Continual_Improvement

Technical Education

7/18/2024

Transcript

00:00Continual improvement can be initiated through the use of Quality Policy, Quality Objective,

00:19Audit Results, Analysis of Data, Corrective and Preventative Actions, and Management Review.

00:26The requirements cover both the reactive and proactive actions of improvement.

00:348.5.1 Continual Improvement

00:38Continual Improvement draws together various aspects of the QMS.

00:42Quality Policy, Quality Objectives, Audit Results, Data Analysis, Corrective Actions,

00:50Preventative Actions, Management Review.

00:53The ISO 9001 requires continual improvement of the effectiveness of the QMS.

01:02What drives Continual Improvement?

01:05Continual Improvement is driven by the objectives set by Top Management.

01:10As a minimum, Quality Objectives should address 1.

01:14The improvement of internal efficiency 2.

01:18Individual customer requirements 3.

01:21The level of performance that your industry expects

01:25There is no requirement that the organisation should set objectives for improvement for

01:30all of its processes at any one time.

01:33It would be unrealistic to expect an organisation to make progress in all potential improvements

01:39simultaneously.

01:41Each improvement will require the commitment of resources which should be prioritised by

01:46Top Management, especially if investment is required.

01:53How to identify what needs improving?

01:57Inputs for improvement opportunities are obtained from

02:01Customer satisfaction Customer complaints and feedback

02:05Market research and analysis Inputs from employees, suppliers and other

02:10interested parties Internal and external audits of the quality

02:15system Records of product or process non-conformances

02:21Data from process and product characteristics and their trends

02:28Opportunities for improvement may also be identified on a special project basis.

02:33The following are examples of such projects.

02:36Non-value-added use of floor space Excessive inspection and testing

02:42Excessive handling and storage Excessive failures and cost to quality

02:48Machine set-up and change-over times The principles of continual improvement

02:55The organisation shall establish, document, implement and maintain QMS and continually

03:02improve its effectiveness in accordance with the requirements of the international standard.

03:08The organisation shall Identify the processes needed for the quality

03:13management system and their application throughout the organisation.

03:17Determine the sequence and interaction of these processes.

03:22Determine the criteria and methods needed that both the operation and control of these

03:27processes are effective.

03:30Ensure the availability of the resources and information necessary to support the operation

03:34and monitoring of these processes.

03:38Consider, measure and analyse these processes.

03:43Implement actions necessary to achieve planned results and continual improvement of these

03:48processes.

03:51The organisation shall continually improve the effectiveness of the QMS through the use

03:56of quality policy, quality objectives, audit results, analysis of data, corrective and

04:02preventative actions and management review.

04:06Continual improvement requires management support.

04:09Top management shall provide evidence of its commitment to the development and implementation

04:13of the QMS and continually improving its effectiveness.

04:20Continual improvement of the effectiveness of the QMS must be included in the quality

04:24policy.

04:26Also, management review, which must be carried out at planned intervals, must include the

04:32assessment of opportunities for improvement and the need for changes to the QMS, including

04:38quality policy and quality objectives.

04:41As to the requirements of the process, measurement, analysis and improvement, the organisation

04:47shall plan and implement the monitoring, measurement, analysis and improvement processes needed

04:53to demonstrate conformity to the product, to ensure conformity of the QMS and to continually

04:59improve the effectiveness of the QMS.

05:02This shall include determination of applicable methods, including statistical techniques

05:08and the extent of their use.

05:13Management should continually seek to improve the effectiveness and efficiency of the processes

05:17of the organisation, rather than wait for problems to reveal opportunities for improvement.

05:24Processes can range from small-step ongoing continual improvements to strategic breakthrough

05:30improvement projects.

05:32The organisation should have a process in place to identify and manage improvement activities

05:37of these processes.

05:41We have looked at the PDCA cycle and the continual improvement processes should be incorporated

05:46into it and involve the following steps.

05:52A process problem should be identified and an area for improvement selected, noting the

05:57reason for working on it.

06:00Current situation, the effectiveness and efficiency of the existing process should be evaluated.

06:06Data to discover what type of problems occur most often should be collected and analysed.

06:13A specific problem should be selected and an objective for improvement should be set.

06:19The root causes of the problem should be identified and verified.

06:25Identification of possible solutions, alternative solutions should be explored.

06:28The best solution should be selected and implemented, i.e. the one that will eliminate the root

06:33causes of the problem and prevent the problem from reoccurring.

06:40Evaluation of effects.

06:41It should then be confirmed that the problem and the root causes have been eliminated or

06:46their effects decreased, that the solution has worked and the objective for improvement

06:51has been met.

06:54Implementation and standardisation of a new solution.

06:56The old process should be replaced with the improved process, thereby preventing the problem

07:01and its root causes from reoccurring.

07:05Evaluation of the effectiveness and efficiency of the process with the improvement action

07:10completed.

07:11The effectiveness and efficiency of the improvement project should be evaluated and consideration

07:16should be given for using its solutions elsewhere in the organisation.

07:24So to summarise.

07:26Continual Improvement.

07:27This is clearly defined in the ISO 9000 clause 8.5.1, Continual Improvement.

07:34Normally a continual improvement project is initiated by the top management, particularly

07:39if there is a cross-functional involvement.

07:41A project team is usually formalised and supported with resources to carry out the improvement

07:47project.

07:49Corrective Action.

07:50This is clearly specified in the ISO 9001 8.5.2, Corrective Action.

07:57Whenever non-conformity is encountered in the QMS, the problems be resolved without

08:03undue delay, according to the corrective action procedure established in the QMS.

08:08It is a requirement that the corrective action should be effective in eliminating the root

08:12cause of the non-conformity to prevent it reoccurring.

08:18Preventative Action.

08:19This requirement is defined in the ISO 9001 clause 8.5.3, Preventative Action.

08:26Through the analysis of data on processes, products, suppliers, customer feedback, audit,

08:33etc., potential non-conformities could be identified and preventative actions taken.

08:40Preventative actions shall be taken according to the established procedures in the QMS,

08:44and it is a requirement to review the effectiveness of such actions taken.

Category

Transcript

Recommended