The document discusses managing non-conformities through effective corrective and preventive action. It defines problems, non-conformities, sources of quality problems, and the difference between symptoms and causes. It then defines corrective action as action taken after a non-conformity to address the root cause, while preventive action is proactive in identifying potential issues. Effective corrective and preventive action requires understanding systems, variation, theory, tools like the PDSA cycle and 5 Whys, and applying a problem-solving process.

1. MANAGING NON-
CONFORMITIES THROUGH
EFFECTIVE CORRECTIVE AND
PREVENTIVE ACTION

2. PROBLEMS AND NON-CONFORMITIES
 A problem is an undesirable deviation from an expected desirable outcome
 A non-conformity is a non-fulfillment of a stated requirement(s)
 A non-conformity is a problem
 SOURCES OF QUALITY PROBLEMS
 Customer or employee complaints and satisfaction data
 Products noncoformances
 Management review
 Process measurement e.g EQA
 Supplier problem
 Internal and external quality audits

3. SYMPTOMS OR CAUSE?
 SYMPTOMS; ANY CIRCUMSTANCES, EVENT OR CONDITION THAT ACCOMPANIES
SOMETHING OR INDICATES ITS EXISTENCE
 CAUSE; A SITUATION THAT PRODUCES AN EFFECT

4. CORRECTIVE PREVENTIVE ACTION
DEFINITION
 CORRECTIVE ACTION: ITS AN ACTION TAKEN AFTER A NON-CONFORMITY HAS
OCCURRED TO REMOVE THE ROOT CAUSE OFTHE NON-CONFORMANCE AND
PREVENTS IT FROM REQURRING FOREVER
 PREVENTIVE ACTION: A PROACTIVE PROCESS OF IDENTIFYING POTENTIAL NCs
ANDF TAKING ACTION BEFORE NON-CONFORMITY OCCURES TO PREVENT IT
FROM EVER OCCURING
 IMMEDIATE ACTION: ACTION TAKEN AT THE TIME OF THE NONCONFORMITY TO
MITIGATE ITS IMMEDIATE EFFECT

5. REQUIREMENT OF CORRECTIVE AND
PREVENTIVE ACTION
 CORRECTIVE ACTION: SHALL BE APPROPRIATE TO THE EFFECT OF THE NONCOFORMITY
REVIEWING NONCONFORMITIES
DETERMINE THE ROOT CAUSES
EVALUATING THE NEED TO CORRECTIVE ACTION TO ENSURE THE NONCONFORMITIES DO NO RECUR
DETERMINING AND IMPLEMENTING CORRECTIVE ACTION NEEDED
RECORDING THE RESULTS OF CORRECTIVE ACTION
REVIEWING THE EFFECTIVENESS OF THE CORRECTIVE ACTION TAKEN
 PREVENTIVE ACTION: SHALL BE APPROPRIATE TO THE EFFECT OF THE NONCOFORMITY
REVIEWING NONCONFORMITIES
REVIEW LABORATORY DATA AND INFORMATION TO DETERMINE WHERE POTENTIAL NCs EXIST
DETERMINING THE ROOT CAUSES OF POTENTIOAL NCs

6. CONTINUATION
EVALUATING THE NEED FOR PREVENTIVE ACTION TO PREVENT OCCURRENCE OF NCs
DETERMINING AND IMPLEMENTING PREVENTIVE ACTION NEEDED
RECORDING THE RESULTS OF PREVENTIVE ACTION TAKEN
REVIEWING THE EFFECTIVENESS OF THE PREVETIVE ACTION

7. SYSTEM (WHAT IS A SYSTEM)
 AN INTERCONNECTED COMPLEX OF FUNCTIONALLY RELATED COMPONENTS
THAT WORK TOGETHER TO TRY TO ACCOMPLISH THE AIM OF THE SYSTEM (BY
DR DEMING)

