A
Acchi Larka
Friends,
Our registrar has informed me that if the Company has not brought resolution to the facilities wide part number identification problem by next surveillance audit that a major finding will be written. Summary of problem:
The Company operates using the old incentive pay system. Relevance?
Industrial Engineering lays out assembly lines based on labor efficiency and establishing incentive rates - parts placed in planned proximity to a specific workstation. Then they back away.
Restocking the assembly line: Material Handlers are responsible to restock to the locations established by Industrial Engineering.
Operators are responsible when consuming the parts to respect their location on the shelves and place things back where they got them.
Department Supervisors are responsible to ensure the integrity of their department is maintained by enforcing operator compliance to the line set up design.
Reality: Supervisors are not involved with this issue. Operators working under piecework rate move parts around to make assembly more expedient and few put things back where they got them. Operators change aspects of the layout Industrial Engineering established to make assembly more expedient.
Material Handlers try to place restocked items where they were established, but the locations move around and or accessibility to the restock site is often limited during production due to the size and quantities of the products being assembled, Or the part location on the shelving has been crossed out with black marker so something else can fill the space by some unknown "helper".
Internal auditors write findings every audit on this issue. Registrar's auditors acknowledge that internal auditors do this and have had enough.
I am expected to fix this. I have no resources and no management authority. When I bring attention to top management with photographic evidence to support my position, I'm told not to do this because it makes others in the management meeting feel bad....e.g., the Operations Manager.
I know for certain that the Major finding will be written if nothing changes, and I know that as a result I'll likely be shown the door. Process control for this issue is actually chaos. I don't know how to approach this problem. Any suggestions?
Our registrar has informed me that if the Company has not brought resolution to the facilities wide part number identification problem by next surveillance audit that a major finding will be written. Summary of problem:
The Company operates using the old incentive pay system. Relevance?
Industrial Engineering lays out assembly lines based on labor efficiency and establishing incentive rates - parts placed in planned proximity to a specific workstation. Then they back away.
Restocking the assembly line: Material Handlers are responsible to restock to the locations established by Industrial Engineering.
Operators are responsible when consuming the parts to respect their location on the shelves and place things back where they got them.
Department Supervisors are responsible to ensure the integrity of their department is maintained by enforcing operator compliance to the line set up design.
Reality: Supervisors are not involved with this issue. Operators working under piecework rate move parts around to make assembly more expedient and few put things back where they got them. Operators change aspects of the layout Industrial Engineering established to make assembly more expedient.
Material Handlers try to place restocked items where they were established, but the locations move around and or accessibility to the restock site is often limited during production due to the size and quantities of the products being assembled, Or the part location on the shelving has been crossed out with black marker so something else can fill the space by some unknown "helper".
Internal auditors write findings every audit on this issue. Registrar's auditors acknowledge that internal auditors do this and have had enough.
I am expected to fix this. I have no resources and no management authority. When I bring attention to top management with photographic evidence to support my position, I'm told not to do this because it makes others in the management meeting feel bad....e.g., the Operations Manager.
I know for certain that the Major finding will be written if nothing changes, and I know that as a result I'll likely be shown the door. Process control for this issue is actually chaos. I don't know how to approach this problem. Any suggestions?
