We have a quality policy to minimize rework in all process areas. But,when we go for audit, we find difficult in identifying the rework happened in that area. The reason is, auditee are very defensive which makes me to dig out to the core to find.. even in construction process are also, we got the answer there is no rework..

My question is :

1. Do you have any audit techniques to reveal the rework areas during audit?
2. What are the potential areas of rework irrelevant to the process areas?

1st you really need to get your terms correct...Do you have a quality policy about rework or do you have a quality procedure governing rework?

Next, Audit techniques to reveal rework? How about honesty in the organization? Other that hanging around waiting for rework to happen and seeing it you'll have to follow the paper trail...if there is a paper trail.

Potential areas of rework? What's the product?

We have a quality policy to minimize rework in all process areas. But,when we go for audit, we find difficult in identifying the rework happened in that area. The reason is, auditee are very defensive which makes me to dig out to the core to find.. even in construction process are also, we got the answer there is no rework..

My question is :

1. Do you have any audit techniques to reveal the rework areas during audit?
2. What are the potential areas of rework irrelevant to the process areas?

If it´s a policy of your organization to minimize rework, how about asking for an Indicator which will demonstrate the amount of rework in any particular product or process?

I completely agree with Randy,

Also,

How about looking at the records of checks, tests and inspections done on the product. If the product (or intermediate product) did not match the criteria, what was done - was there a re-work? Look at your procedure of Control of non-conforming products. What happens in the event of a non-conforming product?

IMHO considering your promise of reducing rework, it will be better to have a system of collecting and analyzing such data periodically and look at the trend. Then further deciding on the action for progress in desired direction. Looking for such data / evidence in internal audit may not be very effective. You have talked about reducing rework, not eliminating, yet.

I deduce that you need advice about finding out how much rework the auditees are really doing because you can't count on honesty. I am familiar with this - it is very common in union organized plants in the US. Entrenched interests and all that.

A previous post mentioned going to the records first. Very good advice. This will only be a problem if there are no records or the records are falsified. If you have a way of tracking particular jobs, job orders or batches of parts you can compare how much time it took to complete the job order or batch to how much time that order or batch was allowed in the tracking system. If you are not using a computerized business management system that has standard times input into a database, you are once again up against the barrier of how honest the people you are auditing are. If you do have that kind of system in place, record the job information about orders or batches that ran significantly over the allowed time and go ask some specific questions about those parts. If the parts themselves are still in house go have a look at them. Hopefully there are characterisitcs of reworked parts that you can identify.

If there is no computer system with the necessary software and database you're next option is to camp out and watch them directly. This can be complicated by the lack of reasonble reasons you might be nearby so often. These guys may be covering their own butts to save their jobs, don't count on them to be stupid.

I think Kumar has the right idea. Typically, rework comes from a disposition on a nonconformance report that starts with some nonconformance. There should be a record of this within your system. Additionally, if you track your labor, your system should have a provision for recording rework labor (sometimes called second pass labor). There is another rework element that involves an individual inspecting their own work, screening for any defects and reworking them on the spot before the item goes to a formal inspection point or the next operation. This is more difficult to identify.

Bob Bonville

If they don't want to admit that rework takes place, you may have to look at the effects. My guess is that you want to reduce rework because it adds cost. You're in the construction industry? It seems like rework would generally lead to increased time and material costs. Look for these costs and you may find the hidden rework. Ultimately the real metric you want to improve is cost anyway, so why not start there?

Firstly, TRUST is very very important.

Secondly, what is your definition of rework, has it been communicated to the worker properly. If it has been communicated, then start measuring against STANDARDs/NORMs prevailed in your industry. If you do not have any, start benchmarking yourself.
regards,

1st you really need to get your terms correct...Do you have a quality policy about rework or do you have a quality procedure governing rework?

Next, Audit techniques to reveal rework? How about honesty in the organization? Other that hanging around waiting for rework to happen and seeing it you'll have to follow the paper trail...if there is a paper trail.

Potential areas of rework? What's the product?

