Analysis of Data for Continuous Improvement

[Bingo]

Hello all,

We received an ISO audit nonconformance for failing to adequately "use data analysis for the improvement of the quality management system" (ISO section 8.5.1).

Our system generates plenty of data, but we don't have a well-defined methodology for conducting and documenting the analysis of it.

Anybody have a good example of a successful data analysis procedure?

TIA!

 

[Rachel]

Can you please specify the standard to which you are being audited?
Between 9K:2K and TS, there may be some differences in requirements.

 

[Bingo]

Standard

Oops!

Sorry, should know by now to be specific. We're registered to ISO 9000:2000.

 

[jmp4429]

I just want to make sure I'm clear on your question - does the NC say that you aren't sufficiently using data to enable improvement of the company in general, or specifically for improvements to the Quality Management System?

We don't really have a procedure as such, but I can tell you what kinds of data we use for improving the QMS:

-# of overdue CAR's (Just implemented a new program to try to improve this)
-# of NC's per area (Areas that need a lot of "help" are audited more frequently)

I'm sure we have more, they're just not coming to me off the top of my head (and I can guarantee we're about to lose power here so I want to get this saved).

 

[Steve Prevette]

Our data analysis procedure is at https://www.hanford.gov/safety/vpp/trend.htm

I have a number of papers here on the cove on the topic of data analysis and continual improvement.

Basically, my definition of Continual Improvement is achievement of statistically significant trends in the improving direction on those systems that management decides need improving.

 

[Bingo]

The nitty gritty...

The registrar's comments seemed to pertain more to the QMS and how Management was (or was not) effectively analyzing data to improve the system. His comments were made to the Senior Management Team after having read the minutes from the QMS review meetings.

There are many metrics available for analysis: scrap, sort, rejects, returns, first-pass-yield, equipment utilization, open NCR's, on-time delivery, complaints, credits, profitability, etc., etc. Some of the data is presented to summarize the top five operations and work orders that contribute to COQ.

The auditor was concerned that, despite the available information, management did not appear to be reviewing it or taking action in response to key indicators.

I'm looking for a good example of how other management teams have addressed this issue, other than documenting reviews/decisions in the QMS review meeting minutes.

TIA, again.