Dual Reporting Responsibilities in a Company

[tongxiaozhi]

Folks:
I work in a company where I dot-line report to plant manager and directly report to regional quality director, who works in another city. As I am responsible for the quality department in this company, I have the final say of product release. It seems that the plant manager here is more interested in production performance, like yield, productivity than in quality performance and continual improvement. Same quality issues occurred again and again without effective countermeasures. For this, I had many big rows with the plant manager here and had to go upstairs and report quality issues to regional QA director, who reported my quality issues to regional general manager, who pushed plant manager to take corrective actions. I don't know the way I dealt with things was correct. I sometimes feel that I got caught in the middle.
My questions are
(1) Does the dual reporting system itself create problems and conflicts
(2) Who is more important to me, regional QA director or plant manager
(3) What should I do to change my current situation to avoid conflict and let myself be happier?

I appreciate your answer.

Thanks!

 

[Rob Kellock]

This is a general internal company politics issue. I think you handled it correctly. If you keep asking the Plant Manager to take action and get nowhere then your only option is to escalate it. Eventually the Plant Manager will get the message that your issues are not to be taken lightly and that if he doesn't address them he will have the General Manager on his case. Don't worry about it. Keep talking to the Plant Manager and make sure you warn him that you will have to escalate things if he doesn't take appropriate action. Tough times, but they will get better. Best of luck

 

[Ajit Basrur]

Folks:
I work in a company where I dot-line report to plant manager and directly report to regional quality director, who works in another city. As I am responsible for the quality department in this company, I have the final say of product release. It seems that the plant manager here is more interested in production performance, like yield, productivity than in quality performance and continual improvement. Same quality issues occurred again and again without effective countermeasures. For this, I had many big rows with the plant manager here and had to go upstairs and report quality issues to regional QA director, who reported my quality issues to regional general manager, who pushed plant manager to take corrective actions. I don't know the way I dealt with things was correct. I sometimes feel that I got caught in the middle.
My questions are
(1) Does the dual reporting system itself create problems and conflicts
(2) Who is more important to me, regional QA director or plant manager
(3) What should I do to change my current situation to avoid conflict and let myself be happier?

I appreciate your answer.

Thanks!

This reporting structure is common for all multinational companies who operate regionally and globally. To answer your questions in brief,

1. Absolutely not - the dual reporting can bring in renewed focus on Quality from a regional perspective.

2. Both are important in their own ways and remember both of them contribute to the organization's growth and success.

3. If you do what is right for the quality and the organization, bring out quality products, reduce scrap and wastage, make customers happy ... thats the best forumula for your happiness
.

 

[somashekar]

(1) Does the dual reporting system itself create problems and conflicts

Not at all.
The challenge (not problem) here is that your PM, you or both do not see the bigger picture of the organization requirements. When either or both of you do not discuss and become a part of the solution, all become victims of the challenge. The challenge remains unresolved and happiness is lost.

(2) Who is more important to me, regional QA director or plant manager.

Your organization and customer requirement is the most important for you. Rather it must be the most important to all. This establishes common goal and aligned objectives.

(3) What should I do to change my current situation to avoid conflict and let myself be happier?

with your PM. Let him know that you are there besides to make things happen. Get to know the management view and position about the directions they want to head. Keep report of your decisions and actions and avoid escalations. Let the management walk down and set directions if they disagree, but any matter escalated higher shows the loss of credibility of the team work.