The present practice is to discuss the problems at the daily or weekly technical meetings - prioritize and assign
the problem to a staff member for analysis, and establish a due date for its resolution. The burden of the problem
follow-up is often assigned to the process engineer inundated with hundreds of other problems. So the most
frequently used question at the technical discussions becomes "Do you remember..?" Its close companion is
the "...I thought he was doing it..." situations. The result of this practice is straightforward - buildup
of forgotten issues, the problem biased prioritization, resolution of the same problems twice, and escalating time
CP logs and tracks identified problems, and ensures that they are corrected. It periodically reports on problem status and process metrics through email alerts, and auto- assigns problems to predefined specialists (e.g. the pump expert). It automatically notifies the assignee of the new assignment and the due date. The issues are viewed in one place and may be easily searched through according to the date, status, contents, assignees and results. Such kind of information is a solid basis for trend analysis related to number of problems detected, rate of problem correction, source of the error (e.g., bad process, unclear requirements, poor testing, etc.), and the areas of the design where problems occur most frequently. It helps to adjust priorities and staffing resources, to improve the engineering standards, increase employee accountability with visibility into individual productivity levels.
Unlike its counterparts, in issue tracking CP goes even further: issues and metrics may be easily tied to any item of P&ID, any group (supply package, control module or junction box), to the one-line diagram, request for quotation, drawing, or time planner activity. Important to note that this system does not require any setup - serious drawback of any stand-alone commercial product - as it is only a thin layer atop the CP core one.