|ISO 9000 PowerPoint training package
Closed-Loop Corrective Action: a vital
element of ISO 9000
Costly and time-consuming obligations or
of your quality managment system?
Does your organization see ISO 9000 as an onerous burden it "has to
to satisfy customers?
Maybe it's simply not being used the right way.
- Don't just comply with ISO 9000, train your front-line
workers to use
ISO 9000 to improve the system in which they work.
- Levinson, ISO
9000 at the
- Levinson Productivity Systems offers a Microsoft
designed for a one-day course, and can present this to your employees.
- Henry Ford showed why ISO
14000 should be not only free but profitable. He saved money by
(1) not making the environmental waste in the first place or (2)
what would have been waste into products.
ISO 9000: Use it proactively to drive continuous improvement and cost reduction
171 PowerPoint slides (including Notes pages for handouts), $85.00
participants will learn:
This 4-5 hour overview of ISO 9000 is designed primarily for
manufacturing engineers, supervisors, foremen, and shop personnel. This course
goes beyond a mere technical overview of the standard by explaining how its
proper use is profitable, and it emphasizes the front-line worker's role in using ISO 9000 to improve the system in
which he or she works. This makes ISO 9000 the organization's servant instead
of its master, and a money-saver instead of a costly annoyance.
is ISO 9000?
9000 is an international standard for
quality management systems (QMSs)
9000 is a moneymaker (as opposed to a costly annoyance) if used properly.
9000:2000 is process-oriented
Front-line worker's role in ISO 9000
organization must empower the front-line worker through appropriate training
and infrastructure (e.g. the ISO 9000 hiyari
or scare report).
the Hidden Enemy
also is known as muda or waste. It is
often overlooked because people become used to working around it.
9000 as a "proactive servant" that eliminates friction, instead of a
"reactive master" to which the organization responds only when a
required internal or third-party audit finds a problem.
it works: "Say what you do, and do what you say."
Responsibility (ISO 9000:2000 section 5)
Analysis, and Improvement (8)
The course includes an in-depth discussion of closed-loop corrective action and closed-loop proactive action.
Closed-loop corrective action: a vital element
of ISO 9000
Closed-loop corrective action, a form of
(PDCA), is vital if one is to use ISO 9000 as a proactive improvement
tool. All closed-loop corrective action systems are extensions of the familiar plan-do-check-act (PDCA) improvement cycle.
We cannot overemphasize the importance of following through on every
problem and proactive improvement project. Corrective action is
by ISO 9000.
- Lack of follow-through will undermine employee confidence
in the program.
- Example: TOPS-8D gets to 2D or 3D
- Follow-through on every project will encourage employee
They can be easily adapted for closed loop preventive action and closed loop proactive action.
|The Ford Motor Company's Team-Oriented Problem Solving, Eight
||Six Sigma DMAIC
|Corrective action: Project initiation
- Quality problem: scrap, rework, field failure
- Or employee-initiated hiyari (scare report) that identifies a potential problem source
- Equipment downtime
- National Semiconductor, Ford River Rouge: no such thing
as a "minor" equipment
- Six Sigma gap analysis (quality-related)
- ISO 9001:2000 or ISO/TS 16949 audit finding
- Employee-initiated quality system hiyari (scare report)
- Recommended procedure: all employees should be trained and empowered to understand the quality management system and file a quality system hiyari when they see a nonconformance or potential nonconformance.
- Each hiyari is reviewed by a qualified
person, such as a trained internal auditor. If the hiyari does indeed
identify a quality system nonconformance, it has exactly the same effect as an actual finding during an internal or third-party audit.
|Proactive action: Project initiation
Remember that a considerable amount of waste (muda) can exist in an ISO 9000:2001 or ISO /TS 16949-compliant system.
- Employee-identified improvement opportunity
- Management-initiated improvement, e.g. based on formal value stream analysis or gap analysis
- Kaizen blitz
|It may be argued that traditional Six Sigma is reactive
in nature because DMAIC projects are triggered by gap analysis (i.e.
identifiable gaps between actual and desired performance), and its
heavy emphasis of metrics means that improvement opportunities
may be overlooked.
- Six Sigma financial metrics and gap analysis can initiate projects.
- Quality and service problems also can initiate projects.
|(1) Form an appropriate cross-functional team. (Plan)
8D and Six Sigma teams include champions (process owners with the resources and authority to implement the team's decisions), subject matter experts, facilitators, team leaders, and front-line workers with hands-on experience.
|Form an appropriate cross-functional team. (Plan)
Six Sigma Black Belts serve both as facilitators and subject matter
experts, with expertise in Design of Experiments and other
|(2) Define the problem. (Plan)
The importance of a clear definition of the problem cannot be
overemphasized. Far too much time is often wasted on solving the wrong
problem! This can include treating the symptoms instead of the
underlying root cause.
|Define the problem. (Plan)
•Measure the activity involved, which may be a core business process. (Plan)
|(3) Contain the problem. (Protect the customer.)
Containment, in the form of segregation of nonconforming product, is mandatory under ISO 9001:2000 and ISO/TS 16949
Prioritize improvement opportunities and identify variation sources.
Identify and implement appropriate statistical procedures. (Plan)
Six Sigma places a heavy emphasis on Design of
Experiments along with traditional problem-solving tools. It must be
emphasized, however, that many lean manufacturing improvements along
with error-proofing, autonomation, and so on involve no statistics at
|(4) Identify the root cause. (Plan)
This may also be regarded as a miniature PDCA cycle in which
experiments are planned, carried out, and assessed to see if they
deliver the desired results
|(5) Select a permanent correction. (Plan)
|(6) Implement the corrective action (Do) and verify its
||Improve. Identify and implement the changes (Do) and verify their effectiveness (Check).
|(7) Make the change permanent (standardization). (Act)
Under ISO 9001:2000 and ISO/TS 16949, this will include updating work
instructions and procedures to prevent back-sliding. This is a
principal focus of standardization.
In addition, be sure to share the project and the results with other areas of the business. This is known as best practice deployment.
Levinson Productivity Systems recommends placing all completed 8D (or
DMAIC) projects in a keyword-searchable data base so other process
owners and work areas can search for keywords related to their own
operations and problems.
|Control. Implement controls to hold the gains and prevent backsliding, as described at left (Act).
|(8) Recognize the team's achievement