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Author Topic:   Management Review
pgking
Lurker (<10 Posts)

Posts: 3
From:Jackson, MI
Registered: Mar 99

posted 03 March 1999 10:10 AM     Click Here to See the Profile for pgking   Click Here to Email pgking     Edit/Delete Message   Reply w/Quote
In the QS9000 requirement for management review, the keywords are "continuing suitability" and "effective". How have you defined/proven those characteristics of your quality system?

thanks

Paul

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Christian Lupo
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From:Auburn, NY
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posted 03 March 1999 12:06 PM     Click Here to See the Profile for Christian Lupo   Click Here to Email Christian Lupo     Edit/Delete Message   Reply w/Quote
Audit summaries, customer complaints, and corrective actions reviewed at management meetings gives our plant staff a good cross-section of how effective our quality system is doing. When non-conformances generated from these 3 system illustrate that we have a "problem" are it is a good indicator that we have a system(s) that is ineffective. In addition, machine yields, downtime(4.9/PM), scrap(4.13), and Cpk reports (4.9, 4.20) are also reviewed to determine the continuing suitability and effectiveness of our quality system. If any of these areas warrant more attention, the management review session become more frequent.

These are not the only indicators of ineffective systems, for example I had a quality engineer track all the design changes of product that have been approved for production. It seemed that there was an inordinate amount of design changes after the product was approved for production. The numbers were tracked and reported during management review, which indicated that communication between our design group (APQP problem)and process engineers was not as effective as it should be.

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

posted 03 March 1999 12:46 PM     Click Here to See the Profile for Kevin Mader   Click Here to Email Kevin Mader     Edit/Delete Message   Reply w/Quote
Paul,

Suitability changes as the standard, voluntary or otherwise, changes. QS9000, 3rd edition is different than the 2nd edition. ISO 9000:2000 will be different than ISO 9000:1994. Your program needs to evolve with standard, otherwise your prgram becomes unsuitable. Suitability audits can be compared to desk studies of your Quality Program (your documents) where it is compared to the standards requirements. Suitability is also defined by you. You need to at a minimum satisfy the requirements of the standard, but many Quality Systems go beyond the standard requirements. For those items, you have to review and determine if these things are still practical for your organization. Are they value added operations, or once were and now are waste? You management group decides that.

Christian has given some good examples of measuring system effectiveness. You may want to ask senior management about other measures that they may like to see. This creates better buy in at these meetings. Other results of system effectiveness comes from Internal Quality Audits, where 'compliance' to your Quality Program is reviewed. Compliance audits determine how well you stick to the program. Another good point brought up by Christian is 'system ineffectiveness'. These are generally measures of nonconformance, the problems, where action plans or action plan committees can be determined during management review. I personally like to keep a balance (not necessarily 50/50) of problems and successes. If you heavily skew the mix of the meeting to either side, you end up having a Pep Rally or a Gripe Session (neither are really productive).

Regards, Kevin

Back to the group...

[This message has been edited by Kevin Mader (edited 03-03-99).]

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

posted 07 March 1999 12:46 PM     Click Here to See the Profile for Dawn   Click Here to Email Dawn     Edit/Delete Message   Reply w/Quote
Thanks for the info! Pre-assessment was this week and we came out with no majors! - Thanks to alot of help from this forum.
Gota problem though... Can someone help me out on what some standard quality goals would be?

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Marc Smith
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posted 07 March 1999 02:20 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
Glad to hear you came through in good shape. For quality goals, I'll be simple and say look at your metrics.

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Dawn
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From:St. Marys, PA
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posted 07 March 1999 09:42 PM     Click Here to See the Profile for Dawn   Click Here to Email Dawn     Edit/Delete Message   Reply w/Quote
Any specifics? The auditor who did our pre-assessment felt we need to show effectiveness. We are going through cost of quality, corrective actions, internal audits, etc. in monthly Managemetn review meetings. He says its not good enough. What am I missing?

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Marc Smith
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posted 07 March 1999 10:03 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
What metrics do you have? Scrap? What else? Your management should be setting some type of metric based goals. The question is, how are you doing against your metrics?

So - a quality goal may be a 2% reduction of scrap or a reduction in nonconformances by 10% might be a goal.

What can you quantify with data?

On another level, you might consider process improvements (you set certain goals with an FMEA, for example).

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

posted 09 March 1999 09:27 AM     Click Here to See the Profile for Kevin Mader   Click Here to Email Kevin Mader     Edit/Delete Message   Reply w/Quote
Dawn,

What I like to keep in mind when creating, what I refer to as the key business statistics, I try to pick processes with easily measured output (meaningful to the organization). Mark mentioned scrap. While this is captured as dollars in your Cost of Quality reporting, how about the output? How many parts per million defective, what processes feed into the "scrap" process, how much from each, what are the top x reasons contributing to scrap, what are the top x products accounting for a majority of the scrap? The list can be as big as you want it to be. Start small, keep it manageable.

The idea is to determine where you are today (measured output). Each organization is different, so ask your senior managers what they would like to see.

Determine your inputs (contributors to scrap). I would suggest statistical tools here; SPC, Pareto, and the like.

Determine your quality goals (reduce scrap). If you are using SPC, you may be able to determine if the process is capable and predictable. In this case, you will be able to set practical goals. If you do not, then it becomes a more difficult task, and goals are set arbitrarily. This does not mean that your organization shouldn't use arbitrarily set goals. It is important to keep in mind that their is danger in setting arbitrary goals (you don't meet your goal, the group becomes disinterested, or a reverse goal is achieved).

I like to pick a measure or two from key business processes. This way you can determine system effectiveness beyond the scope of internal quality audits and corrective action programs. I hope this helps.

Back to the group...

[This message has been edited by Kevin Mader (edited 03-09-99).]

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Marc Smith
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From:West Chester, OH, USA
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posted 05 February 2000 07:08 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
Has anyone seen any changes in interpretations by registrars?

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