ISO Quality Procedures for a Small Shop

H

happydude

#41
Why are you making new processes? Do you know that they have gaps? I would just document what you do first. Then I would make any adjustments needed for ISO compliance.

You'll need to deal with the time constraints. But, just because you don't have paperwork completed, doesn't mean you haven't done "contract review." I'll bet at a minimum your owner looks at the print and says we can do it for $1.00 each while on the phone with the customer. The last thing you want tell your customer is you are waiting for the paperwork.
I believe I am adding processes only because it seems pertinent to do so. At least in the beginning before we started this process we didn't have an official internal audit. So as I was filling out processes that the shop is "supposed to do officially".

Stop me if I'm doing that wrong, I am not set in stone. I'm going through step by step what we do in the shop and writing procedures for it.

Thanks for all the help everyone ! I really appreciate it!
 
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Golfman25

Trusted Information Resource
#42
I believe I am adding processes only because it seems pertinent to do so. At least in the beginning before we started this process we didn't have an official internal audit. So as I was filling out processes that the shop is "supposed to do officially".

Stop me if I'm doing that wrong, I am not set in stone. I'm going through step by step what we do in the shop and writing procedures for it.

Thanks for all the help everyone ! I really appreciate it!
I would use simple flowcharts and document the processes as the employees are currently doing them. I would not add anything or subtract. Once you know your current state, you can do a gap analysis and see what you are actually doing "right" and what changes you may need to make. I think it becomes much cleaner and easier for your co-workers. When you make changes, they should have some input.
 
H

happydude

#43
Hello again,
So i have made a picture of the flow processes. I am thinking this is somewhat spiffy for a dude who doesn't make pictures too good. =)

Any ideas? Comments??

Merry Christmas all!
 

Attachments

#44
Happy Dude! Merry Christmas.

From my perspective, this is the "logic" behind the process, but not the actual process! A process has: Input(s), activities, Output(s) as a minimum and may also include controls - such as a quote checklist, capacity plan, who is responsible, measurements, etc used to determine if the job can actually be done. I don't see that on logic maps, typically...
 

John Broomfield

Staff member
Super Moderator
#45
I got the "top management" to agree to most of the new processes so far, and they have signed the quality manual.
The issue now is to start writing the processes for each as they do not always happen the way the QAM is set up. Usual answer, "we can do this when we have more time!"
Sometimes, as we are getting calls from customers and they are asking "rush!", so work orders and any other documents are written after the fact. The contract review is done after the part has been made due to time constraint.
Happy Dude,

That is typical of what you get when you ask for "ISO Quality Procedures". A bunch of documents written around ISO 9001 without regard for how your company actually works.

Ignore the standard for now and understand your shop as a system which exists to attract customers and convert the needs of your customers into cash in the bank. Focus on what your company actually does to prevent problems (including only making promises you can keep) and satisfy customers so they promptly pay their bills.

This may be selling, quoting, purchasing, making, packaging, delivering and invoicing. Get the people who know these processes best to document on a single sheet of paper what they do to understand the objectives and other requirements, obtain the inputs, verify their conformity, add value to those inputs (monitoring conformity as they work), and deliver the outputs. Focus on who does what. Leave out the how unless that step keeps going wrong. Ask your experts to keep their documents accurate at all times and check that they do.

Keep the documentation real and focused on the parts of your system offering the greatest opportunity of benefit and with the greatest risk of loss.

Give each document a unique identity code and use this code to link interacting processes and with supporting docs. This code could also show the status of the document (draft for review or approved for use) and its revision or issue.

Review each documented procedure to ensure records are kept as specified by ISO 9001 and be clear with everyone in business terms why the records are of value.

Provide everyone with a tool to report and record problems in meeting customer requirements. Gradually encourage use of this tool (it could be a form or email) to obtain help to improve the system. Supplement this tool with impartial and objective audits that collect and evaluate evidence of how well leadership and the system is helping employees to understand and meet requirements.

Your two competent auditors must know the requirements of ISO 9001 and what constitutes evidence of effectiveness so they can fulfill the objectives set by top management for the internal audit programme. Top management will also turn their business objectives into quality objectives for their system. They will document them to discuss the employees with their simple quality policy.

Make sure the top manager owns the process for investing in continual improvement which of course will include management review and action per 5.4 and 5.6.

The leaders must remain committed to requirements at all times. After all, the best golfers play to the rules.

Avoid mentioning quality and especially ISO; make the system your own and name it for your company. Run it for six months before going for certification to make sure that you have plenty of evidence of how your organization as a system satisfies customers, improves its performance and enables you to make competitive promises.

Good luck and Happy Christmas,

John
 
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