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Having BEEN a Quality Manager, reporting to the Director of Operations (in that organization the head of manufacturing) I know it can work well in a 9000 environment. The DO was measured on good product shipped on time, and within budgeted cost. Returned product was subtracted from product shipped, and for metric purposes was recorded as being shipped when the replacement was shipped, and was therefor not timely. Costs of defects, including field failures were added to production costs. So cost of quality were in manifacturing's metrics. The DO used me as his expert on keeping such costs down.
If we really believe that quality is of economic benefit to a company, then there is no conflict of interest. Production and Quality are both interested in seeing good product shipped. If it's not good, or not shipped, they go out of business together.
If we really believe that quality is of economic benefit to a company, then there is no conflict of interest. Production and Quality are both interested in seeing good product shipped. If it's not good, or not shipped, they go out of business together.