I'm aware that construction on the turnpike is causing delays. Logistics can tune into 1610 AM radio and hear the updates, and plan a re-route. If it can keep from setting production behind for a day, why not plan to go around the turnpike bottleneck instead of just sitting in traffic?
Your boss's approach reminds me of Pee Wee baseball league when my son was young. The little kids would be positioned out there on the field; the coach would hit a ball out there and they'd all run after it and pig-pile on the ball. The coach would hit another ball and the entire group would run after that ball: a clot of little arms and legs - and they'd pile on it again. One kid would meanwhile be crouched out there somewhere, picking and eating wild strawberries - completely oblivious to the Keystone Kops routine happening elsewhere.
The Post Attachments List has some attachments dealing with Cost of Quality
, including calculators. The ones I put in were pretty complex but not all the fields need to be populated for the calculations to occur. They can help you calculate ROI for resolving issues. You can make histograms and ask your boss which ones he'd like you to pursue.
Once you line up these issues it may help, in the same way as making a budget, to understand where the issues are. What would it look like if they were added up - is a "death by 1,000 cuts" set of operator (can''t fix stupid) problems going on? Maybe these nuisance issues are actually more than a nuisance.
Then there are the basic facts that issues like recalls naturally have urgent priority, and that others could help solve select problems. Where is the production supervisor? If Boss Man wants the operator to more completely fill out the paperwork, maybe the supervisor can deal with that... unless the paperwork itself is a nightmarish affair and it's really important. Is it? Such a question doesn't fit neatly on the quality cost calculator except to consider the consequences of this-or-that not getting done in your regulated environment.