Quality System Implementation Starting from the Beginning

[micsim]

Re: Quality implementation

edit: oh even better ^^^^^^^^^

Hi.

I am not an expert, I am not sure if your company already has, is ready to implement, or need ISO. I am guessing that they do not.

My suggestion is to start by talking with the different departments informally about some of the biggest problems they feel they have. Try to make some friends and get some "Buy In".

Then you will want to design a system for capturing simple mistakes, errors, rework, customer complaints/returned product, ect... This can be a simple form that they fill out and turn into you. I am not sure of your company's size, or computer infrastructure. An electronic data collection system can be very powerful, but this does not mean that a paper system has no use. With a good paper system you could collect, compile, and analyze a great deal of useful information yourself on your own computer.

Find the biggest problems, back them up with data (Component A from vendor D has failed X times in the past year). Focus on your biggest problems and do some "Root Cause Analysis." Figure out how much its costing and what it will save the company to prevent the problems. You can also empower others to have a hand in fixing the problems instead of just complaining about them.

I am sure that if you can tackle one problem with the system it will help get support from your associates, and you will be able to expand your programs to encompass more products / departments and justify a electronic data sytem.

 

[rajandraj]

Re: Quality implementation

As micsim suggested I initially spoke to each and every department and learnt about some problems they are facing and asked them to suggest what changes would they appreciate to make their job easy.Iam still waiting on thier reply.

The other day I was going through the the list of customer's complaints. I noticed that a particular part has been continuously reported for failure. I also learnt that we have been facing some issues with the parts this particular supplier supplies.

So I thought of going deep into this(root cause analysis).I thought that following could be possible reasons.

1) This might be an installation issue.We never knew if the operator is messing up while installing.

2) we may be using out of warranty parts.I thought of this bcoz they told me that whenever a part is to be installed they directly go into stock room grab it and install.I thought its reasonable why should the operator care for all that as he doesnt know what quality is?Pocily doesnt define what they have to if they have to install a part.This is a quality engg's job to train them.

3) We dont have an acceptance test plan.We dont inspect the parts before we accept. This is where I wanted to train my quality inspectors on these test palns.

colud you help me coming up with a test plan.what should be done.how they should be inspected.

Mean while I thought of going more deep into this particular supplier details and rate him.I asked for all the information and Iam waiting on that even.

If I have to rate him I need to know how many parts he supplied and how many we rejected.For that I have to think of test plan. I can understand about his on/past deliveries by looking at the forms.considering cost is not an issue.we can make out from the information we have.All I think is to concentrate on parts received and parts to be tested for accpetance.

Am I going in a right direction?

 

[JRKH]

Re: Quality implementation

rajandraj
If I may ask, what is your assigned function, task or goal.
Perhaps I missed it as I only skimmed the posts. If I did, I apologize, but It would help to know what your company expects you to accomplish.

James

 

[rajandraj]

Re: Quality implementation

Hi James

Iam a quality engineer for the company.They want me to improve the process/reduce costs/achieve customer satisfaction/eliminate waste/set proper standards/procedures/train the employees from quality aspect.

thanks
Prana

 

[yassser33]

Dear rajandraj :
I have go through all the posts and to be frankly ""Jennifer Kirley "' give you the right way to start .

As i remember you said that "" you put your own quality objective "" which is absolutely wrong way to start .

you have to start from the TOP .

What is the MOST critical area YOUR TOP MANAGEMENT want your company to be excellent in .

How your department participate in achieving the business plan of the Whole company.

I don't want to make you frustrated , but , from my previous experience , you may work hard in achieving your OWN quality objective , to find them Non value for TOP management.

Im sure you understand the differance between Activity and productivity.

Please try to put your Goal as part from the overall GOAL of the company

I hope you get my point , and i will be happy for more help in applying MBNQA.

thanks

 

[bgtom]

Hi,
Somewhere, someone (it may have been you) posted something about education. When I go into a company and analyze what needs to be done, I almost always develop a very detailed training program. I have found that through training and education, you can get most people onboard, as they will have a better understanding as to what is going on and how they will be involved. It will open their minds.

(I know many will disagree with me here but it has worked for me so far) I also start with something that will have an immediate visual impact and promote ownership and culture change. I implement a 5S program. It involves all the employees and offers immediate rewards through organization. I often tie this into my ISO program through the Maint. procedures.

Upper management has to be the driving force behind the QMS. Almost every company I work with, at first will tell me, they don't have many if any nonconformancies occuring. Within a week of the control of nonconforming product phase we have produced more Material Deficiency Reports than they could ever have imagined.

Root Cause Analysis is a great tool to get people involved, and get different input about a specific issue. This also promotes culture change and team building.

Building a corrective / prevenative action process is also very important. At the company I am working with now, we tie most corrective actions to a part number so we can trend and perform RCA as required. Supplier Corrective Actions are tied to the vendor. Vendors are monitored and graded, and must perform to an acceptable level to stay on our approved vendors list.

Communication is also key.
I am always very forceful on the upper management participation thing, and as a result I have always been successful, whether it be a compliancy, improvement or certification objective
Well I have rambled, but I hope this in someway helps.
Tom
manufacturingsystems1.com

 

[rajandraj]

Hi

I am writing an intitial report on our present quality system.Can anyone give me sample quality report? and tell me how the report should be.I kthnik I should do a constructive criticism and slowly bring up the faluts.As this report will be submitted to top management this is the way I should explain them the situation and what is to be done to improve it.Did any body do the same kind of report.can you share it with me?


thanks
Prana

 

[rajandraj]

I did vendor analysis and I noticed that there are 1 to 40% early receipts from the suppliers?


Can there be early receipts form the supplier?
What are the affects of early receipts?
What % of it is acceptable?how do you dertermine it?



Thanks
Prana

 

[rajandraj]

Hi
I am looking for a Supplier rating system that is simple and will not require alot of labor to maintain.

Has anyone used a rating system for Suppliers? If yes, please explain how it functions.

If anyone could provide me with a copy of SRS?

Thanks in advance

Prana

 

[JaneB]

Re: Quality implementation

Am I going in a right direction?

Just picking up on this question of yours, Rajandraj, I'd say in general, yes. But from what you say it sounds like there is a lot to get done. I'd add a note of caution about not trying to do it all at once, and/or too quickly. Are you familiar with the saying in English 'don't bite off more than you can chew'?

Based on what you've said, it sounds like there's a need to build a full system. That takes time - quite a bit of time, and it's is a major project in and of itself. Instead of trying to find immediate tools, templates & the like, I'd strongly urge you to take a project approach, and start off with the planning - defining the scope & the objectives (which obviously need to be agreed with your senior management) and the metrics by which success will be judged. Then you can start to work out a schedule, tasks, and timeframe, and set some priorities. It simply cannot - and should not - be done all at once. I can see you're keen and raring to go, & I'm not dissuading you in the slightest, far from it. But do, do pause & take the time to do the 'plan & design' bit first.