Production Supervisors - Just use the tools we provided you with!

W

WALLACE

#1
Need some feedback from the group.
Having a problem with production supervisors not using the tools they have been provided with. :frust:
The tools in question are; PC programs for managing their work groups and using the continuous improvement tools openly available to them.
Oh I know, not enough info Eh?
This is all I can give at this time.
Would appreciate some feedback from the group.
Cheers
Wallace.
 
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B

Bigfoot

#2
Tools in the ToolBox

Wallace,
This is an issue I struggle with daily. The Toolbox has been filled with Lean Manufacturing, Manage By Fact, Problem Solving, Six Sigma, and others. But even with those things available to use they will "continue to do what they have always done and expect a different result." (I think some guy named Deming used this somewhere). The issue as I see it is the inate Human resistance to change. What we currently have may not be good, but it is comfortable enough that it is better to them than the prospect of change. Find out what their big issues are and help improve them.
 

bpritts

Involved - Posts
#3
One tactic I have used in the past--- find one or two of these souls and
do whatever it takes to help them succeed using the tools. Then let them
sell it to their peers. Two ways this can work out:

1. You at least have 1 person using it, and the possibility that some others
will join once the thing is proven in the "real world"

or

2. You find out that the thing doesn't really work well in the real world
without some adaptation.

Best regards,

Brad
 

Wes Bucey

Quite Involved in Discussions
#4
Change management = culture change

bpritts said:
One tactic I have used in the past--- find one or two of these souls and
do whatever it takes to help them succeed using the tools. Then let them
sell it to their peers. Two ways this can work out:

1. You at least have 1 person using it, and the possibility that some others
will join once the thing is proven in the "real world"

or

2. You find out that the thing doesn't really work well in the real world
without some adaptation.

Best regards,

Brad
Regardless of the scope of a change in a system, whether it is in
  1. the routine one single operator follows in running a machine
    or
  2. an enterprise-wide massive change in multiple systems,
a corresponding change is necessary in the culture of the persons or persons expected to implement the change.

I give half-hour to one-hour public presentations on this topic and barely scratch the surface. This is a major challenge to implementing change successfully in any organization.

The one constant is always:
The highest ranking person in the system undergoing change has to be behind the change. If not, he sends subtle (or not-so-subtle) signals to the subordinates to the effect the change is another "flavor of the month" which can be ignored by the rank and file with impunity.

Change has to come from above, either from an official superior or from a perceived superior (the "go to" guy among peers.)
 
S

sal881vw

#5
Wallace,
I would tackle the issue, without letting it escalate too much, by issuing a couple of NCRs. See where that leads me.

If the reaction is in my favour, that is top management acknowledges my concern and wants things to be as they should be, than I would ensure that things return to normal. Calmly but decisive ------Working to specifications

If on the other hand, if the reaction is not in my favour, the necessary changes will have to be flagged up and implemented as approved by top management---------Change the specifications.

I would further advice you to venture with care (do not be used as a pawn), as there maybe other reasons besides quality issues. Whoever is responsible for the production supervisors should tackle the issue themselves. Afterall these systems were put in place to add value to your company's revenue...........or not???
 
A

Al Dyer

#6
Wallace,

What type of relationship do you have with the production supervisors?

If confrontational, they may be fighting you and not the system. There are many more here able to comment on the phsycological aspects of getting your "enemy" to work with you. What has worked for me is finding something, in the results of using the tools, that is positive and will ease their workload or make it easier to bear. While being a generality, most people in charge of production areas are trying to meet quotas and keep their heads above water, just the nature of business. Helping them find a life jacket is beneficial for all involved because, in the end, we are all paid our wages by the process of getting product out the door. (yes, good product!)

Good thread, keep us posted

Al...
 
C

Craig H.

#7
Wallace, and the group.

I think we may be missing something here: Is the failure to use these tools causing sub-optimal results?

Trying to force the use of "tools" for their own sake will almost always, IMO, fail. However, if you can convince people that the tools are, indeed, a "better mousetrap" (a better way of doing things) chances of success are greater. Why not focus on the goal(s) of the process(es), and then look to see if there is a better way of doing things. Maybe it will be one of the tools, a variant of one of the tools, or another tool altogether.

We are supposed to have a process focus, right?

Craig
 

The Taz!

Quite Involved in Discussions
#8
Different Strokes. . .

Having spent some time in the production supervision shoes. . . I can say, that after being in QA and Q systems for 25+ years, there are a whole different set of tools needed there. The supervisors, in their defense, are "stuck" between the proverbial rock and hard place. .

They have a QM who is setting up a system to CONTROL the company, and they have a group of people who they have to mentor, train, supervise, reprimand, praise, assess. . . and in general, wipe their noses from time to time.

They are the buffer zone between desire (Effective QMS) and reality.

When I walked in those shoes, I was writing up NCR's daily (actually 3rd shift nightly) being the Q-Dude that I am. The other supervisors told me that I was being too fussy. I stopped writing them, and essentiaslly nothing changed.

I think that those individuals, have their own set of people tools, and do not necessarily use the system and tools they are "given" in all cases. I think that we do need a consistent methodology in place, and a management system. Include them where ever possible in tasks that need to be completed. .. . afterall, that is what they do. They are the front-line Sargents and can get things done.


JMHO. . . LOL I hope you realize that I am playing the Devil's advocate here and presenting the flip side of the coin.
 
Last edited:

Mike S.

Happy to be Alive
Trusted Information Resource
#9
Some wise words above.

Look at it another way: Say the "tool" offered is not SPC or 8-D or whatever, but a physical tool like a new kind of wrench. Say you are a mechanic and have been using a regular box-end wrench for years and it works. I want you to use a new tool (a ratcheting box-end) that I say will make your job go faster and/or easier or produce better quality. What questions and concerns will you have? Your answer will be some of the same concerns that your production supervisors might have. What would I need to do to "sell" you on using the new wrench? The answers are what you might need to do to "sell" your tools.
 
S

Swagg - 2009

#10
One method I use with our supervisors is a "Normal Path" story. We all come to work with predetermined task that must be completed (Our Normal Path). On the "Normal" day (not very many) things go well. Over time due to issues our normal path tends to get broader. After a while, we don't see issues as issues, they have become part of our normal path. My challenge to them was to try and narrow their paths, by asking Why, How often etc...

Example: I have a process that lockss up the operator, and he/she has to find a sup to reset the system. (this happens only 4 or 5 times per week and takes the sup about 3 minutes to fix) In the beginning sups where asking the systems guys WHY,WHY,WHY and got no answers, so over time now in the sups eyes this is a non issue. However in the operators eyes this is a royal pain.
 
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