1. We dont have any quality procedure addressing re-work.
2. Instead of honesty, employees are getting scare of audit due to the management reviewing each line of the audit report and its reaction affects their promotion and bonuses.
3. Paper trail is very difficulty, since we hidden factories are more here.. everybody wants to hide the mistakes..

If it´s a policy of your organization to minimize rework, how about asking for an Indicator which will demonstrate the amount of rework in any particular product or process?

You are right. Indicator should be there.. I recommended for it,no data is being collected since the project doesnt come across the rework..

Our process areas are like Electro-Mechanical works,Construction,EPCM,Oil and Gas ,Waster water treatement plant maintenance etc.,

I completely agree with Randy,

Also,

How about looking at the records of checks, tests and inspections done on the product. If the product (or intermediate product) did not match the criteria, what was done - was there a re-work? Look at your procedure of Control of non-conforming products. What happens in the event of a non-conforming product?

IMHO considering your promise of reducing rework, it will be better to have a system of collecting and analyzing such data periodically and look at the trend. Then further deciding on the action for progress in desired direction. Looking for such data / evidence in internal audit may not be very effective. You have talked about reducing rework, not eliminating, yet.

Good point.. let us address this in our control of nonconforming product.. Thank you..

2. Instead of honesty, employees are getting scare of audit due to the management reviewing each line of the audit report and its reaction affects their promotion and bonuses.
3. Paper trail is very difficulty, since we hidden factories are more here.. everybody wants to hide the mistakes..

If my management was using 'each line of the audit report' to affect my chances of promotion and bonuses, I think I'd be hiding my rework also and quite possibly avoiding honesty!

If audit is being used as a punishment or shaming tool, there could be a problem within the system or the management of it.

One of the fundamental principles of quality is involvement of people at all levels. I'd definitely be seeking ways to get people involved in the problem of rework (if there is one) and seeking to address the WIIFM? (what's in it for me?) question. Because if there's no upside for them, only downsides for honestly reporting, why would they??

Using mistakes/problems as opportunities for genuine improvement (not blame & punishment) is essential for real improvement. And the hallmark of a company further up the maturity scale in relation to quality management. Hang 'em high only works in the very short term, usually. And has various other negative consequences.

We have a quality policy to minimize rework in all process areas. But,when we go for audit, we find difficult in identifying the rework happened in that area. The reason is, auditee are very defensive which makes me to dig out to the core to find.. even in construction process are also, we got the answer there is no rework..

My question is :

1. Do you have any audit techniques to reveal the rework areas during audit?
2. What are the potential areas of rework irrelevant to the process areas?
I guess if your policy directs the objectives, then perhaps the First Pass Yield of your identified processes must be one of your main measureable objective. Improvements continually in achieving the 100% FPY and steps taken on drop in any of this yield can be your audit focus.
Any thoughts on this >>>

Why not check the outcome of the process by conducting O.E.E. ?

This way you not only have the rework but you have an overview of the waste in general.

Best regards,

Antoine

Shekar,

Could you please define the rework? FPY most applicable only to manufacturing industry or to your medical devices manufacturing industry..what abt electromechanical industry..

Shekar,

Could you please define the rework? FPY most applicable only to manufacturing industry or to your medical devices manufacturing industry..what abt electromechanical industry..

Anytime a product (or whatever it is you provide to the customer) is found to be nonconforming, and an attempt is made to repair/correct it to bring it back into the specifications, it is considered rework.

Stijloor.

Reasons for rework are not always directly related to the individual performing the job. They could have had poor direction, instructions, materials or equipment with which to perform the job. These things need to be identified so they can be addressed through the Corrective Action System. Remember, in most cases it not the person it is the process.

Bob Bonville

Reasons for rework are not always directly related to the individual performing the job. They could have had poor direction, instructions, materials or equipment with which to perform the job. These things need to be identified so they can be addressed through the Corrective Action System. Remember, in most cases it not the person it is the process.

Yes, absolutely. Hence the importance of looking for real root cause(s), not just the easy path of assigning blame. Which is just about guaranteed to turn people off 'quality'.