Informal Corrective Actions - AS9100DCl. 10.2.1 A-H

mattador78

Quite Involved in Discussions
#11
When I used the job cards as my example, a true corrective action would remove the job cards as a means of recording time and go with something a bit more robust. However, this is not going to happen no matter how many 'mistakes' happen. The specific process:

1: Grab a blank job card first thing in the morning. and fill out the top portion (name, date, shift, etc.)
2: At start time, record the start time, fill in job number, step number, good qty, scrap parts, machine number, and end time.
....2a if running multiple machines, fill this out for each machine run and times
3: At the end of the day, record the stop time and put the card in a box.
4: Card is then manually entered by a human into our system.

Where the issues come up is things like recording good qty in the scrap section or leaving specific areas blank or the person who is entering the cards has no knowledge of machining practices so does not understand that a specific part cannot have 300 made in a single shift (this shows up during a report that shows efficiency).

I want to make sure I think of employees as human and can make human mistakes. One of the things that I don't want is a 'failure' of the corrective action system because the same basic types of mistakes keep happening.

Like I said, the fix is beyond what I am allowed to do so I have to work within the system I am given.
Have a look for any article on the dirty dozen and try and build on them one at a time I have been using it as a template here fore the past 3-4 months and it has helped in explaining to the lads on the shop floor as well as to the management. Try on www.faasafety.gov see if the info sheet is still on there
 
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John Predmore

Trusted Information Resource
#12
One factory where I worked as Quality Engineer had a “informal corrective action” process they called Morning Market. Other firms call this Gemba or Kaizen or Team Meeting, or some other name. This method was used company-wide with minor local variations. I don’t know who deserves credit for the original idea but let me describe how this department practiced it.

There was a daily stand-up meeting for all production personal, which usually lasted 10 minutes. No one wanted to miss Morning Market, because this was the primary forum for in-plant communication. The unwritten agenda was announcements, production schedule for the next couple days, marching orders (what needed to be done) for the next couple days, but the biggest portion of the meeting was devoted to “Problem Strips”. There was a bulletin board at the meeting place where every open Problem Strip was posted, arranged by person assigned, for anyone interested to review.

I recognized their Problem Strips as a form of the 8-D process, with space for all the required elements. The appeal of the whole entirety on a single page might also resemble the A3 report (described in the Nov 2018 issue of ASQ’s Quality Progress magazine). The subject of a Problem Strip was a problem or situation needing correction. A Problem Strip could be suggested by anyone at the MM meeting. There was a combination of minor and significant problems. In a dept with 20 employees, there were usually 30-50 Strips open. The Strip was assigned to the appropriate person who usually volunteered (or the team leader would assign, if necessary, but 95% of the time group consensus ruled the day). Problem Strips were reviewed for status updates weekly (typically), depending on the severity and the complexity of the problem. They also incorporated the element of an effectiveness check, which might be scheduled a month or more later, to verify no recurrence.

We also had a corporate procedure and support organization devoted to CAPAs. But the most frequent and I daresay most effective problem-solving effort was conducted as continual improvement, through MM Problem Strips.
 

John Broomfield

Staff member
Super Moderator
#13
Your managers have given the employees a task that causes their mistakes.

What are the cost consequences of such mistakes over a year?

Report the consequential costs (be careful not to make it personal) every month or so and at some point your managers will invest in prevention. Until then they may decide to continue living with it.
 
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