ISO 9002 registration?The F.P. Horak Co.

After the council reviewed the internal audit, it turned its attention to reports on the quality system. The council looked over internal spoilages and the complaint analysis.

Internal spoilage, or waste reporting, measured labor losses and material costs associated with rework. By pinpointing factors that led to waste, the council could propose ways to reduce spoilage.

A Look From the Outside
While waste reporting measured the company internally, the complaint analysis provided external measurements of the quality system. When a customer complained, Krzyminski entered the grievance into a database. He then output a pareto analysis—a grouping that took the 10 biggest problems and listed them by cause and department. After dissecting the analysis, the council could suggest ways to avoid the same complaints again.

Once the Quality Council adjourned, Horak only had a few days to prepare for the pre-assessment. It was hectic. Employees even began to question the necessity of the pre-assessment.

Krzyminski could think of plenty of reasons. The pre-assessment would check the thoroughness of Horak’s internal audit. It would also give employees an opportunity to take part in something similar to an actual audit.

Two days didn’t provide enough time to implement the council’s suggestions and fix all of the problems the internal audit unveiled. Still, Horak did make improvements.

After the internal audit, Krzyminski reported that employees lacked a clear understanding of documentation. When the auditor conducted the pre-assessment, however, he found a knowledgeable staff. After the internal audit and management review, employees brushed up on documentation.

“It was amazing how much awareness was created in two days,” Krzyminski says.

Room for Improvement
Horak didn’t score high marks in all areas, however. The auditor pointed out some minor non-conformances, such as maintenance (element 4.9)—that is, the preventive maintenance of equipment.

While Horak kept records of maintenance and acknowledged maintenance in the quality manual, the auditor expected written procedures that stated who is responsible for maintenance, how often it happens, and what it entails. Horak didn’t have these procedures. So Krzyminski will prepare them in time for the actual audit.

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