Hello Everyone,

This is my first post and I want to start off by saying that The Cove has become a very valuable resource to me. The topics covered, the knowledge base, the new and different ideas have helped in solving some of the problems that have popped in our facility. :thanx:
I have two questions that I was hoping to get feedback on:
1) How does your company communicate the requirements to its employees?

We are about to set up "Communication Centers" (bulliten board) in each department. this Communication Center will have things like the First pass quality levels, On-time delivery rates, Customer feedback (complaints and praises), Internal Audit results posted. When something new gets posted or something changes, a "Flag" will be placed on the Comm. Center to let the employees know.

Does this sound like a good approach?

2) My second question stems from the production coordinator and manufacturing manager want to post something when Corrective Action Requests are issued. They do not want to post the CAR itself, but want to make a "Corrective Action Notification" (This "CAN" would be a sanitized version of the CAR with the names removed etc.). My question is: Does this CAN need to be assigned a Form number and placed into our document control system?

Any feedback/comments would be appreciated.

Thanks,
Jerry Rho.

Hello Everyone, This is my first post and I want to start off by saying that The Cove has become a very valuable resource to me. The topics covered, the knowledge base, the new and different ideas have helped in solving some of the problems that have popped in our facility. :thanx:


First of all. . .Welcome to the Cove!

I have two questions that I was hoping to get feedback on:
1) How does your company communicate the requirements to its employees?

We are about to set up "Communication Centers" (bulliten board) in each department. this Communication Center will have things like the First pass quality levels, On-time delivery rates, Customer feedback (complaints and praises), Internal Audit results posted. When something new gets posted or something changes, a "Flag" will be placed on the Comm. Center to let the employees know.

Does this sound like a good approach?

It sounds more like you are fulfilling the requirement for "employee awareness" and how their jobs effect product quality and customer satisfaction.

This is a good pracitce. I have seen 10 minute start of shift meetings to satisfy that. There are a variety of ways to INFORM all EMPLOYEES of their place on the customer satisfaction food chain.


2) My second question stems from the production coordinator and manufacturing manager want to post something when Corrective Action Requests are issued. They do not want to post the CAR itself, but want to make a "Corrective Action Notification" (This "CAN" would be a sanitized version of the CAR with the names removed etc.). My question is: Does this CAN need to be assigned a Form number and placed into our document control system?

There are also a variety of ways to address this. . . I like to issue a Quality Alert that contains all relative info. The ones I use are on a controlled format because I want a stanardized format for operators (and others) to identify with. Usually generate one where there has been 1) a customer complaint (either involving a nonconformance or not), 2) a supplier issue, 3) a production issue identified. We usually place them right at the work stations where caution and/or correction needs to be addressed. Have also posted general ones on info boards.

Sort of a multi-purpose document that tells a story, AND has a FINITE lifespan. Usually 30 days. If you leave them up, they start to lose impact and new ones will be ignored. I usually also retain them as a quality record as evidence that 1) we addressed the issue, and 2) we made employees aware of what was happening, and 3) the info on the form is part of the Containment step of an 8D.

Hope this helps. . .

My question is: Does this CAN need to be assigned a Form number and placed into our document control system?



Since the CAN in not a working doucment the answer is no you don't have to. But if you think about you might want to.

You can use the CAN to start the preventive action process and it also fullfills the 5.1 a requirment.

I'll address these backwards -

Does a notification that a Corrective Action has been implemented need to be controlled? I would say no as long as it is for informational purposes only and you are not saving the information (data) for analysis. After all, you have the CAR on hand and it is controlled. Is there some reason that you think you need to ba able to prove that you put the notice out? It depends on what you want to do. If you want to make them controlled you certainly could. Do what works best for you and your company. I always hate to say one way or another just because not every company operates the same way, nor are all industry requirements the same.

As for communications, yes your informational centers qualify as a method to inform employees. So do newsletters, crew/staff meetings, e-mails, phone calls, work orders, change orders, procedures and work instructions, and any other means you may have of informing employees of what is going on. I think that too many times, we overlook the day-to-day communication processes and focus on some larger very visible method (bulletin boards) as communications.

Bulletin boards are definitely an effective and effecient way to share information as long as they are placed in locations that guarantees easy access to all employees, but you may find that there is some information that you do not want posted in areas where your customers may have easy access also. We frequently share information about quantity of products purchased by our biggest customers (maybe top 5 or ten from the week or month), I definately don't want to share that information as a written notice on a bulletin board where another customer could see it.

