key changes to iso 9001:2015 and 7 steps of 7epsilon
TRANSCRIPT
Key changes in ISO 9001:2015 Risk based thinking, Organisational knowledge and Management review
Dr. Rajesh S. Ransing, Swansea University, UKDr. Meghana R. Ransing, p-matrix Ltd., UK
‘7Epsilon for ISO 9001:2015’ training course slides
www.7epsilon.org
ISO 9001:2015
ISO 9001:2015 will be introduced in September 2015
ISO 9001:2008 will no longer be valid from September 2018
ISO 9001:2015 – Main Changes
Focus on continually improving a substantially redefined ‘Quality Management System (QMS)’ rather than continually improving the effectiveness of an existing (and may be, inadequate) QMS.
One of the most significant but subtle change is at the top most level in the information provided for the management review and its output (clause 9.3 in ISO 9001:2015 and clause 5.6 in ISO 9001:2008)
ISO 9001:2015 management review requires consideration to:
Trends and indicators in the information on the quality performance
The effectiveness of actions taken to address risks & opportunities as specified in clause 6.1
New potential opportunities for continual improvement
7Epsilon for ISO 9001:2015
The 7Epsilon approach:
discovers trends and indicators in the organization’s in-process data
directly addresses risks and opportunities as defined in clause 6.1
generates possible solutions (or new potential opportunities) for continual improvement
creates evidence on the effectiveness of actions taken to address risks and opportunities.
provides a structured methodology for ogranisational knowledge management
ISO 9001:2015 – Main Changes
2015 requires the management review to include decisions related to:
Continual improvement opportunities and
Any need for changes to the QMS (including resource needs)
In comparison, the 2008 version (5.6.3) only required decisions related to:
Improvement of the effectiveness of the QMS
Improvement of product with reference to customer requirements
Resource needs
What Vs How
ISO 9001:2015 focuses on ‘what’ needs to be done rather than ‘how’ it is done.
E.g. reference to use of statistical techniques in clause 8.1 of ISO 9001:2008 has been dropped.
We are also expecting AS9100:2016 which will be based on ISO9001:2015 to drop explicit references to methods such as Design of Experiments, FMEA from the clause 8.1 of AS9100:2009 and focus on what needs to be done.
ISO 9001:2015 – Main Changes
‘Organizational knowledge’ and ‘risk based thinking’ concepts are explicitly defined
A requirement to maintain and retain ‘documented information’
Introduces 7 Quality Management Principles (QMP’s)
Risk - An effect of uncertainty on an expected result
Uncertainty == deficiency of knowledge
Deficiency of knowledge are opportunities for creating additional knowledge (e.g. Tolerance limit optimization)
The effect of uncertainty manifests itself as deviation(s) from expected results
ISO 9001:2015’s risk based thinking
Risk - An effect of uncertainty on an expected result
Uncertainty == deficiency of knowledge
Deficiency of knowledge are opportunities for creating additional knowledge (e.g. Tolerance limit optimization)
The effect of uncertainty manifests itself as deviation(s) from expected results
How is risk based thinking1 embedded in ISO 9001:2015’s clauses and 7Epsilon?
ISO 9001:2015’s risk based thinking
1Ransing, R. S., Batbooti R, Giannetti C and Ransing M.R. An algorithm for knowledge discovery using risk based thinking and scores defined in a p-dimensional principal component space, (under review)
ISO 9001:2015 – Quality management system
ISO 9001:2015 – Quality management system
No requirement to improve the QMS
ISO 9001:2015 – Quality management system
Clause 4 Context of the Organization
Clause 4 is generalized from the QMS to Context of the Organization. It forces you to think of internal and external factors and conditions that can influence organization’s ability to consistently provide products and services to customer expectations.
Requirements of ISO 9001:2015’s clauses 4.4 (a-h), 6.1, 7.1.6, 7.2, 7.5, 10.2 & 10.3 can be easily met with 7Epsilon’s 7 Steps to ERADICATE Defects
However, implementing 7Epsilon’s 7Steps to ERADICATE Defects require organizations to first meet the requirements of ISO 9001:2015’s clauses 5.1, 7.1.1, 8.1, 8.5, 9.1, 9.3 with reference to resources, in-process data and management commitment.
