Corrective action training april 2013
3 likes2,179 views
1) Corrective action is important for customer satisfaction, profits, and ISO compliance. It helps reduce scrap, rework, and inefficiencies. 2) Weak corrective action processes can fail to properly involve people, utilize problem solving skills, consider costs, or follow through on verifying solutions. 3) Effective corrective action requires a clear problem statement, interim containment actions, root cause analysis, permanent corrective actions, and verification that the problem has been resolved.
Corrective action training april 2013
- 1. WITH COMPLIMENTS BY: MCALLISTER CONSULTING LLC 630-377-7300 Corrective Action, Customer Satisfaction, and Profits
- 2. Corrective Action –What’s the big deal? Customer satisfaction or unhappiness Translates into new or lost business = $$$ Internal improvements Less scrap Less rework Less chasing our tails ISO 9001 requirement
- 3. What we have learned so far Customers are not stupid – they want good answers We can improve more if we take CARs seriously Our ISO registrar has commented on our CARs We need to show improvement in how we tackle and answer CARs – for our customers for our own performance and profitability for our own ISO system
- 4. Why corrective action can be weak spot Major factors for inefficient or ineffective problem solving: Failure to use an effective problem solving process = CAR process Failure to get the necessary people involved – rarely just one person Failure to utilize problem solving skills Failure to think about the dollars involved – scrap, rework, etc. Failure to link the corrective actions to other activities within the organization – example: should be change our methods? Failure to follow through = verifying the effectiveness of our actions Failure to be specific about who needs to do what, when, how Timeliness Being practical and realistic Assign specific responsibilities and define expectations/methods
- 5. Steps to Good Corrective Action Clear detailed problem statement Quick, practical interim action “Deep” root cause analysis Permanent corrective action – not a band aid or a chance to blame others Verification of effectiveness – Did we do what we said we were doing? Did this action really help the problem?
- 6. Problem Statement Clear Lots of specifics Customer name and specific complaint – if applicable Date, shift, job no., problem; attached example, picture, email, etc. Assigned responsibility and due date Some customers want quick response
- 7. Good problem statements: 5W 2H Who? Individuals/customers associated with problem What? The problem statement or definition When? Date and time problem was identified or occurred Where? Location of complaints (in production, in the warehouse, at the customers’, etc. – could be several places) Why? Any previously known repeat or similar problems? How? How did the problem occur? Under what circumstances? Don’t get into root causes. How Many? Size and frequency of problem
- 8. Interim action Called “containment” = damage control Prevent any more bad/suspect product from getting out to the customer Stop the bleeding – don’t make any more bad product or have this problem repeat Corral what might still be in-house or in-transit Put cross-checks in place to minimize any other spills
- 9. Root causes 9 Define Problem Why? Why? Why? Why? Root Cause AWhy? Why? Why? Why? Root Cause BWhy? Why? Why? Why? Root Cause C Why did this problem occur? Why wasn’t this problem detected? Systemically why did this problem occur? Action Plan, Responsibility & Date Action Plan, Responsibility & Date Action Plan, Responsibility & Date
- 10. Cause & Effect - a tool Looks at the problem = what went wrong? Can work “backward” to contributing causes Is often used in answering both root cause and Permanent Corrective Action part of the CAR Links problem to possible causes (giving hints at possible corrections and corrective actions) Considers a variety of things that need be fixed and improved…..procedures, tools, methods, training, communications, etc.
- 11. Cause and Effect Diagram Environment Shipping problems Traffic Delays Weather Materials Incorrect Quantity Incorrect BOL Wrong Destination Equipment Wrong Equipment Dirty EquipmentBreakdown People Driver AttitudeDispatcher Wrong Directions Methods Late Dispatch Shipping Delay Spillage
- 12. Cause and Effect = “Fishbone” Once the branches are labeled, begin brainstorming possible causes and attach them to the appropriate branches. For each cause identified, continue to ask “why” does that happen and attach that information as another bone of the category branch. Prioritize the key causes identified on the fishbone. Once you have the fishbone completed, you will see the picture of possible root causes and corrective actions
- 13. Implementing Corrective Actions Which causes and corrective actions will be implemented? Can’t do everything at once - prioritize – be practical Who is responsible? May involve several people/areas When will it be completed? May require several steps/actions May take $$$$ to fix – spread out over time Some CARs must stay open for quite a while
- 14. Answering the customer Part of implementation may involve answering the customer Management or Quality Manager usually does this We must be able to “back up” what we say with evidence that we actually took the proper action Customer may ask – especially if the problem happens again.
- 15. Verifying CARs – preventing recurrence Verify corrective action effectiveness Who will look at what data? How long after the action plan will this be done? Effectiveness 30 days? 90 days? Next run of this product? What criteria in the data results will determine that the problem has not recurred? – How will be know that the problem is really fixed? Can we apply these actions to other lines or products?
- 16. Making this work Be on time – keep up with due dates Be realistic and practical – what can be done with available people and equipment/systems versus requiring a lot of time and/or money Involve those directly affected – explain WHY you want your people to do something differently and HOW you want them to do it.