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Do we have to document all corrections and corrective actions in ISO 9001 10.2.2 ?

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Cari Spears

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#42
#42
Crusader said:
Our guys just hate paperwork. They were trained to do CARs. Yet, they won't do them and then they say, I don't know how to fill this out.
I get so frustrated.
Click to expand...
Well, I do facilitate the whole process - I initiate the CAR form, gather information from people, schedule the meetings if necessary - and I complete the CAR form and ensure that training/communication and document changes happen - and I keep track of the status of all the CARs and report on them for management review. But - that's part of my job description, so I'm cool with it.

When you describe the whole "but it's only one time" thing - it seems like the problem really is that the people are pushing back against the CAR process as a tool to make things better. And when you talk about how you were hired for one thing, but now you're not in quality, but you're still doing the CARs, etc., that makes me think that upper management isn't really supporting the whole thing, and so mid-managers aren't either, and so on, and so on.
 
Crusader

Crusader

Trusted Information Resource
#43
#43
Sorry, I have derailed the OP’s thread with my issues. Many apologies. I wear so many hats that I am pulled in many directions. This is what happens in a small company when there aren’t enough people...
 
RoxaneB

RoxaneB

Super Moderator
Super Moderator
#44
#44
I stand by my use of triggers to determine the level of action to be taken.

Equipment does go down from time-to-time and doing a CAR every single time would bottleneck the process and drown the organization in paperwork.

Analyzing the data can allow for smart and meaningful triggers to be established.

So, perhaps, after analyzing the data, the triggers could be:
  • Delays < 2 minutes = recorded in system, no action required.
  • Delays 2-60 minutes = correction
  • Delays > 60 minutes = corrective action
This allows your team to focus their resources on the larger problems. And then, when you analyze the data again during your planning and strategy process, you will hopefully see that the triggers can be tightened and or focused on specific causes of delays.
 
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