Establish a New Quality System based on Lean - Starting A Late Career in Quality

[asutherland]

Not sure if this is in the catatory of TGR or should generate a new topic.

Statement: I am getting ready to accept a position in quality.

Environment: Quality systems do not exits.
(what the he11 does that mean). It means that this is a multi-$MM corporation that does not have a SQA program, or an internal quality data collection system, and a poor end of product inspection program. No Control Plan, Manufacturing Standards, QCPC documents exist.

My background: I have been doing lean for 18 yrs., am familiar with the basic 7 tools of quality, the 7 advanced tools (only used some), PDCA system experience, TOPS certification, numerious CPI tool, numerous problem solving certifications as well as the semi-popular "Problem solving approach by "Hositoni" and some MINI-tab (basic charts, MSA's, DOE's.

Argument: Why am I considering a late career in quality? (The company has a need, I have a desire.

Question>>>>> In regards to another thread or in this as TGR . . . Getting down to bare basic's . . where should I begin.

In my mind, as limited as it is . . I am thinking . . . lets start with process control. . . lets define the process (even if engineering doesnt have time to do this) and develop a Q.C. Process Chart. Then, by the control characteristics, develop the monitoring system. . . . (why this instead of a control plan first . . .because in my mind, the control plan has no real or immediate value verses going directly to QCPC from the PC.

Yes this opens up to a lot of speculatios and questions of why am I considering this, but I would like to avoid these types of questions and focus on " what to start first" by using examples of TGR.

(Bottom line . . . I am being asked to use lean as a process for establishment of a new quality system that supports the mentality of "build um fast first, we can always fix um later").

as

[Marc]

Originally Posted by asutherland

Question>>>>> In regards to another thread or in this as TGR . . . Getting down to bare basic's . . where should I begin.

Do you have any type of evaluation, such as a gap analysis, of what currently does exist? There almost HAS to be some existing quality system elements.

You can't make a plan (which includes 'where to start') unless you know the situation in so far as what exists, including what does and doesn't work.

[Wes Bucey]

from a practical standpoint:
Do you have a high ranking champion who will support the processes or changes you suggest if you can make a good case for implementation?

Just for laughs, take the time to read through my thread
Wes Bucey offers service as Strategy Advisor - Seeking Case Studies for Book
especially where I lay out "musts and should haves"

Here are some "should have" criteria for the target organizations:

• I deal with chief executive and/or Board of Directors directly and interact with any or all staff as necessary
• organization should be in self-perceived "crisis" due to pressure from time, regulators, or customers
• I don't do work by myself, but will "mentor and advise" existing staff to do it so they can continue when I am gone (for example, I don't "perform" Gap Analysis by myself, but will help personnel learn how to do it themselves, keyed to the organization's circumstances, and will review and suggest modifications as required)
• There is no minimum term for the assignment - some issues could be resolved in as little as one or two days, but still be important to the organization and pertinent for my book.
• the maximum term might be as long as a year, but would involve my full time presence for only a fraction of the time to help personnel learn to do a task, returning from time to time for evaluation and suggestions for improvement
• organization may be any size, from small business to transnational giant.

Some of the perceived "crisis" situations might be, but are not limited to:

• seeking registration to a Standard due to outside pressure
• "re-engineering" an organization which needs major Kaizen events to become competitive in its market
• "assimilating" a recent takeover of an organization with a different culture
• "fairness opinions" when selling an organization or creating an Employee Stock Ownership Plan (ESOP) or Initial Public Offering (IPO)
• Complying with Sarbannes-Oxley Act for public corporations
• new product introduction (production and marketing)
• achieving government certification in a regulated industry
• negotiating with aggressive customers
• negotiating with banks, financiers, equity investors
• adopting and assimilating new technologies (such as Electronic Document Management or Customer Relationship Management)

My criteria as an adviser rather than employee will be different than yours, but you should at least have a handle on what they currently perceive as their problem and compare that to what problems you uncover as you familiarize yourself with the operation. Sometimes you will be stunned to discover they knew what they needed. Most times, they will have a bunch of blind spots due to taboos and just plain ignorance of best practices.

The key to a successful change management is to help the bosses and the troops become dissatisfied with the status quo and show them benefits to change.

