Issue link: https://www.e-digitaleditions.com/i/1051901
20 POWDER COATING, November 2018 necessary to demonstrate processes and finish conformity to pre- defined standards. MEASUREMENT, ANALYSIS, & IMPROVEMENT: Measure- ment and monitoring activities required to assure product finish c o n f o r m i t y a n d t o a c h i e v e improvement are planned and defined. Planning and documen- tation required for compliance to drawings, specifications, process controls, and finish decorative and protective values are established. Determine when applicable tech- niques are used for analyzing mea- surement data. I N D E X O F S T A N D A R D O P E R A T I O N A L P R O C E - DURES: Document control is necessary to identify and replace procedural documents that have been revised or new documents required under any section of the policy. Documenting and recording progress Documents and records are a manag- er's best friend. Documents and records can generally be categorized as either informative, illustrative, or caus- ative. Informative documents contain information such as materials, manu- als, and resource information. Illustra- tive documents and records, such as prints, photos, quality definitions, or statistical process control charts, are commonly used to define specific attri- butes of a finish or processing range values. Causative documents and records are tools that cause something to happen, such as a start up or shut down procedure. Common causative documents include checklists, opera- tional procedures, and calendars. The management system structure should follow some form of continuity so that the management team and rank-in-file employees do not get lost or confused as to the purpose and need to document resources, activities, and process control information. is will involve a fair amount of training. The four levels of documentation as defined below will help the team to bet- senting the main quality system ele- ments or activities. Each subsection begins with a general policy statement expressing the commitment to imple- ment the basic principles of the perti- nent quality system element or activity. Your first step is to create, revise, or update the policy manual, also known as the Quality Management System, to reflect the current way that the compa- ny operates. If you like the results of what the company is currently doing, simply document the details in terms of policy. Start by addressing the follow- ing topics: GENERAL: Mission statement; Quality statement; Organizational chart QUALITY MANAGEMENT SYSTEM: Define categories of various documents related to the quality management system, fin- ishing services, maintenance, and production process and assign responsibilities for establishing and maintaining the documenta- tion and records. MANAGEMENT RESPONSI- BILITY: Management commit- ment is demonstrated by commu- nicating to the organization the importance of meeting customer and specification requirements, establishing quality policy and quality objectives, review of the quality systems, training, and ensuring the availability of neces- sary resources. R E S O U R C E S M A N A G E - MENT: Management is commit- ted to providing adequate resourc- es for the implementation and improvement of the quality system and for addressing customer satis- faction. PRODUCT (FINISH) REALI- ZATION: Planning includes the determination of quality objec- tives for finishes, development of required processes and process documentation, and establish- ment of product finish verification and validation. The plan also defines requirements for records agement, all of the seat of the pants and tribal knowledge value, if any, will be gone. e organizational structural of a com- pany of any size is like that of a house or building. e structure requires a solid foundation, and to build it there needs to be a detailed plan. The bigger the company, the more solid the founda- tion must be to support the structure of the business. The foundation is what the structure is built upon and the details of the structure can be modified and changed as necessary to accommo- date the company's future require- ments. You need to be the architect of your own company and you do not need a degree from Harvard Business School to create a well-run and profit- able organization. As a custom coating job shop business owner, I cannot overstate the impor- tance of a clearly defined organizational structure. For selfish reasons it makes total sense for owners and managers to want to have formal written policies, procedures, work instructions, and records in place so that they do not have to manage an employee's every move. A meaningful, documented, quality management system will allow manag- ers to train and delegate job tasks and grow employee worth as the company evolves going forward. As management builds the organiza- tional structure over time, there will always be a need for changes and improvements. Like the analogy of the house and building, there will be times that require updating, remodeling, maintenance, and even additions to the structure. e blueprint or map for the company's organizational structure need not be complicated. In fact, it is advised to not overwrite policies, pro- cedures, and work instructions or to require documents and records that are meaningless and useless. Implementing a quality management system Start with the policy manual. e man- ual should be modeled after the sec- tional organization of ISO 9001 for small businesses. Sections are further divided into several subsections repre-