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QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
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QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries
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company divisional differences, quality assurance (qa), responsibilities
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  Post Number #17  
Old 19th April 2017, 03:34 PM
normzone

 
 
Total Posts: 658
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

Quote:
In Reply to Parent Post by tonefordays View Post

You describe my situation exactly.
... managing the QMS has become extremely difficult, to the point where I feel it has become ineffective at times because I can't properly maintain it. I feel that often times, other members of management look at me, the quality manager, as the catchall for anything that goes wrong.
In a previous life I've had potential customers scouting us out, and inquiring as to all the hats my boss was wearing (safety, etc), and they commented to the effect that the Quality guy is always the one this stuff gets dumped on. It's a common occurrence.

Yeah, I'm determined to fail at my secondary tasks if need be, but go out in a blaze of glory as regards the responsibilities I originally signed on for.

My plan is to get the mess organized and sufficiently documented that somebody else can readily do it. That's always my modus operandi ...

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  Post Number #18  
Old 19th April 2017, 03:46 PM
QAMTY

 
 
Total Posts: 478
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

Tonefordays

Depending of your QMS, but most of the time the management of NCīs, CAīPAīs Management reviews, normally is done by the QA, so in this ways you "catch all the problems"

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  Post Number #19  
Old 19th April 2017, 03:55 PM
normzone

 
 
Total Posts: 658
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

When something goes south and somebody tells me "we have a quality issue" I respond with "all problems are quality problems".
  Post Number #20  
Old 19th April 2017, 05:46 PM
Tyler C

 
 
Total Posts: 95
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

Tonefordays, 'tis a shame, but I'm glad I'm not alone on this.

normzone, I definitely agree with your statement. I know I won't be around forever and if I truly created an effective QMS, someone else should be able to pick up where I left off. And I will also do this at the expense of my secondary responsibilities, so long as the failure of them doesn't cause major issues with the QMS.
  Post Number #21  
Old 20th April 2017, 04:30 PM
Wes Bucey's Avatar
Wes Bucey

 
 
Total Posts: 11,075
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

Would it surprise anyone that my consulting practice often encounters "problems" of overloaded personnel?

Probably not. May I suggest (short of hiring a pro consultant with a practice and philosophy akin to mine) that this is simply a ROOT CAUSE problem to which the tools of Quality can be applied for a solution?

When a consultant comes in, he may be completely transparent to the client that he is using these tools and enlist the help of client employees in deploying the tools or he can bring in his own expensive team and keep the client and employees in the dark about what goes on "behind the curtain."

MY EXPERIENCE IS that, regardless of the style or price, EVERY successful consultant uses the ROOT CAUSE ANALYSIS tools to isolate the root cause and then examine possible solutions.

Alas, sometimes the truly effective solution is neither economically or politically (in the hierarchy of the company) practical.

As I grew more and more experienced as a consultant, I was able to recognize those potential clients where the political landmines of bosses or investors made implementing ANY solutions more difficult than the job would pay. Refusing such assignments can be fraught with danger for any consultant who is in desperate need of a paycheck to keep the doors open lest he get a reputation as a "cherry picker."

Conversely, as my experience grew along with my contacts in various fields of industry and finance, I found it easier and more lucrative to seek out more complicated situations where I could employ a synergy of financing, marketing, engineering innovation, and operating efficiency to provide a satisfactory solution to a perceived problem.

The basic process of identifying the root cause has remained the same for forty-plus years.

Last edited by Wes Bucey; 21st April 2017 at 02:54 PM.
  Post Number #22  
Old 20th April 2017, 05:48 PM
normzone

 
 
Total Posts: 658
Re: QA and only QA, or Jack of all Duties? Crossing Departmental Boundaries

Quote:
In Reply to Parent Post by Wes Bucey View Post

Would it surprise anyone that my consulting practice often encounters "problems" of overloaded personnel? ....

.... Alas, sometimes the truly effective solution is neither economically or politically (in the hierarchy of the company) practical.
Yeah, it's not uncommon to reach the conclusion that the root cause is inadequate resources, then have to go looking for some other way to put it because that phrase is anathema.

Last edited by howste; 24th April 2017 at 08:28 AM. Reason: Fixed quote.
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