What are some specific actions to be taken where timely and/or effective corrective actions are not achieved? I really am looking for help on this one.
Thanks
Paula :bigwave:

What are some specific actions to be taken where timely and/or effective corrective actions are not achieved? I really am looking for help on this one.
Thanks
Paula :bigwave:

Take all the Corrective Actions not addressed to your satisfaction and write another CAR. These are usually scrutinized by your Customer Auditors or Registrar Auditors (If you are registered) and it will highlight the need to respond to your CA's a little more seriously. Write it with the names of the Department Managers responsible for seeing to it that actions are taken. Don't get discouraged. Just keep plugging away. Been there. If your feeling real frisky, send it to the Company President as it is ultimately his/her responsibility to see that these Corrective Actions are completed within the time frame agreed to. :frust: :smokin:

Remember, the status of cas/pas MUST be part of the input into management reviews. So, MOST definitely, bring delinquent/innefective issues to top management's attention. Depending on their response/interest, you will have a pretty good feel for how serious/commited they are.

As a side comment, many times I see unresolved ca's linger ad nauseum because the people responsible for correcting the problem do not agree that the problem exists. Unfortunately, poorly qualified internal auditors many times issue non-value added cars which do not get anybody's attention.

As a side comment, many times I see unresolved ca's linger ad nauseum because the people responsible for correcting the problem do not agree that the problem exists. Unfortunately, poorly qualified internal auditors many times issue non-value added cars which do not get anybody's attention.

Agree. Sometimes, upper Mgt isn't aware that things are being ignored. Unless you are meeting with the Honcho regularly and have complained about the lack of cooperation, they are in the dark. I found that Top Management also looks for things like this to remind people who is in charge. Why not use this to your advantage? I've been asked "Why haven't you come to me with this sooner?" As for "non-value added CARS", can violation of their Corrective Action Procedure be considered that? Or, are we thinking that the original CARS fit that description?JMHO :smokin:

The standard states that: "A documented procedure shall be established to define requirements for h. specific actions where timely and/or effective corrective actions are not achieved."

I dont like to write a procedure where defined and specific words are used, because every situation is different.
What if I state in the procedure that: "In the event that timely and/or effective corrective action is not achieved, the corrective action is reviewed and may be elevated or forwarded to top management for implementation." :) ???? Hey I think I just answered my own question...maybe...I need more input...please :)

Energy, I like the idea of generating another CAR and when I asked a few other Lead Auditors they also frowned on that idea but never really could come up with a better solution.

Thanks Paula :bigwave:

When corrective actions are deemed to be ineffective, we generate another CAR referencing the original. When CAR's are not addressed in a timely manner, we close the original CAR and generate a new one to the next level within the organizational structure.

Remember, the status of cas/pas MUST be part of the input into management reviews.

Good point. A strategically assembled and presented monthly summary of C/A status is very effective.

Unfortunately, poorly qualified internal auditors many times issue non-value added cars which do not get anybody's attention.

Our internal auditors meet with the client after the audit and review the observations to determine if any warrant the generation of a CAR.
They issue CAR's in response to audit findings at the request of the client (our Management Rep./Director of Quality).

A good question and corresponding advice!

In a past life when my company was QS-9000 I wrote this into my CPAR Process" If corrective actions are not addressed thoroughly or in the prescribed time period, the Corrective Action is issued to the Executive Vice President for action" He was very involved in the process and held the CPAR responses as a priority in the comapny.

There should be some form of escalation procedure written in to the Corrective Action Procedure.

For examples:
CAR’s open longer than 30 days require an extension signed by the Quality Manager.
CAR’s open longer than 60 days require an extension signed by the General Manager.
CAR’s open longer 90 days require extension signed for the Vice-President of Sales and Marketing.

(Effective June 21, 2007 for new CAR’s). CAR’s that are currently open will have an extension by the General Manager, and further extensions be granted at the General Manager discretion).