S
Steven Sulkin
In Joe_1's posting "Wrestling the Bull By the Horns," we discussed how to get management support for QS after registration. In order to continue the discussion efficiently I would like to summarize and start a new thread....
In order to get management support after QS, you need to justify adding resources to your quality projects by explaining the value to the company of getting compliant (value above the paper certificate). The value should be clear whether your doing a corrective action, an audit, SPC, or an improvement team. Show them D money.
Andy Bassett asked, "have you been able to prove clear, positive results?"
Yes, here is an example.....
I commissioned one of my inspectors to take on calibration and improve it. She changed the schedule so that it could be brought in-house saving about $10K/annual; took unused tools out of circulation (value unknown), and purchased a master standard allowing us to reduce calibration cost another $1K/annual. She also added more calibration services. This took place in a three month period. Not too bad eh?
My other inspector was tasked with lowering cost of quality through in-process inspection. She evaluated our FMEA's and determined her best time would be spent improving our reaction plans. Once complete, she will re-evaluate our defect rate to verify effectiveness.
The trick is to start small and build a reputation with your operations folks. Make life easier for a supervisor, save a few bucks for the manager.
In terms of measuring clear results. Use PDSA and dont worry so much. Notice that I didnt translate everthing into money. Its obvious from my report that the inspector made significant improvements. No need to do a multiple comparision to figure that out. As a matter of fact, my most popular tool for verifying a PDSA is the original control chart (just look for a positive, significant shift).
Comments?
In order to get management support after QS, you need to justify adding resources to your quality projects by explaining the value to the company of getting compliant (value above the paper certificate). The value should be clear whether your doing a corrective action, an audit, SPC, or an improvement team. Show them D money.
Andy Bassett asked, "have you been able to prove clear, positive results?"
Yes, here is an example.....
I commissioned one of my inspectors to take on calibration and improve it. She changed the schedule so that it could be brought in-house saving about $10K/annual; took unused tools out of circulation (value unknown), and purchased a master standard allowing us to reduce calibration cost another $1K/annual. She also added more calibration services. This took place in a three month period. Not too bad eh?
My other inspector was tasked with lowering cost of quality through in-process inspection. She evaluated our FMEA's and determined her best time would be spent improving our reaction plans. Once complete, she will re-evaluate our defect rate to verify effectiveness.
The trick is to start small and build a reputation with your operations folks. Make life easier for a supervisor, save a few bucks for the manager.
In terms of measuring clear results. Use PDSA and dont worry so much. Notice that I didnt translate everthing into money. Its obvious from my report that the inspector made significant improvements. No need to do a multiple comparision to figure that out. As a matter of fact, my most popular tool for verifying a PDSA is the original control chart (just look for a positive, significant shift).
Comments?
) and getting his/her feet dirty. Remember, start small until you build the evidence that the thing really works. 
