I need some help and you folks are the best ones to ask....you all should be experts on this subject!

What are the typical day-to-day duties of a quality manager? Let's assume a QMS is in place. What do ya'll do? To the minutest detail (not including drinking lots of coffee:ko: )

The reason I ask is because we don't have our QMS in place yet. So the majority of my job is to get one going. The prob is that I've done all I can do and without top mgt. signing off on the procedures, we don't have anything in place. And now, having done all I can do on my own, and no one else around here doing anything that they have to do for the QMS (and they refuse my help), I have nothing to do.

So in absence of writing procedures and developing forms (which I've done), or performing internal audits, or reviewing CARs (which I can't do because we aren't using those things yet), ...what else is there? Do you attend certain types of meetings? Do you have to sign off on certain types of documents? What do you do?

The department heads (all VP's) think that it's none of my business to poke around in their business. That I don't need to know about problems that we're having on a job or with a supplier. A manager went to visit a supplier who we are having continual problems with and he was surprised when I said that I would have liked to have gone with him. He didn't understand why that should involve me at all. Maybe it shouldn't. Should it?

I feel that I am being seriously wasted as a resource. Before I start looking for a position where they can keep me busy, I think it's only fair to communicate with the CEO how other companies use their quality managers. Then if nothing changes, at least I would have tried.

So spill the beans guys and gals. What should be my duties and responsibilities??? And authorities too , if any.:confused:

I am not the Quality Manager in my company but the ISO Coordinator which helped to seperate ISO and traditional Quality. I do a lot of training on revisions/auditors. Work on C/I of the system, fill out customer surveys, go along on tours with customers of the company, look for sales leads,aid in all the elements of ISO, working on transitioning to the new standard, help teams on CA, etc.

The Quality Manager would attend the Monthly POR meetings and/or Management Review, definately be part of Supplier issues, along with Customer issues (Reduce PPM....)
They would be on the Team when doing corrective action, root cause analysis, review all PPAP submissions prior to being sent out, part of the APQP team, sign off ECRs and ensure any necessary tasks are completed prior to closing ECR...Housekeeping audits, Performance reviews, audit processes, look for improvements in the processes, discipline, sign off all quality related procedures, instructions, etc. Review control plans, FMEAs...
These come to mind for now...I'm sure you will see lot's more! :)

Thanks for the ideas. Keep them coming folks!

We don't do manufacturing. We design parts and then do some assembly of the components (which are made to our specs) and then deliver to customer. So there is nothing to review on a bulk basis. Everything is a one time custom design and build.

Our primary business is providing a specialized service.

Our headaches tend to be in the technical realm: keeping the ROVs (underwater robots) in working mechanical order (lots of parts ordering and shipping), and troubleshooting engineering problems with the ROVs and the tools we design.

We don't do FMEA, APQP, or any of the other acronym things. I suspect that "housekeeping" audits would fall under our HSE Manager's duties.

I guess they just don't need me....

I feel that I am being seriously wasted as a resource. Before I start looking for a position where they can keep me busy, I think it's only fair to communicate with the CEO how other companies use their quality managers. Then if nothing changes, at least I would have tried.

So spill the beans guys and gals. What should be my duties and responsibilities??? And authorities too , if any.:confused: [/QUOTE]

I think you were on the right track. The quality manager I took over for never dealt with suppliers at all, and I have always made that a major portion of my job. I also do a lot of training, everything from problem-solving, FMEA, ISO, QS, safety, Gaging, Internal Auditing etc. Also, you need to spend quality time on the floor looking for ways to improve processes. Now I warn you the production people will be very wary of you, but at least you can collect data, and make recommendations to the boss (always put in dollars) of improvements. These tasks will broaden your horizon, and also look good on your resume! :thedeal:

Lucinda, I now know what it bothering you! I went through it many years ago as a young foreman. All of the other foremen had trouble getting their reports in by the 11:00 deadline. I was done by 8:30! They always seemed to be scrambling and I always seemed to be bored.

Here is YOUR problem! You are just tooooooo organized! I bet what it takes others hours to do, you do in minutes! Am I right, or am I right (I always hated that line).

Anyway even if they don't need you...we do! :smokin:

Yep Dave you are right on that count. I'm not someone who sets things aside to do later. I do it now. And I do it quickly. And I do have the slogan : Of course I don't look busy.... posted in my cubicle!

