Z
Good afternoon all,
I work for a medium sized paint / powdercoat shop that has been working on ISO 9001:2008 for the last 3 years. I myself started the company 2 years ago as a simple executive assistant, but in the last year I have had this beast dropped on my lap and told to make it work.
So after about a month of reading the QMS that was created by our consultant fron to back 10 times over, then reading hundreds of articles all over the internet about what kind of documentation and quality records we would need to produce I started having at it.
While I've made some great strides in the project such as programming a database from FileMaker Pro 10 to handle all inventory, personnel, approvals, NCRs, maintenence, calibration, etc(Which even without ISO compliance saved roughly $1,000+ a month in office labor due to autogenreration and accessibility) I am having a terrible time trying to get my direct manager on board.
It was originally his burden to make this work, and this same mentality he now has seems to run down to the production supervisor which he is pretty good friends with. That aside I've tried to spell out the savings we made just implementing the database, and how we stand to save more by lowering our quantity of rework. However now I have pretty much everything that I can have in place, in place. All that should be done at this point is implementation so we can start a retaining quality records for our certification audit, but I have hit the wall.
A little more backstory, we are being forced to be ISO 9001:2008 certified by our largest customer CASE new holland / Fiat and our deadline is the end of the year or otherwise no new work will come through our door. My boss believes this is a scare tactic, and that ISO is no more then a dog and pony show to make bean counters feel good about themselves, and give CASE a reason to have 10 guys in quality management. Another thing to note that my manger's boss(the owner) who has little do do with operations other then talking with customers, is telling CASE, and all our other customers that I(I being me not him) am working on ISO and will have us compliaent and certified by the end of the year; making this projects sucess my liability.
I imagine I am not the only one who has hit this kind of problem, and I was wondering if anyone has some helpful hints that I could try to get my boss on board with this and start implementing my last years worth of work?
I work for a medium sized paint / powdercoat shop that has been working on ISO 9001:2008 for the last 3 years. I myself started the company 2 years ago as a simple executive assistant, but in the last year I have had this beast dropped on my lap and told to make it work.
So after about a month of reading the QMS that was created by our consultant fron to back 10 times over, then reading hundreds of articles all over the internet about what kind of documentation and quality records we would need to produce I started having at it.
While I've made some great strides in the project such as programming a database from FileMaker Pro 10 to handle all inventory, personnel, approvals, NCRs, maintenence, calibration, etc(Which even without ISO compliance saved roughly $1,000+ a month in office labor due to autogenreration and accessibility) I am having a terrible time trying to get my direct manager on board.
It was originally his burden to make this work, and this same mentality he now has seems to run down to the production supervisor which he is pretty good friends with. That aside I've tried to spell out the savings we made just implementing the database, and how we stand to save more by lowering our quantity of rework. However now I have pretty much everything that I can have in place, in place. All that should be done at this point is implementation so we can start a retaining quality records for our certification audit, but I have hit the wall.
A little more backstory, we are being forced to be ISO 9001:2008 certified by our largest customer CASE new holland / Fiat and our deadline is the end of the year or otherwise no new work will come through our door. My boss believes this is a scare tactic, and that ISO is no more then a dog and pony show to make bean counters feel good about themselves, and give CASE a reason to have 10 guys in quality management. Another thing to note that my manger's boss(the owner) who has little do do with operations other then talking with customers, is telling CASE, and all our other customers that I(I being me not him) am working on ISO and will have us compliaent and certified by the end of the year; making this projects sucess my liability.
I imagine I am not the only one who has hit this kind of problem, and I was wondering if anyone has some helpful hints that I could try to get my boss on board with this and start implementing my last years worth of work?
He and his cousin (who ran the plant - I was the quality inspector) went along fine until Cousin misdrilled a part that looked identical to the one he should have drilled - but its material was cast instead of forged. That cost the 35-employee shop several thousand dollars. :mg: They faithfully exersized material identifiaciton after that - but only on those parts, they did not deem controls necessary on other stuff until deciding it was time to register ISO.