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This document is a newsletter from January 2010 that discusses quality issues. It summarizes the second part of an article on the "10 Biggest Quality Mistakes." The summary discusses mistakes 6 through 10, which include: not controlling unofficial documents, focusing audits on petty details rather than strategic issues, only training some personnel, doing things just because an external auditor said to, and having a quality manager role that is isolated from the rest of the organization. The newsletter was from the Automotive Industry Action Group.
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This article explains the various mistakes to be avoided in a Quality System Audit.
This document is a newsletter from January 2010 that discusses quality issues. It summarizes the second part of an article on the "10 Biggest Quality Mistakes." The summary discusses mistakes 6 through 10, which include: not controlling unofficial documents, focusing audits on petty details rather than strategic issues, only training some personnel, doing things just because an external auditor said to, and having a quality manager role that is isolated from the rest of the organization. The newsletter was from the Automotive Industry Action Group.
This document is a newsletter from January 2010 that discusses quality issues. It summarizes the second part of an article on the "10 Biggest Quality Mistakes." The summary discusses mistakes 6 through 10, which include: not controlling unofficial documents, focusing audits on petty details rather than strategic issues, only training some personnel, doing things just because an external auditor said to, and having a quality manager role that is isolated from the rest of the organization. The newsletter was from the Automotive Industry Action Group.
GMs Michael Down !"I"G is the Place to #a$e an Intelligent %on$ersation
"I"G Quality Training&irst Quarter '((ortunities The 10 Biggest Quality MistakesPart II These preventable errors violate common sense. By Craig Cochran One of the most effective ways to improve is to learn from other peoples mistakes, and experience demonstrates that there are plenty of mistakes out there to learn from. The trick is to recognize them and understand what to do instead. Unfortunately, the same mistakes seem to appear over and over. And yet, they arent mistakes ecause they violate a standard such as !"O #$$%& theyre mistakes ecause they violate good sense. 'ets examine the %$ most common (uality mistakes and see how they can e corrected. (Editors note: Part one of this article appeared in the December 2009 edition of AIAGs Quality ene!sletter and focused on mista"es one throu#h fi$e% &art II belo! pic"s up !here !e left off !ith mista"es si' throu#h ten%( Mistake )* "((lying +ocu,ent control only to o--icial +ocu,ents. )ost organizations do a decent *o of controlling +official, documents, such as the procedures and work instructions that form the core of the (uality management system -.)"/. These are often written, approved, and issued according to very specific guidelines. 0owever, what organizations dont do very well is control unofficial documents, many of which are more important than the official ones. "ome production1area examples often include2 3ost1it notes with special re(uirements written on them. )emos that include procedural steps. 41mails with customer specifications. 3hotographs showing what a product should look like. 5rawings indicating how product components fit together. "amples of product showing defect limits. These informal resources ecome documents when theyre shared for people to use, and theyre some of the most important documents within an organization. Theyre distriuted and posted in a hurry6usually without control6ecause the information they communicate is considered critical. 7oody can (uile with the speed of distriution, ut the lack of control guarantees prolems later. !ve seen %$1year1old memos posted in organizations that exhorted personnel to perform osolete *o steps. 8hen documents arent controlled, mistakes and nonconformities are inevitale. "crutinize your document control process to keep it streamlined and effective. Mistake )/&ocusing au+its on (etty0 nonstrategic +etails. Auditing is the process of comparing actual operations against commitments the organization has made. !ts a simple, fact1driven process that can generate huge improvements. 0owever, these can occur only if auditors focus on the right things. Too often, internal auditors ecome preoccupied with petty details and neglect the ig issues. Organizations rarely provide enough training and skill1uilding to their internal auditors, so its no wonder that they arent prepared to carry out their duties to the fullest. A roust internal auditing process examines make1or1reak issues. 