Feeling Really Frustrated - Sole quality person - Wood Products

[holly21]

I am the sole quality person at a manufacturing facility that produces product from wood. Our customer is the RV industry.

First of all, I've been here 3 months and I have no previous qualilty experience. My job is to set up the quality systems and procedures for the company. The six sigma black belt who held this job before me was let go for failure to perform. The accepted attitude around here is that since our raw material is an organic and inherently imperfect product, that it's okay to let marginal quality product go to the customer. Then we get rejects back from the customer and I'm being asked how it got out the door.

I've been specifically told that my job is not to be an on-the-floor inspector, but to train the people on the floor to recognize quality product. I've been discouraged from defining our quality standard based on number and size of defect per product. Our products are laminated plywood panels. We have "trimmers" on the machine that use box knives to slit the continuous web of film to fit the individual pieces of plywood as it travels by them. They have approximately 4 seconds to trim and inspect the panel to decide if it's passable or not. That's the extent of the inspection. It's subjective and varies from one person to the next. We do have a person who has the authority to stop a line if too much poor quality product is produced, however we have four lines and she ends up filling in for people when they are absent, so she's not really in a position to be sure that each of our four laminators are accepting to consistent standards. I've suggested that she become a full-time person and that's also been discouraged.

I talked to my supervisor (VP of Manufacturing) this morning about this and his reply was that I was in a "tough spot."

Anyway... I realize I'm venting here... I'm just wondering if anyone else runs into these kinds of walls and how you handle it.

[Cari Spears]

Originally Posted by holly21

The six sigma black belt who held this job before me was let go for failure to perform. The accepted attitude around here is that since our raw material is an organic and inherently imperfect product, that it's okay to let marginal quality product go to the customer. Then we get rejects back from the customer and I'm being asked how it got out the door.

I've been discouraged from defining our quality standard based on number and size of defect per product.

We do have a person who has the authority to stop a line if too much poor quality product is produced...I've suggested that she become a full-time person and that's also been discouraged.

I talked to my supervisor (VP of Manufacturing) this morning about this and his reply was that I was in a "tough spot."

I'd start looking for a new job. Nothing in your post suggests there is any hope of any person succeeding in that position. Believe me - I'm not trying to be funny or trite - and there is no doubt another personality may be able to get somewhere with your managers - but I wouldn't want to try. I am too old and have fought enough good fights - I don't want to work for anyone who does not give me all the resources (which includes management support) I need to accomplish the task they have given me.

Don't let me discourage you, though - if you have the energy to take this on, go for it.

[Jim Wynne]

I agree with Cari. There are times and situations when you will be continually beating your head against the wall and wind up with nothing to show for it other than a battered cranium. The best time to look for a job is when you already have one, so you should consider getting the heck out. They can do a fine job of self-destructing without you.

[Craig H.]

Hi, Holly.

Is there any way to quantify how much each part costs? And, do you have an idea what it costs to get parts back from the customer (shipping, are any of the customer costs charged back, etc.)?

If these exact numbers are not available, come up with a good estimate. If someone argues with that estimate, make them come up with a better one.

If you can find out how many returns there are per day, week, or month, multiply that by the per unit costs above. Now, you have the 2 x 4 board with which you can knock some sense into people.

Speak in dollars, and emphasize the fact that the "Unknown and unknowable" (Deming) costs ARE NOT included, and they can be much, much greater than what you can quantify.

I agree that it sounds desperate, but with the right approach you might succeed. As Cari suggests, though, if too many people are too entrenched there, it may be time to bolt. That's for you to decide.

Hope this helps.

[Hugo K]

If the management and the production suporvisor do not support the quality thought, the job is hopeless. I would advice to get them on one line first by giving $-data on how quality can improve the company's profit.

[Cari Spears]

Originally Posted by Craig H.

Is there any way to quantify how much each part costs? And, do you have an idea what it costs to get parts back from the customer (shipping, are any of the customer costs charged back, etc.)?

If you can find out how many returns there are per day, week, or month, multiply that by the per unit costs above. Now, you have the 2 x 4 board with which you can knock some sense into people.

Speak in dollars, and emphasize the fact that the "Unknown and unknowable" (Deming) costs ARE NOT included, and they can be much, much greater than what you can quantify.

Or the 2 x 4 laminated plywood panel - teehee.

Money is usually the best attention grabber - though, I would have assumed the six sigma black belt who was fired might have thought of doing that already.

Holly - did you know that guy? When you say you've been "here" for 3 months - did you mean with the company - or were you promoted from within?

[WALLACE]

holly21,
Do you have access to your predecessors notes, agendas, collected data: well everything he/she did? If you do, you may be able to retrieve a reasonable benchmark from where to proceed.

Since you have been discouraged from an aspect of quality control, there's no way you can define issues related to certain parts of your perceived quality system.
I would suggest you start with identifying gaps in and throughout the manufacturing processes that make up your system. It does seem quite a daunting task yet, not impossible. You must be assured management support.
A note of importance, a Six sigma black belt is a well trained individual and, I would doubt if he/she was let go due to performance ratings. I perceive the culture of your company may be a contributing factor to your predecessors departure.
Wallace.

[Jim Wynne]

Originally Posted by WALLACE

A note of importance, a Six sigma black belt is a well trained individual and, I would doubt if he/she was let go due to performance ratings. I perceive the culture of your company may be a contributing factor to your predecessors departure.
Wallace.

The belt is not a reliable indicator of extent of training, depth of knowledge or one's ability to get along with people. It's possible that the individual was let go for good reason(s). It's also possible the he/she was axed because of too much competence.