Continual_Improvement
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LearningTranscript
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.