On an average,25 batches per month are rejected in our plant due to quality problems out of around 400 batches run per month.

Our corrective action procedure takes up only top 3 problems that contribute maximum to scrap. Corrective actions are discussed and finalised in the corrective action team meetings held once in a week.

Any suggestions for improvement???


Andy

Upon implementation of the corrective action, does the number of rejected batches decrease? If not, I would evaluate the effectiveness of the corrective action and make sure that you are addressing the root cause of the problem. I am attaching a root cause form that I found in the cove (can't remember where). Also, if you search for root cause analysis and corrective actions you should find a lot of resources.

I hope that this helps.

mshell

In theory, if you take the top 3 problems every month and actually fix them, the next month you should have fewer rejects. If not, as mshell said, your CA's probably are not effective. I'd look at the last 6 months or so and see how often the CA's were effective. If they're not effective, some training on effective CA's seems in order (a CA for the CA system!).

Do you discuss and act on internal audit results at these meetings as well?

A related question for the group: Do you generate a formal corrective action for every NC found in an internal audit?

Mike,

Our CA/PA system is set up so that we generate a CA for every nonconformance and a PA for observations or improvement opportunities.

mshell

Upon implementation of the corrective action, does the number of rejected batches decrease? If not, I would evaluate the effectiveness of the corrective action and make sure that you are addressing the root cause of the problem. I am attaching a root cause form that I found in the cove (can't remember where). Also, if you search for root cause analysis and corrective actions you should find a lot of resources.

I hope that this helps.

mshell

I could not agree more. :agree: Root Cause Analysis is critical to good corrective actions. Many times band-aids are put on the problem to fix it right away - yet it can pop back up again. Trying to focus on the 3 top hitters can cause the others to get lost; then pop up worse. Like mentioned - if you truely eliminate the top 3 then you should get a new top three to work on. It might be a narrow scope but it should be effective if the root cause is eliminated - thus causing the nonconformance to be removed.

MSHELL's form is a great basic tool for trying to get to the root cause. Many times people stop short of the true root cause. Sometimes it is hard to admit what the real root cause was. Egos can sometimes dictate what the root cause is, only to deal with the real root cause later.

Thanks for the compliment Tom but that is not my form. It is one that I downloaded from the cove (I just have CRS and can't remember which thread it was in or who posted it). I too think that it is a great tool for root cause analysis.

mshell

Meet everday for 15 minutes.

Monday - Status
Tuesday - Brainstorming
Wednesday - Planning
Thurdsay - Issues
Friday - Process Review

Make everyone a binder for handouts that they can empty monthly.
Establish a call in number.
Chart attendance.
Once a month have the company buy lunch for those with perfect attendance.

Hi msshell,


The attached file is great. :thanx:

Best regards,
Raffy :cool:

On an average,25 batches per month are rejected in our plant due to quality problems out of around 400 batches run per month.

Our corrective action procedure takes up only top 3 problems that contribute maximum to scrap. Corrective actions are discussed and finalised in the corrective action team meetings held once in a week.

Any suggestions for improvement???


Andy
Andrews,

How long have you been generating a 6.2% defect rate?
Do you know the profit margin of your company?

Al...