Risk and ISO 9001:2015 Clauses Clause 4: The organization is required to determine inputs and
expected outputs of its processes, risks (effect of deficiency of knowledge i.e. deviations from expected outputs), opportunities (for additional knowledge) and plan and implement appropriate actions to address risks and opportunities.
Clause 5: Top management must show commitment and leadership to ensure that all aspects of Clause 4 are followed.
Clause 6: Organizations are required to take actions to address risks and opportunities.
Risk and ISO 9001:2015 Clauses Clause 7: The organization shall provide the resources needed
to establish, implement, maintain and continually improve Clause 4 including costs of addressing risks and opportunities as defined in Clause 6. It will determine organizational knowledge necessary to address risks and make it available to the extent necessary and ensure its employees are competent to address risks and opportunities. It will maintain documented information as evidence.
Clause 8: Organizations shall have processes to identify risks and opportunities in its operations and take actions to address risks and implement control of the processes.
Risk and ISO 9001:2015 Clauses Clause 9: The organization is required to monitor and measure
appropriate data and information to analyze and evaluate the effectiveness and conformity of addressing risks and opportunities and determine the need for new potential opportunities for improvement. Top management is required to review this information.
Clause 10: Occurrence of nonconformity is a deviation from the expected results i.e. a change in the risk. This clause requires organizations to improve by reacting to such changes in risks by implementing corrective actions, review its effectiveness and make changes to the quality management system (that includes organizational knowledge) if necessary.
Traceability in ISO 9001:2015
• Maintaining traceability is not a technological issue. • It is a cultural problem. • It is a top management problem.
• in 2008 version (clause 7.5.3) is ‘product centered’. • Monitor product status throughout product realization • Unique identification of the product
• Traceability in 2015 version (clause 8.5.2) relates to ‘process outputs’. • Monitor the status of process outputs throughout production • Unique identification of the process outputs• Process outputs include products, intermediate
parts/components
Traceability in ISO 9001:2015
• Traceability in 2015 version (clause 8.5.2) relates to ‘process outputs’. • Process outputs include products, intermediate
parts/components • Connect in-process data associated with intermediate parts to the
final product
• Traceability with the factor data (process inputs) is an implicit requirement for organizations as it becomes necessary to satisfy the requirements clauses 6.1, 4.4 c & g, 8.5.1 c
• The organization is required to make necessary resources available (clauses 4.4 d, 7.1.1, 8.1 b-d, 8.5.1 e)
7Epsilon’s 7 Steps to ERADICATE Defects2
Step1: Establish Process Knowledge
Step2: Refine Process Knowledge
Step3: Analyse in-process data
Step 4: Develop new hypotheses or potential solutions
Step 5: Innovate
Step 6: Corrective actions
Step 7: Building Aspiring Teams and Environments
2Roshan, H. M., Giannetti, C., Ransing, M. R., & Ransing, R. S. (2014, 19th - 21st May 2014). “If only my foundry knew what it knows …”: A 7Epsilon perspective on root cause analysis and corrective action plans for ISO9001:2008. UK Exchange Paper, 71st World Foundry Congress, Bilbao, Spain
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c; 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c; 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
Step1: Establish Process Knowledge (Clause 4.4 a)
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1b2 )
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6,10.2.1c-e )
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d, e; 7.2, 7.5, 10.2.2, 10.3)
ISO 9001:2015’s Clauses & 7Epsilon’s 7 Steps
7Epsilon Approach
Embeds all 7 Quality Management Principles (QMP’s)
7Epsilon’s 7Steps to ERADICATE Defects
1. Acquire team members knowledge about processes, their factors, responses and causal relationships
2. Gather process knowledge codified using Process maps, SIPOC diagrams and cause and effect diagrams
Step1: Establish Process Knowledge (Clause 4.4 a)
Process knowledge is
The understanding that Y = f(Xs)
How variability in Xs affects variability in Ys Foundries rely on experts for process knowledge
Generic knowledge comes from experience, published literature
Foundry knowledge needs to be systematically collected, recorded for reuse
Systematic research on process factors and how they affect response with written descriptions
Step2: Refine Process Knowledge (Clauses 4.4 b, c & g)
