Shift Audits Proposal

A

andrewg

#11
Sorry, I meant to say .......

Audit scheule is based on .....
1) The importance of each process
2) Number and nature of internal concearns
3) External customer concearns
4) Trends in plant performance data
5) Feedback from Third party assessments (what areas may be concearn)
6) Impression of areas from QA Team
7) Major changes to any process through our change control system

Each decision regarding the audit schedule is documented within the minutes from our regular audit review minutes.
 
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C

Craig H.

#12
Craig, do you mean if these folks work on rotating shifts?

For example, I have a Client for which I perform internal audits.
They have an A, B, C, and D shift. They work on a rotating basis.
I make sure when scheduling the audits that all A-B-C-D shfts are "visited" and audited.

Stijloor.
Yes, my point exactly. The only thing that I see could be wrong with this is that there may be lighting issues. Agree?
 
C

Craig H.

#13
My concearn is that by going down this road, my organisation will leave itself open for a concearn being raised during our third party assessment.
Really? And the fact that your new system may end up letting errors get to the customer is secondary?

If you are going to convince upper management, forget the third party audit stuff and put your eyes on the REAL prize.
 
#14
Yes, my point exactly. The only thing that I see could be wrong with this is that there may be lighting issues. Agree?
Craig, my experience is that other things impact the 'off' shifts, since there are reduced resources - engineering, maintenance etc. This type of reduced support means that work arounds occur, which aren't always communicated, even when the same people work the shifts. These are often 'unplanned' situations, which need resolution 'on the fly'.
 
A

andrewg

#15
Andy,

I agree. Our maintenance support is also changing. This means that maintenance support on nightshift will differ (reduce) compared with the day shift.

The current proposal means that if an auditor is working backshift he will audit the backshift. The nightshifts will be covered during a special nightshift audit. Early shift would not be audited. I know this is leaving us open to customer concearns however I am trying deal with one thing at a time. Our third party assessment is due soon.

Andy
 
#16
Really? And the fact that your new system may end up letting errors get to the customer is secondary?

If you are going to convince upper management, forget the third party audit stuff and put your eyes on the REAL prize.
I agree.

Andrewg, I believe that your comment about your management not being ISO/TS qualified etc. underlies a point that you might be mising - management will never get this stuff, it's foreign to them. I'm going to suggest that you have to show them the money, that is to say show them the cost benefits of doing these audits in terms they understand, not ISO terms.

What £ 'gems' have the audits brough to management thus far? Can you quantify, other than maintaining your certificate, for your management the cost benefit of doing internal audits. If you can't put a £ values on it, then you've got to think about audits the way they do! Sorry to put it bluntly!
 
A

andrewg

#17
Andy,

Thanks for that !

I have actually produced an analysis showing the potential impact of audit findings if not adddressed on our customer base. They agree there is a great value in auditing but our ideas of shift auditing differ greatly. I agree, my senior management and I may never see eye to eye on this.

My concearn is knowing our Third Party Assessor, I know this be an issue at our recert audit. Guess all I can do is document my concearns to Senior Management so that they acknowledge they are fully aware of the risks.

Andy:thanx:
 
#18
Andy:

I truly hope this discussion is helpful, as I know that if management feel backed into a corner over financial pressures, the audit program may have to suffer.

The 20 audits still seems a lot (and there may be some relief there). If I understand 'chip making', there are a number of 'sub-processes' - imaging, deposition, lead bonding for example. Are you auditing these individual steps as a process? Or do you combine them, say for a particular type of product?

You may get some relief by combining/grouping steps - preparation, or test and pack etc. This would reduce the total number of audits without impacting effectiveness.
 
A

andrewg

#19
Andy,

We do not actually make chips, we make the silicon wafers for the chips.

The number of audits is based on the process steps. Each process step is extensive and contains a lot of technical knowledge. We have looked at carrying out less audits however have backed away from this suggestion based on the complexity of the processes being audited. However, as is becoming more and more apparent, perhaps we will have to look at this suggestion again.

Thanks for all your input.

Andy:thanks:
 

smryan

Perspective.
#20
Craig, my experience is that other things impact the 'off' shifts, since there are reduced resources - engineering, maintenance etc. This type of reduced support means that work arounds occur, which aren't always communicated, even when the same people work the shifts. These are often 'unplanned' situations, which need resolution 'on the fly'.
I agree completely.

We have a second shift that runs only about 1/3 of the day shift processes. There is no on-hand support second shift - quality or otherwise. The operators are expected to get their set-ups squared away during the overlap so that any possible issues can be addressed then. If a "big" issues comes up they have phone numbers to call. Needless to say there are instances where its not "big" enough to call someone, but things end up off-spec enough that they can't be salvaged.

Official audits tend to catch those folks during the overlap. 99.8% of the time that's enough. The other .2% is a trade of the company is willing to make vs. the cost of a second shift quality person. If we had a fully operational second shift there would have to be a second shift manager (quality or production) also present - the trade off in scrap/rework/returns would be too high a risk without one. Fortunately our mgt is VERY quality driven. It sounds like yours needs to be more so.
 
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