Jan Sabat’s Post

Hello QMS Practitioners!! Let's see how to master the 4th S of 5S? 5S is essential for improved shop floor activities. The first 3S are simple(Still if you feel the need, let me know in the comment and i will do a post on them.) I am going to explain about 4th S. Still, let's review the First 3S. 𝟏𝐒 𝐒𝐡𝐨𝐫𝐭 - Identify necessary and unnecessary and address the unnecessary properly. 𝟐𝐒 𝐒𝐞𝐭 𝐢𝐧 𝐨𝐫𝐝𝐞𝐫 - Identify the place for each necessary items from 1S. Give them Location(boundary at the area where to place them) & Identification (Label the name of the item at its location) 𝟑𝐒 𝐒𝐡𝐢𝐧𝐞 - Clean Work Place- Removal of any dirt will highlight usable places, problems related to leakage and so much more.  Now Let's dive into 𝟒𝐭𝐡 𝐒- 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐢𝐳𝐚𝐭𝐢𝐨𝐧. 𝐈𝐭 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨 𝐬𝐞𝐭 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐟𝐨𝐫 𝐚𝐥𝐥 𝟑𝐒 𝐰𝐢𝐭𝐡 𝐝𝐞𝐜𝐢𝐝𝐞𝐝 𝐬𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐬. It should include, 1. How to do the First 3S 2. What frequency to follow? 3. When in the work day- to perform the 3S? 4. Who will be responsible for carrying out the task? 5. Auditing activities and Improvement activities review. 4S should generate documented information like: 1. Work instruction on how to perform activities 2. Audit Checklist for 5S 3. Visual Board to showcase good practices and action items 4. Review methods for Improvement Ideas and their implementation 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐞𝐧𝐬𝐮𝐫𝐞𝐬 𝐝𝐞𝐟𝐢𝐧𝐞𝐝 𝐦𝐞𝐭𝐡𝐨𝐝𝐬 𝐚𝐧𝐝 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐟𝐢𝐫𝐬𝐭 𝟑𝐒. What would you add? The comment section is all yours. Follow Hetal Mehta For More like this and QMS. ♻ Repost to share the practices 

Hello QMS Practitioners, When it comes to; 1/ Process/QMS designing, 2/ Non conformity solving, 3/ KPI improvement, 4/ Manufacturing performance improvements, 5/ Shop floor management, you are most likely to face below mentioned challenges: ◇ Don't have data relevant to decision to make ◇Don't know what is industry best practice ◇Don't have insight on what and how work flows on your shop floor ◇Don't have authority/feel empowered to make the decision even after knowing you have found the solution ◇Don't have resources to implement the decisions you and team made ◇Don't complete actions on time after defining and agreeing with team over decisions and action plans When you are faced with challenges like this, you may not able to realise the action plans or decisions made and it only increase the stress further as no progress is being made. But in many cases, the reason behind all these is that you don't have the right team to start with! So How you can ensure that you have the right team? Ensure that below mentioned persons are part of the team and you can jump straight in to actions. 1/ Accountant: Not the one who deal with money, this one is accountable for the outcome of the matter, accountable to answer what is being done, whether your team have achieved the agenda or not, 2/ Industry/process Expert: This is the person who knows it all, the person you rely on to get the right ideas. Depending on your organization and scale of the matter at hand, S/he can be internal employee or external source 3/ Resource Provider: Your go to person when you need resources to put ideas into actions. From money to manpower, S/he ensure your team have what is needed to resolve the situation. 4/ Coordinator: This person can help your team in multiple ways, providing the data needed to drive the action, maintaining the timelines and communications etc. 5/ Decision Maker: Your authority who can put things into motion. 6/ The shop floor employee: This team member brings inside of the problem, how the process flows on floor and what are hurdles and how big impact this steps can have, this person also help you to ensure that you are making the right decisions, that helps the work. There You have it!! Do you think i miss someone? Head to start to the discussion in the comments. ♻️Found it Helpful, help others by Repost and Sharing your response.