7Epsilon’s 7Steps to ERADICATE Defects
Objectives:
To determine trends in process settings to discover reasons of product non-conformity / responses (e.g. defects, material properties)
To transform in-process data into actionable information (e.g. optimal process parameter ranges)
To provide information relating to
Opportunities for corrective actions
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
7Epsilon’s 7Steps to ERADICATE Defects
Knowledge discovery
in-process data is normally routinely collected, however, it is a requirement of ISO 9001:2015 (clause 9.1.1, 8.5.1 c and QMP 6 and for satisfying clause 6.1)
Perform rootcause analysis and discover correlations using penalty matrix approach
Prioritise patterns using p-matrix software
Step3: Analyse in-process data using penalty matrices (Clauses 4.4 f, h & 6.1.1 b)
7Epsilon’s 7Steps to ERADICATE Defects
Foundry example of risk based thinking
Investment casting process
Nickel based super alloy
Continual process improvement in melting sub-process
Discover product specific process knowledge
Sample Shrinkage and Chemistry data for Ni based alloy
Sample Shrinkage and Chemistry data for Ni based alloy
Risk - An effect of uncertainty on an expected result
Uncertainty == deficiency of knowledge
Deficiency of knowledge are opportunities for creating additional knowledge (e.g. Tolerance limit optimization)
The effect of uncertainty manifests itself as deviation(s) from expected results
7Epsilon’s penalty matrix approach3
quantifies the effect of uncertainty by penalizing deviation from desired response and
links it with tolerance limit optimization and organizational knowledge
ISO 9001:2015’s risk based thinking
3Ransing, R. S., Giannetti, C., Ransing, M. R., & James, M. W. (2013). A coupled penalty matrix approach and principal component based co-linearity index technique to discover product specific foundry process knowledge from in-process data in order to reduce defects. Computers in Industry, 64(5), 514-523.
Embedding risk based thinking
Factor Scatter Diagram
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Observations No.
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• Uncertainty (or deficiency of Knowledge): • Is top, middle or bottom
50% optimal? • Is there any interaction
with other factor ranges?
Embedding risk based thinking
Response Scatter DiagramFactor Scatter Diagram
• Deviation from expected results (or desired response values) is the effect of Uncertainty on an expected result
• ISO 9001: 2015 defines this as Risk
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Observations No.
% Z
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• Uncertainty (or deficiency of Knowledge): • Is top, middle or bottom
50% optimal? • Is there any interaction
with other factor ranges?
Embedding risk based thinking
Response Bubble Diagram
• 7Epsilon penalises3 deviation from expected results (or desired response values)
• ISO 9001: 2015 terms this as changes in risks and requires organizations to address risks to achieve improvement.
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Observations No.
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100 Penalty Values
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3Ransing, R. S., Giannetti, C., Ransing, M. R., & James, M. W. (2013). A coupled penalty matrix approach and principal component based co-linearity index technique to discover product specific foundry process knowledge from in-process data in order to reduce defects. Computers in Industry, 64(5), 514-523.
Factor Scatter Diagram
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Embedding risk based thinking
Response Bubble Diagram
• 7Epsilon penalises3 deviation from expected results (or desired response values)
• ISO 9001: 2015 terms this as changes in risks and requires organizations to address risks to achieve improvement.
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0.03
0.07
0.11
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Observations No.
% S
hrin
kage
100 Penalty Values
0 Penalty Values
3Ransing, R. S., Giannetti, C., Ransing, M. R., & James, M. W. (2013). A coupled penalty matrix approach and principal component based co-linearity index technique to discover product specific foundry process knowledge from in-process data in order to reduce defects. Computers in Industry, 64(5), 514-523.
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Observations No.
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Top 50%
Main Effects Bubble Diagram
Bottom 50%
• Transfer the response penalty values on all factor scatter diagrams.
• Actions to address risks as required in the clause 6.1 are discovered
Interactions Bubble Diagram
Penalty Matrix
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Observations No.
