What's your plan when quality issues arise?

Immediately call to all stakeholders and arrange meeting for define the Quality plan as well it's implementation. Than implement the 5 ways of root causes and follow up preventive measures

When a quality issue arises, two immediate actions are critical: 1. Contain the issue: Stop the offending process or step: Prevent further production of potentially defective products. Control impacted inventory: Quarantine all potentially affected products to prevent reaching customers. 2. Confirm and characterize the issue: Verify the problem: Is it a true anomaly or expected variation? Gather data: Review design and process specifications, qualification and validation documents, risk management files (DFMEA, PFMECA), and relevant standards. Open-mindedness: Consider the possibility of encountering a new failure mode, requiring documentation in your QMS.

My first approach will be a containment action then follow up with a risk assessment at the same time sending out a quality alert so the shopfloor are aware of the issue we have follow up with a root-cause analysis identify if it's my quality issues or someone elses quality issue, if it's my quality issue then form a team to find the root-cause analyze together and find counter measures and permanent solutions and if poke yoke are not expensive and organization is willing to invest implement one

First of all, you need to belive that, the Problem is a good opportunity for improvement. And to solve any quality issues, go beyond root causes to real cause.

Before taking the first step in planning for quality problems is to define what the problem is. If we do not have a good definition of the problem, we will be implementing actions that will not solve anything. When we correctly define what we want to solve, we will have 60% of the problem solved. After that we can implement the actions required to solve anything.

in my experience doing Quality risk assessment, is one of the best way to manage the quality issues predict and put mitigation plans before happens in a real process. it really saves poor quality cost and the level of damage as well as the time taken to take correction or corrective action.

* Immediate Action: Identify and isolate quality issues promptly. Implement immediate corrective actions to stop the production of defective items. * Root Cause Analysis: Conduct a focused investigation to determine underlying causes. Use data analysis tools to pinpoint root issues and address them directly.

Before starting to work on the quality problem, an intensive investigation towards the identification of root cause is needed. A well description of the problem is a good beginning.

First step - Containment - shop floor, shipping, inventory and external customers as needed. Second step - Review data Third step - Risk assessment Fourth step - Initiate 8D process to determine problem(s)

Quality issues, whether idenfied by inspections or feedback from end-users signify only one thing: Incompetent processes or process failures. What do we do after we've found out the real root-cause of any issue? 1. We can modify the process design to completely eliminate the issue, especially if it is persistent. 2. We can adjust process inputs to bring the issue to minimum variation or acceptable limits. Quality control is a prevention duty and aims at 3 goals: - prevention of issue/defect creation; achieved through process design - prevention of issue/defect creation; achieved through process controls - prevention of issue/defect escape; achieved through inspections To receive feedback from our efforts, we measure process outcomes!

Vitally involve the subject matter expert for this. Exclusions will result in failures down the line. Diversity in planning will lead to ineffable success.

Primero debemos definir el tipo de calidad que desarrollamos (servicio, producción, entre otros) y en función de ello determinar las partes de nuestro proceso en donde implementaremos nuestro seguimiento y aseguramiento, también debemos tener en cuenta el método a utilizar para la medición y control y de nuevo garantizar que todo nuestro equipo conozca nuestro plan de trabajo porque sin ello es difícil garantizar nuestro éxito.

Aqui caberia um FMEA bem estruturado, preparado por uma equipe multidisciplinar, pois trará ferramentas para avaliação dos riscos potenciais do processo, por exemplo, e definir métodos de controle e detecção de possíveis falhas caso ocorram. É uma ferramenta que, se bem aplicada, protege a organização.

Seremos tan fuertes como nuestro eslabón más débil; es de suma importancia conocer todos los posibles factores internos y externos que pudieran afectar nuestro proceso y alejarnos de alcanzar el cumplimiento de nuestros KPI, si bien debemos cuidar todo nuestro desarrollo nuestro foco debe estar en los puntos de posibles quiebres para atacar los mismos con celeridad y un plan de acción focalizado que nos dé resultados de forma más efectiva y eficiente.

El tener una variedad de posibles planes de acción nos dará espacio para maniobrar dentro del proceso, pero algo súper importante y que puede llegar a ser la diferencia en los resultados es que debemos buscar ser proactivos y diagnosticar el desvío cuando está comenzando o antes para corregir y no ser reactivos para solo atacar el mismo cuando ya no estamos cumpliendo los objetivos, lo que nos puede llevar a tener perdidas.

Another good thing we can do is make a list of "lessons learned" a list of previous issues and its corrective action. Take the previous quality issue as a guidance and prevent the issue from happening again in the future.

Es súper importante llevar un registro histórico de nuestros resultados porque nos permitirá identificar el posible punto de quiebre o situaciones de repetición periódica (estacionales, eventuales, entre otros) además con la revisión en tiempo real de nuestros valores podremos trabajar en nuestros planes de acción cuando sus resultados no sean tan efectivos según lo esperado, también es indispensable que los formatos de visualización (score, tableros, entre otros) sean lo más sencillos y comprensibles posible, que facilite que cualquier persona pueda entenderlos y trabajar en función de ello.

The first thing for me is to always verify that it is a true issue. I've seen numerous "issues" in my life that turned out to be nothing. So confirm specifications are not being met. If possible for dimensional issues confirm using a 2nd measurement method or gage. For example, thread gages allow a certain number of turns on a logo gage. Was it used correctly? Confirming will detect this. If it turns out to be a non issue, consider does it need to be communicated to a wider audience for training purposes or just the originator?

1 - Entender e definir claramente o problema e seus possíveis efeitos. 2 - Definir ações de contenção mediante as informações obtidas inicialmente. 3 - Realizar a análise da causa raiz através das ferramentas adequadas 4 - Elaborar um plano de ação robusto focado na causa raiz. 5 - Acompanhar a eficácia das ações 6 - Verificar a possibilidade de realizar a abrangência das ações em processos que possam apresentar os mesmos tipos de não conformidade.

In manufacturing, quality issues often arise concerning drawing and visual specifications. When dealing with drawing specifications, it's vital to verify blueprint drawings, including tolerance specs, to identify potential errors during inspection. Inspection error checking is common, prompting the use of MSA (Measurement Systems Analysis). Visual specifications often rely on accept-reject limit samples as a reference. Many manufacturing industries use AQL (Acceptable Quality Limit), defining it within the contract based on the product price. In the service industry, it's essential to define the scope of contractual service requirements. Every client has different needs and expectations for the service, so clear communication is key.