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DOCUMENT
DOCUMENT MANAGEMENT, Katterinne BELTRAN,Université de Technologie de
Compiègne, Master Qualité et Performance dans les
Organisations (QPO), Mémoire d'Intelligence Méthodologique
du stage professionnel de fin d'études, juin 2018,www.utc.fr/master-qualite,
puis "Travaux", "Qualité-Management", réf n° 431
ABSTRACT
The Document Management is the activity that defines
the organizational level in a company. This report
proposes the Documented Information Discussion Groups
methodology that can be used in an established Document
Management System in order to improve the quality
performance in the maintenance and updating of
documented information. This methodology also works as
an action plan to prevent potential failures as
duplicated documents, low quantity of updated documents
or the lack of interest to review the existing
documentation.
La Gestion Documentaire est
l’activité qui définit le niveau organisationnel dans
une entreprise. Ce rapport propose la méthodologie
Documented Information Discussion Groups (DIDG) qui peut
être utilisée dans un système de gestion de
documentation déjà établi afin d’améliorer la qualité
dans la performance de la maintenance et la mise à jour
d’information documentée. Cette méthodologie est
également utilisée comme plan d’action pour prévenir de
potentiels échecs et leurs effets, tels que des
documents dupliqués, une faible quantité de documents
mis à jour ou le peu d’intérêt dans la révision de la
documentation actuelle.
La Gestión de Documentos es la
actividad que define el nivel organizacional que posee
una empresa. Este informe propone la metodología
Documented Information Discussion Groups (DIDG) que
puede ser utilizada dentro de un sistema de gestión de
documentos ya establecido con la finalidad de mejorar
la calidad en el desempeño del mantenimiento y
actualización de los documentos. Esta metodología es
igualmente útil como plan de acción para prevenir
potenciales errores o falencias y sus efectos, tales
como documentos duplicados, baja cantidad de
documentos actualizados o el poco interés en la
revisión de la actual documentación.
I wish to express my deepest gratitude to the head
of the Master’s degree in Quality (in French: Master Qualité et
Performances dans les Organisations) program Mr. Gilbert Farges,
for providing me his support, his knowledge and the opportunity to
join the University of Technology of Compiègne (UTC).
I sincerely thank to my internship tutor Mr. Eric
Jacquot for guiding and broadly show me how the Quality and HSE
direction works and letting me to develop this report.
And finally, I would like to thank to my family,
specially my mother Luz Eliana Almonacid and my closest friends,
you have all helped and encouraged me in this process.
QPO: Qualité et Performance dans
les Organisations
MIM: Mémoire d’Intelligence
Méthodologique
ISO: International Organization
for Standardization
UTC: Université de Technologie de
Compiègne (University of Technology of Compiègne)
GDP: Gross Domestic Product
EU: European Union
IATF: International Automotive
Task Force
QMS: Quality Management System
DMS: Document Management System
FMEA: Failure Mode Effect
Analysis
DIDG: Documented Information
Discussion Groups
OEE: Overall Equipment Effectiveness
INTRODUCTION
This report is based in some
of the methodologies learned as a student in the Master’s degree
in Quality, in French called Master Qualité et Performances dans
les Organisations (QPO) at the University of Technology of
Compiègne (UTC) in France.
In 2016, I decided to apply
to the Master’s degree in Quality after to getting an industrial
engineering diploma at the Andres Bello University in Chile
which gave me the skills, tools and the knowledge of applied
sciences, mathematics, engineering methods for complex system
integration and operations. As an Industrial engineer what we
usually do is to improve systematic processes in manufacturing
and production systems through the use of statistical analysis,
interpersonal communication, planning, quality control,
operations management, computer simulation and problem solving.
In that time, I was very
interested in a better understanding of Quality Management and
everything about it. Once I was accepted to UTC, I came to
France to get the professional know-how in Quality.
I strongly believe, that the
creation of Quality methodologies are the perfect tools to
create impact and to establish the sense of higher purpose for a
group of people.
Quality is also about the
continuous improvement of everything (an action, a process, a
procedure, the performance, the profitability, a simple
document, etc.) that can create value to the final product in
order to satisfy the customers, as well the users.
As the final step to finish
the Master program, I had the opportunity to apply theory to
real situations, I spent six months of internship in the Quality
Department of a carmaker supplier company.
The Document Management
internship, it was in accordance with my professional project,
it allowed me to get to know the documents related to the
business activity, the information flow and the complex task of
supporting and keeping a clean, an effective and efficient
Document Management System.
Inside an organization we can
find all kind of documentation such as the procedures,
processes, methodologies, requirements, standards, predetermined
file forms, templates, and so on. They are all useful
information, both internally and externally to guide and to
support specific
activities.