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Top 50%
Main Effects Bubble Diagram
Bottom 50%
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0.006 0.007 0.008 0.009 0.01 0.011 0.012 0.013
% Boron
% Z
ircon
ium
Embedding risk based thinking
7Epsilon’s Unique Penalty Matrix approach implements risk based thinking …
Step 4: Develop hypotheses for new product specific ‘process knowledge’ (Clauses 4.4 f, 6.1.2 a, 7.1.6)
Analyse p-matrix reports
Hypotheses on causation are established using knowledge acquired in Step 2
Hypotheses are potential solutions (or actions as in clause 6.1.2 a)
New tolerance limits proposed and
corrective action plan is outlined or collect more in-process data or conduct one or more design of experiments
7Epsilon’s 7Steps to ERADICATE Defects
Prior to the 7Epsilon Quality Control Meeting
• Every team member designs his/her version of a corrective action plan for confirmation trial by
– observing penalty matrices (i.e. potential corrective actions)
– Comparing trends with published literature for further insights into factor – response relationships (clause 7.1.6 b)
– Using your domain knowledge (clause 7.1.6 a)• Turns insight into actionable information
7Epsilon Quality Control Meeting
• Review ALL suggestions • The final corrective action plan for validation trial is agreed• Perform a trial demonstrating reduction in the variation of
response values• Discover new process knowledge • Record feedback and results from the confirmation trial • Create a preventive actions plan • Newly gained product specific process knowledge is
reused.
Generating possible solutions…
Generate possible solutions or new potential opportunities for continual improvement by discovering trends and indicators in the organization’s in-process data
Presentations 6 - 7:.1. create p-matrix input file and Output report – layout (6)2. Interpret p-matrix report – single response (7)
Step 5: Innovate using rootcause analysis and conducting confirmation trials (Clauses 4.4 f, 6.1.2 b2 & 10.2.1 b2)
Confirmation trials are carried out to validate the hypotheses and create new product specific process knowledge
Optimal ranges for all the process variables (X) are determined
New product specific process knowledge is created in the form of
list of values with their new specification ranges
7Epsilon’s 7Steps to ERADICATE Defects
Potential additional knowledge discovered
Product specific process knowledge
Process Parameter
Minimum Value
Maximum Value
Optimal Range Optimal Values
Niobium 0.656 0.893 Middle 50% > 0.77 & < 0.827
Carbon 0.086 0.113 Top 75% > 0.095 & < 0.113
Iron 0.057 0.2 Top 50% > 0.114 & 0.2
Aluminium 3.059 3.306 Top 25% > 3.24 & < 3.306
Zirconium 0.019 0.05 Top 50% > 0.026 & < 0.05
Boron 0.007 0.012 Bottom 50% > 0.007 & < 0.009
Aluminium+Titanium
6.204 6.527 Top 75% < 6.299 & < 6.527
Cobalt 7.714 8.028 Bottom 50% < 7.714 & < 7.847
Nitrogen 11.4 38.95 Top 50% < 23.75 & < 38.95
Step 6: Corrective actions and update process knowledge (Clauses 4.4 f, g; 6.1.2 b1 & 6.1.1 c, 7.1.6, 10.2.1 c-e )
New knowledge obtained stored in knowledge repository in tabular form so that it can reused in Step 2
This is specific for a given part and process and becomes part of the organizational knowledge
7Epsilon’s 7Steps to ERADICATE Defects
Product Specific Process Knowledge3
Organizational knowledge for a given product is
i. the actionable information
ii. in form of optimal list of measurable factors and their ranges(Niobium: 0.77% – 0.827%; Aluminium: 3.24% - 3.306% Zirconium: 0.026% – 0.05%; Carbon: 0.095% – 0.113%;)
iii. in order to meet desired business goals (process responses)(e.g. minimize defect rates, porosity scores or rework time etc and/or maximize mechanical properties)
3Ransing, R. S., Giannetti, C., Ransing, M. R., & James, M. W. (2013). A coupled penalty matrix approach and principal component based co-linearity index technique to discover product specific foundry process knowledge from in-process data in order to reduce defects. Computers in Industry, 64(5), 514-523.
