tony wardle
Registered Visitor
From September last year, I initiated a weekly review meeting. I chair the meeting and all managers are present. (I admit that the Directors attendance is poor) Currently we discuss all the issues as required by the Standard ie - field failures, key quality indicators like scrap and rework, CARs and their effectiveness, audit results etc. and then add some key budget indicators.
My problem is that I seem to be the only one driving this and getting others to get more involved or to get along is impossible. Part of the problem is that top management often dont get involved or offer excuses for poor quality and never drive to the next step of suggesting correction actions or supporting action plans for improvement.
The other issue I have is that there a solid divide between sales and production. Its almost as if the two groups are from two different companies!
I am sure that I am not alone on this one - can anyone share a "turnaround strategy" to get some action out of the management "team"?
My problem is that I seem to be the only one driving this and getting others to get more involved or to get along is impossible. Part of the problem is that top management often dont get involved or offer excuses for poor quality and never drive to the next step of suggesting correction actions or supporting action plans for improvement.
The other issue I have is that there a solid divide between sales and production. Its almost as if the two groups are from two different companies!
I am sure that I am not alone on this one - can anyone share a "turnaround strategy" to get some action out of the management "team"?