This page contains a Flash digital edition of a book.
Train the teams on the customer’s

expectations. Too many associates focus only on their immediate work area.

team process and anticipated outcomes.

Using Teams to Improve Quality As the human resources transfor-

mation is taking place to improve a metalcasting facility, a quality value will begin to develop. By using the strengths of the associates that run the process every day, quality will improve. Give the team the ability to shut down the process when it is not meeting quality specifications. Teach them the tools to use problem solving meth- ods to determine the best source of action. Te coach can be a resource but ultimately this is the team’s decision. Shutdown will happen less frequently as teams begin to use problem solv- ing and continuous improvement to enhance the process early. Train the teams on the customer’s expectations. Too many associates

focus only on their immediate work area. Train them on the entire process from the time the order is placed to the time it is delivered. Outstanding quality is delivering consistent prod- uct that meets or exceeds the custom- ers’ expectations. Companies should provide

resources to the teams for data collec- tion and use simple straightforward methods to look at trends so all can understand the data. A graph or picture can tell the story far better than assumptions about the process. It is important to abandon testing and data that no one looks at or is using. Every piece of data collected should be used to evaluate the process, improve the process, or report to the customer.

The Role of Quality Standards Standards such as ISO 9001:2008

and TS 16959 can play an important role in the development of outstand- ing quality. Tese standards are guidelines for a quality system, and if they are implemented as a busi- ness system and a way of life, they are great continuous improvement tools. In many companies, these standards also are implemented as a program separate from business functions. In reality these standards affect every area of the business from sales to final shipment and customer satisfaction. Tey are a set of tools associates can use to improve the quality system. Every audit is an opportunity for associates to show their knowledge and utilize the auditor’s suggestions as continuous improvement activities. To fully implement these systems it takes a champion to promote and keep things on task. Tough all areas of the standards

apply, five areas will be discussed here: corrective action, preventive action, continuous improvement, internal auditing and management review. A good corrective action system

will address and prevent problems from occurring again. When an issue occurs it is important to determine what type of action is necessary. A good example is to have coaches use the team members to solve the issues rather than try- ing to solve them themselves. Preventive action is defined as

an action that prevents poor quality that has not happened yet. Using techniques like Failure Mode and Effect Analysis (FMEA) can help determine preventive actions. The focus for preventive actions is to avoid creating nonconformance, and commonly includes improve- ments in efficiency. Continuous improvement is

Associates from all parts of a company need to feel involved in the process. 26 | MODERN CASTING September 2016

an action to improve something that has happened already. It is an ongoing effort to improve products, processes and services. One way to document continuous improvement is to put it as an agenda item at the end of every meeting. Internal auditing is the strength of any auditing system. However,

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60