Layered Process Audits (LPAs) offer companies tremendous potential benefits, but they’re also more involved than other audits. They task all of a plant’s personnel - including multiple levels of management—and cover all key areas at varying intervals. Creating an LPA system that is truly effective and obtaining the best, most accurate results requires a solid plan and prepared personnel.
At a high-level, implementing an LPA system usually includes the following activities:
• Process owners and managers become knowledgeable about LPAs.
• Process owners and managers spur initial development of audits by forming and training an Audit Team.
• The team formulates the questions that will be used in the audits.
• Process owners and managers work with the team to define layers.
• The Audit Team implements the audit system.
• Plant personnel conduct the audits.
• The Quality Department supports the entire system by analyzing and documenting the audits.
• Plant personnel implement suggestions for improvements.
Foster knowledge of LPA
Managers typically work with process owners and other subject matter experts to spearhead the creation of the LPAs. Having a familiarity of LPAs before forming teams, training, or implementation goes a long way toward creating a successful and sustainable LPA system, and achieving all of its potential benefits.
If you’re a manager or process owner, you must have a thorough grasp of the LPA process. Thankfully, there are a number of excellent resources available including:
• How to Implement a Layered Process Audit Across Your Plant
• 4 Practical Ways to Maximize Layered Process Audits
• Layered Process Audits: A Guide for Automation Improvement
Form an audit team
The Audit Team is responsible for creating the audits and implementing the system across the plant. For optimum results, choose people from all areas of the organization to be on the team. This includes employees from administration, purchasing, sales, order fulfillment, shipping and receiving, quality, and human resources, amongst others. Choose people who have a broad knowledge of the company and how it operates, and also those with a similar level of knowledge regarding customers and even suppliers. As a process owner or manager, your task is to instill in the team the importance of the audits, describe why you chose them to be on the layered process implementation team, and identify what you expect of them.
Write the questions
As with anything, to receive useful answers one must ask the right questions. The LPA team gathers questions that address known and potential problems. Layered process audits typically contain between three and five questions and should take less than 15 minutes to complete. The questions are typically written so the answer is either yes or no, and should provide context for people unfamiliar with the process. Include a description of how to verify the audit, and why it is important. A helpful rubric is “What, Where, How, and Why.”
For example, suppose shipping has sent out incomplete shipments because the packing list didn’t arrive before they began packing.
• What and Where (the question): Is there a packing list for each in-process package in Shipping?
• How (how to verify): Ensure Order Fulfillment has provided a packing list for each package prior to packaging.
• Why (why this is important): If packaging begins before the packing list arrives, the wrong items might be shipped by mistake.
Identify layers
Layered Process Audits get their name from the requirement that multiple “layers” of personnel at an organization conduct the audits. The Audit Team is responsible for defining these layers, as well as the frequency of audit for each layer. Layer 1 is commonly composed of supervisors; Layer 2, middle management; and Layer 3, plant managers. Layer 1 usually completes its audits every day, across every shift. Managers complete Layer 2 audits once or twice a week. Beyond that, additional layers audit bi-weekly, bi-monthly, or semi-annually, as needed.
Implement the system
A critical part of rolling out a new LPA system (or an updated one) is communicating to personnel why the audits are beneficial and what is expected of everyone. This should require no more than 30 minutes. Emphasize that this is not a witch-hunt or blame game, rather that the auditors are identifying problems—and potential problems—to resolve and create better, leaner operations.
An LPA system, properly designed and implemented, will offer valuable benefits, helping to lower rework and scrap costs, reduce customer complaints, and foster a culture of quality. By following best practices, you can ensure that your system achieves its potential.
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