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Author Topic:   Contingency Plans
Kevin Mader
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Posts: 575
From:Seymour, CT USA
Registered: Nov 98

posted 15 January 1999 01:47 PM     Click Here to See the Profile for Kevin Mader   Click Here to Email Kevin Mader     Edit/Delete Message   Reply w/Quote
O.K. Dawn, here it is. What would you like to talk about?

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Marc Smith
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From:West Chester, OH, USA
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posted 15 January 1999 07:50 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
How about Contingency Plans?

I would really like to hear how folks are addressing this issue!

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Dawn
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Posts: 245
From:St. Marys, PA
Registered: Sep 98

posted 15 January 1999 09:51 PM     Click Here to See the Profile for Dawn   Click Here to Email Dawn     Edit/Delete Message   Reply w/Quote
We are having some difficulty, but we got as far as:
A letter from where we buy presses stating how quickly they can get us parts;
A letter from where we buy furnaces stating how quickly we can get parts and repair service;
A list from each facility of replacement parts;
A competitor who has agreed upon a written letter stating they will process any parts we need to our customer and we will do the same for them.
That's it. Does it work for you?

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mibusha
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Posts: 60
From:Royal Oak, Michigan USA
Registered: Nov 98

posted 16 January 1999 04:22 AM     Click Here to See the Profile for mibusha   Click Here to Email mibusha     Edit/Delete Message   Reply w/Quote
Just received a major NCR during our pre-assessment (TE) for not addressing "Contingency". When questioned, managers of various departments had no clear plan of what to do if a machine went down, one of our suppliers had trouble, the power went out, etc. It took the building maintenance manager 15 minutes to find his "handwritten" list of phone numbers to call in an emergency-and half of them were of folks who did not work for us anymore!

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Bill Smith
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From:El Paso, Texas
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posted 16 January 1999 05:38 PM     Click Here to See the Profile for Bill Smith   Click Here to Email Bill Smith     Edit/Delete Message   Reply w/Quote
What we are doing is generate "Work Instruction" type of controlled documents for the systems that affect our companies ability to ship product. We went on the assumption that normal production emergencies do not apply here. So we picked things like a failure of 1 side of our closed loop water supply to our molding machines or our computerized shipping/inventory system.

When we looked at the problem from this point of view it was fairly simple.

Our next audit is in a couple of weeks , we'll find out then if we were right

------------------

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Kevin Mader
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From:Seymour, CT USA
Registered: Nov 98

posted 18 January 1999 09:35 AM     Click Here to See the Profile for Kevin Mader   Click Here to Email Kevin Mader     Edit/Delete Message   Reply w/Quote
Dawn,

Works for me. Some questions come to mind though regarding how you may have addressed labor issues (Are you a union shop?) or utility interruptions. How about when you ship to a Customer (What would happen if UPS went on strike again? For instance, would you have an alternate carrier?). Keep in mind the word "reasonably" when preparing contingency plans (you may have several alternate carriers at your disposal so a specific plan would probably not be necessary). Like auditing, actions or plans need to be comensurate with risk involved. Elaborate plans tend to have extreme overkill and create a burden on the system and just aren't necessary. You had mentioned presses and furnaces in your posting. How frequently do they break-down? A specific plan for something like a press (where many may exist) may be unnecessary. I would find the unique equipment and machinery that, in the event they were unavailable, to create plans for these items.

Consider these while Contingency Planning:

1) Identify critical processes (these may already be defined in your PFMEAs by large RPN values, manufacturing processes, shipping & delivery processes, etc.). Consider all areas in the organization.

2) Identify critical equipment and machinery (these may already be defined in Control Plans, PFMEAs, one-of-a-kind machine, etc.). Again, consider all areas (4.15.6.4 mentions the backup method for ASNs, a form of contingency planning).

3) Use the Experts (you determine and define an expert) in your organization to determine severity of impact of the process/item and create plans for those identified to have "reasonable" significance. Remember, you define "reasonable" so be prepared to defend your position.

Bill's interpretation on typical production emergencies is in my opinion correct. Not making a mountain out of a mole hill. Also the computerized inventory system is probably a good example for contingency planning (could you find the right thing and ship it ontime if the computer failed or if the power were out?) Well, these are just a few of my thoughts. Back to the group for more input...

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SCLIFTON
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Registered: Feb 99

posted 03 February 1999 10:39 AM     Click Here to See the Profile for SCLIFTON   Click Here to Email SCLIFTON     Edit/Delete Message   Reply w/Quote
SO FAR I HAVE ONLY BEEN ABLE TO FIND EXAMPLES OF Y2K CONTINGENCY PLANS, CAN SOMEONE HELP ME OUT WITH ONE THAT MEETS THE QS REQUIREMENT.

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Marc Smith
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From:West Chester, OH, USA
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posted 05 February 1999 09:55 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
ummmmm, welllllll, SClifton - ALL of these in this thread are QS9 related, as are the ones at:

The 'Other' Contingency Plan thread

By the way - I'm locking this thread out as the other is carrying on quite well. Might as well keep it not so spread out.

Thanks, folks.

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