Strategies for Going In Blind - My employer is probably confused why I'm here

[David Mullins]

I always like to give a little history/background on things (often too much) so here we go.

I am a Quality Manager who has structk a hurdle and is trying to figure out what to do - as in a plan for activities.

I have been in the 'quality game' for 20 years, before it was fashionable, and now it may be going past fashionable. I have worked as an employee for 9 companies during that time, in industries including automotive, manufacturing, retail, service, defense, health, consulting engineering and software. So when it comes to quality I have seen more than most, but never been shot (like some forum members)!

I have a serious problem. I have started with, yet another, new company. They have a defined structure which exists in a line and project structure. My boss is the Business Imrpovement manager. I have been THE quality manager in companies I've worked for over the past eleven years. My boss openly admits he knows nothing about "Q stuff", and he is absolutely correct.

I work indirectly for a range of projects. The position description really describes nothing about the position. Now I find myself wondering what the **** I'm doing here.

The company is 9001:1994 certified, has no structure to manuals, procedures, etc. Projects are allowed to re-write corporate procedures as project procedures to suit their specific needs or likes. Their QMS sucks but they like it, and think it is mature and that they should move to a more Laissez Faire (very liberal) relaxed system of allowing each person to do things however they like, os long as they can pull some completely uncontrolled piece of paper that loosely describes what they're doing.

This morning, on the way to work, I was running late, but didn't care, I thought about comparitive approaches.

Let's say I'm a wide eyed engineer starting work at a consulting company, and my contract says I have to invoice 3-4 times my salary each month or I'm fired - what do I do?
I'm guessing I look at what work my predessors was doing, whom with, are there pre-existing contracts that require on-going work? What types are industry are my customers in, who can I expand to include from like-industry potential customers. Which customers haven't done business with us for a while, etc.
Then I do the workj on the book and cook up sales pitches to the people I'm trying to attract.

Back to my current dilemma, is this an appropriate approach to adopt to my current predicament?
I.E. establish who is the project managers for each of the projects I'm supposedly involved with, establish their expectations, determine regular meeting and reports I'm expected to generate (and the content of said reports).
Then look at what exists, in terms of procedure/instruction type documents, find out what's appropriate, control it, make sure it's widely accessible, audit it, look at potential improvements in process flow and business activities, develop a vison and strategy for the future, develop a plan which allow by small pool of configartion managemenet people to have clear direction and a vision of the future. (note - obviously interaction with stakeholders and staff is required to reach agreement and concensus on a range of issues, etc).

May be I should get my boss to sign off on all this as being an appropriate plan?

What should I be doing?

Any suggestions are appreciated?

Playing golf and drinking beer would be good, but not practical just at the minute!

I'm not happy, and I'm not convinced that pouring a lot of (mental, physical and emotional) energy (no pun intended) into developing a role, when my employer is probably confused why I'm here as well, is not a very large waste.

All thoughts appreciated.

PS yes, get a new job is an option, but I used that last time and appear to have gone from the frying pan to the fire (in terms of wasting my time).

David,

Give it more time. You have a mind set that it doesn't suit you, right now. If the company is successful, as they must be because they hired you at an exorbitant salary, study them further. Don't rush to judgement. You shouldn't be in a hurry in the race, in your words, to no where. You're young enough to make another change. Take it from the old dude, you will run out of options and will have to adapt to something you can tolerate, sooner or later. I've worked close to 40 years and always found that I was looking for better. It never ends, so go with the flow and then go!

[Claes Gefvenberg]

Wow aussie...

You seem to have some work cut out for you... As soon as you can figure out what they expect from you. So: They hired you to do exactly what?

Besides, from your description I'm amazed that they are certified?? They/you may be in trouble when it's time to convert to 9001:2000.

I'd say you need to have a long talk with your boss, with him telling you what he really wants and you telling him exactly what that would mean and why. (Yeah, I've been there too)

Good luck / Claes

[M Greenaway]

Dave

Wondering if you could drive change through internal audits - do you do them ? Sounds like you might have some potentially serious non-compliance material (unless of course the system was set up by Jim Wade ).

Seriously is this an option ?

[Marc]

> Back to my current dilemma, is this an appropriate
> approach to adopt to my current predicament? I.E.
> establish who is the project managers for each of the
> projects I'm supposedly involved with, establish their
> expectations, determine regular meeting and reports I'm
> expected to generate (and the content of said reports).

Yup. That's the first part. Get in with the croud and see what everyone expects - how the system is currently operating at least on that level.

> Then look at what exists, in terms of
> procedure/instruction type documents, find out what's
> appropriate, control it, make sure it's widely accessible,
> audit it, look at potential improvements in process flow
> and business activities, develop a vison and strategy for
> the future, develop a plan which allow by small pool of
> configartion managemenet people to have clear direction
> and a vision of the future. (note - obviously interaction
> with stakeholders and staff is required to reach agreement
> and concensus on a range of issues, etc).

Now we're talking higher level systems - control and guidance systems. and if that's part of your responsibilities, I'd say yup - that's next. Better said, they will be concurrently occurring rather than sequential.

> May be I should get my boss to sign off on all this as
> being an appropriate plan?

If s/he will sign, why not. I'd make up a project plan / Gantt chart (or something similar for projection and tracking) to address all issues both high level and low level.

> What should I be doing?

Working?

[WALLACE]

Dave,
You are indeed in the fire from the frying pan yet, I believe that you are mature and skilled enough to take this situation, mould and craft it to be seen by exectuive management as being profitable.
I would start by mapping out (For your own use) the roles and responsibilities of all who may have a major effect upon the established QMS and of course the bottom line, I have found using a LAB (Language and behaviour) profile to assess the motivational capabilities of employees who directly effect business outcomes is an excellent tool to use to assess your potential impact upon the established QMS and their future transition to an updated QMS.
Good luck Aussie.
Wallace.

[Jim Biz]

As I read through this thread I'm reminded of a quote I recently heard from a military General - concerning any type of battle-front.

There are really only THREE things to keep in mind.

1) This IS NOT baseball - three strikes and you out does not apply.

2) There is ALWAYS one more thing you can do to improve a situation.

3) There is ALWAYS ONE MORE THING you can do to improve a situation.

[tarheel]

It sounds like you may be missing a big opportunity. If things are so undefined, create your own job. I had a manager that had no idea what he wanted or needed. Sometimes it is better to ask for forgiveness than permission. Push the envelope on what you want to do until someone tells you to stop. You might end up creating the perfect job.