Managing non conformities through , how to reduce element that lowers quality
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The document discusses managing non-conformities through effective corrective and preventive action. It defines problems, non-conformities, sources of quality problems, and the difference between symptoms and causes. It then defines corrective action as action taken after a non-conformity to address the root cause, while preventive action is proactive in identifying potential issues. Effective corrective and preventive action requires understanding systems, variation, theory, tools like the PDSA cycle and 5 Whys, and applying a problem-solving process.
Managing non conformities through , how to reduce element that lowers quality
- 1. MANAGING NON- CONFORMITIES THROUGH EFFECTIVE CORRECTIVE AND PREVENTIVE ACTION
- 2. PROBLEMS AND NON-CONFORMITIES A problem is an undesirable deviation from an expected desirable outcome A non-conformity is a non-fulfillment of a stated requirement(s) A non-conformity is a problem SOURCES OF QUALITY PROBLEMS Customer or employee complaints and satisfaction data Products noncoformances Management review Process measurement e.g EQA Supplier problem Internal and external quality audits
- 3. SYMPTOMS OR CAUSE? SYMPTOMS; ANY CIRCUMSTANCES, EVENT OR CONDITION THAT ACCOMPANIES SOMETHING OR INDICATES ITS EXISTENCE CAUSE; A SITUATION THAT PRODUCES AN EFFECT
- 4. CORRECTIVE PREVENTIVE ACTION DEFINITION CORRECTIVE ACTION: ITS AN ACTION TAKEN AFTER A NON-CONFORMITY HAS OCCURRED TO REMOVE THE ROOT CAUSE OFTHE NON-CONFORMANCE AND PREVENTS IT FROM REQURRING FOREVER PREVENTIVE ACTION: A PROACTIVE PROCESS OF IDENTIFYING POTENTIAL NCs ANDF TAKING ACTION BEFORE NON-CONFORMITY OCCURES TO PREVENT IT FROM EVER OCCURING IMMEDIATE ACTION: ACTION TAKEN AT THE TIME OF THE NONCONFORMITY TO MITIGATE ITS IMMEDIATE EFFECT
- 5. REQUIREMENT OF CORRECTIVE AND PREVENTIVE ACTION CORRECTIVE ACTION: SHALL BE APPROPRIATE TO THE EFFECT OF THE NONCOFORMITY REVIEWING NONCONFORMITIES DETERMINE THE ROOT CAUSES EVALUATING THE NEED TO CORRECTIVE ACTION TO ENSURE THE NONCONFORMITIES DO NO RECUR DETERMINING AND IMPLEMENTING CORRECTIVE ACTION NEEDED RECORDING THE RESULTS OF CORRECTIVE ACTION REVIEWING THE EFFECTIVENESS OF THE CORRECTIVE ACTION TAKEN PREVENTIVE ACTION: SHALL BE APPROPRIATE TO THE EFFECT OF THE NONCOFORMITY REVIEWING NONCONFORMITIES REVIEW LABORATORY DATA AND INFORMATION TO DETERMINE WHERE POTENTIAL NCs EXIST DETERMINING THE ROOT CAUSES OF POTENTIOAL NCs
- 6. CONTINUATION EVALUATING THE NEED FOR PREVENTIVE ACTION TO PREVENT OCCURRENCE OF NCs DETERMINING AND IMPLEMENTING PREVENTIVE ACTION NEEDED RECORDING THE RESULTS OF PREVENTIVE ACTION TAKEN REVIEWING THE EFFECTIVENESS OF THE PREVETIVE ACTION
