Posts Tagged ‘Management Representative’

Does this scenario sound familiar? If so, G3 Solutions can help!

Saturday, April 10th, 2010

Top ten reasons why some quality systems are ineffective -

Reason #8 – The quality system is handled by one person

At G3 Solutions, we often receive calls from companies that are in need of expertise to help with quality system issues shortly before a third-party audit. This is often due to a lack of resources and downsizing from the recent economic nightmare of the past year.

Unfortunately, those employees that fell under the umbrella of “quality” were some of the first to be downsized. Since these employees were in charge of such key systems as internal audits, corrective actions and analysis of quality data, the maintenance of these systems would continually get put off until the last possible minute, if they were done at all. This is not the way a well implemented quality system should work.

Generally, the reason for this type of system meltdown is that most, if not all key functions of the system were handled by one employee whose primary purpose in the company was to be “the ISO person”. They were responsible for making sure all of that ISO 9001 “stuff” got done, and now they are not around – and no one has a clue as to what needs to be maintained.

A well implemented system will almost run by itself, with just minimal oversight by the selected management representative. Key systems should be shared and divided by top management; not handled solely by the quality manager or ISO coordinator. Not only will this shared strategy help maintain key processes, but will also encourage and promote employees to work with and improve the quality system.

For further information on how we can help, contact G3 Solutions today!

Corrective and Preventive Actions – a group effort!

Tuesday, February 24th, 2009

Although the process for corrective and preventive action can become a powerful tool for documenting continual improvement in ISO 9001 based standards, many companies allow this system to become the project of the Management Representative (MR). While it is true that the MR should be involved with maintaining the process, the MR should not be the only person involved in problem solving to determine root cause analysis, short term action, long term action, and effectiveness of corrective action closeout.

The best way to get the most out of your corrective action process is to have a cross functional team that is responsible for the process. This should not be interpreted as a recommendation for another meeting, but as an action item when the appropriate personnel are assembled for other key issues.

Remember that the most important part of solving a corrective action is root cause analysis. You can’t fix something when you don’t know how it is broken! Good tools to use can include “5 Why” analysis, fishbone diagrams (also referred to as Ishikawa diagrams), cause and effect diagrams, Failure Mode Effects Analysis (FMEA), or anything else that addresses all possibilities for error.

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