Sustaining a TS16949 QMS (Quality Management System)

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Waterjet27

#1
Is there an industry standard on how many hours per week/year etc., it takes to sustain a TS1649 QMS? For example, it is recommended that a company our size has someone dedicated to safety 30 hours per week.
 
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#2
Re: Sustaining TS16949 QMS

Is there an industry standard on how many hours per week/year etc., it takes to sustain a TS1649 QMS? For example, it is recommended that a company our size has someone dedicated to safety 30 hours per week.
No, it's going to be different for nearly everyone. Some have 'institutionalized it, other still need the QM (or whomever) to run around keeping it going, like those plates, spinning on the tops of poles...

Why do you ask?
 
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tomvehoski

#3
Re: Sustaining TS16949 QMS

How can you put an hours recommendation on a company strictly based on size - safety or quality? An oil refinery with 100 people is going to have very different safety requirements than a telephone support center with 100 people.

Who made this recommendation?
 
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Waterjet27

#4
Re: Sustaining TS16949 QMS

I'm the Quality Manager and Management Rep. at my company and am in need of more resources to help stay on top of things. My supervisor asked me for this information; he wants to see the numbers. Your posts reaffirm my thoughts. Thanks!
 
#5
Re: Sustaining TS16949 QMS

I'm the Quality Manager and Management Rep. at my company and am in need of more resources to help stay on top of things. My supervisor asked me for this information; he wants to see the numbers. Your posts reaffirm my thoughts. Thanks!
When you say you need more resources, please be sure (first) you're not making things too difficult for yourself. Like, how many audits do you do? Or are you overwhelmed with new customer business doing PPAPs etc?
 
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Waterjet27

#6
I took over this position and have about 17 outstanding corrective actions. Most of the root causes are procedural. We audit each process once per year. PPAPs are part of my job as well as collecting and putting together data for all measureables, training and supervising inspectors, CAD drawings, SPC, customer contact, researching gaging, doing some internal audits, document and data control, chairing management review, calibrations, maintaining approved supplier list, handling engineering changes, APQP... the list goes on. Basically I have too many hats to wear. I make a conscious effort not to make things too difficult, but do them right!
 
#7
I took over this position and have about 17 outstanding corrective actions. Most of the root causes are procedural. We audit each process once per year. PPAPs are part of my job as well as collecting and putting together data for all measureables, training and supervising inspectors, CAD drawings, SPC, customer contact, researching gaging, doing some internal audits, document and data control, chairing management review, calibrations, maintaining approved supplier list, handling engineering changes, APQP... the list goes on. Basically I have too many hats to wear. I make a conscious effort not to make things too difficult, but do them right!
What's everyone else doing? I can see at least 4 - 6 things others should be doing, not the 'QM'...
 
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tomvehoski

#8
Headcount = $$$$ as far as management is concerned, so you need to put it in those terms. Just asking for another body to do stuff won't work. Put it in terms like "adding another Quality Engineer would get our PPAPs out faster, so we won't lose $30,000 orders like we did last month" (or whatever fits the problems you are having).

Also look for non-value added work. The place I am at now is wasting tons of time on PPAP activities because somehow it gets communicated that the customer wants a full level 3 PPAP on 10 hand made prototype parts we are making for free, so my Q Techs waste time putting together a capability study, gage R&Rs and everything else that is completely pointless.
 
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Waterjet27

#9
Andy,
From what I'm told it's common among smaller companies. I just try to do the best I can with what I got. We have always run on a "lean crew". Everybody else says they are short handed as well.

Tom,
I think that is a good idea and you are definitely correct about headcount=$$$$ (especially when it's overhead).

My supervisor is trying to get some numbers to put with all the responsibility so we can have more than 'needing another body' when we go to upper management for help.

Thanks for the replies!
 

bobdoering

Stop X-bar/R Madness!!
Trusted Information Resource
#10
Even one facet of the requirements - a PPAP - can be huge for one customer (PSO, for example) and simple for others. It can also be a function of the features of the products - a part with appearance or safety requirements will require much different quantity of resources than one without.

You don't just walk up to the TS machine, put in a few hours and a certificate pops out. It is a process, not a product.

To think of the process as one so universal that such a standard would exist is oversimplifying.

(I know you know that...just trying to give you some supporting thoughts)

Your best bet is to put together a proposed schedule that estimates (can I emphasize that enough?) what work will need to be done and the resources to complete it, with a list of caveats [e.g. an increase in sales of new product or increase in process improvements (6 sigma projects) will increase the PPAP overhead significantly over the estimate]. Not much more you can do....

Of course, right now your supervisor has no skin in the estimate - so turnabout is fair play. Ask him for an estimate of new product or increase in process improvements over the next year. Maybe such a request will get him thinking about what a nebulous request he is asking of you.
 
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