Thoughts on benefits and drawbacks of having QC and QA go from 1 head to 2?

C

cheryl082501

#1
:thanks:

Hi,

My first posting, please forgive any error in protocol or decorum! Can anyone please provide feedback (real-life experience would be great too) on separating out the responsible head for QA and QC so they report separately into a CEO or COO, instead of one?

One of the benefits I can clearly see, is clearer focus on different tasks, such as assay implementation exercises compared to cost of quality or driving continuous quality improvement. I see some others also, but some minor drawbacks as well.

Would love to hear from you all on this. Thanks for any feedback you can provide.

Cheryl
 
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D

dna_leri

#2
For contrast see the below thread for a discussion on a QMS with no Quality Manager
http://elsmar.com/Forums/showthread.php?t=24628

I would be sceptical of dividing the Quality organisation into two separate departments with different senior leaders. In many organisations there is not a clear distinction between QA & QC, often it is just a matter of semantics and interpretation.

It may be different in highly regulated industries like medical devices with a large number of employees in a quality organisation but I would still question whether the benefits are worth it.
 
Q

QCAce

#3
:thanks:

Hi,

My first posting, please forgive any error in protocol or decorum! Can anyone please provide feedback (real-life experience would be great too) on separating out the responsible head for QA and QC so they report separately into a CEO or COO, instead of one?

One of the benefits I can clearly see, is clearer focus on different tasks, such as assay implementation exercises compared to cost of quality or driving continuous quality improvement. I see some others also, but some minor drawbacks as well.

Would love to hear from you all on this. Thanks for any feedback you can provide.

Cheryl
I've worked at places where QA was a separate group and more focused on new product introduction/design quality. And QC was more of the plant Quality Techs performing support for existing product lines.

The main disadvantage I could see is that there was a tendency for the QC group to be "the inspectors," and they just became an assumed part of Production. Meaning quality could just be inspected into the product and true continual improvement on existing product became lost.
 
E

egarry

#4
I would lean toward using the two person setup in the following manner.

1. Split the facility in half by whatever rational that seems logical (customers, number or type of operations & etc.).
2. Develop a complete responsibility model for each person including launch to customer satisfaction.
3. Encourage developing best practices and cross-training on lessons learned.

By using this model, you aren't setting up adversarial conditions. Good luck:D
 
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