Workstation Design and Location<\/h2>\n

Workstation design and location is the fourth category of questions to be considered in the creation of a manufacturing process audit checklist. Process audit checklists must include questions that evaluate the safety and efficiency supported by the workstation itself. The following questions must be kept in mind in this regard:<\/p>\n

\n
• Is this the finest location in the plant for realizing the objectives of workstation?<\/li>\n
• In which ways the location contributes to our process in terms of shipping, receiving and safety?<\/li>\n
• Are there suitable equipment\u2019s and fixtures available for the workstation task?<\/li>\n
• Is there availability of error-proofing devices and are they functioning properly? Are they used by the operators every time?<\/li>\n<\/ul>\n

  Process for Reporting Issues<\/h2>\n

  The fifth category of question is process for reporting issues. There is no doubt that a strong process for reporting issues is of paramount value for creating a quality culture. For this category, process audit checklist questions can include:<\/p>\n

  \n
  • What are the available reporting choices employees do have so they can share their concerns regarding quality, safety or efficiency? Do they know about these options?<\/li>\n
  • Do operators hold direct contact with manufacturing engineers for giving feedback on work guidelines?<\/li>\n
  • Are reported problems documented as well as fixed promptly, or are there any sort of delays?<\/li>\n<\/ul>\n

    Documentation of Processes<\/h2>\n

    Documentation of processes is the second last category to be considered for questions of the audit checklist. Certainly, documentation is a key element for the effective quality processes especially the standard work guidelines. They can include issues like:<\/p>\n

    \n
    • What is the standard documentation process for work on the shop floor?<\/li>\n
    • Is it possible to access the most recent instructions by the operator? If that\u2019s the case, are the being reviewed regularly?<\/li>\n
    • Do the operators really have an understanding of the process?<\/li>\n
    • What procedure is being followed for altering or adjusting the documentation? Do operators review those changes regularly, and can they be clarified by them?<\/li>\n<\/ul>\n

      Follow-up<\/h2>\n

      The last category of is follow-up. An effective manufacturing quality checklist must include follow-up and action items to ensure that any sort of non-conformances are controlled properly. In this aspect, following areas must be considered:<\/p>\n

      \n
      • What are the suggested modifications to the process or part?<\/li>\n
      • How it will be made possible to observe and evaluate follow-up?<\/li>\n
      • What new questions must be checked occasionally in future audits on the basis of customer grievances or counteractive actions?<\/li>\n
      • If the organization lacks an automated platform, how it will be ensured that the audit questions are rotated and auditors have updated checklists?<\/li>\n<\/ul>\n

        The categories of questions discussed above are some of the most common types of questions covered in process audits checklist. However, the main thing is to use your internal process failure modes and effects analysis (PFMEA)<\/a> methods to classify what are the high risk<\/a> processes and questions must be designed around them.<\/p>\n<\/div>

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