This thread went on a bit of a tangent discussing procedureless processes. Highly recommend checking it out as BevD's description of Toyota's assembly process without procedural documentation should be fascinating to anyone - like myself - who is ensconced in the documentation-as-a-means-of-control paradigm.
I thought it might be worthwhile starting a dedicated thread for discussing procedureless (or procedure-minimizing) strategies & philosophy.
Barring explicit requirements for procedure (regulatory, customer, standards), what do people think of the idea of not documenting procedures/work-instructions, whenever possible?
Hypothetically, if a company's records/data indicate everything working effectively, and personnel, if interviewed, demonstrate knowledge/competency of their role & process, is there any value in having documented procedures?
In the aforementioned thread we were talking specifically about assembly processes (incl. training & equipment control), but could this philosophy also be applied to all processes? Would this also work for purchasing, complaint handling, design & development, etc.? Why have any procedures at all if everyone - by way of knowledge & expertise - already knows what to do?
Can anyone attest to operating quality system processes with no documented procedures? Are there any challenges/concerns?
I thought it might be worthwhile starting a dedicated thread for discussing procedureless (or procedure-minimizing) strategies & philosophy.
Barring explicit requirements for procedure (regulatory, customer, standards), what do people think of the idea of not documenting procedures/work-instructions, whenever possible?
Hypothetically, if a company's records/data indicate everything working effectively, and personnel, if interviewed, demonstrate knowledge/competency of their role & process, is there any value in having documented procedures?
In the aforementioned thread we were talking specifically about assembly processes (incl. training & equipment control), but could this philosophy also be applied to all processes? Would this also work for purchasing, complaint handling, design & development, etc.? Why have any procedures at all if everyone - by way of knowledge & expertise - already knows what to do?
Can anyone attest to operating quality system processes with no documented procedures? Are there any challenges/concerns?