Hello,
I'm struggling a bit on a very practical thing regarding good documentation practice towards ISO 9001.
The situation is as follow:
I started working for a company of 600 people. The basic proces is:
Cust custom product request -> custom design phase -> construction drawing phase -> work orders to production -> 8 production assembly and final test processes -> product delivery
Each product has a value of +/- 4-5milj euro and we do around 100-150 pr/j. So in my opinion, first time right is of high priority.
I'm responsible for the management of the CAPA system and the DMS system and high level analysis of data.
The status of the DMS is as follow:
The only formal (in written procedure) structured control is on work instructions and procedures(process description).
The synchronisation of the original control and publication tool can be better.
The tracking info (a number only system) works for some departments and only for office people who have the coding explanation at hand, not for the people at the shop floor, however we are bound to it on group level.
Due to the above editable copies of original instructions are stored all over the place on local and network folders outside the DMS original control structure. The same is for registers, records etc. all that is not an instruction or procedure. The departments are creating there own systems outside of the DMS. For records ok but not ok if not described how.
The problem I'm facing is:
I would like to make the system work for everyone and be able to fullfill the needs of ISO.
So my suggestion is to make an alternative coding that works locally for each department, next to the group doc coding.
Review the process descriptions with the department heads and clean up the processes and underlying documentation and make it fullfill the DMS needs and the needs of the other departments related to those processes.
Inventarize all the non controlled copies on the network and graduately clean that up.
The problem is, when communicating this with the department owners, the feedback is that "it works for my department, so why should we?", "are we controlling just for the controlling, what does this bring for me?" etc.
In my experience classic defence that I have experienced in the past before. However I never worked for a 600+ company only for 10 times smaller and there it was much easier to talk with a GM and departments heads and was also the benefit much more clearer.
So has anyone the same experience within a large company? How did you deal with this? How can I get clear the benefit for a department when, due to unclear info, I have not much insight in the department processes myself etc etc Good suggestions are very welcome!
Thanks!
I'm struggling a bit on a very practical thing regarding good documentation practice towards ISO 9001.
The situation is as follow:
I started working for a company of 600 people. The basic proces is:
Cust custom product request -> custom design phase -> construction drawing phase -> work orders to production -> 8 production assembly and final test processes -> product delivery
Each product has a value of +/- 4-5milj euro and we do around 100-150 pr/j. So in my opinion, first time right is of high priority.
I'm responsible for the management of the CAPA system and the DMS system and high level analysis of data.
The status of the DMS is as follow:
The only formal (in written procedure) structured control is on work instructions and procedures(process description).
The synchronisation of the original control and publication tool can be better.
The tracking info (a number only system) works for some departments and only for office people who have the coding explanation at hand, not for the people at the shop floor, however we are bound to it on group level.
Due to the above editable copies of original instructions are stored all over the place on local and network folders outside the DMS original control structure. The same is for registers, records etc. all that is not an instruction or procedure. The departments are creating there own systems outside of the DMS. For records ok but not ok if not described how.
The problem I'm facing is:
I would like to make the system work for everyone and be able to fullfill the needs of ISO.
So my suggestion is to make an alternative coding that works locally for each department, next to the group doc coding.
Review the process descriptions with the department heads and clean up the processes and underlying documentation and make it fullfill the DMS needs and the needs of the other departments related to those processes.
Inventarize all the non controlled copies on the network and graduately clean that up.
The problem is, when communicating this with the department owners, the feedback is that "it works for my department, so why should we?", "are we controlling just for the controlling, what does this bring for me?" etc.
In my experience classic defence that I have experienced in the past before. However I never worked for a 600+ company only for 10 times smaller and there it was much easier to talk with a GM and departments heads and was also the benefit much more clearer.
So has anyone the same experience within a large company? How did you deal with this? How can I get clear the benefit for a department when, due to unclear info, I have not much insight in the department processes myself etc etc Good suggestions are very welcome!
Thanks!