I do walk around and visit with people and snoop around in the warehouse and shop trying to find something interesting. But nothing much comes of it. I did manage to get a shelf labeled for our Red-tagged items - but only because I made the sign and posted it myself.

I have tackled two big problems we were having around here : researched the issues, brainstormed solutions, talked it over with folks, developed forms and spreadsheets, wrote procedures, etc. and you know what has happened? Nil, nada, zilch. Left to waste away with the VP's who have to approve it all. Needless to say, I am less than enthusiastic about digging up another project but I'm getting to that desperate point where filling my time with a wasted effort is looking better than sitting here doing nothing.

Would I be out of line to announce to the department managers and VP's that I want (demand) to be included in their meetings? Or that any issues involving our suppliers should be brought to my attention? Should I say that I want to review the specs and the verification that our products meet those specs prior to shipping them to clients?

I feel that I could make myself more useful if they took my job seriously. If they saw my job as more than the QMS Girl who types out procedures and makes sure that everyone does their job right. Part of the problem is that I'm female- I'm sure of it. This is a macho industry (offshore) and they are a bit leery of the chick walking around in a skirt. The only other women in the office are secretarial staff. They aren't sure where I fit in.

But back to the point: what can I reasonably ask for me to do around here???

Lucinda said:

Our headaches tend to be in the technical realm: keeping the ROVs (underwater robots) in working mechanical order (lots of parts ordering and shipping), and troubleshooting engineering problems with the ROVs and the tools we design.

We don't do FMEA, APQP, or any of the other acronym things.



There are always some problems somewhere. Why are these things failing? Do a study, get the engineers to fill in a ticklist of problems they are seeing, Pareto these results, find the root cause...

Same sort of thing with the supplier problems.

I think you need to get a few runs on the board with these type of problems, and pretty soon the engineers and management, will see how valuable you are and these techniques are - then they will rope you in to training...

Just remember once you have more on your plate than you can handle that we still need you in the cove.

To the guest and anybody else with time on their hands for any reason:

MBWA:

Management by walking around.

Introduce yourself

Ask how the job is done

Ask for instruction

Ask that the "operator" take a break so you can walk in his/her shoes.

While you are doing their job assess if the instructions are correct.

Ask how they would improve the process.


A big part of a real quality proffessionals job is to root out situations, not act upon them.

As before, MHO:thedeal:

That "guest" up there was me. Still have problems sometimes with getting booted out while I'm in the midst of posting.

You guys are making some really excellent suggestions. I don't mean to be shooting them down. Just trying to shed some light on my problems here. Otherwise I would be doing exactly what you are saying - they are the same sort of classic things that I would do given the right environment. We may operate in three countries, but our office staff is very slim. No HR dept., only one purchasing person, etc. All engineers except for the secretaries. All managers or VPs. Really. No "underlings".

Oh well. I'll write some more things for the bulletin board and keep making a nuisance of myself. I was hoping there was a way to force myself into being an integral part of the company - like some things have to go through the quality "dept" (me). Maybe there isn't anything like that. Other than internal audit and CAPA, which we don't use yet.

I'm screwed. Anyone need a good used QM with lots of mileage left?

:vfunny:

AAAccckkk! There I go as an unregistered again.

It's me.

I could write pages, but it isn't practical, and there SHOULD be plenty of info on the net (you'd think - like job descriptions 'n' stuff).

Breaking the role into areas I'd pick:
- Strategic;
- System;
- Product;
- Reporting;
- Other.

The QMgr must be able to transcend the entire organisation, and function both strategically and operationally, so therefore needs to be across all major activities in the organisation. Must act as an internal consultant/change agent ensuring that all the pieces of the organisation interconnect and form the system. Responsibility for the system is shared with all staff.

Writing this reminds me of the definitions that I wrote into a quality awareness training handout about 10 years ago. I was trying to define, in simple terms, what a QMS was, but could only find definitions for 'quality system' and 'quality management'. Given those definitions:
Quality System can be defined as:
* the organisational structure (responsibilities, authorities and relationships through which an organisation performs its functions), procedures, processes and resources needed to implement Quality Management.
Quality Management can then be defined as:
* the determination of quality policy, objectives and responsibilities; and their implementation via quality planning, quality control, quality assurance and quality improvement.

I arrived at:
Quality Management System (QMS): The determination and implementation of quality policy and objectives using the organizational structure, procedures, processes and resources.

And from an improvement view point:
Total Quality Management (TQM): The management philosophy that seeks control and continual improvement in the processes, goods and services of an organization.