8. UNDERSTANTING HOIW TO EFFECTIVELY IMPLEMENTING A
CORRECT OR PREVENTIVE ACTION DEPENDS ON
UNDERSTANDING THE FOLLOWING
 UNDERSTANDING VARIATION
COMMON CAUSE VARIATION; PROBLEMS BUILT INTO THE SYSTEM E.G
MISTAKES
 SPECIAL CAUSE VARIATION: UNIQUE EVENTS THAT IS OUTSIDE THE SYSTEM
E.G NATURAL DISASTERS
THE BEST WAY TO DEAL WITH THESE IS TO CONTROL COMMON CAUSE VARIATION
AND ELIMINATE SPECIAL CAUSE VARIATION. DISTINGUISHING THE DIFFERENCE
BETWEEN THE VARIATION IS KEY.
WITHOUT KNOWLEDGE OF VARIATION ACTION MAY BE TAKEN WITH BEST
INTENTIONS, BUT ACTUALLY MAKING THINGS WORSE

9. THEORY OF KNOWLEDGE
 TEACHES US THAT A STATEMENT ; CONVEYS KNOWLEDGE, PREDICTS THE
FUTURE OUTCOME, WITH THE RISK OF BEING WRONG, AND THAT IT FITS
WITHOUT FAILURE OBSERVATION OF THE PAST.
 Rational prediction require theory and builds knowledge through systematic
revision and extension of theory based on comparison of prediction with
observation
 Again without theory, there is nothing revise. Without theory experience has
no meaning. No questions to ask without theory.

10. PDSA CYCLE
 Plan; plan a change in a process aimed at continuous improvement
 Do; Carry out the change
 Study; study the results to determine if the change improved the process
 Act; if appropriate, adopt the change

11. PROBLEM SOLVING PROCESS
 5 STEP PROBLEMS SOLVING PROCESS
1 DESCRIBE THE PROBLEM
2 INVESTIGATE THE CAUSE
3 SELECT AND TEST SOLUTIONS
4 IMPLEMENT THE SOLUTIONS
5 VERIFY AND MONITOR THE SOLUTIONS
 PROBLEMS CAN BE SOLVED USING THE TRIAGE APPROACH, ESPEACIALLY WHEN
THEY ARE TOO MANY. IT IS NOT PRACTICAL TO INVESTIGATE EVERY PROBLEM
 CRITERIA MUST BE SET, FOR PRIORITIZING PROBLEMS FOR FULL INVESTIGATION

12. PROBLEM SOLVING TOOLS
 THE BASIC PROBLEM SOLVING TOOLS
BRAINSTORMING
BRAIN WRITING
5 WHYs
CAUSE AND EFFECT DIAGRAM
CHECK SHEET
PARETO DIAGRAM
RUN CHART

13. THE EFFECTIVESS OF PROBLEM SOLVING
TOOLS DEPENDS ON KNOWLEDGE OF WHEN TO
USE THE TOOLS
 BRAINSTORMING
WHEN IT IS IMPORTANT TO GO BEYOND THE OBVIOUS
WHEN IT IS IMPORTANT TO ENSURE THAT ALL IDEAS ARE DISCUSSED
 BRAIN WRITING
WHEN ISSUES ARE TOO DIFFICULT OR EMMOTIONAL FOR PEOPLE TO VERBALLY
EXCHANGE IDEAS
WHEN AVOIDING GROUP THINK
WHEN SESSIONS ARE DOMINATED BY A FEW MEMBERS

14. CONTINUATION
 5 WHYs
WHEN THERE IS NEED TO LOOK FOR THE ROOT CAUSE
WHEN THE CONTRIBUTING CAUSES ARE CONFUSING
WHEN A VISUAL TOOL IS NEEDED TO EXPLAIN THE CAUSES TO OTHERS
 RUN CHART
WHEN SHOWING THE EVOLUTION OF A SITUATION OVER TIME
 PARETO DIAGRAM
WHEN TRYING TO FOCUS ON THE MOST SIGNIFICANT PROBLEMS OR CAUSE

15. 4W/2H/1C
PROBLEMS FORMULA
 WHAT; WAS AFFECTED
 WHERE; DID THE PROBLEM TAKE PLACE
 WHEN; WAS THE PROBLEM DISCOVERED
 WHO; DISCOVERED THE PROBLEM
 HOW MUCH; WAS AFFETED
 HOW OFTEN; HAS THE PROBLEM OCCURED

16. By chakalisa chicho
 ADIOS AMIGOS