Well, hello there!
Allow me to offer this up to you. I hope we're not coming across as 'roughing you up' or anything; and I apologize if it seems that way.
I'm sure you are putting your heart and soul into this initiative.
It's just that most (I would guess a large portion) have been around quality for a long time. Most (not all) have developed a bit of an animosity towards slogans, banners, posters and such. Not that they are inherently evil. On the contrary, I find them useful, if used effectively. But rarely does effectiveness come into play. They stay up on the wall too long. Or... they imply something like "quality is everyone's job", yet the workers see management cutting corners on buying the right tools, griping about training/ calibration costs, etc. Then, similar to Pavlovian Conditioning, people equate a negative reaction to the word quality. There is a thread active right now where folks are having to call it something other than quality, as management so despises the word.
Now.. my suggestion will take some time and effort. I think one of the best aids you can make is showing how implementing the QMS will make everyone's job better.
1. Picture of part, process, etc.
2. Statement of problem, inefficiency
3. Proposed solution/ correction including possibly a prevention
4. Estimation of money saved (or savings of some other metric)
Also, possibly a picture or two of maybe some safety issues that were caught, or some instruments that no one had even thought about getting calibrated. If there was one that failed calibration, equating the error to possible quality failure costs would be a good thing.
These are not about a person or a department. Set yourself a due date to change them out every two weeks or so. Too, discretion would have to come into play if/when customers come into the facility. My point is to display how your organization, the Joe's and Jane's on the floor, will benefit from this; and stress the ability to fulfill management goals of the program.
Allow me to offer this up to you. I hope we're not coming across as 'roughing you up' or anything; and I apologize if it seems that way. I'm sure you are putting your heart and soul into this initiative.It's just that most (I would guess a large portion) have been around quality for a long time. Most (not all) have developed a bit of an animosity towards slogans, banners, posters and such. Not that they are inherently evil. On the contrary, I find them useful, if used effectively. But rarely does effectiveness come into play. They stay up on the wall too long. Or... they imply something like "quality is everyone's job", yet the workers see management cutting corners on buying the right tools, griping about training/ calibration costs, etc. Then, similar to Pavlovian Conditioning, people equate a negative reaction to the word quality. There is a thread active right now where folks are having to call it something other than quality, as management so despises the word.
Now.. my suggestion will take some time and effort. I think one of the best aids you can make is showing how implementing the QMS will make everyone's job better.
1. Picture of part, process, etc.
2. Statement of problem, inefficiency
3. Proposed solution/ correction including possibly a prevention
4. Estimation of money saved (or savings of some other metric)
Also, possibly a picture or two of maybe some safety issues that were caught, or some instruments that no one had even thought about getting calibrated. If there was one that failed calibration, equating the error to possible quality failure costs would be a good thing.
These are not about a person or a department. Set yourself a due date to change them out every two weeks or so. Too, discretion would have to come into play if/when customers come into the facility. My point is to display how your organization, the Joe's and Jane's on the floor, will benefit from this; and stress the ability to fulfill management goals of the program.
