HOW WE CAN RESTART OPERATIONS AFTER A LOCKDOWN ON MANUFACTURING PLANT ACCORDING TO IATF 16949:2016?

 

HOW WE CAN RESTART OPERATIONS AFTER A LOCKDOWN ON MANUFACTURING PLANT ACCORDING TO IATF 16949:2016?

 

IATF 16949: 2016, 8.5.1.4 Verification after shutdown

 "The organization shall define and implement the necessary actions to ensure product compliance with requirements after a planned or unplanned production shutdown period"

        For a long time, all around the world had to stopped in especially the automotive industry because of the Covid-19. These days, the automotive industry will start to manufacture. That's why I would like to point out in the automotive industry about the standard of the IATF 16949:2016, 8.5.1.4 Item: The Verification After Shutdown due to Covid-19.

        First of all, before manufacturing, we have to connect with our customers and we have to take some important pieces of information. Some of them are;

• When will they start production on their plant?
• How much your marketplace and business environment have been changed by Coronavirus?
• After lockdown, what do our customers want?
• Are your customers still in business?
• Do they still need the same products from you as before, in the same quantities and timeframe? and etc.

       The most important two steps in the start-up timeline:

1. The organization should identify for all the stakeholders in each activity as a clear task (WHO).

2. The organization should develop a sequential decision-making process that starts early enough to avoid unplanned delays (WHEN).

        In turn, before manufacturing, the organization should define what planned and the unplanned breaking down/shutdown was, and they should create a checklist for actions to do after an unplanned shutdown, and actions before and after a planned shutdown. For example, plant maintenance or calibration. The planning team should work out which people need to work when or in what order.

        At the same time, after the breaking, the organization should cut down on all risks and should be taken under control. Before the SOP, the planning and organizing steps are so critical because everything starts in here. The organization should revise again the risk assessment not also generally but also specifically such as tools, machines, operators, parts, stakeholders, customers, legislations, and etc. The organization should be implemented PDCA Cycle.

        Furthermore, the high risks who workers or what finance or which sources should be decreased risks and taken actions by the organization. These are;

    Human: Focus on customer demand, creation, and improvement of customer touchpoints; focus on employee care, protection, health and safety guarantees, and career development.

    Financing: Focus on cash flow risk, especially in retail channels that are directly affected by the market.

    Sources: Strengthening production and sales cooperation; improving supply chain flexibility.

      In the meantime, before SOP, the internal and external checklists should be prepared and done by the QMS. All steps should be looked over and completed by the auditor. The checklists should be arranged especially according to the shutdown and startup. The checklist can include some critical titles such as changes of the planning / management , all stakeholders (operators, suppliers, customers, and etc), the systems, the quality, the materials, the machines/toolings, the facilities, the major changes, and etc.

Afterward, as well as, the organizations must be sure of whole preventative actions that are taken and these action should be followed by the sub-suppliers.