So if you look at my 10 y.o. definition of a QMS, and compare it to my perception of what the QMgr's role is, they are pretty closely aligned.

If you want me to plug examples into the breakdown categories I will (if it will help you).



PS: I automatically assumed the unregistered person was you Lucinda - old habits, hey!

Would I be out of line to announce to the department managers and VP's that I want (demand) to be included in their meetings? Or that any issues involving our suppliers should be brought to my attention? Should I say that I want to review the specs and the verification that our products meet those specs prior to shipping them to clients?


Lucinda, I'm rather puzzled by your statement. If you don't do the above, who does? I'm not a QM, but if anyone needs specs they come to me. If anyone has questions about specs, they call me. If anyone needs testing done to those specs, they call me. If they need part verification, they call me. Shouldn't they be doing the same with you? Heck, my boss IS the QM and he's always calling me...now you got me wondering :D

Supplier issues? C'mon? There is no reason for you not being involved! All quality related issues SHOULD be going through you.

Maybe it's time to start rattling some of those VP'S cages and let them know their holding up work you need to do...Let them know your there and your not gonna take their ****no more.




Lucinda...I feel for you... :bigwave:

Lucinda my old nemesis type girl person,

Been there, done that.

When I was working as an ESH Guru on government service contracts I spent most of my time twiddling my thumbs. The senior management (all retired Colonel's and such) didn't have time for OSHA and EPA crap, they had real issues to deal with. I gave them the basic stuff they needed, the program floundered for a couple of years and I pursued other interests with their blesssings (like getting involved in the ISO 9000 project) because I was out of their hair. Only when things happened did they come running for help and assistance. I felt guilty, but I was trapped by "the system".

What had to occur to entice them to let me get involved in daily operations was our workers compensation hitting the magic number of $3.4 million in one year w/395 reportable injuries. :eek: The sh-- hit the fan and I was then allowed to take a pro-active approach and do the job I was being paid to do. Bottom line, the following year the figure was $600K and less than 50 reportables. Still alot but a whole lot less.

My suggestion is to do all you can, and try to find a niche in the company that you can wiggle into and try to be productive there. When things break, they'll come running. Just keep busy:bigwave:

Would I be out of line to announce to the department managers and VP's that I want (demand) to be included in their meetings? Or that any issues involving our suppliers should be brought to my attention? Should I say that I want to review the specs and the verification that our products meet those specs prior to shipping them to clients?

Lucinda, Ken beat me to my response (and probably said it better than I would have). So, re-read his post and and add my comment of:

what he said.

Ken K said:
Lucinda, I'm rather puzzled by your statement. If you don't do the above, who does?

Well, this company is only 5 years old and they've never had a QM before, so whatever comes up is handled by that "department". Keep in mind that we only have two "departments" that are involved with our service and products. And these two depts share one VP and have one manager each, a handful of engineers, and a couple of secretaries. So they handle everything themselves as they always have.

That is my point. What is it that they have always done that I can say "look, in other companies the QM does this. You guys are busy enough doing the technical work. This is something that I should be doing.

Their business and distraction is what is keeping us from moving into an implemented QMS. They have no time for training or for looking at a form I've made suggested revisions to, or for even talking to me for that matter. All I ever hear is : I can't talk to you now Lucinda, I have to get two procedures for installation written for a mobilization on Tuesday; or I can't talk to you now, I have XXX to do before my meeting with Big Oil Co. tomorrow; etc.

I ask to help; I say I'll help proof the procedures; I volunteer to do whatever little things I can think of. No go. Except for the HSE Mgr. who has taken me up on my offers and we've made some headway in that area.

We aren't implementing a QMS because the company is in bad shape. We are in pretty good shape. Of course we would like to improve; but to be honest the biggest driver is that we are repeatedly asked for certfication in order to bid work.

Not trying to whine and moan and complain. Just trying to find my niche here. They've never had a quality "dept" and I've never been a QM. So we kind of look at each other across this huge divide. I should be the expert. I should be able to tell them that XXX is something I'm supposed to do and by golly I'm going to do it whether they like it or not so give it up.:mad:

Very interesting.

I too was once employed with the title Quality Manager, but did little to do with 'real' quality issues other than preparing the company for ISO9002 certification. The trouble with the company I was in was that it was just too small (15 employees) and too low tech to warrant either a full time quality manager, or sophisticated quality techniques. They employed me to get them the cert, not meddle in their business (just like you). As such I filled the spare time (lots of it) by doing CAD drawings and CNC programming, as I am actually a proper engineer as well.

