer understands the risk those actions represent. Some overdue action items are little more than administrative improvements. Others may represent critical safeguards that protect people, equipment, or the environment. Treating both with the same priority creates an endless backlog while obscuring the work that matters most.
Instead of asking, "How old is this action item?", leadership should begin asking:
What risk was this action intended to reduce?
Is that risk still present today?
Has the level of risk changed since the action was created?
What temporary controls are currently in place?
Does this action still represent the best solution?
If we chose not to complete it, what are the potential consequences?
Sometimes the correct decision is to accelerate the work. Sometimes the action should be redesigned. Occasionally, new information shows that the original action is no longer necessary and can be formally closed with proper justification.
An aging action-item list is rarely the real problem. It is often a symptom of something much larger: competing priorities, limited resources, unclear ownership, or the absence of a structured, risk-based decision-making process.
Organizations don't reduce risk by carrying action items from one monthly meeting to the next. They reduce risk by continually reassessing priorities, assigning clear ownership, implementing effective corrective actions, and verifying that those actions actually eliminated the intended hazard.
Why Treating Every Action Item the Same Is Risky
Not all action items carry the same weight. When every task is treated with equal priority, the most critical risks can get lost in the noise. Consider these two examples:
Replace faded floor tape in a warehouse
Repair an inoperable explosion suppression system protecting a dust collector
Both are legitimate action items, but only one has the potential to prevent a catastrophic event. Organizations that fail to distinguish between routine maintenance and safety-critical repairs often drown in their backlog. This leads to a growing list of unfinished work with little clarity on what truly matters.
The Danger of Long-Overdue Action Items
An action item that remains open for months or years is not automatically a problem. Some projects require engineering studies, capital approval, procurement, and scheduled shutdowns. The real concern arises when an organization cannot answer these basic questions:
Why is this still open?
Who owns it?
What risk does it reduce?
What prevents its completion?
Has the risk increased since it was identified?
What temporary safeguards are in place?
If these questions go unanswered, the organization may be managing paperwork rather than managing risk.
Building a Risk-Based Action Management System
To avoid the hidden costs of ignoring prioritization, manufacturing facilities need to build a risk-based action management system. This system focuses on identifying, prioritizing, and tracking action items based on the risk they mitigate.
Steps to Build a Risk-Based System
Classify Action Items by Risk Level
Separate safety-critical, compliance-related, and operational risk items from routine maintenance and improvement tasks.
Assign Clear Ownership
Every action item must have a designated owner responsible for progress and completion.
Set Realistic Deadlines Based on Risk
High-risk items require faster resolution, while low-risk items can have longer timelines.
Track Temporary Safeguards
When an action item cannot be completed immediately, document what temporary controls are in place to reduce risk.
Regularly Review and Update
Conduct frequent reviews to assess if risks have changed and adjust priorities accordingly.
Use Visual Management Tools
Boards, dashboards, or software that clearly show the status and priority of action items help maintain focus.
Real-World Example: Prioritizing Explosion Suppression Repairs
A manufacturing plant once had an explosion suppression system that was inoperable for over six months. The action item to repair it was buried among hundreds of other tasks, many of which were minor improvements. Because the risk was not clearly communicated or prioritized, the repair was delayed.
During this period, a dust collector experienced a small explosion that could have been catastrophic if not for luck and quick response. After this near miss, the plant implemented a risk-based action management system. The explosion suppression repair was immediately prioritized, and similar safety-critical items were flagged for urgent attention.
This example shows how ignoring prioritization can lead to near disasters and how a risk-based approach can prevent them.
The Cost of Ignoring Prioritization
Ignoring action item prioritization can lead to:
Increased Safety Risks
Critical hazards remain unaddressed, putting workers and equipment at risk.
Higher Operational Costs
Equipment failures and unplanned downtime often result from neglected high-risk items.
Regulatory Non-Compliance
Safety and environmental regulations require timely corrective actions; failure can lead to fines and shutdowns.
Loss of Trust and Reputation
Customers and employees lose confidence when safety and quality issues persist.
Wasted Resources
Time and effort spent on low-priority tasks reduce focus on what truly matters.
How to Start Prioritizing Action Items Today
Conduct a Risk Assessment
Review all open action items and classify them by the risk they address.
Engage Cross-Functional Teams
Include safety, operations, engineering, and management to get a full picture of risks.
Communicate Priorities Clearly
Make sure everyone understands which items need immediate attention and why.
Implement Tracking Tools
Use simple visual boards or digital tools to monitor progress and deadlines.
Review Regularly
Schedule weekly or monthly reviews to update priorities and address bottlenecks.
Final Thoughts
Manufacturing facilities often carry a heavy backlog of open action items. Without prioritization, this backlog can hide the most critical risks, leaving people, equipment, and business vulnerable. By focusing on risk-based action management, organizations can protect what matters most, reduce costs, and improve overall safety and performance.
Start by asking tough questions about your open action items. Identify which ones truly protect your operation and make those your priority. The hidden costs of ignoring prioritization are too high to overlook.
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