How best can we plan manufacturing process audits?

[Andrews]

We are a company manufacturing turned parts for automotive applications by turning operation.

We have 17 machines inhouse.
Nine 5 spindle automatic screw machine of Davenport make
One 6 spindle automatic screw machine of Wickman make
One 6 spindle automatic screw machine of Acme make
Five Single spindle automatic screw machine
and One CNC machine.

We are manufacturing around 34 family of parts that constitute a total of 400 parts.

How best could we plan the manufacturing process audit?

[D.Scott]

I am a believer in using "Turtles" to define and outline processes. They offer a very good gap analysis tool and can be used as a process map for auditing.

We, like you, have a large number of families leading to thousands of parts. We approached our process definition by first defining a "Product Realization Process" in which we identified support processes for each DIFFERENT process. Each of those was then extended to its own turtle. Those LIKE processes were all covered under (using your example) an "Automatic Screw Machine Process" turtle.

This allows us to randomly select any of the support processes when auditing the "Product Realization Process" and not have to audit every process - every time. We then use the turtle and follow the process flow described. Each of the "hows" is reviewed to see they are being done as planned, the support processes are "tested" as they apply to the process flow, and the measurables, objectives and goals are reviewed. The process input to Management Review is audited and we confirm inputs / outputs and look for identification of continuous improvement opportunities, action items, and other feedback to the process.

This is a very simplified overview of our audit process but I hope it gives you a place to start.

Dave

[Ragnar]

Good Morning Sir: We are currently debating this at our facility (OEM supplier of Moulded, Painted & Assembled Fascia & Body Side Moulding)
ISO/TS 8.2.2.2 States "The organization shall audit each manufacturing process to determine its effectiveness" What does this mean? To me it means "Are we meeting our process measurable?" Downtime?/ Scrap?/ FTT?/ Cycle Time? etc. or what ever we choose as a measurable for THAT PROCESS. We don't distinguish between different part styles or part families where the process is the same. Mould, Paint, Assemble or Turning Operation. At first we had a fancey "Process Audit" checklist that covered everything from employee training, to cleanliness of work cell, to the timely review and update of work cell documentation etc. none of which had anything to do with meeting targets. If the scrap target is 5% and we are running at 12% scrap than the process isn't "Effective" same for Downtime, FTT Yield etc. than corrective actions are required. The kind of corrective actions that result from proper root cause analysis. (8-D, Drill Deep & Wide or what ever problem solving tools your customer prefers) .If we are meeting objectives and targets, than who really cares if the garbage can isn't in its place or some of the documentation has expired. Those thing will be captured and delt with during the "System Audits" I appologize for the long winded responce, I hope this information will offer some assistance and make the "Process Audit" at little less painfull. Good Luck

[IEGeek]

Regardless of 1000 machines or 10 machines, the PROCESS audit should be the same.

Do your outputs for one process equal your inputs for the next process?

I know that was not the answer you were looking for, however the number of machines should not matter. You need to audit the process. This was a big misconception in my current organization, they were so used to ISO9K and QS that they were befuddled when it came to layered process auditing. Coming from the plastics background, my old boss used to say "Be the pellet" Follow it from the entry into the facility until it goes out the back door on a truck to the customer. Everytime something happens, THAT IS A PROCESS. Now you can measure it. If you can measure it, you can improve it.

I agree with Dave's advice 100%.

[antoine.dias]

The ISO TS wants us to audit the effectiveness of the Mfg. processes.
If you want something measurable then O.E.E. (Overall Equipment Effectiveness) is a great thing to use.
By using this tool the bottlenecks in your processes are highlighted so you can focus on them.

Best regards,

Antoine

[Andrews]

D.Scott wrote:

"I am a believer in using "Turtles" to define and outline processes. They offer a very good gap analysis tool and can be used as a process map for auditing.

We, like you, have a large number of families leading to thousands of parts. We approached our process definition by first defining a "Product Realization Process" in which we identified support processes for each DIFFERENT process. Each of those was then extended to its own turtle. Those LIKE processes were all covered under (using your example) an "Automatic Screw Machine Process" turtle."

Can you post an example of the turtle diagram if you don't mind.

Igeek wrote:
"Regardless of 1000 machines or 10 machines, the PROCESS audit should be the same.

Do your outputs for one process equal your inputs for the next process?"

No it does not. All the machines run different part families / parts.

My main query is how do you categorise these parts and machines to do a manufacturing process audit?

Thanks

[M Greenaway]

The attached might help - it aint no turtle but every bit as good.

[Wes Bucey]

Just to bring things back to focus in a machine shop environment:

Originally Posted by Andrews

We are a company manufacturing turned parts for automotive applications by turning operation.

We have 17 machines inhouse.
Nine 5 spindle automatic screw machine of Davenport make
One 6 spindle automatic screw machine of Wickman make
One 6 spindle automatic screw machine of Acme make
Five Single spindle automatic screw machine
and One CNC machine.

We are manufacturing around 34 family of parts that constitute a total of 400 parts.

How best could we plan the manufacturing process audit?

I was not quite clear when you wrote in response to the question

Do your outputs for one process equal your inputs for the next process?"

No it does not. All the machines run different part families / parts.

My main query is how do you categorise these parts and machines to do a manufacturing process audit?

Thanks

Do you mean to say that when a product comes off of any one machine, it leaves your shop without going to any other machine for a secondary process?

Are there secondary processes to any of your parts (plating, heat treating, polishing) which are done by contractors and then returned to your shop before shipment to customer?

If no part comes off one machine and goes into another in your shop nor goes out for secondary processing and returns,

• each machine (17 machines) "could" be a separate process with its own audit
  OR
• each "brand" (Davenport, Acme, etc.) group could comprise a process, since they are so similar.

In a sense, you could make the argument that ALL the machines which are turning machines could be identified as one process (cutting material by turning the product versus holding the product and moving cutters around the material (milling machines, 5-axis CNC machining centers, etc. hold the part and move the cutting tool.))

Identifying the process or processes is the main part of your battle. Once you do that, then you can look at each process from beginning to end to determine the process audit plan which is workable with the resources at your disposal (budget for time and money, including personnel to perform the audit.)

The question remains then, given the clues you have so far, are you able to
"plan the manufacturing process audit" or do you need some further help in laying out EXACTLY how to structure a process audit?