Cant really offer any advice on how to change your situation, what i did was eventually get out of it to pursue a more satisfying role (still looking for it however). It would be wrong I think to inflict a new quality initiative on a company where it just wasnt warranted, just to give you something to do. But perhaps if you look hard enough you could find an area ripe for real improvement.

Have you ever heard the saying referring to carrying a big stick...


Maybe in your case it should be a 2x4.:rolleyes:




Have your co-workers ever thought about not doing everything themselves...especially quality related items...like maybe the two procedures for installation written...and they might have a little more time to do THEIR work? Or respond to requests from their fellow employee's (like yours)?

Too bad your so far away. My plate is over-full. There's the QMS I need to write for ISO17025...and the conversion from QS to TS16949...and all the samples laying in the lab...and...and...and!

M Greenaway said:

It would be wrong I think to inflict a new quality initiative on a company where it just wasnt warranted, just to give you something to do. But perhaps if you look hard enough you could find an area ripe for real improvement.

Lucinda,

Looking at all your charts and attachments that you have provided here in the Cove, indicated that you had a thriving QMS in place. OOPS. Anyway, Martin is correct in saying the above. Keep your powder dry. maybe your industry just doesn't need a full blown QMS. Nature of the beast, so to speak. In my situation, a large Customer looking at our Quality Policy Manual, before my hire, commented that it was unusual for a company not to have a Quality Manager. It was written with Engineering assuming all the traditional Quality functions. Jim, do not ask me what Quality functions are. That's another thread!:vfunny: Anyway, they got the job because they told the Customer that a search was underway for a QM. I was waiting in the wings to come here when they got around to Quality, as I know it. As I have said before, I worked with these folks in a previous life. To the Company's credit, they operated 18 months without a QM. And, they would have continued to operate that way for as long as they wanted. Nothing like having to tell a potential Customer that you do not have a Quality Department to make up their mind. Keep looking. I'd hire you in heartbeat, but I'm a one man band.
:ko: :smokin:

Lucinda,

From your posts it sounds as though you are bored "in the office"...............so..get out and see the customers and get some feedback........go and see some suppliers...do lunch and see what problems your guys may be giving them.....you could find supplier/customer issues to get your teeth into and save some money all round.

Go on a road-trip, wind the music up and go make a difference !!

Regards,

Chris May

PS

ENGLAND beat argentina and well done USA for their win.

Lucinda, a.k.a. Unregistered,

I applaud your desire to do more to help your company -- some people would be happy to sit idle and play computer games. Yours is a pretty unusual situation -- usually the reverse is true -- too much work piled upon the QM until they can't hardly breathe. Below are just a few quick ideas about possible new areas to get involved in -- some may have been said before as I did not read all the posts. All of these are things that either I or my cohorts have been involved in over the years as a direct or indirect duty of the QM position. I hope you have some luck. The good news is you should only have to prove your ability to help in one of these "new" areas you find once for the Big Dogs to get the idea that maybe you should do it more often. $$ talks, and if you can find some "low hanging fruit" in a "new" area and make/save them some $$ pretty quickly, they might see the light. And, as the others have said, I'd hire you, too. You seem to have good common sense, good knowledge of the job, the desire to work hard, and a good sense of humor. Hang in there.

 Purchasing (selection, approvals, supplier qualification, audits, creating QA provisions for your company’s PO’s, surveys, and SCAR’s)
 Tracking yields then seeking ways to reduce scrap, rework, and waste
 MRB member
 Implementing SPC, sampling plans, etc. where helpful
 Leading Design of Experiments teams for problem solving/process improvement
 Training in Q/measurement related issues/skills
 Process engineering/review/approvals
 Inspection, Test and Measurement issues (design, capability/GR&R, improvements, performing the tests, etc.)
 Contract review (customer and company RFQ’s and PO’s)
 Documentation – creation, maintenance, and control (internal and external)
 Equipment approvals
 Customer visits – proactive and reactive – to understand needs, prevent problems, solve problems, act as ambassador, help out the salespeople, etc.
 Calibrations – performing them where possible and recording/maintaining records
 Knowledge preservation and records management/backups
 Disaster planning
 Health and safety issues (MSDS training, right-to-know, OSHA reg’s. etc.)

Hi Lucinda,
It sounds, from your description, that your company doesn't fit the traditional manufacturing model. There are a world of opportunities in the service arena that you could go poke around at, and see what shakes out.

