Operational Procedure MIYOSHI PRECISION (MALAYSIA) SDN BHD
Continual Improvement
Operational Procedure : OP-8.5.1 Revision: 5 Page 1/5
Revision History
Rev No Details of Revision Date
00 Initial Release 01.01.02
01 To update the procedure and to add-in TS16949 requirement as 28.02.07
a current practice. Additional clause for 3.3
02 To update the procedure and to add-in Revision History as a 30.08.07
front page for procedure.
03 Upgrade to ISO 9001: 2008 requirement 14.10.10
04 Changes at approval Authorities and other minor amendments 13.12.10
05 Changes at approval Authorities and other minor amendments 03.05.11
Approval Authorities
Prepared Reviewed Reviewed Reviewed Approved
By By By By By
Name Kala Allan Teen Nicole Lee S.H.Yu C.A..Tan
Date 03.05.11 03.05.11 03.05.11 03.05.11 03.05.11
Designation Doc. Cont. EMR OSHMR QMR GM
Signature
Continual Improvement
Operational Procedure : OP-8.5.1 Revision: 5 Page 2/5
Responsible Outline of Procedure Interfaces
Departmental Head/ Identification of Sources for improvement
improvement opportunities
Manager
GM/QA Evaluation of Mgt. Review Meeting
Improvement Opportunities
Departmental Head/ Implementation of (1) Continuous improvement
improvement plans/activities
Manager (2) Long-term improvement
I PURPOSE
The purpose of this procedure is to provide for a system and instructions, and to
Continual Improvement
Operational Procedure : OP-8.5.1 Revision: 5 Page 3/5
assign responsibilities for facilitating continual improvement of the environmental,
safety & health and quality management system.
II APPLICATION
This procedure applies to all activities comprising the environmental, safety & health
and quality management system.
III RESPONSIBLE
This procedure concerns all departments.
IV PROCEDURE
1. General
1.1 MIYOSHI PRECISION (MALAYSIA) SDN. BHD. deploys continual improvement
philosophy throughout the entire organization. The environmental, safety & health
and quality system itself is designed to incorporate all elements necessary to identify
opportunities for improvement and to implement improvement projects.
1.2 Everyone in the organization is encouraged to come forward with ideas for
improving products, processes, systems, productivity, working environment and
occupational safety & health. Improvement suggestions are evaluated and prioritized
by relevant section heads.
2. Identification of improvement opportunities
2.1 Opportunities for improvement are identified form such sources as:
a) Data of process and product characteristics and their trends;
b) Records of product nonconformance;
c) Customer satisfaction, dissatisfaction and other customer feedback;
d) Feedback form employees, suppliers, and other interested parties; and
e) Internal and external audits of the environmental, safety & health and
f) quality system;
2.2 In addition to the above-listed systems for continual performance monitoring, special
assessment projects may be initiated to identify opportunities for improvement in
other areas. Examples are:
a) Machine set-up and tool changeover times,
b) Excessive testing not justified by accumulated results,
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c) Waste of labor and materials,
d) Excessive cost of non-quality, and
e) Excessive handling and storage.
2.3 Opportunities for improvement of operations and systems are identified on two
levels:.
a) Continuously, by departmental managers/section heads, based on daily feedback
form operations and other activities.
b) Periodically, by the management review, based on analysis of long-term data and
trends. Opportunities for improvement of products are identify mainly by Sales
& Marketing, Production and Quality Assurance.
3. Evaluation of improvement opportunities
3.1 Those opportunities for improvement based on daily feedback form operations are
evaluated by relevant department heads and, when appropriate, are implemented
through the system of corrective and preventive action. Typically, they would be
triggered by such events to be identified of a nonconforming process or product,
customer complaint, internal audit finding, and other such specific events.
3.2 Opportunities of improvement based on long-term data and trends are evaluated by
the management review. They are prioritized with respect to their relevance for
reaching the policy and objectives. When new important opportunities for
improvement do not adequately supported by the current policy and objectives, the
management review may change the policy and/or establish new quality objectives.
This evaluation and prioritizing process is defined in Operational Procedure OP-
5.6.1, Management Review.
3.3 Opportunities for improvement of products to be evaluated by Production, Quality
Assurance and the top executive management. Manufacturing process improvement
shall continually focus upon control and reduction of variation in product
characteristics (especially Cpk improvement) and manufacturing process parameters.
4. Implementation of improvement projects
4.1 Improvements required to be addressed daily feedback from operations and other
activities are usually implemented through corrective and preventive actions.
Operational Procedure, OP-8.5.2: Corrective and Preventive Action defined the
process.
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4.2 Long-term improvement projects to fulfill the policy attain objectives, or correct
unfavorable trends are implemented through special management actions defined by
the management review. These actions may be documented in management review
minutes, or be issued as directives, memoranda, policy statements, etc. The
corrective and preventive action system may also be used for this purpose.
V RECORD
The following records shall be maintained properly by respective personnel as per
OP-4.2.4: Control of Records.
a) Corrective and Preventive Action Report.
b) Continual Improvement Record.
c) Periodically/Long-term Improvement Record.
VI ASSOCIATED DOCUMENTS
Operational Procedure OP-5.6.1: Management Review
Operational Procedure OP-8.5.2: Corrective and Preventive Action
VII APPENDIX
Nil.
