Nadcap Major Audit Finding Question - Effectiveness of our RCCA

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Eloy Gomez

During our last Nadcap audit There were numerous instances where the operators were not following the requirements specified in the work instructions. These instructions were either not following the manufacturing routing traveler or our internal specifications.

We are having a little problem ensuring effectiveness of our RCCA. Part of it is to create a daily audit sheet where QA goes to the shop floor and they audit the operator and the operation in the traveler to make sure is being followed.

The question here is what else can we implement to make sure the operators follow their documented instructions? Thanks for your help.
 
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Reg Morrison

Part of it is to create a daily audit sheet where QA goes to the shop floor and they audit the operator and the operation in the traveler to make sure is being followed.

The question here is what else can we implement to make sure the operators follow their documented instructions? Thanks for your help.
I don't see how you can win this battle and war. If the operators will only be concerned with doing the job, following the proper specifications, IF they have a QA person looking over their shoulders, this organization is doomed to fail. No company is able to prosper if the people doing the work don't have the discipline and/or the means to execute the job properly.

Show me an organization where QA is expected to police the work of the operators and I show you a failed enterprise and it's leadership.

How is it possible for people NOT to care about following their documented instructions? There is no discipline? If so, this is a crass lack of leadership and NO checks or audits would ever overcome this cultural gap.

I wish you good luck.
 
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Eloy Gomez

I agree, management expect us to audit the heck out of the processes. And everyday I go into the shop floor and although is getting better I still find operators thinking they are engineers and bypassing requirements because they think they know best. Thanks -- I will need luck. I am so close to start writing people up and this will affect their performance reviews. At the moment we are just hitting their departmental rating.
 
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Mike_H

The problem here isn't the operators, it's that your RCCA process has missed it's mark. Go back to the Nadcap writeup and document the root cause properly....why are operators feeling empowered to ignore specifications?
 
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Eloy Gomez

We did and we determined that the true root cause was that we were providing the operators with poor planning and poor written internal specifications. Operators did not trusted the information given so they took it upon themselves to just get the work done by any means.

We can fix our planning and our internal procedures but how do we change their ways?
 

harry

Trusted Information Resource
..................... We can fix our planning and our internal procedures but how do we change their ways?

Make them part of the solution. Get them involved with your new 'fix'. If they are good enough to see weakness in your planning and specifications, they are good enough to contribute to your solution and become a co-owner of it.
 
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Mike_H

I have to disagree with your definition of true root cause....your RCCA should ask and answer: "why are operators feeling empowered to ignore specifications?"you ask "what else can we implement to make sure the operators follow their documented instructions"... how about 3 strikes and you're out! If you are a build-to-print company...there can't be diplomacy, only compliance.
 
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tabort

I have to disagree with your definition of true root cause....your RCCA should ask and answer: "why are operators feeling empowered to ignore specifications?"you ask "what else can we implement to make sure the operators follow their documented instructions"... how about 3 strikes and you're out! If you are a build-to-print company...there can't be diplomacy, only compliance.
I have to whole heatedly disagree on this one. I applaud Eloy and his company for acknowledging the problem was at the management level and not because the operators were being willfully obstinate. If I've learned anything in my short time in this field it's that 99% of problems are management's fault. Implementing punitive actions for not following bad procedures is a sure fire way to destroy the company from the ground up.

I 100% agree with Harry's recommendation. Get the operators together and ask them how to make the work instructions better. If they have a sense of ownership in the process, they'll follow it.
 
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Eloy Gomez

Thanks Tabort: I will get the operators view on how we can improve?
 
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tabort

Thanks Tabort: I will get the operators view on how we can improve?

Absolutely. When people are "directed" to do something and the process doesn't work, they're ultimately not going to trust the new directions when they come down even if the solution is a good one. However if they feel like management is listening to their complaints and the changes are at least in part a result of their input, they'll eagerly follow the new process. Plus, they will feel like they can make suggestions in the future when they see problems instead of just ignoring the procedure.

My :2cents::2cents::2cents:. :D
 
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