In view of the above, the
creation of a right document is considered key for the
performance success of a specific activity, but the elimination
or modification of a document is just as important, particularly
when this one is done with its life cycle.
The proposed methodology in this report is done to
identify documents that can be shortened, simplified or to be
eliminated because they are not useful or do not comply with the
International Standards anymore. The objective is the reduction of
the quantity of documents, also to make easier the document
management and to make faster the transfer of information and
knowledge.
CHAPTER I: The Automotive Industry and The
Opportunity to Improve the Document Management System
The Automotive Industry
The Global automotive market’s demand is likely to
remain stable in the economy. In the Figure 1, we can see China's
outlook remaining stable to positive, the U.S. showing some signs
of softening, and European markets continuing on a moderate growth
trend. Visibility remains low in markets such as Brazil, Russia,
and India because of likely volatility and macroeconomic
uncertainty. These markets account for less than 8% of the global
vehicle sales, while China alone represents one-third[1].
Figure 1Vehicle Sales in
millions for 2016-2019 [1].
The European Union automotive industry has become crucial for the
European economy. The sector provides jobs for 12 million people:
Manufacturing accounts for 3 million jobs, sales and maintenance
for 4.3 million, and transport for 4.8 million. Also it has an
important multiplier effect of upstream industries such as steel,
textiles, chemicals, technology, and R&D [2].
The light vehicles sales
growth exceeded 4% in the majority of the months in 2017, far
surpassing the global expectations for the EU’s GDP (1% -2%).
Figure
2 Global Real GDP Growth in %, 2013-2020 [1].
In spite of the fact that the Global and European market seem to
have a comfortable economy. Every year becomes more complicated to
keep this stability. As the cost of technology in vehicles
increases, profit from vehicles sales is likely to deteriorate
considerably. Volume growth and higher margins that can be
commanded by areas such as moving fast in order to avoid being
left out of the new automotive technology, procurement of an
excellent quality management system, digital services and mobility
will allow the organizations to enjoy healthier margins [3].
Carmakers tend to
keep strategic parts (engine, transmission and body)
manufacturing in-house therefore require suppliers for a
large number of other parts.
The relationship
between carmakers and their suppliers, previously more in
carmaker’s favour, has changed significantly over the past
decade, we can see it reflected in their current sales
(Figure 3). Suppliers that originally provided ready-made
parts have moved towards greater customization, tailoring
products to the needs of specific companies[3]. This means a
customer-centric business model.
Figure 3Global
Net sales of car part suppliers 2016 [3].
This
business model finds the most profitable opportunities of
growth. This is about understanding which is the real value
that clients are looking for, the analysis of the profiles
and to predict the customer behavior.
The
organizations are increasingly better
equipped to manage the documentation and
actions plans [4], can
be seen in the statistics from the Baromètre de
la qualité 2017 report, the use of many tools
as the technology, the digitalization, the
connection networks, intranets and variety of
software and applications are becoming increasingly
common to store information and database.
Figure 4Specific of tools to
support the Quality assurance [4].
The documentation
system has a fundamental role because it includes
principles, processes, instructions, methodologies, reports
and results of all the activities that are executed every
day.
A lot of companies are still using the classic and
bureaucratic tools, which don’t usually give to their
documentation processes the added value that it
should have. There is not much importance to the modelling
of the documental process [4], which could reduce
significantly labor time.
The
standardization of the Document Management System (DMS) is
based on the implementation of good practices which will
ensure the enormous benefits for the organizations. This
process helps the companies to achieve their targets
taking into account all the interested parts.
The ISO 15489: 2001 Management of documents, part 1 and
2 was the first one written ISO procedure of management
of documents. Taking as document definition,all the
information created and received, such as evidence or
information from an organization in the performance of
their functions.
Eventually
the Standards evolved in line with
operational modalities, new quality
methods and technology. A few years
later the ISO 30300 appears, which can
be applied to a different sectors or
different company sizes and it
supposes to line up the technical
guidelines, documental processes and
the management systems standards as
the ISO 9001 [5].
Companies
in the automotive sector use the International
Automotive Task Force (IATF) 16949 who was published in
October 2016, cancelling and replacing ISO/TS 16949:
2009 (3RD edition). The main purpose of
this standard strongly related and aligned to the ISO
9001: 2015 is the development of a Quality Management
System (QMS) that provides for continual improvement,
emphasizing defect prevention and the reduction of
variation and waste in the supply chain [6].
The verbal forms to read the IATF are similar
to the others ISO:
“shall” means a
requirement;
“should” means
an advice/recommendation;
“may” means a
permission/something tolerated;
“can” means a possibility or a capability
In the chapter 7, the requirement 7.5 Documented
Information who comes directly from the ISO 9001: 2015, the General tells
us:
“The
organization’s Quality management system shall
include:
a)Documented
information required by this International Standard;
b)Documented
information determined by the organization as being
necessary for the effectiveness of the quality
management system.