The sticky point will be that most of the troops will interpret "Lean" as "Reduction in Force." Worse they will interpret a RIF as meaning more work with no benefit for the survivors of a RIF. You have to demonstrate how life will be better for the survivors, or the only survivors may be ones you don't want because the good folks will hit the highway BEFORE they can be RIFFED.

We'll be interested in how it goes. Don't hesitate to ask specific questions as you go. Why try to reinvent the wheel if you can come to the Cove and borrow one?

[asutherland]

1. High Ranking Champion
2. Gap analysis
3. Wes Advisor.com
4. other

1. High Ranking Champion. I will be working directly for the Corporate Director of Quality. I would say yes . . . a good champion.

2. Gap analysis . . . . it really upsets me when my nose gets in front of my face. I hate when I cant see past it. (What do we say we are supposed to be doing VS. What are really doing). Excellent . . Thank you.

3. Wes . . . I always enjoy reading your stuff. Your very down to earth with out having to analyze a spot on a nats hair on wart on a toe. Do I always agree . . . no, but I always consider.

4. Other . . I was going to add comments about environment... ie. volume first,fix it later . . bla, bla , bla, however in light of your incite, I agree.
Find out what you should be doing first before fixing the rest of the world in your own image.

[Wes Bucey]

Originally Posted by asutherland

1. High Ranking Champion
2. Gap analysis
3. Wes Advisor.com
4. other

1. High Ranking Champion. I will be working directly for the Corporate Director of Quality. I would say yes . . . a good champion.

2. Gap analysis . . . . it really upsets me when my nose gets in front of my face. I hate when I cant see past it. (What do we say we are supposed to be doing VS. What are really doing). Excellent . . Thank you.

3. Wes . . . I always enjoy reading your stuff. Your very down to earth with out having to analyze a spot on a nats hair on wart on a toe. Do I always agree . . . no, but I always consider.

4. Other . . I was going to add comments about environment... ie. volume first,fix it later . . bla, bla , bla, however in light of your incite, I agree.
Find out what you should be doing first before fixing the rest of the world in your own image.

Actually the two highlighted words make almost more sense the way you wrote and spelled them than the "accepted" spelling versions.

Compare "nats" [Washington Nationals? a team with no "hair!!"] with gnats
Compare "incite" with insight (I hope I incite you all to some insight )

Thanks for the vote of confidence. Good luck in the new assignment!

[Coury Ferguson]

Originally Posted by asutherland

Not sure if this is in the catatory of TGR or should generate a new topic.

Statement: I am getting ready to accept a position in quality.

Environment: Quality systems do not exits.
(what the he11 does that mean). It means that this is a multi-$MM corporation that does not have a SQA program, or an internal quality data collection system, and a poor end of product inspection program. No Control Plan, Manufacturing Standards, QCPC documents exist.

I guess maybe I am a little ignorant, but if there is already a Director that you report to, how can there be a lack of a Quality System?

BTW: Did you succeed in your endeavors?

[asutherland]

You make the assumption that because there is a quality director, that there must be a quality system.

In fact, I spent my first week with this facility two weeks ago, and began implementation of a tick chart program..... In two weeks, I almost have productions ok to start recording defects on this chart.

I will be with them for two more weeks and then I am moving on.

Got a great job offer in KY for Lean Champion. After over 1 yr with this company and over $4MM in savings (bottom line savings) and still no job offer, I put my name on the net 3 wks ago, and got a new offer to start in 3 weeks.
Cant wait.

[Coury Ferguson]

Originally Posted by asutherland

You make the assumption that because there is a quality director, that there must be a quality system.

In fact, I spent my first week with this facility two weeks ago, and began implementation of a tick chart program..... In two weeks, I almost have productions ok to start recording defects on this chart.

I will be with them for two more weeks and then I am moving on.

Got a great job offer in KY for Lean Champion. After over 1 yr with this company and over $4MM in savings (bottom line savings) and still no job offer, I put my name on the net 3 wks ago, and got a new offer to start in 3 weeks.
Cant wait.

Maybe you are right in saying that I could have made an assumption forgive me

Congrats on your new position and I wish you all the success.