Operator process buy-in - how to get it?

[Fender1]

I’m a quality coordinator for a custom welding/fabrication company. We have been trying to develop/improve our quality system for the past few years. Company size is 70-100 employees. Ownership’s target isn’t ISO cert, but they do want a sound system. We produce hundreds of different products weekly per drawings by various customers; we are not design responsible. Our largest and longest history customer expect us to save their drawings at our site and they are sometimes slow to provide drawing updates, and yes, it has caused shipments of wrong part version. Typically our other customers are good at providing latest product info/drawings with each quote request or purchase order. We don’t ship a lot of NC; most NC that does ship is typically due to failure to complete process.

Almost all of the products we provide is operator set/created/intensive (persistent opportunity for operator error,) so results of each production process are to be verified by an approved person (typically supervisor or lead-person,) before product release to next process. All of our production process results are to be checked by 2-set of eyes.

This company doesn’t have a history of firm discipline for not complying with process/policies, and some (typically veterans,) staff in production doesn’t believe stated verification of their work is needed, so they often allow product forwarding without planned verification. When discussed, the veterans state that they “know what they’re doing, don’t need their work checked”; even when shown that they are producer of a product NC. To date, process changes we’ve deployed to stop forwarding of non-verified work, haven’t been robust enough to ensure proper verification. Supervisors haven’t been helpful, very little promoting or monitoring.

I believe, to continue improving our quality system, company needs to be stronger on procedure/police enforcement. I like a challenge, but further system improve looks dire from where I sit. As enforcement is out of my control, I’m hoping that someone in the Cove community has experienced a similar scenario and will provide suggestions for us to consider. Something to help operator buy-in. I’m not yet ready to give up.

I truly appreciate the Elsmar Cove resource. For inexperienced folks like me… pure gold!

 

[Sidney Vianna]

From what I understand, what your organization really needs is a CULTURAL shift. A culture that allows lack of discipline and pride in workmanship is a huge problem.

That is obviously something that, until leadership management agrees need to be changed, very little you can do, in order to change.

One suggestion I have is: for those instances where the nonconforming product reached the outside customer and the product returns, involve the operator, make him a customer-facing participant explaining to the customer why he delivered something that was wrong. That might instill sense of ownership of quality into some of them and trigger a change.

When they say they don't want to have their products checked by someone else, they should be able to stand by the quality of their products and face the customers, then.

Good luck.

 

[Golfman25]

I see a conflict in your posting. First you say you don't ship a lot of NC. Then you say you're having issues with "independent" verification of the work. So is the verification really a problem if apparently most of the time the product is good? What's the risk?

Seems to me they want to be treated like adults or they have attitude problems. If it's attitude, then all you can do is deal with it or get rid of them. Otherwise, treat them like grownups. The "cops and robbers" game doesn't work.

So how can you ensure conformance to specs. without supervisor verification? Can't they check their own work and sign off on it? Maybe teams, instead of supervisors? Sometimes a second set of eyes is good, but it doesn't have to be a "boss." Get creative.

 

[Stijloor]

Here is some good stuff from our distinguished Cove Members for reading & studying about Employee Motivation and Complying with the QMS.

 

[Mike S.]

From what I understand, what your organization really needs is a CULTURAL shift. A culture that allows lack of discipline and pride in workmanship is a huge problem.

That is obviously something that, until leadership management agrees need to be changed, very little you can do, in order to change.

Ditto what Sidney said. This is, first and foremost, a cultural issue and who is responsible for the culture? Leadership. Top Management. Unless/until Top Management gets into this, you are fighting a never-ending battle. Good luck.

 

[Golfman25]

I disagree a little bit. Sometimes people with good intentions come up with unrealistic ideas which cause conflict. Back in the day when we started calibration our quality guy insisted that tool maker personal equipment be calibrated. Problem is he insisted that the quality people do it. The toolmakers didn't want anyone touching their "stuff." There was a constant battle until I stepped it and said there is nothing which says they can't calibrate their own stiff. So quality gives them the list and says return it in a week.

In the OP it might just be that the welders feel disrespected.

 

[Mike S.]

Allegedly these welders are claiming they and their work are above review ("above the law") even when shown they are producing NC work that is reaching a customer. In such case maybe they deserve feeling some disrespect.

Our welder invites people to look over his work, because he wants others to see how good his work is. But in his case, I have found it to be a waste of time -- he can find a flaw in his work long before any of our inspectors can, and he "rats" on himself in such cases -- a consummate professional. It does not sound like the OP's welders are the same. JMO.