Configuration Management and On-Hand/In-Transit Inventory

[amariepsu]

Root cause analysis has surfaced an issue with our configuration management process. We are apparently not identifying how changes to customer requirements are affecting on-hand or purchased in-transit inventory for that customer.

All of our processes are based off of customer drawings or other ordering requirements, and we do no design or development internally.

I am confused as to who should be responsible for identifying on-hand/In-transit inventory, and ensuring that any stock which may not meet a customer specific requirement is not shipped to that customer.

Should it be the Buyer in Purchasing, or should it be the Sales/Customer Service Rep? Or should it be the Warehouse? The warehouse activity is driven by directions from Sales and Purchasing, and they do not initiate action themselves. Anyone have any input?

[ddunn]

I used to handle this in a Change Control Board (CCB). the board would consist of members from all affected functions(Purchasing, Customer Service, Shipping, QC, Warehouse...). The purpose of the board was to review changes and determine the impact along with necessary actions to implement the change and ensure the customer receive the correct product. Each board member would review the change prior to a meeting and come prepared with an impact analysis and proposed implementation actions. The result of the meeting was an implementation plan with action items and a schedule.

[amariepsu]

Yeah, we tried to do this, but it didn't work. Management said it was taking up too much time, and tried to get us to do it during the MRB Meeting. Then, everything just went to **** after that.

I don't know what to do. I don't have the power to 'make' people do what needs to be done, and the managers all act like its my fault when these things happen, even though they're the ones who said we don't have 'time' for addressing configuration management.

I guess its more of a management support issue than anything.

Thanks for your help.

[ddunn]

When dealing with management let them know what it is costing $$$ by not supporting the process.

I showed one management group a loss of $250,000 by not supporting a change implementation process. I got thier support real fast after that.