Feet on the ground as usual. . .

Feet on the ground as usual. . .Well, I find it very hard to get my feet too far off the ground with a cast on one leg up to my knee! I guess that's the kind of thing that keeps us humble. lol:biglaugh:

BTW, whenever anybody asks, I just tell them I was taking names and kicking a$$:bigwave:

As for communications, yes your informational centers qualify as a method to inform employees. So do newsletters, crew/staff meetings, e-mails, phone calls, work orders, change orders, procedures and work instructions, and any other means you may have of informing employees of what is going on. I think that too many times, we overlook the day-to-day communication processes and focus on some larger very visible method (bulletin boards) as communications.

Bulletin boards are definitely an effective and effecient way to share information as long as they are placed in locations that guarantees easy access to all employees, but you may find that there is some information that you do not want posted in areas where your customers may have easy access also. We frequently share information about quantity of products purchased by our biggest customers (maybe top 5 or ten from the week or month), I definately don't want to share that information as a written notice on a bulletin board where another customer could see it.

She's on fire today!!! :applause:

Hello Nomad, and welcome among the posters :bigwave: .

1) How does your company communicate the requirements to its employees?Requirements like in customer requirements are transfered via our process for determination of requirements related to the product, and order entry system to work orders.

All written procedures as well as quite a lot of general info can can be accessed via intranet by the entire staff.

Does this sound like a good approach?I think so.

2) My question is: Does this CAN need to be assigned a Form number and placed into our document control system? No, not being intended to be just "for info", but consider this approach:

We are doing more or less exactly what you suggest...

The CAR's are entered into a database. Sanitized versions (with the same number as the original CAR) are then transferred to the intranet for general info. We have three such lists:

All active issues.
Active issues with deadlines inside one month (Early warning).
Active issues past the deadline (not a very popular place to find yourself in. :eek: :whip: ).

/Claes

1) How does your company communicate the requirements to its employees?


Communication boards that contain information like 5S, Key Indicators, Annual Action Plans, etc.
Boards outside focusing on our Strong Goals and our progress, along with results from previous years, and benchmark number
Slideshow - ongoing (24 hours a day, 7 days a week) slideshow showing status of Rolling Mill (down once a day for 30 minutes for updating)
Meetings - Operations Review, Management Review, Department Key Indicators, Crew Meetings, Shift Changeover Meetings, Quality Planning Meetings, etc.
Training - classroom, on-the-job, etc.
Production schedule
Results of nonconformities/abnormalitis
Etc.


2) My second question stems from the production coordinator and manufacturing manager want to post something when Corrective Action Requests are issued. They do not want to post the CAR itself, but want to make a "Corrective Action Notification" (This "CAN" would be a sanitized version of the CAR with the names removed etc.). My question is: Does this CAN need to be assigned a Form number and placed into our document control system?

Like the majority here say, no it doesn't. But I do admit to wondering why there is perceived need to have a sanitized version. We don't do that here...we say where there is a discrepancy in the system and who will be addressing it. Accountability can be a key driver in getting buy-in. Our people understand that they have responsibilities and are part of the Team...no one wants to bring the Team down. If someone is experiencing problems, we then know who to help. No one is isolated. We work together.

Welcome to the Cove Nomad,

1. I agree with everyone here. Do what suits you and not what you think will suit your registrar. Communicate with your staff/Operators and ask them what they would like to see as they are the ones that will need to read ther notices etc.

2. I have toyed with the idea of a flyer (Alert Notice) for our CARs, as Taz has stated, and I may have another look at it today.

Greg B

Requirements like in customer requirements are transfered via our process for determination of requirements related to the product, and order entry system to work orders.
All written procedures as well as quite a lot of general info can can be accessed via intranet by the entire staff.
/Claes

Claes,

I audited a small company where the quality manager had spent a lot of time putting customer requirements into the company intranet system. After he explained the system, one of my audit tasks was to review the shipping department.

After listening to the shipping employee describe their general process for making sure the products were shipped out correctly, I asked how she knew when to ship the product. She calmly reached out and pulled a piece of paper that was taped on the computer monitor and said that the shipping date was noted on it. Technically, I guess she did get the customer requirement "off the computer" but I decided maybe I should write it up as a nonconformance.

