Internal audit for lamination (Marek)

Conclusion – summary of audit findings, basis for corrective measures:

1. The management of individual lamination workplaces needs to be improved. Leaders

must have more space for delegating tasks and solving workplace and people problems.
This can only be achieved by reducing the time spent on meetings, paperwork and PC
work.
2. It is necessary to immediately start the preparation of new employees for lamination
training. The workstation cannot be supplemented because there are no new trained
personnel.
3. Quality control must be in closer contact with individual workstations – walking through
the workplace during work, observing and advising individuals on how to do things
better, not just take over parts and units and record errors. A leader with a technical
education is needed, able to solve defects, where they arose, what they affect and
together with technologs and Kábrts to implement the remedy.
4. The status of the documentation is not resolved, in some workplaces there is nothing at
all, in others the status is bad. New workers often don’t even know where TPs are and
work solely on memory of what someone showed them.
5. It is necessary to urgently address ongoing repairs to molds. For small part molds, this
may involve producing new base plates with nuts, repairing broken edges, or
manufacturing new molds
6. It is necessary to really establish the heads of individual workplaces. There are many
individuals reporting only to the lamination manager. Group these individuals into
functional units with a Workstation leader, who has corresponding rights and
responsibilities. (This will reduce the burden of the lamination manager.)
7. To increase the accountability of all workers for the accurate and precise execution of
their work. We manufacture aircrafts and every detail is crucial. At least 1 to 2 times per
year, all workers should be informed of defects and the costs of their removal,
presented in an understandable format rather than graphs.
8. It is necessary for QM to carry out these internal audits of all workplaces, to demand
corrective measures and to evaluate their implementation. He must address all defects
interwoven (that cross) between lamination, finishing, assembly and airport.

Notes (meeting 24/4):

- Quality of lamination is horrible, they don’t use any procedures, we need to restart the
QUALITY PROCESS
o More training, more quality control (our control is not as showed on the video)
o QC on the floor and not just sitting in the office
o Not have frozen documentation – many workplaces no documents (ie interior)
o People without training destroy molds and jigs and then the quality goes down (they go
without training to the molds)
o Chiefs for each part (team leaders)
o Immediately action – need meeting with all workers – they all MUST work based on
technology steps! Biggest problem is new workers without training

ACTIONS
1. Training of the new chief of lamination
2. Team leader
3. Repair of the molds and jigs

o Idea of team leader to work with the people and just give them orders (distributes the
people) -> boss of the lamination is ordering team leaders what they will do when ->
ACTION who are team leaders??? DO they even know that they are team leaders??
Problem Lamination fuselage, interior
o Leaders must understand that it is cooperation with workers, because he has
o ACTION -> to check if there exists correct documentation and re-train all of the actual
workers