"Detection, NOT Prevention!" - Relying on Final Inspection

[bettsaj]

Hi James,

Yes, you speak of a man in my shoes

My intention with the first off inspection isn't to obviously ensure that things run smoothly throughout the run, because as you said.. It only qualifies the first off. But if something is wrong it can be sorted before the run commences. I don't think it's growing i need to do, more so I need to regress back. I come from and automotive background and am used to working to ISO TS standards. This company for want of a better word is a "metal bashing" company.

Let me give you a basic idea to what I am getting at.

Yesterday I was performing an adhock patrol inspection, as I do most days and i noticed a guy tapping some brackets with a M6 tap in a thread tapping machine. I picked up one of the parts and asked him where the thread gauge was..... He replied that he didn't know what I was talking about.

After a small bit of digging I found some thread gauges that are used on the bushing machines (to ensure that the bushes aren't being pressed too tightly). I took a M6 thread plug out of the box and took it over to the guy that was carrying out the tapping.... I showed him the gauge and he asked me what it was. I told him it had a GO and NOGO end, and how to use it..... This guy has been working at the company for years and didn't know what a thread gauge was :mg:

I think training is in need here, in lots of areas. All I can do is chip away at it all a bit at a time.

On top of all this I have been tasked with obtaining ISO14001, targeted for 12 months time

 

[Wes Bucey]

It's painful for me to read your comments, bettsaj. I've written on a number of occasions about how we helped our operators learn to inspect their own work, keeping quality professionals as trainers and as a "court of last resort" when quality issues would arise.

Here's a quote from one of those comments

I not only preached this; I practiced it! See
https://elsmar.com/elsmarqualityforum/showpost.ph...9&postcount=18
and
(broken link removed)

especially in post 18, where I write, emphasis added Quote:
We had no quality inspectors (we did have quality trainers and guys who acted as "court of last resort" when a question would arise.) Operators did own first article inspections, based on control plan/inspection plan agreed with customer as part of contract review. Another operator would perform a redundant first article inspection with different inspection instruments. Marked sample with BOTH inspection reports was sent to customer for confirmation before production began.

In-process inspection, SPC, etc. was performed by operator in real time. If nonconformance was discovered, production would halt - all operators would collaborate on finding and curing cause, only calling in outside help if solution eluded them. Inspection records, charts, etc. went right to computer where they were available in real time to in-house folk and customers.

Operators had autonomy to bring in experts from our suppliers of material, capital equipment, and expendable tooling to stay up to date on industry innovation. Sometimes, we shut the whole shop down and chartered a bus to take us to the International Machine Tool Show to spend the day.

If an operator wanted to see a customer's operation and how his product was used, we made it happen. Similarly for a supplier's operation.

As almost any consultant will agree, the crux of streamlining an organization's operation lies in the mental attitude of the top leaders. Despite what some soothsayers may say or write, it is extremely rare for the tail to wag the dog, meaning staff members do not initiate projects with any hope of success unless the top management makes a real commitment to support the initiative (this means tangible ACTION, not "lip service.")

In other posts, I have discussed the evolution of automated inspection and data entry, beginning with hard wiring inspection instruments directly into computer networks and using bar code scanners throughout the production to track the status of an order, progressing up to WIFI and RFID. Each change to the process requires FMEA (Failure Mode & Effects Analysis), economic analysis and ROI. Certainly, using mistake proofing tools like inspection jigs and specialized instruments is a good step in the right direction for increasing the efficiency and effectiveness of the ENTIRE production cycle, from handling quotations and procuring raw materials up through and including packaging, shipping, and collecting payment. __________________

 

[JRKH]

Hi James,

Yes, you speak of a man in my shoes

Believe me brother I was.
The company that hired me as their QM was (at that time) about 25 souls. they did a bit of everything from lathe and mill work to punching and bending operations - and on a variety of materials from Steel to Fiberglass to various plastics. It was very much a "hurry and ship" type operation and the education levels - well - not the best I can tell you...

My intention with the first off inspection isn't to obviously ensure that things run smoothly throughout the run, because as you said.. It only qualifies the first off. But if something is wrong it can be sorted before the run commences. I don't think it's growing i need to do, more so I need to regress back. I come from and automotive background and am used to working to ISO TS standards. This company for want of a better word is a "metal bashing" company.

You know I think you have hit on it here. You do need to "regress" a bit in your thinking and your approach. In my case it was different since I came from an "inspection/lead-man" position into the QM position. So in my case it was more a matter of growing into the position. In your case with the experience and background of TS I'm sure it is quite an adjustment.

Let me give you a basic idea to what I am getting at.

Yesterday I was performing an adhock patrol inspection, as I do most days and i noticed a guy tapping some brackets with a M6 tap in a thread tapping machine. I picked up one of the parts and asked him where the thread gauge was..... He replied that he didn't know what I was talking about.