Step 7: Building Aspiring Teams and Environments by monitoring performance (Clauses 4.4 d & e, 7.2, 7.5, 10.2.2, 10.3)
Continually monitor performance and maintain accountability (4.4 e)
Ensure sustainability of this initiative with adequate resources (4.4 d)
The organisation specific 7Epsilon process knowledge repository can also be used to train operators and process engineers (7.2)
Store knowledge in repositories such as DSpace (7.5, 10.2.2, 10.3)
7 Epsilon Knowledge repository
7Epsilon’s 7Steps to ERADICATE Defects
Organizational knowledge4 and 7Epsilon
4Giannetti, C., Ransing, M. R., Ransing, R. S. et.al (2015) “Organisational knowledge management for defect reduction and sustainable development in the foundry industry”, International Journal of Knowledge and Systems Science (IJKSS), 6(3), 18-37, July-September 2015.
Organizational knowledge and 7Epsilon
Knowledge Retention and Reuse Preserve and continuously develop process knowledge by compiling a
library of case studies
Store case study for reference and access in D-Space.
Continuously update the proprietary ‘actionable information’ or ‘knowledge’ by
Capturing industry specific product, design and in-process data and
Comparing it with the published literature
Most effective way of retaining expertise
Reuse Data by maintaining traceability on product characteristics, design and in-process data across sub-processes, product types and supply chain
7Epsilon Knowledge Repository1
Refine process knowledge by compiling explanations for
factor response relationships
Process factors detailed description (influence of factors
on response)
Analyze In-process data Penalty Matrix reports
Co-linearity index
Develop hypotheses for new product specific process
knowledge
Innovate using rootcause analysis and conducting
confirmation trials
Corrective actions and update process knowledge
Correction or Prevention Action Plan
List of Factors and their product specific optimal ranges
KNOWLEDGE REPOSITORYdpsace@7Epsilon
Generic Foundry Process Knowledge
Academia (Published Literature)Thesis
Supplier InformationTrade associations reports/data
Product Specific Foundry Process Knowledge
Process mapping diagramsList of factors/responses
Product Specific Factor Ranges
Knowledge Storage
Process Engineer/Operators/Students/
Academics
Knowledge Transfer/ApplicationKnowledge Creation
(Internalisation)
Enhanced Search (using shared vocabulary)
Knowledge Retrieval
Establish process knowledge
Cause Effect Diagrams, SIPOC, Process Maps, FMEA,Factor Response Lists,
Build Aspiring Teams and Environments by monitoring
performance
Store product specific process knowledge
Literature Review
7ΕPSILON ERADICATE STEPS
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USE Knowledge
Creation( Combination)
Knowledge Creation
(Externalisation)
Re-use product generic and product specific process knowledgeKnowledge Retrieval
Knowledge creation( Combination)
Knowledge Retrieval
Knowledge Storage
1Roshan, H. M., Giannetti, C., Ransing, M. R., & Ransing, R. S. (2014, 19th - 21st May 2014). “If only my foundry knew what it knows …”: A 7Epsilon perspective on root cause analysis and corrective action plans for ISO9001:2008. UK Exchange Paper, 71st World Foundry Congress, Bilbao, Spain
Conclusions
Implementing 7Epsilon is the easiest option to satisfy the challenging requirements of ISO 9001:2015 on risk based thinking (clause 6.1), organizational knowledge (clause 7.1.6), quality management system (clause 4.4) and improvement (clauses 10.2 and 10.3).
Penalty matrix approach naturally creates the necessary ‘risk based thinking’ environment.
A knowledge repository can be used to maintain and retain ‘documented information’ as well as ‘organizational knowledge’.
Identification and planning of one scenario for a 7Epsilon in-process quality improvement project
Transforming in-process data into reusable formats using foundry specific
− traceability, − data collection and retrieval methods, − volume of data collection and time taken.
Contact 7Epsilon team at www.7epsilon.org
Conclusions
Swansea University and p-matrix Ltd. accepts no responsibility or liability for any use of or reliance on this presentation or its contents