In Reply to Parent Post by Ropofadzo
find a sample. Seeing an actual product recall plan will give me an insight into how it should look like.
Also, what is the difference between a safety/hazard notice and a recall notice?
I cannot give you an example and I cannot stretch much (T!##%A - a major car manufacturing company regarding the issue with steering, braking and gas pedal issue "wink wink" recall) about what I can use as an example but I can give you the typical pathway if you can find this viable then i can help you defend.
safety/hazard notice - in my opinion is more of an announcement of potential failure of the product or product characteristics that has a potential to harm anyone who's using it. Could be a toy, chemical delivery systems or as big as gas pipeline signage. Most of the time driven by regulatory rules by EHS or product safety commision or any safety certifying body (e,g, UL)
Recall notice is the method of telling your customer/s that the product CAN harm anyone and may not be used anymore due to its failure that shall cause disatisfaction, injury or death.
Recalling a product is tricky depending on the scope - if you can actually rework the part and return the product with faulty components replaced or recall the product and destroy it then replace it with a new one (that is not affected by the cause of recall). How big is the affected customer and how many customers. How many products and what part of the process did the problem occur. Most of the time...money talks. Your boss will ask you, what is the dollar value of the recall and how much damage it will cause. What is the risk and how are we containing it and did we ever make any mitigation based on the product launch milestones.
I normally do it this way:
1. Containment plan and execution schedule (24 hours)
2. Risk analysis (within 24 hours of item 1)
- quality risk
- reliability risk
- financial and business risk
- environmental risk
3. Identify and Quantify to define the scope of your recall (who - customer and contact, what - definition of your problem, when - time frame of affected products, where - sites ans processes suspected to cause the issue and how many - self explanatory : you may use is-isnot if its appropriate)
4. Send notification of potential recall - internal (include external if RPN = > 100 or the issue has an immediate assignable cause with detrimental effect)
5. Identify your problem, root cause and provide corrective action (more of an 8D approach)
6. Validate item 5 by post CA data gathering and effectiveness validation (this way...your problem already have a fix to hasten your response to the recall inquiry)
7. (ensure that this is done in a timely manner) Send out the Recall Notice to your "WHO" with "WHAT", "WHEN", "WHERE" and "HOW MANY" information - be direct to the point and be concise and specific. There's no recall notice plan per se at this point. Your customers and notice recipients may or may not react to it depending on the significance of your product to their means. If anyone comes back then you can offer either replacement, repair, rework, refund and/or credit.
8a. Work on your preventive action internally and immediately and report to the customers if required
8b. Work on the responses / inquiries you recieved from the recall notice recipients
9. Close the issue and find opportunities for improvement and error proof your process.
Had T#*#&$A use this approach, they may have prevented the mayhem they are in right now. Fit the brand name into the steps i provided and you have your example.
Hope this helps