Do I need a Procedure for Continuous Improvement (CI)?

L

Lyndon Diong

#1
Procedure for CI

Do I need a procedure (spec) for CI? If yes, what need to be stated?
Thanks
 
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Marc

Hunkered Down for the Duration
Staff member
Admin
#2
I don't know that you need a specific procedure right now - but it wouldn't be a bad idea. On the other hand, Continuous Improvement is a pretty wide rangeing thing - a procedure would be interesting.

For some reason I keep thinking someone posted a CI procedure here at some time - but I must be mixed up and thinking of something else because I looked and couldn't find it.

As an auditor, I would expect someone to be able to discuss what their company does for continuous improvement.
 
P

Paul Caffery

#3
Ford use a process called QOS (Quality Operating System). The process is a continuous loop (as you would expect) that encompasses:
Customer Expectations
Internal key processes
Measurables for those processes
Trends of those measurables
Prediction of Downstream Performance
Constant Employee Awareness

The strength of the process (in my opinion) is that standardised processes and techniques are used throughout (no reinventing of the wheel required). Ford demand that their suppliers have an auditable QOS in place in order to qualify for the prestigious Q1 Award.
 
B

Batman

#4
May I re-inforce Paul's comments re QOS. My personal reasons for utilizing QOS is the back and forth loop of Customer Expectations and getting the most important people - the front line folks - involved in the effort. It requires top management to determine (prioritize) continuous improvement initiatives, allocate the appropriate resources, chart progress and have scheduled reviews of that progress, and the product/process implementers get to participate.
 
D
#5
I have created a procedure for Continuous Improvement in our facility. I don't have it here, as I am at home, but what it is comprised of is a suggestion box using a continuous improvement form I created myself. This form is filled out by any employee who has ideas , suggestions, etc. It goes to Supervisors meetings and has to be addressed. If the idea is not used as an improvement, it has to have an answere as to why and signed off by management. We are not ready for compliance yet, and I'm not sure if it will be enough. Does anyone know?
 
S

sherrio

#8
For continuous improvement we have an management team structured to handle employee suggestions. We have also implemented a team project process. In summary our continous improvement team has met and has suggested several areas/processes for improvement. We then pick individuals representing each area of operation in our facility, and let them resolve the problem. This has worked out well for us on two areas: 1) we have several continous improvements documented and have resolved some QS900 issues. 2) we have improved relations between departments. I don't know if this answers your question, but hopefully it helps.
 
T

Ted Spickler

#9
Our procedure is on two levels. There is a taught procedure for teams to employ when solving problems (similar to Six Sigma). On another level there is a management procedure which recognizes teams, charters them, tracks team projects, and finally judges team efforts in a yearly competition that takes teams upward from the site to the Division to the national corporate center. There are a number of problems we experience with this system, (it is by no means a well oiled machine) but at least we do get participation from the operator level on up.
 
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