Small Machine Shop - No process planning or job scheduling - ISO 9001 Implementation

[JNB2005]

Hi all,

I have just started to prepare documentation for a small machine shop
towards ISO 9001:2000 certification (2 lathes, 2 milling machines, 2
plasma cutting machines and some others). There is no production/process
planning when sending jobs ordered to job shop (just part list, estimated
labor, and drawings...). There is no job scheduling as well on the shop floor.
Foreman examines the drawings and hands over part drawings to operators
for machining. Operator decides which operation is the next and delivers part.
No route slips, time cards etc... Every operator records its machining
time "after" finishing the part and returns to foreman. It is obvious that
implementation of a manual or computerized system for planning and
scheduling seems impossible in a reasonable time and in a reasonable cost.
Failure on 7.5 is inevitable.

I am considering to stop working for them till they implement a working
system for planning/scheduling and control. I would appreciate any
suggestion and comment, insight from real-life experience on how to
proceed further.

Thank you in advance for any help.

Best
JNB

 

[Douglas E. Purdy]

Seeing that you are a consultant I would think that you would recommend such improvements and maybe provide some contacts in those areas. Are there not other system controls that you could be developing?

Doug

 

[Wes Bucey]

I don't know what "reasonable time and cost" means in this context, but a "quick and dirty" solution can be found by cribbing from a "job shop software" program (google the term) IF (emphasize IF) management is serious about getting registered. Depending on funds available, they could even buy one of these programs after checking out a few.

The essential point is the software uses a logical progression of steps from initial inquiry by a customer through quote, contract, scheduling, completion, audit trail, etc. This format can be followed in creating procedures and work instructions without purchasing the software. (After all, job shops operated successfully for generations before computers were available just by creating logical work flows and maintaining documentation.)

As is my personal policy, I don't recommend specific brands here in the Cove since things can change over time and these threads would then recommend programs and products that no longer merit that recommendation.

 

[Cari Spears]

(2 lathes, 2 milling machines, 2
plasma cutting machines and some others). There is no production/process planning when sending jobs ordered to job shop (just part list, estimated labor, and drawings...).

I don't see a problem here. Sounds like simple machining operations - planning should be simple.

There is no job scheduling as well on the shop floor. Foreman examines the drawings and hands over part drawings to operators for machining. Operator decides which operation is the next and delivers part.

This is a very small shop - sounds like this method of scheduling would be quite adequate. There are no requirements in ISO9001 for scheduling - let them do it how they want.

No route slips, time cards etc... Every operator records its machining time "after" finishing the part and returns to foreman. It is obvious that implementation of a manual or computerized system for planning and scheduling seems impossible in a reasonable time and in a reasonable cost.

Why would such a small place need a manual or computerized planning and scheduling system?

Failure on 7.5 is inevitable. I am considering to stop working for them till they implement a working system for planning/scheduling and control. I would appreciate any suggestion and comment, insight from real-life experience on how to proceed further.

Not so - we do not have computerized planning and scheduling and we've been registered for 5 years now. My suggestion - stick to the shalls and don't overcomplicate things for them.

 

[M Greenaway]

Agree with Cari

Sounds to me like you are trying to bring big company systems to a small company. ISO9001 does not mandate any of the things that you suggest.

 

[RoxaneB]

I'm on the same wavelength as the gang here...small shop, simple processes, meeting the shall's should be easy...no need to complicate matters by introducing processes that will just slow things down and/or cost lots of money and/or be a large investment in resources.

If they have a process that works for them...and can demonstrate that they are meeting the requirements of their Customers...well, sounds like you have a fairly easy task ahead of you, JNB2005.

For example...

There is no job scheduling as well on the shop floor.
Foreman examines the drawings and hands over part drawings to operators
for machining. Operator decides which operation is the next and delivers part.

Are they late? Are the parts within spec? Are Customers complaining about lateness and out-of-spec product?

Perhaps all that is needed is a simple formalization of the process...Visual Management...and a way to understand who is working on what. A large white board with operators names, current project, current Customer, assigned date, expected completed date, actual completed date...a matching Excel file could be used to track projects over time (as the whiteboard is updated, information will be erased...Excel will allow you to track planned vs actual dates) and maybe then you will have evidence to support an area for improvement.

 

[Claes Gefvenberg]

Hello JNB, and welcome to the Cove

Cari took the words right out of my mouth. I couldnt agree more

I don't see a problem here. Sounds like simple machining operations - planning should be simple.

We have been discussing this before. Remember this little gem:

The extent of the quality management system documentation can differ from one organization to another due to

a) the size of organization and type of activities,
b) the complexity of processes and their interactions, and
c) the competence of personnel.

What this note boils down to is that it allows you to build a reasonable system, tailored to your needs.

There is no production/process planning when sending jobs ordered to job shop (just part list, estimated labor, and drawings...). There is no job scheduling as well on the shop floor. Foreman examines the drawings and hands over part drawings to operators for machining. Operator decides which operation is the next and delivers part.

But... That sounds like a process to me. A simple one, I admit, but it seems to be working? Maybe all you need to do is to describe it?

/Claes

 

[JNB2005]

Thanks for all replies. You've been great help to me. I really appreciate it.
Best Regards,
JNB

 

[Cari Spears]

Welcome to the cove - keep us posted!!

 

[Mobobo]

Thanks for all replies. You've been great help to me. I really appreciate it.
Best Regards,
JNB

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