S
Swagg - 2009
What are the components of a good Continuous Improvement process/system?
What are the Components of a Good Continuous Improvement Process
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Swagg said:
First off, welcome to the Cove, Swagg!
You've found an awesome resource and tool!Interesting first question to post......
Not knowing if you're ISO or TS or something else, I'm going to go under the assumption that you're ISO. So, continuing along that approach, if you have a copy of ISO 9001:2000, refer to "0.2 Process approach". In there, you will see a wonderful diagram that describes the continual improvement of a Quality Management System....and what was developed, corresponds nicely to the Plan-Do-Check-Act (PDCA) methodology that so many of us appear to follow.
Of course, this is all wonderful...in theory. By components, though, I ask if you want the concept of PDCA explained or if you're questioning what kinds of tools and processes some of us to demonstrate CI. The answer to the latter will vary from company to company. My organizations uses such tools as:
- Annual Action Plans - a detailed account of how we intend to get from performance level A to performance level B.
- Key Indicators
- Employee Request System - an online "suggestion box"
- Opportunities for Improvement - suggestions from Internal and External Audits and I *finally* had my first non-audit related OFI entered into the System.
- Product Studies
- Quality Planning
Hope that helps for starters!
S
sal881vw
Hello all,
I would also add a couple more,
Management reviews,
Benchmarking.
There's always room for improvement
I would also add a couple more,
Management reviews,
Benchmarking.
There's always room for improvement
S
Swagg - 2009
RCBeyette,
Thank you for the Welcome. We are going ISO, and I have been task with our Continuous Improvement section. I do understand PDCA, however I have to write a policy on CI and wanted to know what components make a good system. We curently have process monitoring control charts for each process, we have developed a Quality Index table (based on DPMO) that displays where we are overall, and we have a good CAPA system.
Thank you for the Welcome. We are going ISO, and I have been task with our Continuous Improvement section. I do understand PDCA, however I have to write a policy on CI and wanted to know what components make a good system. We curently have process monitoring control charts for each process, we have developed a Quality Index table (based on DPMO) that displays where we are overall, and we have a good CAPA system.
Swagg said:
I'm curious as to why your organization is documenting a policy on CI as there is no requirement for it. Unless your company feels that there is a benefit to having such a topic formalized. The extent to which my organization discusses CI is in our Quality Manual. It is pretty much word for word of the Standard, but then goes on to list of the tools (like the ones I mentioned in my first response to you) that we use as a means to demonstrate and implement CI projects and systems.
You process monitoring control charts sound a lot like our cpk charts - information that shows us if the production process was under control.
If you read ISO 9001:2000 Section 8.5.1 "Continual improvement", it does list tools to use to help improve the effectiveness of the QMS:
- quality policy
- quality objectives
- audit results
- analysis of data
- corrective and preventive actions
- management review (as Sal indicated)
Let me ask you this...what do you, or your organization, hope to gain out of this policy. What is its purpose? What is it supposed to accomplish?
S
Sam
Swagg said:
Refer to ISO9004:2000 Appendix B for information on continuous improvement.
G
Greg B
Welcome to the cove Swagg,
Excellent reference Sam. I also like the responses from Roxane. My thoughts on CI have always been that you need:
Good People: People that understand the process are able to improve it as you cannot improve on that which you cannot measure.
Accepting Management: Management must be acceptable of suggestions and see the benefits of change
An Open Door, Open Mind and Open Ears: Self explanatory
Fearless Staff: Staff must not be afraid to offer ideas or opinions. They must be given the chance to shine.
Process: You must have a simple process that people can use.
Reward: You must reward your staff with either money (pay increases) or prizes (dinners, theater tickets etc) plus publically applaud their efforts thru a work magazine, Flyer and/or Peer group award ceremony etc.
Communication: This is a 360 degree honesty circuit open to all parties.
90% of change at our plant has happened because of our people. Thanks for the post.
Greg B
Sam said:
Excellent reference Sam. I also like the responses from Roxane. My thoughts on CI have always been that you need:
Good People: People that understand the process are able to improve it as you cannot improve on that which you cannot measure.
Accepting Management: Management must be acceptable of suggestions and see the benefits of change
An Open Door, Open Mind and Open Ears: Self explanatory
Fearless Staff: Staff must not be afraid to offer ideas or opinions. They must be given the chance to shine.
Process: You must have a simple process that people can use.
Reward: You must reward your staff with either money (pay increases) or prizes (dinners, theater tickets etc) plus publically applaud their efforts thru a work magazine, Flyer and/or Peer group award ceremony etc.
Communication: This is a 360 degree honesty circuit open to all parties.
90% of change at our plant has happened because of our people. Thanks for the post.
Greg B
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