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This thread is carried over and continued in the Current Elsmar Cove Forums |
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This thread is carried over and continued in the Current Elsmar Cove Forums |
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 The Old Elsmar Cove Forums
 Tooling and Equipment Suppliers
 Inspection
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| Author | Topic: Inspection |
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Dan De Yarman Forum Contributor Posts: 67 |
posted 27 January 2000 04:03 PM
   
Is it acceptable to use a checklist for inspection of machined parts coming from subcontractors? The checklist would have the job number, part number, quantity, date, and revision level. The revision level would be that of the drawing, to which the detail was inspected against. I don't think we would receive very many inspection records from our subcontractors. Many of them don't have the resources needed to have someone fill out inspection reports; although we do have one that does it already on their own. That is why I am asking if this is acceptable. Another possibility might be for us to have a standard inspection form and send it out with the work. That way all the subcontractor has to do is fill out the form and send it back with the finished part. What does everybody think? I would much prefer to go with the first one (lack of storage for the inspections records otherwise). Dan IP: Logged |
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Marc Smith Cheech Wizard Posts: 4119 |
posted 28 January 2000 10:25 AM
I don't see a problem with a check list approach. the question is where the items on the check list come from. Remember, you decide what, if any, inspections and tests have to be made. They can be extensive (product for space shuttle) or minimal (visual of injection molded toy soldiers). IP: Logged |
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Tom Goetzinger Forum Contributor Posts: 123 |
posted 28 January 2000 10:48 AM
Are you performing incoming inspection on the parts? If so, your inspection records should provide all the information you need. If you are not performing incoming inspection, you may need to validate that you are getting good parts from your suppliers. This can be done by certifying your suppliers. Another approach might be to objectively prove that you have historically been getting good parts (no evidence of extra cost or late delivery due to poor purchased part quality) and have a method in place to catch if that changes, so that you can "nip the problem in the bud" so to speak. This will be harder to sell to your auditor, but if the evidence is there, they should accept it. Remember in everything you do, if it honestly doesn't make good business sense for your business, do you really have to do it; can you provide evidence that you are not aversly affecting your customers by not doing it? If you can, document the fact that you are not, and go on. Of course, as always, this is IMHO only. IP: Logged |
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