Problems with Competence/Skills Matrix (6.2 Human Resources)

M

Mario Alberto83

#1
Hello everybody

Standard says:

Personnel performing work affecting conformity to product requirements shall be competent on the basis of appropriate education, training, skills and experience.

Is it enough to have a competence matrix based on job descriptions? Job descriptions depict job competence requirements (knowledge, skills, experience, etc.) or?do I need to include specific processes in the matrix?

1) Is it enough to say that an operator can perform all machining operations assuming that the operator has general knowledge and experience in CNC machining based on his resume?

2) If previous statement does not suffice...does the operator have to be determined competent based on his skill regarding machining specific processes (WI?s)? (cutting, turning, drilling, milling, part marking, etc.)

I have witnessed in a previous job that auditors look for competence evidence, which is not limited to saying that the operator knows how to machine in CNC but they ask for evidence that he was trained , evaluated and determined competent vs our internal processes (WI?s).

Would the first statement suffice or I should include specific processes in our skills matrix?

I would be grateful for your guidance
 
Elsmar Forum Sponsor
#2
There may be more to the picture than shows here, but it would be safe to say that you should have no trouble with your approach.

The standard is not prescriptive as to how you go about it. You get to determine. As long as you have a reasonable explanation as to how you meet the requirements of the standard it is up to you. The auditors you mentioned seem to be going beyond the scope of the standard (requirement creep).
 

insect warfare

QA=Question Authority
Trusted Information Resource
#3
There may be more to the picture than shows here, but it would be safe to say that you should have no trouble with your approach.

The standard is not prescriptive as to how you go about it. You get to determine. As long as you have a reasonable explanation as to how you meet the requirements of the standard it is up to you. The auditors you mentioned seem to be going beyond the scope of the standard (requirement creep).
Agreed. I would like to throw in that (unless the company or its interested parties imposed their own requirements for this) training is only one way to achieve competency, therefore it is only one of the inputs that gets transformed to the desired output of competence. Misinformed or misguided auditors too often want to see "training records" first before checking up on if it's even required for that particular activity (particularly because most companies do utilize training records to some degree), which is assumed as safe hunting grounds for most of these auditors.

And training does not always assure competence, since it does not have the same effect on everyone. Observation of one's activities is usually the most effective method of assessing their competence. If I saw your CNC machinist doing his/her job effectively, I wouldn't question their competence at all.

Brian :rolleyes:
 
K

kgott

#4
Observation of one's activities is usually the most effective method of assessing their competence. If I saw your CNC machinist doing his/her job effectively, I wouldn't question their competence at all.:rolleyes:
Just adding to what insect warfare said. Competence can be defined as [FONT=&quot]'Demonstrated ability to apply the knowledge and skills required to perform a task to the required quality and in the required time, in accordance with required safety controls.[/FONT]'

You can determine the competence of a CNC operators by giving him/her a piece of material and a drawing of a finished item showing dimensions and tell them to make it in xyz time to xyz dimensional accuracy following the required safety procedures.

If they can do it then they are competent, simple as that. Record the event just for good measure.
 
T

The Almighty Bearing

#5
Our company addressed this issue by implementing training check sheets in addition to our training matrix.

The check sheets are controlled documents that cover job-specific training items - usually non-QMS trainings. When a new employee joins a department their check sheet is filled out by their manager based on prior experience. Next to each training item on the check sheet are a series of columns, and each column denotes a level of understanding/competency. (See the attached example)

The check sheets solved two issues we were experiencing:
1) It provides evidence of employee-specific on the job trainings that have been completed along with their current level of understanding/competency.
2) It reduced the size of our training matrix by rolling multiple job-specific trainings into one training document.

-TAB
 

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