What is the state of your current error management system: manual and cumbersome, electronic file cabinet or useful tool? Have you ever wanted or needed to make your error management process more robust and meaningful? Well-designed error management systems should function as a crystal ball and provide useful information. Many error management systems do just as their name entails, manage errors. Process improvement cannot occur through merely managing errors. It requires data, evaluation and action to support a well-defined quality management system. Do you really know who, what, when and where a deviation occurred; or do you just believe what you are told? What do you do with data from deviations within your organization? Are you using the right metric(s) to monitor and eliminate deviation? Can you determine if your errors are cultural, process, behavioral or training related? Presenters will review current methods for predictive, proactive and interactive processes when managing errors and driving needed process improvement.