Is there one manager who seems simpatico and understands your purpose in the organization? If so, ask him/her if you can hold a brainstorming session with his/her people. Make the topic someting broad like: What keeps the customer from getting what they want" or "What barriers are there to getting to job done". From this session you will have a list of problems that can be grouped, prioritized, analyzed and solved. Not only will this keep you very busy, but word of your success will filter onto the other managers and begin to create credibility for your position.

Another thought is to talk to the Finance folks. Where are costs out of line? You can be a real hero and show a great ROI by taking on a project to reduce the cost of non-conformance. Finance people are great supporters of problem solvers.

What does a QM do all day? I think that answer is very dependent on the size and style company you work for. I spend a lot of time monitoring processes, from manufacturing outputs to customer satisfaction measures. When I find a process out of whack, I also find that the process is causing someone in the organization a lot of pain. I usually enlist those folks to help me go fight the battle. Luckily my company doesn't limit quality to manufacturing, but understands that it is important everywhere.

I also run the audit system, manage the complaint system, sit on design reviews, approve waivers and deviations, attend stop order meetings, and head up problem resolution teams. I'm involved in cost of quality meetings, business strategy meetings, and training on a variety of topics.

Best of luck!

I really appreciate the help. From reading what everyone does, there are a lot of things that other companies use their quality managers (or departments) for that I will probably not be involved in here. But knowing that you do it is valuable. Perhaps as we grow I can move into some of those areas. I'm jealous that everyone appears to have regular daily duties instead of having to make work for themselves.

After whining here, I went snooping and came up with a couple of projects. I've finished two of them already and am in various stages of completion on a couple of others and still have some that have lingered with management for months and months. Our HSE Mgr. is out on holiday for a month and I'm babysitting that area for him so that gives me a few things. Today I'm back to being bored.... maybe I should go on that roadtrip Chris suggests!

I remain on the lookout for things that I can take over so that I have a regular job. :)

Lucinda,

Regardless of the industry the bottom line is money. Organizations exist to make a profit. Chase the money.

A cost of non-quality program (call it anything but that) should keep you busy and employed. If the organization does 'lots of parts ordering and shipping', track parts costs, MTBF, MTTF, supplier performance, etc. It is hard for a CEO to say no to a request to try and find ways to reduce cost and improve efficiency.

Rick

Since this thread went cold I'd like to put a 180 degree spin in it.
Lots of good suggestions on what a Quality Manager should do, but here is my current situation.

What if your boss, who happens to be the Quality Manager / Lab Manager refuses to be responsible for the requirements of an International Standard that pertain to him?

What if he asked YOU to specify in his job description that he has the authority to delegate these responsibilities to members of the lab staff just to wash his hands of them? (yes, you were delegated to writing the manual) :mad: :mad:




See how my World Turns!

Ken K said:

Since this thread went cold I'd like to put a 180 degree spin in it.
Lots of good suggestions on what a Quality Manager should do, but here is my current situation.

What if your boss, who happens to be the Quality Manager / Lab Manager refuses to be responsible for the requirements of an International Standard that pertain to him?

What if he asked YOU to specify in his job description that he has the authority to delegate these responsibilities to members of the lab staff just to wash his hands of them? (yes, you were delegated to writing the manual) :mad: :mad:


See how my World Turns!


Personally I don't see the problem with delegating. That is a part of being a manager. However I fail to see how delegating can relieve the manager of responsibility the system.
Of course he has the authority to delegate -- but he is still responsible and has to sign off on any procedures etc you write.

James

I agree with James. Delegation is what management is all about. What is usually said in the job description (and procedure Responsibility section) is that they must "Ensure" that XXXX is done. Whether they do it, or pass it off, it is their responsibility to make sure that it does get done and they have final responsibility for it.

I was at a friends premises after work one evening helping him with a database problem and he said that he knew where I worked now, but what did I do?

I briefly explained a typical day with some QA jargon thrown in.........

He took this on-board and after a while he said, "So you basically make sure everyone is doing their job properly then !......"


"Well..................??!!


Regards,

Chris

Lucinda said:

I agree with James. Delegation is what management is all about. What is usually said in the job description (and procedure Responsibility section) is that they must "Ensure" that XXXX is done. Whether they do it, or pass it off, it is their responsibility to make sure that it does get done and they have final responsibility for it.

