Can't meet PEAR goals because of Corporate MGMT...

Y

yorkind

#1
I see from some of the other posts in this forum that I'm not alone in this world of "one person QM with MGMT neglect." But I thought I'd share my issues in hopes of getting some advice.

Our company (an aerospace machine shop, 50 employees) was acquired exactly a year ago today by a larger corporation with similar scopes of work. We were told that the company was financially stable and that we would be out of our struggle to keep our doors open soon. Well since that year has past things have gotten progressively worse.

Vendors not being paid, permanent withdraw of special process services from vendors, the forcing of many hats to be worn by cutting key personnel etc.
Granted we are still in business but are barely making shipments.

My biggest hurdle is trying to perform QM activities calibrations etc. along with being the MGMT Representative as well as IT Administrator.... I have asked management to hire another QM as our recent QM just retired. They are balancing their budget supposedly by not hiring another QM and pushing the responsibility down to myself and engineering. I'm told we will have to wait another year before budgets will allow for hiring of any employees with more cuts to come.

Mean while all of my IA activities are being performed by myself and it's becoming harder to stay out of activities that aren't usually my responsibility. Thus I have to have engineering audit my QM activities which puts a load on them and the spiral continues....

Some of our PEAR's call out 98% delivery as a quality/CS goal and use a certain number of errors to gauge work order and PO accuracy. These are being missed as well because of a lack of time for review prior to release.

With all this said am I better jumping ship and trying my luck in the current market as I could perform QM and/or IT Admin activities for most businesses. Or should I stay here and try and keep the tower from crumbling?


Sorry for the venting but I'm overwhelmed and hope that someone out there may have advice for a quickly balding QM.

:deadhorse:
 
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Mikishots

Trusted Information Resource
#2
I see from some of the other posts in this forum that I'm not alone in this world of "one person QM with MGMT neglect." But I thought I'd share my issues in hopes of getting some advice.

Our company (an aerospace machine shop, 50 employees) was acquired exactly a year ago today by a larger corporation with similar scopes of work. We were told that the company was financially stable and that we would be out of our struggle to keep our doors open soon. Well since that year has past things have gotten progressively worse.

Vendors not being paid, permanent withdraw of special process services from vendors, the forcing of many hats to be worn by cutting key personnel etc.
Granted we are still in business but are barely making shipments.

My biggest hurdle is trying to perform QM activities calibrations etc. along with being the MGMT Representative as well as IT Administrator.... I have asked management to hire another QM as our recent QM just retired. They are balancing their budget supposedly by not hiring another QM and pushing the responsibility down to myself and engineering. I'm told we will have to wait another year before budgets will allow for hiring of any employees with more cuts to come.

Mean while all of my IA activities are being performed by myself and it's becoming harder to stay out of activities that aren't usually my responsibility. Thus I have to have engineering audit my QM activities which puts a load on them and the spiral continues....

Some of our PEAR's call out 98% delivery as a quality/CS goal and use a certain number of errors to gauge work order and PO accuracy. These are being missed as well because of a lack of time for review prior to release.

With all this said am I better jumping ship and trying my luck in the current market as I could perform QM and/or IT Admin activities for most businesses. Or should I stay here and try and keep the tower from crumbling?


Sorry for the venting but I'm overwhelmed and hope that someone out there may have advice for a quickly balding QM.

:deadhorse:
For a company that's barely making shipments, 98% is...shall we say...unrealistic.

The company is in survival mode, and the activities that you are trying to keep up with are no longer part of the survival plan. Cutting staff to balance the budget is a short term fix for sure, and if more cuts are coming without any relief in sight, it doesn't look good.

If something could be done today to solve the current issues and get the company to magically be at the point you'd like, what would it be? I personally do not see a solution, magical or not, given the plans in place by management. You're fighting a battle that will not be won - IMO, it's time to ply your trade where you can make a positive impact.
 
Y

yorkind

#3
For a company that's barely making shipments, 98% is...shall we say...unrealistic.

