W
Willb
If anyone has actually defined QMS processes in a make-to-order manufacturing company, I would appreciate your help. Would you be so kind to list by name, at least an example.
Thanks
Thanks
Be a little more precise in what you want to know. I've worked with several companies which make 'made to order' items. Implementing a QMS is dependent only upon mapping your processes. You may 'make to order' but you are making something similar - like 'made to order' dolls.
W
willb
Thanks Marc,
Our company manufactures hydraulic cylinders per customer general spec. We create shop drawings, saw, turn, machine, weld, grind, plate,hone and of course, preserve,pack and ship. Operators, after first-piece inspection by QC, generally inspect their own work.
How do I identify my "QMS Processes" and their relationships? Will a product flowchart be sufficient?
Thanks for help, willb
Our company manufactures hydraulic cylinders per customer general spec. We create shop drawings, saw, turn, machine, weld, grind, plate,hone and of course, preserve,pack and ship. Operators, after first-piece inspection by QC, generally inspect their own work.
How do I identify my "QMS Processes" and their relationships? Will a product flowchart be sufficient?
Thanks for help, willb
Your QMS can be illustrated in a number of ways. One way to think of it is as a standard fishbone. You have quote review to customer receives product. Along the way there are various inputs. In the extreme, as in starting an entirely new and unrelated product, there will be basics of design including determining processes, inspections and tests, etc. Once established you still review these basics - typically during contract review or RFQ review. Are current inspections and tests sufficient, etc. Your design change process should handle a lot of the documentation (assuming it's not a 'catalogue' item). Ie: Special length, special hydraulic fittings, special attachments at each end, etc.
If you look at your business as a set of processes and inter-relate them this is not all that hard. The important part is ensuring you are clear about inputs and outputs and intra / inter-system communications.
-> 5.5.3 Internal Communication
->
-> Top management shall ensure that appropriate
-> communication processes are established within the
-> company and that communication takes place regarding the
-> effectiveness of the quality management system.
->
-> Communications channels are represented in procedures.
-> Management reviews, for example, is a communication
-> conduit. Staff meetings are conduits. Shift meetings are
-> conduits. This should be only an issue of being ready to
-> discuss the issue and to be ready with specific examples.
If you take a look through the slides starting at about http://Elsmar.com/Imp/sld028.htm - you might get an idea of what I'm talking about. In addition, you may want to look through process mapping.
Your QMS is a sub-set of all processes, but if you can illustrate your company processes they will be there. Most of your processes will be QMS related with the exception of some finance and such.
If you're making specialty items on a low volume level your 'process documentation' will be a lot different than in a high volume operation. Other factors are important as well, such as how much training your company does or does not do. My point here is only to say each company is different in how their systems are designed - which is a big reason I warn against canned documentation solutions.
You can do this from the product view, but my recommendation is you do it from a process view. There was a discussion thread here recently about the definitions of PROCESS vs SYSTEM as I remember. The slides address this issue.
If you look at your business as a set of processes and inter-relate them this is not all that hard. The important part is ensuring you are clear about inputs and outputs and intra / inter-system communications.
-> 5.5.3 Internal Communication
->
-> Top management shall ensure that appropriate
-> communication processes are established within the
-> company and that communication takes place regarding the
-> effectiveness of the quality management system.
->
-> Communications channels are represented in procedures.
-> Management reviews, for example, is a communication
-> conduit. Staff meetings are conduits. Shift meetings are
-> conduits. This should be only an issue of being ready to
-> discuss the issue and to be ready with specific examples.
If you take a look through the slides starting at about http://Elsmar.com/Imp/sld028.htm - you might get an idea of what I'm talking about. In addition, you may want to look through process mapping.
Your QMS is a sub-set of all processes, but if you can illustrate your company processes they will be there. Most of your processes will be QMS related with the exception of some finance and such.
If you're making specialty items on a low volume level your 'process documentation' will be a lot different than in a high volume operation. Other factors are important as well, such as how much training your company does or does not do. My point here is only to say each company is different in how their systems are designed - which is a big reason I warn against canned documentation solutions.
You can do this from the product view, but my recommendation is you do it from a process view. There was a discussion thread here recently about the definitions of PROCESS vs SYSTEM as I remember. The slides address this issue.
K
karis
Action Plans / Time table
Dear Marc,
We are working for the ISO9K:2K certification. We are done with the Quality Policy and Quality Objectives. We are right now establishing our Functional objectives and Process Goals. Should each of our Functional (Departmental) Objectives be accompanied with an Action Plan and a timetable?
and by the way, could you please further discuss what process goals are, what does it involves and requires?
Please help as we are already 3 weeks behind our schedule and we could even finalize our action plans / timetable for the said objectives.
Thanks,
Karis
Dear Marc,
We are working for the ISO9K:2K certification. We are done with the Quality Policy and Quality Objectives. We are right now establishing our Functional objectives and Process Goals. Should each of our Functional (Departmental) Objectives be accompanied with an Action Plan and a timetable?
and by the way, could you please further discuss what process goals are, what does it involves and requires? Please help as we are already 3 weeks behind our schedule and we could even finalize our action plans / timetable for the said objectives.
Thanks,
Karis