Delegation is usually used when you put your responsibilities on the shoulders of your underlings, while you sit back and ponder the "big picture".
When I delegate (like typing), I ask"Are you real busy?". Sometimes the response is "kind of". I then proceed to do it myself. Fortunately, I delegate so little and my requests are usually satisfied.
What looks like heavy delegation is from someone onward and upward the Corporate scale. They can now get into other people's business:vfunny: :ko: :smokin:

I have absolutely no problem with my boss delegating, up to a point. But there should be a limit. To delegate just to wiggle out of the responsibility is wrong.



What looks like heavy delegation is from someone onward and upward the Corporate scale.

Good one energy. The only direction my boss is going is down. He'll hang his own butt eventually.:D :D

The responsibility stays! Ultimate responsibility for the task still lies with the delegator. For example: I may be responsible, as assigned by my boss, to do 3 reports for a management meeting on Tuesday. I may delegate 1 report to my assistant, giving him/her the responsibility (from me) and authority to get it done. However, I am still ultimately responsible for all 3 of the reports to get done. The assignment is mine, and my boss should bust my butt if it does not get done. Of course, I will then bust the butt of my assistant if he/she was derelict in his/her duties in not getting the report done. JMHO.

The Director of Quality (read Quality Manager) loves to delegate responsibility, without the authority to carry it out. Example, for the last six months it has been my responsibility to maintain the procedures etc. on the server. Of course I had read only access until this past Monday.

His other delegation trick is to come up with a "goal", which requires efforts by persons outside of the Quality department, assign it to a Quality Engineer for completion, and wash his hands of it. Then, when the QE can't complete the task because the people he has to interface with have there own problems and can't/won't allot the time necessary without direction from their own Director, it becomes the QE's fault. This is known as the "I'm working diligently on this but I get no support from my own people."

Enough ranting. It's a rainy day here and I have a meeting with the Corporate VP of Quality concerning the ISO implementation program which has be stalled for months. I have to decide how much shading of the truth I have to do.:confused:

KenS said:

His other delegation trick is to come up with a "goal", which requires efforts by persons outside of the Quality department, assign it to a Quality Engineer for completion, and wash his hands of it. Then, when the QE can't complete the task because the people he has to interface with have there own problems and can't/won't allot the time necessary without direction from their own Director, it becomes the QE's fault. This is known as the "I'm working diligently on this but I get no support from my own people."



Yessiree! There is a very thin line between "delegating" and "passing the buck". The distinction between the two is most evident in the eyes of the delegator and the delegatee!:p
:ko: :smokin:

Understand your dilemma, Ken. Been there. Giving someone responsibility without the necessary authority or backing is a recipe for certain failure and is a dumb management practice. Good luck.

very thin line between "delegating" and "passing the buck".

I agree with that, but I think the difference is in how close you are to the person who signs the paychecks!

A spin on an old saying: Those who can't, delegate. Those you can, get the buck passed to them!!!!

very thin line between "delegating" and "passing the buck".

I agree with that, but I think the difference is in how close you are to the person who signs the paychecks!

A spin on an old saying: Those who can't, delegate. Those you can, get the buck passed to them!!!!

It is similar to the "Busy Person Principle" which states that if you want something done, give it to a busy person.

Jim Wade said:

Hi Chris

Isn't 'basically making sure everyone is doing their job properly" part of what a person's manager does?

rgds Jim

Jim,

I think what the statement implies is that the QM is responsible for everybody doing their job right. No just his/her charges. If what you say were true, the QM's job would be much easier and would allow them to look at improving the system, rather than correcting it. JMHO;) :ko: :smokin:

Jim Wade said:
Hi energy

The most successful QMs I know focus mainly on making sure managers do their jobs properly - thereby getting a lot closer to the cause (rather than the symptom) of why the organization's people act improperly.

As we all keep saying: quality is everyone's job.

rgds Jim

Therein lays the rub. Convincing other Managers that they are part of the QMS. Whatever that means to them. Some just aren't interested and demonstrate it enough for it to flow down, if I may use that term that I don't like, to their people. Having been a "Q Manager" since 1986, that has always been the hardest part of the job. It will not go away. Ever. Maybe it is my approach, but I'm really fair about it and there is a lot of one on one. You can lead a horse to water..........
Off to a family celebration. Later, y'all.
:ko: :smokin:

Jim Wade said:

x----- It's a tough sales job that the QM has to shoulder - and many QMs don't have sales skills. My advice FWIW to the aspiring QM - or even to existing seasoned QMs - is to take a good basic sales course. ------x

rgds Jim

Yeah, we certainly need marketing skills. I've also been making the point that our roles in many ways are that of a missionary. After all, look at all the preaching we do.

