14 replies to this topic

[Simon]

Continual improvement makes good business sense especially in these uncertain times. Most certification standards ISO, BRC etc. now demand us to have an effective process of continual improvement in place. I thought it might be interesting to share ideas on how the continual improvement process and improvement activities are managed in your place of work. It may help us all to learn and be of more value to our orgainsations (maybe a rise :yeahright:).

Regards,
Simon

[Simon]

Continual improvement makes good business sense especially in these uncertain times. Most certification standards ISO, BRC etc. now demand us to have an effective process of continual improvement in place. I thought it might be interesting to share ideas on how the continual improvement process and improvement activities are managed in your place of work. It may help us all to learn and be of more value to our orgainsations (maybe a rise :yeahright:).

Regards,
Simon

So nobody wants a pay rise?

OK IMO forget about all of the fancy statistical graphs and tables created by a centralised Quality Department. I think the best way is to involve operators on the factory floor letting them collect and present simple daily data (graphs) on key measures such as waste, downtime and output. Display the information on a notice board in their area and get together to discuss it regularly - take action and review the effect. KISS - Keep It Simple Stupid, after years of compication it's my new motto.

Simon

[GMO]

I agree but measurement is only part of CI. Lots of lean tools are useful. I've seen benefits from 5S and SMED on site from an operational point of view but I probably use the simplest of all most (and didn't realise it was a lean 'technique' when I first used it) of pareto principle to focus in on the big issues and ignore the little ones. Works a treat.

[Simon]

I agree but measurement is only part of CI. Lots of lean tools are useful. I've seen benefits from 5S and SMED on site from an operational point of view but I probably use the simplest of all most (and didn't realise it was a lean 'technique' when I first used it) of pareto principle to focus in on the big issues and ignore the little ones. Works a treat.

You are quite right GMO (as always ). Get rid of all your rubbish, get organized, with designated and suitable storage, keep it clean, keep it maintained, be visual, concentrate on the significant, measure performance, take actions, and if you want to go on holiday for a week (or even a day) and know that standards will be maintained whilst you are away – INVOLVE OPERATORS! In everything you do. Including setting standards and measuring their own performance.

My original question was how do members demonstrate continual improvement and comply with this requirement. When the auditor asks about Continual Improvement what do you show him or her?

[GMO]

See what you mean. I'd normally show some specific project / focussed work, e.g. outputs from complaints groups with the impact achieved (within which lean techniques may have been used.) Even show outputs from other project work which aren't directly quality related but have a good impact on QA; I'd show cleaning workstations which were devised on our site to speed up cleaning and changeovers but also enable access to the correct cleaning materials close to the operators workplace ensuring compliance.

Also as you said, the whole "graph going in the right direction" on the wall can't hurt!

[Simon]

See what you mean. I'd normally show some specific project / focussed work, e.g. outputs from complaints groups with the impact achieved (within which lean techniques may have been used.) Even show outputs from other project work which aren't directly quality related but have a good impact on QA; I'd show cleaning workstations which were devised on our site to speed up cleaning and changeovers but also enable access to the correct cleaning materials close to the operators workplace ensuring compliance.

Also as you said, the whole "graph going in the right direction" on the wall can't hurt!

Thanks GMO. What about other members what do you have to show Continual Improvement? Or maybe you're not improving.

[cazyncymru]

The management at our site have all just had Continuous Improvement training with our parent company.

Prior to this, we had teams, but didn't really have a formal way to do things. However, from this training has come a number of documents that lends us to formally record our thought processesand any subsequent data.

We've instigated a number of CI teams, involving operators as well as managers. These will cover those items that will give us immediate payback, as well as tasks that may be thought of as slow burners.

I suppose it's traditionally been a quality job, as they were the people who needed to drive it forward for BRC. However, we are seconding a person to oversee all of this work until we are established. He will become guardian of these documents and ensure that the relevant info is captured, in a language that can be understood by all, and that once this information is captured it is rolled out to the relevant personnel. If the project is a goer, he will then become the project team leader.

I'll let you know how we get on!

caz

[Abdul Qudoos]

Continual improvement makes good business sense especially in these uncertain times. Most certification standards ISO, BRC etc. now demand us to have an effective process of continual improvement in place. I thought it might be interesting to share ideas on how the continual improvement process and improvement activities are managed in your place of work. It may help us all to learn and be of more value to our orgainsations (maybe a rise :yeahright:).

Regards,
Simon

Conitnual improvement is most interesting and very good topic in ISO/BRC,

Half-yearly in MRM or in operational meeting or in monthly meeting we need to discuss about continual improvement in our organization in which sections we need improvement -like in training from basic food hygiene to intermediate food hygiene for our skilled workers, in customer services reducing disatisfied customers to satisfied customers and followed by the surveys and recording all the incidents and sharing with the team and improvement, improving employees health program, factory pest control programs, infrastructure and manpower requirements, improvement in planning of food safety, new products development and process development, facility and working environment, etc.

Still there are many things in continual improvement...

[Simon]

Hi Caz / Abdul, sorry I missed your replies.

I think in most companies there are CI activities and improvements going on every day and mostly not via any formal process. The problem with this is that when someone such as the big boss or an auditor asks what improvements have been made this year it is often difficult to remember as most people don't even think of the things they do as improvements let alone log them down.

If we turn this on its head and get people thinking about improvements and logging them down on something like a simple spreadsheet it can make it very visible and can be the start of a snowball, especially if such a spreadsheet is networked throughout the company and accessed and updated by all. It can create a visible centralised CI record, perhaps stimulate a bit of competition and is the evidence required when needed. Add monetary savings to the spreadsheet and it can become very powerful.

Regards,
Simon

[GMO]

Since I posted before, I've developed (= pushed into, however, on reflection it's a good idea) a quality improvement plan to work on a year to year basis with a simple set of approx 30 things we're going to try and hit over the year as a team on top of the normal non conformances and complaints meetings etc. I just thought that was a really good plan because if we're honest, we could identify at least 20 ways our factories could improve which aren't stopping us making safe food now but would just make it better.

[Abdul Qudoos]

Hi Caz / Abdul, sorry I missed your replies.

I think in most companies there are CI activities and improvements going on every day and mostly not via any formal process. The problem with this is that when someone such as the big boss or an auditor asks what improvements have been made this year it is often difficult to remember as most people don't even think of the things they do as improvements let alone log them down.

If we turn this on its head and get people thinking about improvements and logging them down on something like a simple spreadsheet it can make it very visible and can be the start of a snowball, especially if such a spreadsheet is networked throughout the company and accessed and updated by all. It can create a visible centralised CI record, perhaps stimulate a bit of competition and is the evidence required when needed. Add monetary savings to the spreadsheet and it can become very powerful.

Regards,
Simon

No worries,
100% agreed...
Due to busiest schedule i am unable to share my time to the forum, I feel SORRY for that!!!

New members are welcome anytime...

[Simon]

No worries,
100% agreed...
Due to busiest schedule i am unable to share my time to the forum, I feel SORRY for that!!!

New members are welcome anytime...

Sorry to hear that Abdul, your contributions were always worth reading. I hope you still find the time to stop by now and again.

Regards,
Simon

[Jean]

In our company, each and every department has a list of projects for improvement with the current status, deadline and the date of completion. Whenever a project is completed the details are added to main database with the date of completion and reference no.(which points to the respective department, just in case someone requires the whole project details).

[Jean]

It is from this database that I pull out the ones related to Food safety management system and make CI list to present to our auditors.

[Simon]

Love it Jean, Love it.