Hello QMS Practitioners, When it comes to; 1/ Process/QMS designing, 2/ Non conformity solving, 3/ KPI improvement, 4/ Manufacturing performance improvements, 5/ Shop floor management, you are most likely to face below mentioned challenges: ◇ Don't have data relevant to decision to make ◇Don't know what is industry best practice ◇Don't have insight on what and how work flows on your shop floor ◇Don't have authority/feel empowered to make the decision even after knowing you have found the solution ◇Don't have resources to implement the decisions you and team made ◇Don't complete actions on time after defining and agreeing with team over decisions and action plans When you are faced with challenges like this, you may not able to realise the action plans or decisions made and it only increase the stress further as no progress is being made. But in many cases, the reason behind all these is that you don't have the right team to start with! So How you can ensure that you have the right team? Ensure that below mentioned persons are part of the team and you can jump straight in to actions. 1/ Accountant: Not the one who deal with money, this one is accountable for the outcome of the matter, accountable to answer what is being done, whether your team have achieved the agenda or not, 2/ Industry/process Expert: This is the person who knows it all, the person you rely on to get the right ideas. Depending on your organization and scale of the matter at hand, S/he can be internal employee or external source 3/ Resource Provider: Your go to person when you need resources to put ideas into actions. From money to manpower, S/he ensure your team have what is needed to resolve the situation. 4/ Coordinator: This person can help your team in multiple ways, providing the data needed to drive the action, maintaining the timelines and communications etc. 5/ Decision Maker: Your authority who can put things into motion. 6/ The shop floor employee: This team member brings inside of the problem, how the process flows on floor and what are hurdles and how big impact this steps can have, this person also help you to ensure that you are making the right decisions, that helps the work. There You have it!! Do you think i miss someone? Head to start to the discussion in the comments. ♻️Found it Helpful, help others by Repost and Sharing your response. #QMS #ISO9001

QMS template

Intro to QMS

Dear QMS practitioners, After knowing how QMS can take benefits from SIPOC (Earlier post:Link in comment), Lets go through elements of SIPOC. So First, What is a SIPOC Diagram? SIPOC stands for Suppliers, Inputs, Process, Outputs, and Customers – the five fundamental elements of this diagram. ➡️Together they make a visual representation of process presenting the relations between these and also detail steps of process. At its core, a SIPOC diagram provides a high-level overview of a process by mapping out these essential components in a simple, visual format. Let's Explore Each 5 Element with Meaning, Importance and How to use them: 1. Suppliers: 💡Meaning: Suppliers are sources providing inputs to your process, whether internal or external. ✅Importance: Understanding suppliers ensures control over input quality and reliability. 》How to use: Identify suppliers based on process inputs. Ensure to add qualified inputs(we want acceptable standardized inputs) Example: In manufacturing, raw material suppliers provide components for production. 2. Inputs: 💡Meaning: Inputs are resources or information fed into the process for transformation. ✅Importance: Defining inputs ensures the process receives necessary resources for desired outputs. 》How to use: Specify inputs needed at each process space and in the form they are needed. Example: In manufacturing, Your raw Material and its qualification both are inputs to the next process steps of making the product out of it. 3. Process: 💡Meaning: Process is the series of steps transforming inputs into outputs. ✅Importance: Mapping out the process visualizes workflow and identifies inefficiencies. 》How to use: Outline process steps. Ensure each steps clearly share actionable points and work flow. Example: In process of machining production it may can start from preparing for machining, setting the machine, setting verification by inspecting the first part, producing the required quality of parts and so on. 4. Outputs: 💡Meaning: Outputs are tangible or intangible results produced by the process. ✅Importance: Defining outputs ensures they meet customer requirements. 》How to use: Identify outputs in their required form. Ensure they align with customer needs Example: Following the above example, Setting approval, Part Produced are the output of the process. 5. Customers: 💡Meaning: Customers are recipients or beneficiaries of process outputs. ✅Importance: Understanding customer needs drives quality and satisfaction. 》How to use: Identify customers who will receive outputs. Example: In same example as above, Quality Department for Inspection process can be an internal customer or the department who perform process after machining. There, You now know what each elements in SIPOC are and how they are used. Example of SIPOC in next Post. Stay tuned. ♻️Repost to spread the awareness. Follow for More on QMS.

