Recurrence of NC - What do you do to ensure that non-conformities do not recur?

J

jyngers

#1
Corrective action reports are in place, internal audits are done regularly but there are some recurrence of nonconformities.

What do you do to ensure that non-conformites do not recur?
 
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Sambasi

Involved - Posts
#2
There are two possibilities:-
1) All the root-causes are are not clearly identified and addressed.
2) Corrective action is O.K but not sustained. (training/document revision.. not done).Review of effectiveness of corrective actions not done subsequently.
 
C

chergh - 2008

#3
From what you are saying it sounds as though root causes analysis may not be effective or there is an issue in how it is implemented and maintained, much the same as Sambasi said.

It would be worth taking a look at where the reoccurences happen. If it is one process/process owner it would seem to be an issue with the implmentation/maintaining the CA, if they reoccur across a number of processes with different owners then it would be more likely to be an issue with the CA effectivness.

Without any detail it is difficult to say.
 

Wes Bucey

Quite Involved in Discussions
#4
I, too, suggest you revisit root cause analysis and examine the corrective actions to see they are EFFECTIVE.

Many folks forget that the final step in root cause analysis and corrective action is:
EVALUATE the corrective action to make sure it solves the problem.
 
B

BadgerMan

#5
It appears that your corrective actions are ineffective. Your C/A verification activities are your internal audit results, in this case, and they are telling you what you need to know. I would begin by scrutinizing your problem solving process.

Ensure that your problem solving activities result in positive corrective actions to address the specific root cause as well as recurrence prevention actions (there is a difference) to make the system more robust. Be sure to apply these actions to any similar products, processes, or systems that are at risk for experiencing the same failure.

Speaking of root cause(s), are you asking “why” enough times during your analysis? Maybe you are not digging deep enough and determining the “root” cause. “Root cause” is defined as “the lowest level cause that can be corrected”. Keep asking why until you can no longer come up with an answer. If that “cause” is something you have no control over, step back a level or two until you reach a level of “cause” that can be addressed with corrective actions.
 
D

David Hartman

#6
BadgerMan said:
Speaking of root cause(s), are you asking “why” enough times during your analysis? Maybe you are not digging deep enough and determining the “root” cause. “Root cause” is defined as “the lowest level cause that can be corrected”. Keep asking why until you can no longer come up with an answer. If that “cause” is something you have no control over, step back a level or two until you reach a level of “cause” that can be addressed with corrective actions.
A real life example of this scenario:

Years ago, I had an internal auditor working for me that I noticed was continually noting the presence of an "out-dated" document on the production floor. The corrective action each and every time was the replacement of the out-dated doc with the appropriate revision.

After setting down with the auditor and explaining the fact that he was looking at trees and needed to step back and look at the forest. I was finally able to get him to understand that the issue was NOT the presence of 1 out-dated document, but that there was an inadequate doc control SYSTEM in-place - which then directed the auditees towards the development and implementation of effective corrective action.
 
B

BadgerMan

#7
ddhartma said:
A real life example of this scenario:
Good example!

Corrective action - replace the obsolete document

Recurrence Prevention - address the system deficiency
 
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