In Reply to Parent Post by 1Noob
My Boss the Quality VP/Manager left and now this guy with no experience took over. He is running around like a chicken with its head cut off... Also there is Audit plan that we must submit by May 11 2012... I don't think he even knows about it...
I was wonder what type of education/training would you need to help him?
I see several warning flags here.
- why did the previous guy leave?
- how do you know this new person has no experience?
- If he has no experience or education, how did he get hired? (nepotism?)
- making ANY assumption about what a guy knows or doesn't know is really walking on thin ice in spring melt time - marshal your facts before offering a solution - this apparent "running around" may very well be an attempt by HIM to marshal all his facts about the organization's operation before 5/11/2012
As far as training - any recommendation we make is worthless unless and until we know what he DOES know and what the operations at your organization require. In an earlier post, you wrote about having to deal with a contract manufacturer AFTER noting a number of N/C - that's straight-forward stuff and most executives could handle that with only a quick review, regardless if they had extensive training and knowledge of the tools of quality.
In general, the comments of earlier posters are pertinent. Roxane (RCBeyette) is very diplomatic in her approach - you should ALSO be diplomatic in yours. Don't challenge, just gather data until you are confident you have a good idea of the Big Picture, then you can offer to help or even just ask whether the guy is aware of the Cove, where a motivated person can pick up the equivalent of attending a brick & mortar school of quality at the click of a link.
My guess is the guy is not
ignorant about the quality profession, but he may be struggling to catch up if the previous office holder left things in disarray.
(If he is truly ignorant about the quality profession, this implies either:
- your entire top level management is misguided about running an efficient operation,
- you are misguided about the extent of quality expertise needed by a person in the management chair when all the staff is VERY competent in their assigned tasks.)