Quote:
Operation:
Operators were all on MRB (material review board) in addition to Quality Manager, Finance/Purchasing, Marketing. MRB meetings were held in their [the operators'] conference rooms. If customers or suppliers were invited to MRB, they met there, too.
All training (in-house, machine tool suppliers, outside experts, cutting tool suppliers, heat treaters, platers, etc.) could be conducted on-site. Customers were encouraged to come and meet with operators running their jobs.
We had no quality inspectors (we did have quality trainers and guys who acted as "court of last resort" when a question would arise.) Operators did own first article inspections, based on control plan/inspection plan agreed with customer as part of contract review. Another operator would perform a redundant first article inspection with different inspection instruments. Marked sample with BOTH inspection reports was sent to customer for confirmation before production began.
In-process inspection, SPC, etc. was performed by operator in real time. If nonconformance was discovered, production would halt - all operators would collaborate on finding and curing cause, only calling in outside help if solution eluded them. Inspection records, charts, etc. went right to computer where they were available in real time to in-house folk and customers.
Operators had autonomy to bring in experts from our suppliers of material, capital equipment, and expendable tooling to stay up to date on industry innovation. Sometimes, we shut the whole shop down and chartered a bus to take us to the International Machine Tool Show to spend the day.
If an operator wanted to see a customer's operation and how his product was used, we made it happen. Similarly for a supplier's operation.
In my own practice, "suspects" were referred to a Material Review Board. The MRB had power and authority to make unilateral decision on suspects detected in-house. If a suspect arose at a customer, MRB worked jointly with customer to determine true status and devise a remedy acceptable to all parties. Often, a customer would be called in to affirm a "use as is" determination, regardless of where the suspicion arose.
From 1980 on, my MRB (Material Review Board) was always cross-functional, so it had the experience, knowledge, and power to make decisions on the spot (high efficiency - no delays in making decisions about N/C on incoming or outgoing material.)
I did essentially the same thing with the groups which made decisions about Contract Review and plans for new capital expenditures.
It just seemed like good sense to me. I'd be willing to bet lots of other executives independently came to the same conclusion as I.
The point we need to keep in mind is:
For a number of reasons - operator variation, measuring instrument variation, personal interpretation or estimate of an instrument reading, etc. - folks inspecting the same part may come to different conclusions regarding conformance to specifications. It is good company practice to have a process in place to routinely resolve the issue when such instances arise. In my contract machining business, such instances arose frequently enough that we codified the resolution under our Material Review Board, regardless of whether the issue arose in-house or not. This is definitely NOT a matter for discipline or punishment, but for simple, methodical resolution, with NO FINGER POINTING!