Corrective Action Dilemma with Parent Company

[RoxaneB]

Are you able to trace reported product back to the source - that is, can you determine if the problem product is made by your organization or by your parent company? If you have that ability, while it may not directly impact your customer(s), you'd have the data to reporting on a nonconformance rate by supplier. Unsure if it will change the behaviour/output from the parent company, but it will give your own team a sense of "hey, it's not us...and when it is, we make it right."

 

[Crimpshrine13]

Are you able to trace reported product back to the source - that is, can you determine if the problem product is made by your organization or by your parent company? If you have that ability, while it may not directly impact your customer(s), you'd have the data to reporting on a nonconformance rate by supplier. Unsure if it will change the behaviour/output from the parent company, but it will give your own team a sense of "hey, it's not us...and when it is, we make it right."

We're able to identify which one is the one for our parent company and which ones are for us, but our customers will not differentiate them as far as the scorecard is concerned and the separation is likely impossible.

In a case of this current issue, it is the nonconformances (28 NCs) we issued against our parent company's quality system because our parent company have a quality related corrective action over 1 year that they can't solve because they do not have a robust quality system, poor employee competency, and bad quality control in general.

The only way to correct our NC is to prioritize each corrective actions and revise procedures on deadlines, then keep the history of each corrective action so each one of them will show that we're doing something and not forgetting anything.

 

[John Predmore]

Corrective action is, at its heart, a risk reduction activity. The risk we are concerned about is the risk of recurrence.

There are different strategies for reducing risk. I use the example of a catastrophic fire as an illustration. Sometimes, by analogy, you can see new possible solutions to consider, some you haven't thought of. Often times, a combination of efforts is deployed.

1. Risk Avoidance - for example, eliminate combustible materials, replacing with non-combustible items.
2. Risk Controls

• reduce likelihood of occurrence - for example, after action analysis, fire safety policies about where flammable substances can be stored.
• reduce severity of damage happening - fire safety policies limiting how much flammable substances can be placed in one location.
• improved detection (so you can react more quickly) - smoke detectors, supervisor audits for unsafe conditions.
• improved reaction ability - fire evacuation drills, fire extinguisher training, sprinkler system.

3. Risk Transfer - insurance illustrates where another company indemnifies you against financial loss.
4. Risk Acceptance = a decision is made that the risk/cost of occurrence is more palatable than the risk/cost of prevention over the long-term.

 

[gakiss2]

Here is an action Item that runs on vba. You would need to know some vba to adjust it to so the email function works (revise file path to your desktop location) It works a bit faster than just recording items on a plain jane spreadsheet so its good for teams meetings where you share the file and can keep up with updating it. Then, you can email the updated file when the meeting is over.