Examples and help for non-manufacturing control plans

J

Jonharri

#1
I recently took over the post of Quality Manager for a distribution center. The facility has no control plans in place and the FMEAs are weak. I am having a hard time forming a strategy for the control plans.

The key processes are things like recieving, shipping, order picking. They are all manual processes with few (none) in process measurements. Does anyone have experience creating control plans for these types of processes? I am stuck.
 
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F

fuzzy

#2
Adapt your model...

I'm no logistics expert, but I would think that you would try to boil down your process to it's key elements, i.e. order taking, order pulling, order packaging, order labeling, order shipping, restocking, etc. If you have FMEA's don't they define the process steps. Controls would be (in manual operations): work instructions, checklists, visual inspections, templates, visual controls, 100% inspection, etc. Frequencies would be defined by yourself or operations with reaction plans similar to control of NC product or a Corrective Action process.
Does this sound way off base for a distribution facility? I've tried to imagine the essential (to my mind) elements of your activities...anyone else :eek:

PS First glance I thought you were Joharri, i.e. from the Joharri Window. Teambuilding flashback!!:lol:
 
Q

qualityboi

#3
Control Plans

Agreed, control plans would be in the form of reaction mechanisms and refer to your corrective action processes in place.
 

Miner

Forum Moderator
Staff member
Admin
#4
Jonharri said:
I recently took over the post of Quality Manager for a distribution center. The facility has no control plans in place and the FMEAs are weak. I am having a hard time forming a strategy for the control plans.

The key processes are things like recieving, shipping, order picking. They are all manual processes with few (none) in process measurements. Does anyone have experience creating control plans for these types of processes? I am stuck.
Your first action should be to strengthen the PFMEAs, since they are the basis for control plans and will help you identify any controls that may already be in place. The failure modes should identify all of the opportunities for human error such as picking the wrong parts, wrong quantity, mixed, missing paperwork, etc.

I disagree with qualityboi that the controls will be reactionary, though some may. There will be many opportunities for mistake proofing controls such as bar coding.
 
R

ralphsulser

#5
I would suggest that first create a flow chart of your processes and any interactions, and support processes.
 
B

Bill Ryan - 2007

#6
Welcome to the Cove Jonharri :bigwave:

Since you are asking about PFMEAs and Control Plans I'll assume you have some automotive outlets. I've got to agree with Ralph and Miner - get your process flow diagrammed and "strengthen" your PFMEA. When those two disciplines are performed properly/thoroughly, the Control Plan becomes pretty easy to document.
 
Q

qualityboi

#7
Miner is correct

Miner said:
I disagree with qualityboi that the controls will be reactionary, though some may. There will be many opportunities for mistake proofing controls such as bar coding.
My bust, Miner is correct controls should be preventive, but also they do need reference containment and corrective actions based on those controls.

Of course there is no requirement to have control plans in a distribution center anyway. http://elsmar.com/Forums/showthread.php?t=7008 but they can help improve quality even if they are not required.
 

Howard Atkins

Forum Administrator
Staff member
Admin
#8
This sort of issue has been in several threads recently in one form or another.
As I see it the distribution center is a site where a transformation is made, there are customer requirements refering specifically to the actions of the center and not with the product. These must be adressed in any form of QMS and the processes defined, controlled, measured and improved. It does not matter if you are injection moulding or repackaging the effect on the customer must be evaluated and controlled.
 
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