Note The
extend of documented information for a quality
management system can differ from one
organization to another due to:
-The size
of organization and its type of activities, processes,
products and services;
-The
complexity of processes and their interactions;
-The competence of persons.[7] "
Even if the Note doesn’t
specify the extend of documented information inside
the organizations, it is advisable to have a clean and
clear document system, and also important, a
controlled number of documents. That
will help people to better know all the documented
information that they should know.
It’s also relevant to mention the
requirement 7.5.3.2
who appoints about retention and disposition and it says:
“For
the control of documented Information, the organization
shall address the following activities, as
applicable:
a)Distribution,
access, retrieval and use;
b)Storage and
preservation,
including preservation of legibility;
c)Control of
changes (e.g. version control);
d)Retention and disposition.
Documented
information of external origin determined by the
organization to be necessary for the planning and
operation of the quality management system shall be
identified as appropriate, and be controlled.
Documented
information retained as evidence of conformity shall
be protected from unintended alterations.[7]"
As can be seen, according to the ISO 9001,
the retention of the documented information must be
controlled carefully, in order to prevent operational
errors.
Each
company has their own document management system, culture
and procedures to perform all their functions. Record
maintenance is not the exception. Generally to update the
documented information, the process owner has all the
responsibility for all the documents contained in his
process document system.
Something that should be an
easy task, it can become tedious and time-consuming.
Even if the process owner has the authority to
ask somebody to review certain documents, there is not
much motivation and employee’s initiative to do it.
The
root cause was found by using the principle of Failure
Mode Effect Analysis (FMEA). The principle was simplified
and adapted for this activity. The cause is taken as the
opportunity to improve the quality performance and to add
value to the review and update of the documented
information.
The FMEA was
developed by reliability engineers in the late 1950s
to study problems that might arise from malfunctions
of military systems. It involves
reviewing as many components, assemblies and
subsystems as possible to identify failures modes, and
their causes and effects [8].
In
this case the process is the records maintenance and the
identified Potential Failure Modes are written down in the
following notes:
In
the table below you can see the FMEA simplified. This was
a helpful tool to clarify the potential and significant
root cause which in turn increases the potential failure
mode.
The
risks assessment is the hardest part, because it will
always depend on the personal criteria used by the
individual analyzing risks. In this case the the Risk
Assessment matrix has been reduce in order to make it
easier and simpler to understand, the factor Detection (D)
was not taken into account and each risk has two important
factors:
Each
considered factor is measured with
the following discrete scale,
and after calculate each risk
with the FMEA simplified equation,
Finally,
the risk assessment matrix reveals that the highest score
should be R = 25 and the matrix looks like the followed
figure,
For example,
the potential failure mode “duplicated documents”, most of
the time it has a likely Probability of occurrence (4) and
in the majority of cases a very low Severity (1), which
means a final risk score of 4, then you can confirm in the
matrix that is a low risk failure. Normally you should
address the high risk failures (with a risk score between
15 to 25) as a priority.
Finally,
returning to the Potential Root Cause “not having a
motivating maintenance methodology to do the review and
update of the documented information”, this latter was
chosen as a global root cause, due the fact that it covers
all the Potential Failure Modes.
The
Potential Root Cause identified: “not having a highly
motivating maintenance methodology to do the review and
update of the documented information”, it has turned into
the opportunity to propose this particularly solution, the
implementation of Documented Information Discussion Groups
(DIDG) with the purpose of having short debates to learn
and to discuss of different kinds of subjects about the
company documented processes, procedures and information.
The employees from different areas will have the chance to
fortify their knowledge and to participate in the review
and update of different documents depending on the groups
in which they have signed up for and their professional
skills. Over the course of time, the improving of the
existing procedures and instructions should be part of the
company culture and this will raise a fast adaptation to
technological advancement.
The DIDG methodology is based in
the Teorya Resheniya Izobreatatelskikh Zadatch
(Theory of Inventive Problem Solving) better known
as the TRIZ theory, created by the Russian
engineer Genrich Altshuller in the 1980s [9]. TRIZ tells us that the evolution
of technological progress follows a number of
predictable patterns and most of the solutions do
not come from a new methodology, but they do
come from the new use of an old methodology.
TRIZ also includes forty inventive principles and
five basic principles as an innovative way of
looking at problems and solutions [10].
The five basic principles
which make you look at problems in a different
way are[11]:
The
Ideal end result: Temporarily gets people to think
“out of the box” to achieve an ideal end result.
Less
is more: It is not necessary to invest a lot of money in
a good idea. It is better to make use of existing
resources.