After a small bit of digging I found some thread gauges that are used on the bushing machines (to ensure that the bushes aren't being pressed too tightly). I took a M6 thread plug out of the box and took it over to the guy that was carrying out the tapping.... I showed him the gauge and he asked me what it was. I told him it had a GO and NOGO end, and how to use it..... This guy has been working at the company for years and didn't know what a thread gauge was :mg:

Ha-Ha - I bet we could swap stories all day.....I went through the same basic thing. Except in my case they were checking the threads but with a Bolt. :mg: I suppose better than not checking at all, but reeaallyyy
And it took me some time to show them and convince them why this was inadequate. (obviously the various returns over the years hadn't done that)

I think training is in need here, in lots of areas. All I can do is chip away at it all a bit at a time.

No doubt.
Equally as important is the need to build o relationship built on a combination of respect and trust. My suspicion is that the operators are caught between a production management that wants it done now and the quality management that is trying to see that it is done right.
Some guys in production will likely see your goal more quickly than others. Help them to move along and they will help you to convince others...

On top of all this I have been tasked with obtaining ISO14001, targeted for 12 months time

And the beat goes on - eh??

Best of luck my friend. Just remember that others have been there and made a success of it.

Peace
James

 

[bettsaj]

Blimey, a lot has happened since I posted this issue.

I'm moving on from this company as i've been made an offer i can't refuse. I've been offered a job as Quality Engineer at Delphi Diesels in sudbury Suffolk where i live. They're literally 2 miles down the road from my house so I can cycle to work saving about £150 per month on fuel, and also the salary is £1000 a year more than what i'm on currently for the first 12 months, then it goes up to a grade 2 pay scale which will be a further £1000.

The job comes with private health care, dental care, final salary pension, 27 days holiday a year, .... all in all a geat offer I couldn't refuse.

Thanks for all your help with this issue, you've all been really helpful, and have been a good source of support and information.

Andy

 

[Wes Bucey]

Congratulations! It's nice to hear an upbeat tale among so much doom and gloom.

Blimey, a lot has happened since I posted this issue.

I'm moving on from this company as i've been made an offer i can't refuse. I've been offered a job as Quality Engineer at Delphi Diesels in sudbury Suffolk where i live. They're literally 2 miles down the road from my house so I can cycle to work saving about £150 per month on fuel, and also the salary is £1000 a year more than what i'm on currently for the first 12 months, then it goes up to a grade 2 pay scale which will be a further £1000.

The job comes with private health care, dental care, final salary pension, 27 days holiday a year, .... all in all a geat offer I couldn't refuse.

Thanks for all your help with this issue, you've all been really helpful, and have been a good source of support and information.

Andy

 

[JRKH]

Yes - Sounds like a great offer - Congratulations and good luck.
If you get a chance to meet you replacement in your current position, be sure to tell him/her about the Cove..

James

Believe me brother I was.
The company that hired me as their QM was (at that time) about 25 souls. they did a bit of everything from lathe and mill work to punching and bending operations - and on a variety of materials from Steel to Fiberglass to various plastics. It was very much a "hurry and ship" type operation and the education levels - well - not the best I can tell you...


You know I think you have hit on it here. You do need to "regress" a bit in your thinking and your approach. In my case it was different since I came from an "inspection/lead-man" position into the QM position. So in my case it was more a matter of growing into the position. In your case with the experience and background of TS I'm sure it is quite an adjustment.


Ha-Ha - I bet we could swap stories all day.....I went through the same basic thing. Except in my case they were checking the threads but with a Bolt. :mg: I suppose better than not checking at all, but reeaallyyy
And it took me some time to show them and convince them why this was inadequate. (obviously the various returns over the years hadn't done that)


No doubt.
Equally as important is the need to build o relationship built on a combination of respect and trust. My suspicion is that the operators are caught between a production management that wants it done now and the quality management that is trying to see that it is done right.
Some guys in production will likely see your goal more quickly than others. Help them to move along and they will help you to convince others...


And the beat goes on - eh??

Best of luck my friend. Just remember that others have been there and made a success of it.

Peace
James

 

[howste]

Yes - Sounds like a great offer - Congratulations and good luck.
If you get a chance to meet you replacement in your current position, be sure to tell him/her about the Cove..

James

Exactly what I was thinking!

 

[bettsaj]

Will do.. although I have the cove as a favourite on IE so there's a tab that takes you straight there

Not sure who my replacement will be, or when they'll start. I only handed my resignation in yesterday (monday), and apparently the general manager wants a meeting with me tomorrow

 

[Colin]

Funny how the General Manager wants a meeting after you handed in your notice - pity he didn't think of that before.

Congratulations on the new job - it sounds like a great option.