/Claes

Jim Wade said:

My advice FWIW to the aspiring QM - or even to existing seasoned QMs - is to take a good basic sales course. Makes so much more sense than getting qualified as a lead auditor ;)

rgds Jim

Jim,

I would find slight of hand, diversionary tactics and misleading statements difficult to fit into my presentations.

After all, it is Salesmen that create product realization nightmares for the rest of us as they promise stuff we can't deliver without putting us in the RED

You know, anything for a Sale?:biglaugh: :ko: :smokin:

hi Lucinda - i m facing the same problem that you got back in year 2001.
Hope that you are doing good and overcome that problem.
To get myself introduced - i was hired as manager quality assurance in the company 9 months ago. they also hired another manager QA for different entity. my title is Manager QA (for processes)
I have to define and develop my job descriptions and roles myself. the quality department was established new and we(two manager quality assurance) were hired to setup Quality
We do get the resistance. the vendor is also least pushed about delivering a quality product. It is more related to services and we donot have the product as single item, but set of products integrated as one site providing cellular phone services.
i am really frustrated to play my role. i had experience of working in vendors nokia & alcatel but now in operator the situation is very confused. i am establishing procedures - but limited to my own department. involvement in other departments are restricted by their VPs as they have no time to get into documentation etc,
Can you give me the advise how to manage the day - day activity and prove more useful for the company and also show the top management about the efforts. i read the suggestion of implementing ISO9001 or any niche area . Did that help.?
looking forward,
Adnan

I need some help and you folks are the best ones to ask....you all should be experts on this subject!

What are the typical day-to-day duties of a quality manager? Let's assume a QMS is in place. What do ya'll do? To the minutest detail (not including drinking lots of coffee:ko: )

The reason I ask is because we don't have our QMS in place yet. So the majority of my job is to get one going. The prob is that I've done all I can do and without top mgt. signing off on the procedures, we don't have anything in place. And now, having done all I can do on my own, and no one else around here doing anything that they have to do for the QMS (and they refuse my help), I have nothing to do.

So in absence of writing procedures and developing forms (which I've done), or performing internal audits, or reviewing CARs (which I can't do because we aren't using those things yet), ...what else is there? Do you attend certain types of meetings? Do you have to sign off on certain types of documents? What do you do?

The department heads (all VP's) think that it's none of my business to poke around in their business. That I don't need to know about problems that we're having on a job or with a supplier. A manager went to visit a supplier who we are having continual problems with and he was surprised when I said that I would have liked to have gone with him. He didn't understand why that should involve me at all. Maybe it shouldn't. Should it?

I feel that I am being seriously wasted as a resource. Before I start looking for a position where they can keep me busy, I think it's only fair to communicate with the CEO how other companies use their quality managers. Then if nothing changes, at least I would have tried.

So spill the beans guys and gals. What should be my duties and responsibilities??? And authorities too , if any.:confused:
Dear,

As a first step quality manager should have the statistics of rejection, reworks, customer complaints, specific repeated quality issues from various suppliers, supplier quality performance of strategic suppliers and the costs associated with the above. Develop mechanism by which you capture these factors, review thier accuracy by putting more questions on the data and esnure that you have 95% accurate data on the above. Set up a system of data collection in respective work centres by the process owners. Develop system by whihc these datas are reviewed and fed to you periodically.

Now this should be presented by you to the management on a monthly basis and get support of respective teams to show improvement. Identify specific projects such as 1.improve the performance of vendor b from 70% to 85%,
2.Improve the first time right of production process a from 85% to 95%
3. reduce customer complaints from ---- to ------

I feel that if you feed the management with the above data and detail the losses incurred as a result of poor quality the management will understand better and they may offer a team support for further improvements.

Try you luck with this

Thanks and regards

Nandhini

Interesting to see this thread revived (begun even before I joined the Cove.)

Essentially, I've always seen the situation of being a Quality Manager as one of being the "Gray Eminence" who gets things accomplished by interacting with bosses, employees, customers, suppliers and regulators as a combination teacher/motivator/cheerleader/scorekeeper.

If the Quality Manager ends up like the Little Red Hen, doing everything by himself, then he's simply ignored (or been denied) the "management" aspect of the job. If he's not allowed to manage, then he either misunderstood the terms of employment or the bosses did - in either case, probably something overlooked during Contract Review.