0ere are *ust a few of the items that internal auditors should proe in detail2 %usto,er satis-action. !s the organization capturing and analyzing customer satisfaction data9 0ow is it acting on the data9 5o trends show improvements in customer satisfaction9 Manage,ent re$iew. 5oes management review happen as planned9 8hat actions result9 %orrecti$e action. !s corrective action applied to existing nonconformities9 !s it timely9 5oes evidence indicate that causes are removed to prevent recurrence9 Pre$enti$e action. 5oes the organization take preventive, effective action ased on data and information9 Internal au+its. Are audits carried out ased on status, importance, and prior audit results9 5o audit nonconformities ecome corrective actions9 !s the entire scope of the management system audited9 '12ecti$es. Are o*ectives estalished and communicated clearly to employees9 %ontrol o- noncon-or,ing (ro+ucts. Are all nonconformities positively identified9 Are dispositions carried out as re(uired9 Are trends analyzed for improvement9 There are, of course, many other important issues an audit process could examine. The point is that internal auditors should go after the items that really affect the organizations success. :ocusing on petty details serves no purpose ut to confuse everyone aout the purpose of audits. Mistake )3Training so,e (ersonnel 1ut not all. )ost organizations provide significant training to hourly production personnel. 0owever, salaried and managerial personnel are often neglected. 8hy9 ;ecause theres a perception that salaried workers dont affect product conformity. This is a serious error. All personnel must e included in the training process. "alaried and managerial personnel need more11not less11training ecause their decisions and actions have more lasting effects. 8hen an hourly employee makes a mistake, it could cost money. 8hen a top manager makes a mistake, it could put you out of usiness. Train your managers early and often. Mistake )4Doing anything 2ust 1ecause an e5ternal au+itor tol+ you to. 4xternal auditors wield great influence. Their *udgments can have a lasting effect on the way an organization conducts usiness. This can e good or ad, and in my experience, usually, its ad. )ost external auditors working for a registrar are removed from the realities of running a usiness. They travel from organization to organization, gradually collecting paradigms aout the way a .)" should e implemented, maintained, and improved. These paradigms are sometimes reflected ack to the organization as recommendations or nonconformities. !n my travels to companies, ! often ask people why theyre carrying out a process in a certain way. !n a surprising numer of cases, the answer will e, +;ecause the external auditor said we should do it that way., 8hat a waste. 5o a reality check on the auditors recommendations. 7ever do anything *ust ecause an auditor would like it done that way. A certificate on the wall isnt worth it. Mistake )106,(loying so,eone who only o$ersees the QM7. 0aving a person who does nothing ut oversee the !"O #$$% -or any other/ .)" is one of the worst ideas in the history of (uality. 8hy9 ;ecause it guarantees two things2 &irst0 the QM7 coor+inator will 1eco,e isolate+ -ro, the rest o- the organi8ation. ;ecause the person does nothing ut serve the .)", he or she loses touch with why the organization exists in the first place. The system ecomes paramount over the organizations usiness concerns. 7econ+0 the QM7 will 1eco,e 1loate+ an+ 1ureaucratic 1ecause it ,ust e5(an+ to co,(letely -ill so,eones ti,e. 3rocedures ecome more complicated, methods more cumersome and the enefits more amiguous. A .)" is nothing more than a guiding structure of methods, and it shouldnt take a huge dedication of time and effort to maintain. <es, someone should keep the system on track, ut that person should have other responsiilities as well. 3air the !"O #$$% coordinator *o with other responsiilities that focus on understanding what the organization does, especially responsiilities related to the product, customers and improvement. !f the .)" is so ureaucratic that it re(uires the time of an entire person -or heaven forid, an entire staff/, then the system must e streamlined. An effective .)" should make an organization more competitive, not weigh it down. )rai# )ochran is the north metro Atlanta re#ion mana#er !ith Geor#ia *echs Enterprise Inno$ation Institute% +es a ,A-Q.Acertified Q/. lead auditor and the author of =ustomer "atisfaction2 Tools, Techni(ues and :ormulas for "uccess& The =ontinual !mprovement 3rocess2 :rom "trategy to the ;ottom 'ine& and ;ecoming a =ustomer1:ocused Organization, all a$ailable from Paton Press. 0or more information on AIAGs 1uality initiati$es2 $isit the AIAG Web site or contact Karen Whitmore%
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