Immediate Improvement Required as New Quality Manager

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RoxaneB

Super Moderator
Super Moderator
#12
Putting together the action plan for these improvement initiatives should not be too difficult as everyone has provided so much insightful advice. Way to go, Covers!

I'm assuming, JJ, that you've been with this company but in a different position prior to the promotion (what an awesome Christmas gift!). If not, I will pass on words from my boss that he said to me yesterday during my performance appraisal.

"It's all about having good support and you've really helped me adjust to my role." Hopefully, you've got a great team to work with, JJ.

"It took me my first year just to understand what the heck was going on here." If you're new to the company, JJ, or really in a position that is different from what you had before, it may take you some time before improvements will be seen. Hopefully you and management understand this.

Best of luck. :)
 
R

Red4165

#13
Great advice

Hi
Yes I have received some great advice and I think this forum is fantastic!!!

I have been with the company for 4years and have been wearing many caps in that time including the Quality cap. I was involved as an assistant, then as Team Leader. Unfortunately the previous QA Manager's were fence sitters and didn't like stepping on anyone's toes and make a stand for Quality. There are so many internal politics that it tends to cloud the vision...........I am not one for playing silly games and am here to do a job, therefore bugga the politics, lets get down and dirty and lift our game!!!:applause: Yes I know.....I just clapped for myself..............but somebody has to!! hehehhehe

I will get there, it is just that our new Operations Manager has requested a lot of info so early in the peace and I haven't even had time to adjust to the new role as yet!!! All fun and games hey?

JJ
 
R

Red4165

#14
Hi Al

thanks for the attachment. We work to the ISO9001:2000 standards, but I have been advised by external IFS Trainers/Advisers that we should look into the 22000 standards. He said that it was a good combination of 9001 and HACCP??? I will have a good look through this attachment and learn some more?

Thanks

JJ
 
S

Scoobz

#15
Looking at the issues of "Improvements to the Team" and "Training".

I presume that your business has some form of 'Performance Management Assessment' in place? A system to monitor development and identify training needs, a place to set objectives and measure performance against the corporate visions and core competencies?

If not, then this is something that you should implement to help provide data to answer the above Issues.

If you do, then what you need to do is review the PMAs for your Team and establish what human capital you have available, what skill sets you have and how effectively it is being put to use. By conducting this Gap Analysis you will identify areas that you need to make Team improvements and also elucidate possible areas for Training.

If you have no system in place a quick and simple way to do it is to sit down with your staff for 15 minutes and to ask them the following:

Do you consider our working relationship to be effective?
How can it be improved? Or where do you think the strengths are?
Do you believe you have any specific skillsets that benefit the business?
Do you think they are effectively being employed in your existing role?
Can you identify any skillsets you should have or would like to have that will facilitate the business in meeting its corporate vision?
Do you get enough support from Management?

Once you have business objectives set for the year, you can then align your Departmental objectives from those. Following this, the approach should be to cascade those objectives downwards with each level of management taking responsibility for the development of their direct reports. This transparancy of information drives 'ownership' and responsible input to help you 'do your job'.

Regards

Martin.
 
R

Red4165

#16
Hi Martin

Many thanks for your input.

We don't have actual Performance Management Assessments in place but we do have other KPI's etc. I really like your suggestions that I can massage and customise with my team though. This will also get 100% buy in and participation. thanks for your help


JJ
 
S

Scoobz

#17
You're very welcome JJ and I hope that the suggestions were genuinely of some use.

Good luck with your new role.
 

Helmut Jilling

Auditor / Consultant
#19
JJFoyster said:
I have just been promoted to Quality Manager 1 week ago and am under pressure within the new operations management team to perform and sho immediate results ...

I am joining this thread late. There is much good advice. When I consult, I look for a few quick and easy projects to fix. It makes a splash, buys some credibility, shows people that this is not just for show...and the best part is it draws many people out with their pet projects. Kind of opens the floodgates, as it were.

That buys time to wade in deeper, but with more support.

Good luck to you.
 
K

kei_ko

#20
JJFoyster said:
I have just been promoted to Quality Manager 1 week ago and am under pressure within the new operations management team to perform and sho immediate results....
hi JJ, in addition to the great advices by the others i would like to recommend reading the book "The First 90 Days: Critical Success Strategies for New Leaders at All Levels" (by M Watkins) because its a good guide to career transition. your situation is not only about "quality" but also involves "leadership", as mentioned by some folks above... i am reading this book now and found it a good reference...

more info on the book here: http://www.amazon.com/gp/product/1591391105/102-8619981-8604900?v=glance&n=283155

hope that helps :)
 
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