The company is in survival mode, and the activities that you are trying to keep up with are no longer part of the survival plan. Cutting staff to balance the budget is a short term fix for sure, and if more cuts are coming without any relief in sight, it doesn't look good.

If something could be done today to solve the current issues and get the company to magically be at the point you'd like, what would it be? I personally do not see a solution, magical or not, given the plans in place by management. You're fighting a battle that will not be won - IMO, it's time to ply your trade where you can make a positive impact.
Thanks for the reply. I had a feeling this is where I might have to turn. It's discouraging because when I started here the quality system was in shambles and we all turned it around to be something that adds value and ensure a quality product (99% customer acceptance). Now we're forced to see it return to shambles because of MGMT support/financial issues.....
 

Michael_M

Trusted Information Resource
#4
Now we're forced to see it return to shambles because of MGMT support/financial issues.....
Management drives Quality; either they drive well or they drive it off a cliff at 200mph.

It sounds like management is looking for short term solutions for long term problems. I too would start polishing off my resume as this type of management will not 'see the light'. Even if they decide to re-institute everything that is/was lost like the 98% goals, it is my belief that this type of oversight management will just fudge the numbers to make them good.
 

Cari Spears

Super Moderator
Leader
Super Moderator
#5
Our company (an aerospace machine shop, 50 employees) was acquired exactly a year ago today by a larger corporation with similar scopes of work. We were told that the company was financially stable and that we would be out of our struggle to keep our doors open soon. Well since that year has past things have gotten progressively worse.
Hi, yorkind:bigwave:
The company was struggling to keep the doors open before the larger corporation bought it? What were the problems at that time? Did the larger corporation publish it's plans to improve things and then cut personnel, etc. instead?
 
Y

yorkind

#6
Hi, yorkind:bigwave:
The company was struggling to keep the doors open before the larger corporation bought it? What were the problems at that time? Did the larger corporation publish it's plans to improve things and then cut personnel, etc. instead?
Hi, Cari
We had financial hardships from one of the past partners being bought out (corruption/criminal issues) with a large amount of money being paid to them; which is hard for a small business to cope with a loss of cash flow. Thus we had to find a buyer. Enter "large corporation" no plans were laid out as far as employee cuts since our work is so specialized and we are sole source on various customers parts (design activity.) There really wasn't any thing but rough plans laid out; bigger machines, night shift etc. but nothing ever happened. Then vendors started calling and screaming for payment, then screaming at the corporate accounting staff then screaming for anyone who would listen..... Now we're just keeping our head above water.
 

Cari Spears

Super Moderator
Leader
Super Moderator
#7
Ugh - I don't envy your position. I wonder why the bigger corporation even bought you guys if they weren't planning on investing some capitol. Best of luck to you.
 
#9
I have been in your shoes. That is staying loyal to a company that was sinking. In the end, little more was accomplished than rearranging the deck chairs on the Titanic as it was going down.

If they are not trying to adhere to the requirements of the standard, now is the time to jump ship. It will only be harder to do so as the ship sinks deeper and deeper. Find someone that appreciates your talents.
 

Wes Bucey

Prophet of Profit
#10
I have been in your shoes. That is staying loyal to a company that was sinking. In the end, little more was accomplished than rearranging the deck chairs on the Titanic as it was going down.

If they are not trying to adhere to the requirements of the standard, now is the time to jump ship. It will only be harder to do so as the ship sinks deeper and deeper. Find someone that appreciates your talents.
I can't envision ANY scenario why the new parent corporation would buy your outfit UNLESS one or both of two conditions were present:

  1. your little shop held some important patents or trade secrets that could not be bought separately
  2. you already had one customer this new parent had been unable to penetrate.
I gather neither of those conditions are present, so it looks like the new parent made a bad decision and you and your colleagues will be collateral damage because of it.

This is not like the scenario in the movie Citizen Kane where the Kane character bought the paper knowing it would lose money, but willing to lose said money to have the "bully pulpit."

If you choose to "explore your options," we have some threads to give you some helpful hints - just ask.
 
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