It was a blast from the past to see some of the names of the "first ones" pop up - the first ones who signed on to the Cove when it was a rinky dink BBS (even then, though, it was much better and different than any other BBS focusing on Quality.)

Jim Wade, when he wasn't pulling tricks and baiting other members, could always be counted on to contribute something worthwhile in relating quality situations to a business case - that is, concentrate on running the business like a business. Alas, Jim's baiting got out of hand and he and the Cove parted ways, so the only way he appears for today's readers is in quotes contained within the old posts. Obviously, folks did not quote his junk, so what remains are usually pearls.

If this thread had run this year, Demingites among us might have put some more emphasis on the fledgling Quality Manager trying to convince the top bosses to implement or deploy Deming's theory which he called the System of Profound Knowledge (SoPK.)

Through the years, many Quality newbies and veterans alike have come to the Cove, voicing the complaint that top management (and therefore the rank and file) don't take them seriously, regardless whether their job title says "manager" or "technician."

Hundreds of solutions are offered, many of them workable by some folks in some situations, but ultimately, there is never a one-size-fits-all solution.

To prevail and master the situation in any given organization, the would-be quality manager must have confidence he does have the basics of Quality down pat. More importantly, though, he needs to learn and use skill in helping all other persons in the organization learn as much about Quality as necessary to perform their own functions well and advance the overall efficiency and effectiveness of the organization. This does NOT mean everyone must become an ISO or 6S maven, merely that each must know enough to perform his own function according to the overall QMS.

Probably, the most crucial factor is the Quality Manager does not "teach," he helps folks "learn." The nuance may be subtle, but essentially, "helping to learn" focuses on whether the folks absorb and retain the information.

Too often we read some post where a hapless QM complains, "I teach them everything about ISO, but they aren't smart enough to remember it over the weekend."

To many of us, that points more toward an inadequate instructor or course material, not toward a lazy or stupid student.

Thanks, Wes,

I now find myself in the position that it's time to move on. I was brought in to implement a QMS and ensure it was adding value to the organization I've done that and more and thier customers rave about how well the product is.

I am know seeing that I'm being put in a box and only being brought out when needed to address problems. The company I work for is great but I have outgrown their need and I think their questioning if they still need/afford someone of my caliber.

Best regards,
al40

Jodi,
It would seem your company was told by someone to have a "quality system" but does not understand the benefits of full implementation.

Short of management embracing the system you have developed, why not take the time you have and gather data on internal and external failures (i.e., cost of poor quality). Once you Pareto the top offenders and identify the associated costs, present that to management along with the elements of your quality system that could reduce these occurances.

Once you have quantified the costs of not having an effective quality system in place, I bet you will have managements attention and support.

Typically, a quality manager monitors the effectiveness of the quality system with metrics such as described above. As opportunities for improvements present themselves, the manager will gather the appropriate resources to make these upgrades. Plan, Do, Check, Act.

Wow, really interesting to see this one float back up! I enjoyed reading the old posts, what a trip down memory lane... Indeed Wes, it was the "good old days"! :cool:

As an epilogue: The company was bought by a larger, publicly traded company who swore up and down that they would not seek ISO 9001 certification and therefore did not need a quality manager. I left there about 2 months after I started this thread.

Funny thing is that they were forced (by their customers) to get ISO 9001 certication about a year or two later, and they used the quality manual and procedures that I'd written! It was a hoot to visit their website and follow the link to the quality manual and there it was. MY manual.

For anyone experiencing the same pangs that I did, the advice given in this thread never ages. It is solid gold.

I feel that I could make myself more useful if they took my job seriously. If they saw my job as more than the QMS Girl who types out procedures and makes sure that everyone does their job right. Part of the problem is that I'm female- I'm sure of it. This is a macho industry (offshore) and they are a bit leery of the chick walking around in a skirt. The only other women in the office are secretarial staff. They aren't sure where I fit in.




I am having the same problem, and i am very much a male.


It seems that they just want us to sit in our offices and surf the cove...


oh well...what are you gonna do?

This is a macho industry (offshore) and they are a bit leery of the chick walking around in a skirt. The only other women in the office are secretarial staff. They aren't sure where I fit in.


I am having the same problem, and i am very much a male.

Maybe the skirt is putting people off? :tg:

Maybe the skirt is putting people off? :tg:


Touché sir.