S
Sardokar
Hello
I work as a quality coordinator for an IT company ( provides IT solutions and services to customers)
Recently we have decided to modify the way we work on problem investigation and corrective actions ,and i would like your opinions and advice
The old way was that when a problem occurs the quality coordinator investigated with all involved departments on the causes of the problem , then a meeting would happen when the "full picture" (root causes) of the problem was clear and we would try to find corrective actions .
Several Serious Problems appeared:
* Departments/department managers started thinking that investigation of a problem was the quality team job ( even if the poroblem affected their department/process)
* No real effort was made by department managers to find corrective actions during the meeting ...so the quality team ended most of the time proposing corrective actions , and the department managers just "noded"
* Corrective actions taken were not always remembered( after a while) or even known by some of the employees of relevant departments
To this end we want to change the way we work as thus :
- Quality team analyses the problem and if serious enough transmits it to the department manager( or department managers if more than one)
- department manager appoints employees or inevstigates himself root cause of problem. After this they submit proposed corrective actions to quality team
-quality team assesses proposed corrective actions and agrees with departments on deadline to judge effectiveness
...
That's the summary of the new method ,,,but a few objections were raised :
* if we have a complaint about Late delivery of a product , who should be the process owner /who should investigate ? Is it the sales manager ? the Logistics team ?
* if more than one process involved in the problem , how should things go? Who should coordinate the investigation and solution finding
Please any opinion/comment is appreciated ... we are trying to improve the Corrective action process
I work as a quality coordinator for an IT company ( provides IT solutions and services to customers)
Recently we have decided to modify the way we work on problem investigation and corrective actions ,and i would like your opinions and advice
The old way was that when a problem occurs the quality coordinator investigated with all involved departments on the causes of the problem , then a meeting would happen when the "full picture" (root causes) of the problem was clear and we would try to find corrective actions .
Several Serious Problems appeared:
* Departments/department managers started thinking that investigation of a problem was the quality team job ( even if the poroblem affected their department/process)
* No real effort was made by department managers to find corrective actions during the meeting ...so the quality team ended most of the time proposing corrective actions , and the department managers just "noded"
* Corrective actions taken were not always remembered( after a while) or even known by some of the employees of relevant departments
To this end we want to change the way we work as thus :
- Quality team analyses the problem and if serious enough transmits it to the department manager( or department managers if more than one)
- department manager appoints employees or inevstigates himself root cause of problem. After this they submit proposed corrective actions to quality team
-quality team assesses proposed corrective actions and agrees with departments on deadline to judge effectiveness
...
That's the summary of the new method ,,,but a few objections were raised :
* if we have a complaint about Late delivery of a product , who should be the process owner /who should investigate ? Is it the sales manager ? the Logistics team ?
* if more than one process involved in the problem , how should things go? Who should coordinate the investigation and solution finding
Please any opinion/comment is appreciated ... we are trying to improve the Corrective action process