Operators just go with the flow. Keeps the customer and management happy. Besides, some operators are little more that "button pushers" and not true machinists.
So what? Lots of opportunities for improved training to make them better.
Operators just go with the flow. Keeps the customer and management happy. Besides, some operators are little more that "button pushers" and not true machinists.
Eredhel:
I've been letting the CB Auditor be the bad guy explaining that in-process needs to be done (an Observation during their initial certification audit), and parts/criticality/quantities vary so much that we've scrapped sampling. It wasn't happening according to the plan, so as long as we're doing SOMETHING, it's not a nonconformity. I explain what I need to have to show the auditor or "What will you tell the auditor when they ask about the low rejection rate? Nobody's THAT good."
Things are so loose here, I can't get operators to do PM on the machines (not that they knew what "PM" was before I got here), so it's being delegated to Lead/Setup people. I try to use the logic that it will prevent or at least lessen breakdowns and downtime.
Tracking out of tolerance acceptance occurrences can't happen if I don't know about it. Good thought, and I tried that but soon realized they're still in pre-ISO mode. Check with the boss and do what he says.
Often we generate drawings from samples, and sketches/drawings often have missing/incorrect specifications.
IMO, this is the wrong way to go about it. Your people will learn to "hate" ISO because it is making them do "all these useless things." Don't make the auditor or ISO the bad guy. Do what is good for the business. If you're having difficulty, you need to sit down with ownership (or whoever is running the place). Figure out what they are looking for. Trust me, he's looking to make money -- his house is probably on the line and his wife is threatening divorce. Take baby steps.
Take your PM. Do you need it? How do you know? What type of breakdowns/issues are you having? Is your PM program actually helping? Absolutely nothing wrong with having lead/setup people doing it, especially to start. Let them go with it and once established, then start training the operators to do it. Baby steps.
Good luck.
I hate to say it, but EVERY company thinks this. And it's almost always true. That doesn't mean that they can't learn and make improvements. To me it sounds like the company is run by strong-willed individuals who want to keep their eyes and hands in everything instead of implementing a system to help do it for them. They trust their instincts instead of using data to make decisions. I'll bet if they (& you) started collecting data to measure key aspects of the system they (& you) would recognize what needs to improve and might start changing the way things are done for the better.This is SUCH a unique operation.