- 7. SYSTEM (WHAT IS A SYSTEM) AN INTERCONNECTED COMPLEX OF FUNCTIONALLY RELATED COMPONENTS THAT WORK TOGETHER TO TRY TO ACCOMPLISH THE AIM OF THE SYSTEM (BY DR DEMING)
- 8. UNDERSTANTING HOIW TO EFFECTIVELY IMPLEMENTING A CORRECT OR PREVENTIVE ACTION DEPENDS ON UNDERSTANDING THE FOLLOWING UNDERSTANDING VARIATION COMMON CAUSE VARIATION; PROBLEMS BUILT INTO THE SYSTEM E.G MISTAKES SPECIAL CAUSE VARIATION: UNIQUE EVENTS THAT IS OUTSIDE THE SYSTEM E.G NATURAL DISASTERS THE BEST WAY TO DEAL WITH THESE IS TO CONTROL COMMON CAUSE VARIATION AND ELIMINATE SPECIAL CAUSE VARIATION. DISTINGUISHING THE DIFFERENCE BETWEEN THE VARIATION IS KEY. WITHOUT KNOWLEDGE OF VARIATION ACTION MAY BE TAKEN WITH BEST INTENTIONS, BUT ACTUALLY MAKING THINGS WORSE
- 9. THEORY OF KNOWLEDGE TEACHES US THAT A STATEMENT ; CONVEYS KNOWLEDGE, PREDICTS THE FUTURE OUTCOME, WITH THE RISK OF BEING WRONG, AND THAT IT FITS WITHOUT FAILURE OBSERVATION OF THE PAST. Rational prediction require theory and builds knowledge through systematic revision and extension of theory based on comparison of prediction with observation Again without theory, there is nothing revise. Without theory experience has no meaning. No questions to ask without theory.
- 10. PDSA CYCLE Plan; plan a change in a process aimed at continuous improvement Do; Carry out the change Study; study the results to determine if the change improved the process Act; if appropriate, adopt the change
- 11. PROBLEM SOLVING PROCESS 5 STEP PROBLEMS SOLVING PROCESS 1 DESCRIBE THE PROBLEM 2 INVESTIGATE THE CAUSE 3 SELECT AND TEST SOLUTIONS 4 IMPLEMENT THE SOLUTIONS 5 VERIFY AND MONITOR THE SOLUTIONS PROBLEMS CAN BE SOLVED USING THE TRIAGE APPROACH, ESPEACIALLY WHEN THEY ARE TOO MANY. IT IS NOT PRACTICAL TO INVESTIGATE EVERY PROBLEM CRITERIA MUST BE SET, FOR PRIORITIZING PROBLEMS FOR FULL INVESTIGATION
- 12. PROBLEM SOLVING TOOLS THE BASIC PROBLEM SOLVING TOOLS BRAINSTORMING BRAIN WRITING 5 WHYs CAUSE AND EFFECT DIAGRAM CHECK SHEET PARETO DIAGRAM RUN CHART
- 13. THE EFFECTIVESS OF PROBLEM SOLVING TOOLS DEPENDS ON KNOWLEDGE OF WHEN TO USE THE TOOLS BRAINSTORMING WHEN IT IS IMPORTANT TO GO BEYOND THE OBVIOUS WHEN IT IS IMPORTANT TO ENSURE THAT ALL IDEAS ARE DISCUSSED BRAIN WRITING WHEN ISSUES ARE TOO DIFFICULT OR EMMOTIONAL FOR PEOPLE TO VERBALLY EXCHANGE IDEAS WHEN AVOIDING GROUP THINK WHEN SESSIONS ARE DOMINATED BY A FEW MEMBERS
- 14. CONTINUATION 5 WHYs WHEN THERE IS NEED TO LOOK FOR THE ROOT CAUSE WHEN THE CONTRIBUTING CAUSES ARE CONFUSING WHEN A VISUAL TOOL IS NEEDED TO EXPLAIN THE CAUSES TO OTHERS RUN CHART WHEN SHOWING THE EVOLUTION OF A SITUATION OVER TIME PARETO DIAGRAM WHEN TRYING TO FOCUS ON THE MOST SIGNIFICANT PROBLEMS OR CAUSE
- 15. 4W/2H/1C PROBLEMS FORMULA WHAT; WAS AFFECTED WHERE; DID THE PROBLEM TAKE PLACE WHEN; WAS THE PROBLEM DISCOVERED WHO; DISCOVERED THE PROBLEM HOW MUCH; WAS AFFETED HOW OFTEN; HAS THE PROBLEM OCCURED
- 16. By chakalisa chicho ADIOS AMIGOS