Apparently, they had not trained the employees where to look in the intranet for the information. Making information "available" whether by email, bulletin board or by computer is not the same thing as communicating the information.

Bill Pflanz

Apparently, they had not trained the employees where to look in the intranet for the information. Making information "available" whether by email, bulletin board or by computer is not the same thing as communicating the information.

Your scenario is completely valid and very realistic, Bill. And yes, having the information available does not necessarily equate to communicating it. But one must also consider the maturity of the system in place the culture of the organization. Why did she use her taped note instead of going online? Maybe she hadn't been trained. I concede that. But in other places, answers like "It's faster, easier" or "I don't like the way the computer presents the information to me" could have been given. That requires a different resolution. It wasn't that the information was not being communicated, but simply improper tools provided to translate the information in a language/format the user understood efficiently.

Still, though, you do have a point. I guess with where I am now, and the cuture of this company, I take for granted that our people are very vocal if the tools ain't workin' for them. And boy oh boy, if something comes out and they aren't trained on it....there are times I wish I had an office with a door on it! :)

Apparently, they had not trained the employees where to look in the intranet for the information. Making information "available" whether by email, bulletin board or by computer is not the same thing as communicating the information.
Amen to that. We did train them, however. All of them. Besides, requirements related to the ordered product is transferred to work orders, and there is no getting away from them. We cannot run our production without them.

/Claes

[COLOR=Navy]Just read a very thorough article on this in the latest issue of Quality Digest (May 2004).

As ISO Coordinator, I'm trying to determine ways for our company to fulfill this requirement. You wouldn't think it would be such an issue with just 50 employees; however I find that a significant number of problems can be attributed to communication - or lack there of!

Anyone have some helpful hints for a small company with limited intranet usage?

Sue

[COLOR=Navy]Just read a very thorough article on this in the latest issue of Quality Digest (May 2004).

As ISO Coordinator, I'm trying to determine ways for our company to fulfill this requirement. You wouldn't think it would be such an issue with just 50 employees; however I find that a significant number of problems can be attributed to communication - or lack there of!

Anyone have some helpful hints for a small company with limited intranet usage?

Sue

Here's a few thoughts...some are more involved and detailed than others...and some might even be able to be combined!...


Bulletin boards in a common area (i.e., where most, if not all, employees will pass)
Monthy newsletter
Monthly communication meetings - include a snack for attendees, show something like your Quality Policy near the beginning or Vision and quiz people on the end (have them right their answer down on a piece of paper, name optionally, all those that get it correct and provided a name, get a prize like a company pen or something)
Customer Appreciation Day - start off small by inviting local Customers and having your employees do the presentations on how product is made. BBQ if the weather is nice for everyone! Tours! A true win-win day!

I was in a similar situation: ISO Coordinator at a small company (<50).

In addition to some of the previously mentioned items, I talked daily with the quality inspector, who was all over the floor all day long. For product/production process related items, telling her things was like wildfire. I also think it built up her ego (empowerment), because she felt like she was intimately involved with the decisions. She was! I got great feedback from floor employees and her, as well as spreading the word from above.

Hello everyone,
Let me start by saying sorry for not a reply sooner (Things have been chaotic recently).
I would like to thank everyone for their great input. We (Top Management and myself) are going to use a bulliten board system in each department. It will have the CAN, Internal Audit information (results of previous audits, when the next audit is scheduled, etc.), On-time delivery rating, ABVS score, Customer communications, and Pareto charts of the defects for that department.
The Supervisors for each department will hold brief update meetings with the employees when things are added.

We are also developing a "Lessons Learned Book" for each product. As problems occur during manufacturing, notes are made of the type of problem and the solution. These notes are to be kepted and used in the planning phase for the next contract for that item or similar item.

We are still debating on whether or not the Employee Suggestion Box on the bulliten board or leave it in a central location.

Again, :thanx: for all your suggestions. The Cove is a great resource to have.
Jerry

We are also developing a "Lessons Learned Book" for each product. As problems occur during manufacturing, notes are made of the type of problem and the solution. These notes are to be kepted and used in the planning phase for the next contract for that item or similar item.That sounds like a good idea.

We are still debating on whether or not the Employee Suggestion Box on the bulliten board or leave it in a central location.There are pros and cons, of course. One reason to put it on the board is that both the board and the suggestion box are likley to benefit from more attention.