Encourages
breakthrough design.
Search
for fundamental contradictions
Technology
forecasting: It allows to establish the direction of
the project.
Particularly,
the proposed DIDG methodology approach has the quality
of taking a number of challenges, one of them is the
difficulty of integration and transfer of knowledge
between members of the company, DIDG methodology can
facilitate interaction, exchange and debate between the
employees from different areas and different levels of
the organization. People usually are looking to be of a
part of a team, a club or a membership. There are people
who want to keep studying and learning different
subjects, but sometimes they don’t have much time out of
work to enrich their knowledge. The DIDG methodology
will help people have better ideas, strongest opinions
and diverse perspectives to create, modify, and
contribute to the company procedures based on
argumentation, not in perception.
The
DIDG methodology includes a few consecutive
activities, nothing too complicated and difficult to
apply, the mean idea is to Keep It Short and Stupid as
the KISS principle by Kelly Johnson [12].
In
the following diagram you can see step by step the process
of DIDG methodology application for your organization.
To
evaluate the efficiency of the quality performance
improvement in the review and update of the documented
information after the implementation of DIDG
methodology, it is recommendable to use an adapted
metric tool based on the Overall Equipment Effectiveness
(OEE) principle.
The OEE is usually used to measure
the efficiency through three critical manufacturing
performance components[13],
And
its simple equation is,
While
the equation components seem not to be individually
significant, the OEE % result is going to be the
indicator that will allow you to see the continuous
improvement, in addition this will help you taking
decisions in the document management system. Now you
will see a concrete example of how to calculate OEE %,
Quality
has to be measurable, is the reason why it is necessary
to have an indicator that shows you the efficiency level
of the performance. The goal will always be the
optimization of the use of resources.
In
the last example you can see a very low efficiency work
with a 25 % OEE, normally it’s defined as an excellent
performance a % OEE between an 85% to 100%. Most of the
companies regularly work with a 75 % OEE, which is
acceptable.
For being able
to perceive performance results of the implementation of
DIDG methodology, it depends of how many discussion groups
you have, and how much
time you are ready to invest in this activity.It should
not take so long to see changes, approximately three
months or less.
In
conclusion, the key purpose is to prevent the potential
failures and their effects that may appear due to the
potential global root cause within the document
management system.
From the other perspective, it will always be a
good idea to implement methodologies that help and
contribute to the cooperation between the different
departments in the organization.
On
the economic side, it is probable that managers ask
the questions:
-Will the DIDG
methodology help to increase the business profits?
-Will the
DIDG methodology help to reduce costs?
The
answer to the first question is not, the methodology is
not made to aim this part of the business, but the
answer to the second question is YES!!, it will help to
reduce costs through the reduction of operational errors
and the prevention of potential failures and their
effects.
“Quality is certainly
not an act, it is a habit”[14].
[1]
V. Ferraris, A. P. Herbert, N. K.
Madlani, E. Seiltgens, and M. Pery,
“Global Auto
Industry 2018: At A Crossroad,”
Oct. 2017. [2]
Internal Market, Industry, Entrepreneurship
and SMEs, “Automotive industry,” https://ec.europa.eu/growth/sectors/automotive_en. [3]
K. McFarland, “The Global Carmaking
Industry: The Market,” 7XMTR03, Dec. 2017. [4]
K. Édouard, "Baromère de la qualité
2017 Tendances, Practiques et Préoccupations
autour de la Qualité en France". 2017. [5]
"NF EN ISO 30300 - Information and
Documentation - Management systems for records",
www.iso.org, 2011. [6]
"IATF 16949, Automotive Quality
Management System Standard", 2016. [7]
"NF EN ISO 9001 - Quality Management
System - Requirements". Edition Afnor, www.afnor.org,
Oct - 2015. [8]
Wikipedia, “Failure
mode and effects analysis.”
https://en.wikipedia.org/wiki/Failure_mode_and_effects_analysis [9]
G. Altshuller, L. Shulyak, and S. Rodman,
40 Principles, Triz Keys to Technical Innovation.
2002. [10]
G. Altshuller, & Shulyak, "Triz,
the Theory of Inventive Problem Solving".
1996. [11] H.
Elliot, “Introduction to TRIZ - Theory of
Inventive Problem Solving - IBM Global Business
Services.” 2007. [12]
Magdy, Walid and Jones, Gareth J.F.,
“Applying the KISS principle for the CLEFIP 2010
prior art candidate patent search task,”
2010. [13]
“OEE Calculation"
http://www.oeesystems.com/knowledge/oee-calculation/. [14]
“KAIZEN"
https://kaizeninstituteindia.wordpress.com/2013/10/08/quality-is-notan-act-it-is-a-habit/.
