Shift Audits Proposal

A

andrewg

#21
My boss was the QA manager however he is potentially losing his job due to reoganisation. Therfore, the area of management or voice within the management group with a firm grasp of quality matters has been removed from all decision making. This therfore leaves me in a awkward situation of telling my mangement group things they dont want to hear.

Dont you just love work ........:mad:
 
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C

Craig H.

#22
Fortunately our mgt is VERY quality driven. It sounds like yours needs to be more so.[/COLOR][/SIZE][/FONT]
Was this aimed at me? If so, be very careful.

We have 4 shifts 24/7, each complete with QC, Foreman, Asst. Foreman, and mechanical support. The shifts rotate, and audits occur during the first 2 shifts. Third party audit nonconformances are rare, although this was not always so.

I have to question the quality focus of anyone who would even consider running a process without the proper support.
 
#23
Craig, I think the post was a comment directed at AndyG's organization - and he's clearly well aware!

In my experience it's a very unusual (read proactive, mature etc.) organization that runs production like yours. In the vast majority of siutations I have encountered, the off shifts are like a different business, populated by a different group of people etc. Kinda like the Twilight zone.....:lol:
 
C

Craig H.

#24
Craig, I think the post was a comment directed at AndyG's organization - and he's clearly well aware!

In my experience it's a very unusual (read proactive, mature etc.) organization that runs production like yours. In the vast majority of siutations I have encountered, the off shifts are like a different business, populated by a different group of people etc. Kinda like the Twilight zone.....:lol:
I am sure that our place is a lot more relaxed after hours, but I have no evidence that it has had an effect on quality. Yes, we are over 50 years old and, as far as being productive goes, we are profitable, even now.:)

The CEO's last name and the name on the sign out front are the same.
 

Howard Atkins

Forum Administrator
Staff member
Admin
#25
The problem as stated seems to me a matter of management commitment which is being expressed in lack of required resources.
In this case I cannot see you managing to work around it.
The standard says
Internal audits shall cover all quality management related processes, activities and shifts
tell the boss that if you do not perform this then you face a NC, if the carrot does not work, try the stick
 
T

Tony C

#26
Hi Andrew

Your audits should be prioritised not on shifts but on the basis of importance of the processes being audited and the results of previous audits in these areas. If there is no difference in findings between shifts and the activities are the same then this should not be a major problem.

If you do find that you audits of the night shift are considerably worse and generate more non-conformances then the night shift audits should be increased accordingly.

The other point I would like to make is that you can over audit and this can use up valuable resource which could be put to good use in taking corrective action or improving your qms.

Regards,

Tony
 

smryan

Perspective.
#27
Was this aimed at me? If so, be very careful.
It wasn't aimed at anyone. That would imply an intent to harm, which is ridiculous. And (thank you AndyN) it was indeed a reply to the forum discussing AndyG's current predicament.

We have 4 shifts 24/7, each complete with QC, Foreman, Asst. Foreman, and mechanical support. ...... I have to question the quality focus of anyone who would even consider running a process without the proper support.
Goody for you that there is still a manufacturing business that can run 24/7. The economy has forced us to downsize to about 40 people, including office personnel. Try being a little less critical and a bit more sympathetic. We would LOVE to have 2 fully staffed shifts in operation. As is we have to settle for really well trained operators with very clearly defined contingencies.
 
A

andrewg

#28
Thanks to all for your input, I have considered all your points and will make my pitch to senior management this week. Lets hope they listen to the voice of reason .......:nope:

Andy
 
C

Craig H.

#29
It wasn't aimed at anyone. That would imply an intent to harm, which is ridiculous. And (thank you AndyN) it was indeed a reply to the forum discussing AndyG's current predicament.



Goody for you that there is still a manufacturing business that can run 24/7. The economy has forced us to downsize to about 40 people, including office personnel. Try being a little less critical and a bit more sympathetic. We would LOVE to have 2 fully staffed shifts in operation. As is we have to settle for really well trained operators with very clearly defined contingencies.
Well, my apologies then. You did start out the post with a quote from me, so it sure looked like you were asking for it.

The material my company produces comes out of the ground. Literally. 15 years or so ago there were 5 large (>400 employees) and several small companies in the area producing pretty much the same type of material. Now, 2 have folded, there has been some merging, spinning off, etc., to the point that my company, with 160 employees, is the only one who has never had a single layoff, downsizing, or other such mess. We still are making a profit, and the only "pain" is no raise this year and we are not hiring new people, generally, to replace retirees and those leaving for whatever reason-.

Why is this? Quality and marketing. We make great stuff, offer excellent service, and we went into smaller markets that our competitors turned their noses up at.

What's really cool is the fact that we have used the downtime to further improve our processes. We have more capacity now than ever, and when things turn around we will be in a much better position to capitalize than any of our competitors. None of this happens by accident.

So, maybe you can understand why I jumped when it appeared that you were coming at me.
 
Last edited by a moderator:

smryan

Perspective.
#30
Well, my apologies then. You did start out the post with a quote from me,...
I was agreeing with you :D
.... We still are making a profit, and the only "pain" is no raise this year and we are not hiring new people, generally, to replace new hires..
Same here... the quality incentive program is awarding only pats on the back this year. Fortunately all here are very into "our reputation for quality".

Why is this? Quality and marketing. We make great stuff, offer excellent service, and we went into smaller markets that our competitors turned their noses up at. .
Wow... sounds like our managements had the same ideas. :agree1:
What's really cool is the fact that we have used the downtime to further improve our processes. We have more capacity now than ever, and when things turn around we will be in a much better position to capitalize than any of our competitors. None of this happens by accident.
De Ja Vu. We have a plan in place that (if the funding is approved) will put us in a very good position for when things bounce back.
So, maybe you can understand why I jumped when it appeared that you were coming at me.
No worries mate!:agree: Sounds like we are just both very proud of our respective companies.
 
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