关于内审报告的问题
对一个Process的内审报告 上司给了这样的批注：Tell more about the effectiveness of this process. Does this process meet its target/objective? If so, proof it. 应该怎么更改呢？ 请各位大侠帮帮忙
The production order spilt from ERP by Larry, he will print out the production order and the packing note. Then put the production order with packing note to the coil winding machine for produce.
After finished the subassembly, the employee will get the order and the material from KANBAN, and start build and test relay, and fill the flow card when the finished. Then line leader will 100% check the relay and fill flow card when finished. Then QC gets the finish order from KANBAN, 100% inspection relay, and fill flow card and the inspection form when finished. Then the warehouse assistant will pack the order with the packing note, and put in inventory. Update the data in ERP system. Waiting for shipping.
The actual procedure has two steps different with the document. One is step5 in document” complete inspection form”, we move it to QC after inspection. The other is step7; we don’t need to write the time card now. We write it on flow card when employee finished. The actual procedure was written in flow chart.
The production order spilt from ERP by Larry, he will print out the production order and the packing note. Then put the production order with packing note to the coil winding machine for produce.
After finished the subassembly, the employee will get the order and the material from KANBAN, and start build and test relay, and fill the flow card when the finished. Then line leader will 100% check the relay and fill flow card when finished. Then QC gets the finish order from KANBAN, 100% inspection relay, and fill flow card and the inspection form when finished. Then the warehouse assistant will pack the order with the packing note, and put in inventory. Update the data in ERP system. Waiting for shipping.
The actual procedure has two steps different with the document. One is step5 in document” complete inspection form”, we move it to QC after inspection. The other is step7; we don’t need to write the time card now. We write it on flow card when employee finished. The actual procedure was written in flow chart.
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旷野 (威望:172) (上海 上海) 贸易或进出口 员工 - 质量相关
赞同来自: paul_chen2006
跟着这样的老板你能学到很多东西。
忘记----写你所做的，做你所写的，证明给我看---这条铁律，记住一个原则，有效性＞可操作性＞符合性。记住你是在内审。
内审发现的两个不符合点属于作业信息传递和记录方式变更的问题，不会导致不合格风险变化。
第五步的填写检查表这项工作被转移到QC，只是记录人变化，虽然不合文件，但符合辅助工作尽可能离线完成的原则。我不能说谁好谁坏，但记录本身不增值，方便管理分析和追溯是记录的目的。
第七步要求填写时间记录表，现场把时间记录写在流程卡上了，信息并不缺失。
坦白讲我看到这些不符合，我只是觉得审核员僵化，照本宣科，真正的问题是文件僵化，更新不及时。
你老板对你的批示是在提醒你从结果判断，从效率于可操作性判断，不要仅仅照本宣科。
当然如果你们是一个比较大的公司对操作流程要求标准化高，只有个别产品产线不遵守统一流程，这是纪律问题，是出于管理的需要把它判定轻微不合格。如果全部产线都按照这个方法运行，那就是文件的问题。