/Claes

We are also developing a "Lessons Learned Book" for each product. As problems occur during manufacturing, notes are made of the type of problem and the solution. These notes are to be kepted and used in the planning phase for the next contract for that item or similar item.

We have something very similar and maintained electronically. Every time we make a particular product, its "history" is called up and we can find out what steps to take to set up the line properly to avoid generating nonconforming product.

We are still debating on whether or not the Employee Suggestion Box on the bulliten board or leave it in a central location.

Again, this is something else we maintain online. It is "visible" however as it is reviewed by all departments at least once a month and we have now made it a Key Indicator for people to track the number of Suggestions assigned to them > 60 days open. We've noticed that number is starting to climb (as presented at a recent Management Review) and the action was for each department to monitor this item.

Hello Everybody, :bigwave:
Just wanted to say :thanx: for all your input.
We had our surveillance audit this week and our Auditor liked what we are doing with the "Communication Center" boards.
We ended up with 1 (one) Minor finding. It was against section 6.2.1/6.2.2 Competence, awareness, and training. The majority of our job descriptions do not have the minimum requiements needed (for education, training, skills, and experience) listed on them. They list the job specific functions that the employee must become proficient in, and demonstrate that proficiency to the Department Supervisor.

Overall, the audit went well. Our registrar is happy and my bosses are pleased. Guess that means I can celebrate :beerdive:

I do have related questions. Our job descriptions are "departmentally controlled" by our Human Resources Dept. They do not have form numbers and are not on our master list of records/forms for QMS documents. Should they be listed as a QMS document? Or is departmental control good enough?

Thanks Again for All your input.
JR

Hi
Everyone seems to have such great ideas for communication and I have been trying to imagine if that might work for me. Each department except for production has monthly meetings to discuss anything that is brought up. Of course when I bring up quality systems issues it seems that is when everyone gets very quiet. They seem to think I am making excuses for all of the time I spend at the computer or doing paperwork. I used to do what they do and I know how hard it is! I think I can use these meetings to meet the requirements.
But I do not know what to do with our production department, less than 25 people who are not used to any negative feedback so audit results or CPARs would only insult them.Is there anyone out there with a positive method to meet the requirements? All of the operators keep track of scrap so they know it before I do and they are very cooperative when it comes to what is asked of them and when asked to help correct something they do so with a smile!
So if anyone has any new ideas please let me know.
Thanks and keep up the great cove communication! :applause:
Bridget

We use things like email, memos, communication boards, company newsletter. All of these things work to meet communicating requirements.

The companies that I have worked for normally wait until you err before they tell you what is expected. :frust:

I used to do what they do and I know how hard it is! I think I can use these meetings to meet the requirements. Bridget
Bridget, if you used to do what they do, you are in the best position to win them over to your side. You know what it takes to do the job, now you know what is required to do it and meet the requirements of your quality system. Don't let this turn into an "us'uns and them'uns". Get to work right now to be an ambassador for change. Explain how you can make their job easier, more consistent, whatever it takes. If they are already where they need to be as far as capability etc., just fold the rest into their good process.

Good luck

Each department except for production has monthly meetings to discuss anything that is brought up.

You did not say who runs the meeting but your description does not sound like much of an agenda and may be perceived as a waste of time. Quality problems should be on the agenda but also discussions on changes in production, new customer requirements or problems, safety initiatives, company profitability, supplier and competitor information etc.

Of course when I bring up quality systems issues it seems that is when everyone gets very quiet. They seem to think I am making excuses for all of the time I spend at the computer or doing paperwork. I used to do what they do and I know how hard it is! I think I can use these meetings to meet the requirements.


The time at your computer and doing paperwork may not seem important to the workers if it is not connected to what they do. Use your time in the office to work on problems that they want solved not that you think should be solved based on your prior position.

But I do not know what to do with our production department, less than 25 people who are not used to any negative feedback so audit results or CPARs would only insult them.Is there anyone out there with a positive method to meet the requirements? All of the operators keep track of scrap so they know it before I do and they are very cooperative when it comes to what is asked of them and when asked to help correct something they do so with a smile!


Feedback on quality issues is different from negative feedback. Your quality discussion should not be just about what went wrong but what was right and discussions on what can be done differently that will make their work easier and the customer happy. No worker comes in to work each day with the intent to do poor work. They can only do what the system allows them to do. If they trust you and you can speak for them in meetings with management about the problems, preferably with data, then you can work as a team to get management to make the necessary changes.

Bill Pflanz