Hello QMS Practitioners!! Do you know how 8D analysis can help you in further improving and strengthening your PFMEA? When rejection or rework happen, we face a lot unwanted outcomes from, - customer complaints, - dissatisfaction of each parties, - operational and additional costs to save the products or to make them again. All these can be very hectic to deal with as it also mean, blamings among teams, stress, bad impression on performance and what not. But... the next part of the story has the solution to build a structure to prevent all of these from repeating. When we do a root cause analysis for a rejection/rework, both in terms of 1. why a problem occurred in first place 2. why it was not detected (especially in case of customer end rejection & when a rejection/rework are identified at later stages when it was evident that it could have been identified at earlier stages- saving us operational cost of sub sequent operations) we actually identify the potential failure modes which where missed at the development time. During the detailed fish bone diagram used for root cause analysis session of 8D, relevant more failure modes and potential root causes are all can be identified and validated. When, we have, - new and validated root causes (responsible for NC in question) - potential other root causes (brain-stormed as they may have cause the NC- but not responsible for current NC), its time to develop preventive measures both in terms of Process Controls for prevention and Detection. After implementation, verification that these preventive and detective measures are working correctly, you can go ahead and freeze them in the process, work instruction, PFMEA and train your staff for revision hence completing the loop of learning and ensuring that the same problem will not happen again. Your PFMEA will be stronger due to process improvement and you are better confident in your capabilities of process outcomes. This proper link between 8D and PFMEA is essential in terms of continues improvement of process. There you have it! ♻ Follow Hetal Mehta for more like this, Repost to spread the awareness and make it your own.

1st step of qms unlocked

Discover the power of #Manufacturing Standard Operating Procedures (SOPs) and why digitizing them is a game-changer for #quality, safety, and efficiency. 🌟 In our latest blog post, we dive into: --> How SOPs enhance manufacturing processes --> Practical tools and tips for effective SOPs --> Benefits of digital SOP checklists 👉 Plus, our team compiled a list of the top #manufacturing SOP templates They're all available for #FREE download 💯👇 #GoAudits #manufacturing #manufacturingtechnology #sops #standards #audits 

You: "I want to set up a QMS." Me: "Ok, what's your main goal with the QMS?" You: "Ensuring compliance and product quality." Me: "Great. Have you identified the key regulations?" You: "Partially, but I need more clarity." Me: "Ok, how familiar is your team with QMS concepts?" You: "Limited, but they're eager to learn." Me: "That's great. Are you aiming for any quality certifications?" You: "ISO 9001 or 13485 would be ideal." Me: "Outside of those, why do you want a QMS?" You: "To store records and use it for decision-making." Me: "Is automation something you would be open to." You: "Can't think of a use case, but open to suggestions." Me: "Do you have a dedicated budget for the project?" You: "I was thinking somewhere around $X." Me: "You'll need Y months for QMS setup and training." You: "That is within our timeline as we are......." Me: "How many users will need access to eQMS?" You: "We have 25 now, but we might add 10 next year." Me: "Are you still shopping for a QMS vendor? You: "I want to implement ..... and have a quote." Me: "Got it. Will you customize it or take it as is." You: "Go for docs and training, then change control" Me: "How much time can your team put in per week?" You: "Our SMEs can devote 5 hours per week." Me: "Awesome! Here's how we can help you with..." Seems simple... But this is how most of my conversations with clients go.    Notice I didn't give any of the answers.    I just guided them to understand: ✅How ✅Why ✅Who ✅What ✅When Remember, successful QMS implementation starts with clarity which you can get by asking yourself the right questions.