Handling Repeated Non-Conformities when doing Layered Process Audits

  • Thread starter Celeste Rangasamy
  • Start date
C

Celeste Rangasamy

#1
I need advise on how to handle repeated non-conformities when Layered audits are done.
 
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#2
Re: How to handle repeated non-conformities when doing Layered audits

I need advise on how to handle repeated non-conformities when Layered audits are done.
Can you be a bit more specific?

Normally when there are repetative non-conformances it points to a deeper underlying cause. Has the underlying cause been addressed?

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James
 

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#3
Re: How to handle repeated non-conformities when doing Layered audits

Generally your system should move the problem onto your corrective action system, which may (for example) initiate an 8D analysis.
 
B

Bill Pflanz

#4
Re: How to handle repeated non-conformities when doing Layered audits

Sooner or later all auditors encounter this problem. After a few times of seeing the same problem, I would write a finding that they were not meeting the requirement for corrective action and used the recurring nonconformances as evidence. The impact was to move the finding from a department level to a company level and caused senior management to be involved.

Depending on your credibility and influence with senior management, this approach can be successful or very risky so think through your next steps. It can burn bridges with front line management if you are not careful.

Bill Pflanz
 
#5
Re: How to handle repeated non-conformities when doing Layered audits

An effective LPA process escalates such issues to the highest level of management. Part of their responsibility for performing LPA is to review the actions taken at lower levels on issues found.

From the posters information, we don't know exactly what the problem is, so perhaps they can share with us a bit more about who (management) is involved, what activities of the LPA they participate in.
 
C

Celeste Rangasamy

#6
Re: How to handle repeated non-conformities when doing Layered audits

Hi Andy,
We do an email feedback to all layers of LPA auditors on a weekly basis, unfortunately we do not have consequences for operators not finding the root or corrective action on non-conformances, hence we end up with the same non-conformances.
 
#7
Re: How to handle repeated non-conformities when doing Layered audits

Hi Andy,
We do an email feedback to all layers of LPA auditors on a weekly basis, unfortunately we do not have consequences for operators not finding the root or corrective action on non-conformances, hence we end up with the same non-conformances.
OK, so what role does your higher management have in this? Do they do LPAs? Feedback by email isn't sufficient, they are, as you know, supposed to review the logs etc and go see for themselves. That way, they (are supposed to) put some horsepower behind the actions....
 
C

Celeste Rangasamy

#8
Re: How to handle repeated non-conformities when doing Layered audits

Management does their audits quarterly, office staff does it monthly and the Operators does their daily and these are the non-conformances that occurs repeatedly. The Layered audit report is reviewed at the managers meeting monthly.
 
#9
Re: How to handle repeated non-conformities when doing Layered audits

Management does their audits quarterly, office staff does it monthly and the Operators does their daily and these are the non-conformances that occurs repeatedly. The Layered audit report is reviewed at the managers meeting monthly.
Hello Celeste. Sorry to drag this out. Can you - without giving too much away - tell us what the nature of the non-conformance is? Is it the same basic issue or maybe a small number of issues which repeat?

I'd jump to a conclusion that people need more education on CA, but I need to know more about what the actual issues being found really are.
 
B

Bill Pflanz

#10
Re: How to handle repeated non-conformities when doing Layered audits

You may have the procedural part down for auditing but not a real process for closing the findings. As Andy noted, management does need to be involved and not leave everything to the lowest level. The management review is more than just an agenda item and may need to include an outcome of required actions to be taken when appropriate.

Bill Pflanz
 
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