Specific – well thought out Checklists
All management layers participating regularly
Immediate containment of non-conformances
Finding the associates responsible for the non-conformance
Timely and effective corrective actions
Non-conformances are acceptable in certain situations
Audits are completed on time
Truthful audits are better than conforming audits
Knowledge of how to check conformances
Reduces variation (both assignable and common cause)
Stops issues from becoming defects
Spread quality control to other departments other than quality
Initiates Continuous Improvement actions
Improves communication and associate participation
Points out non-conformances to watch for in other trucks in that run
Rework is increased
Not understanding how to measure effectiveness of your LPA system
Audits not completed honestly
Corrective action is communicated and corrrected
Supervisors completing audits for their own reputation
Supervisors taking the easy way out (picking certain audits or trucks because its quicker)
Designing a system that is high-maintenance and yields low-value information
Building a system that allows reported data to get out-dated without action
"Defects are useful"
"Defects are problematic"
"Defects are treasures"
"Defects are mistakes"
Do, Check, Act, Plan
Check, Do, Plan, Act
Act, Do, Check, Plan
Plan, Do, Check, Act
Verify that downstream problems occurring are handled
Determine if additional containment is needed
Communicate top drivers to other management to contain the issue.
Brag about the non-conformances you found
Corrective action should be aimed at the cause of LPA non-conformances
They should help us revise audit checklists, work instructions, control plans, FMEAs
Rank the importance of the non-conformance and take the corrective action accordingly (8-D, rapid response meeting)
Corrective action should be aimed at the effects of LPA non-conformances
Dramatic improvements in standardization, internal quality and customer satisfaction are possible.
Ensures that issues effecting production, quality and profitability are uncovered and addressed.
Involves associates at all levels of the organization to participate in quality
All of the above
Demands significant discipline, management courage / commitment and resources.
Program will be perceived negatively if schedule or corrective actions are delayed or not followed up upon.
Requires significant up-front preparation of teams, schedules and checklists.
There not being enough areas for improvement