Tools to wake up the non believers of Quality!!!

R

Red4165

#1
Hi All

I have recently joined a small manufacturing company (printing, slitting and rolling bond, 2ply and thermal paper onto small cores). This company has downsized recently but is back on track with positive growth, new technology and fresh strategies.

My role is Operations Manager to which I manage Quality, Engineering, Production, Despatch and Printing. Only myself and the CEO have any background with other manufacturers and quality management systems.

One of the many challenges that I face is other Management I.E Sales Manager and Finance Manager (they have been with the company for about 4 years) are very opinionated about quality systems and processes, sometimes they are on the right path but most times they are not, they look to me for guidance and when I provide a solution, they will not accept responsibility for implementing, following or resourcing at any level and argue at every point - despite me trying alternative tactics for approach.

I do not have a quality team and I do not have any administrative assistance at all therefore I (as the Ops Manager) am responsible for developing the system and implementing it - completely. That is fine, however i need to get everyone on board to obtain some participation and ownership of following processes, if they have an understanding of what we are trying to achieve I am sure that they will be more willing to participate. I am thinking of going down the ISO9001:200... path, is this the right path - am undecided.

My question in this thread is " does anyone have any tools (i.e powerpoint presentation or something) that could be used to help me make all office and production staff have a basic understanding of Quality. Something along the lines of a pictorial document with bullet point wording..............hmmm unsure exactly what, but i want to snap them out of their current negative outlook and get them on board with understanding quality and what we are trying to achieve".

If I have dribbled on too much and confused you, please advise and I will try to be more specific...............

Cheers in advance

JJ:bonk:
 
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BradM

Staff member
Admin
#2
Interesting question. :agree1:

My suggestion would be to possibly construct your own presentation. I think it would mean more to them.

People need to relate the word "quality" with their jobs, and how it will benefit them. Many people have seen poorly executed quality systems, systems that were not practical; thus, many times they seem like it is just "another" chore.

  • Develop five slides demonstrating quality failures in the company. Was a defective product shipped? Did someone get hurt, or something got damaged?
  • Develop 3-5 slides showing how a quality system could save the company money, allow people to work less hours, whatever benefit would accrue.
  • Stress the delegation that is necessary for the program. As you have said-it's not your system; its the organization's system.
Summarize with stressing that the quality system is not just 'a bunch of forms and check boxes'. It's a manner of improving the processes by bringing about better consistency and more clearly documenting things.:agree1:
 
R

Red4165

#3
Hi Bradm

Many thanks for your response, like many people that post threads or search on this site, I am bogged down with the problem at hand which is reducing my ability to stop, think and create. I tried starting it a couple of hours ago and I am at a block.................grrr are you aware of any existing presentations that I can customise to suit our business at all? Lazy I know, but it is what it is..............Once again many thanks

Cheers

JJ
 
P

Peter West

#4
Hi Red

I don't think what I write is what you want to hear but I am going through the same thing at the moment. I have come from a very large set up in the UK and moved to the Middle East offices where they have no quality management system in place, or understanding of what quality is or how it fits into their roles.

So far I am 7 months in building up the image of what quality is, through provisions of useful tools, procedures and policies and the odd bit of error management. I find that in the UK the company do not view the Quality department as anything more than auditors (negatively). I am starting from scratch to build up an understanding in everyone in ME to see how it is more than just flowcharts and dictations on working practice. It is gradually working and people are accepting that the department is a useful part of the business.

I think that presentations of "What is Quality" generally do not elicit an animated response from the recipients i.e. they may not necessarily be able to translate the words/pictures to their daily duties.

I realise you lack time and resource but I would probably develop any presentation at grass root level (so you may end up with 2+ presentations) and ensure that is specific to the daily tasks of the recipients - even so far as including people's names and job roles in it to make it all the more tangible.
 

Ajit Basrur

Staff member
Admin
#5
Hi JJ,

I understand and am thus attaching few presentation that I had earlier downloaded from internet.

Take the slides that suit you and include some examples from your organization. If you do not add those specific slides, the audience wouldnt be able to correlate quality with their daily functioning and your presentation may not be received well.

Btw, you owe me a treat for this ;)
 

Attachments

R

Red4165

#6
Holy Crap batman!!!!!..................they are great tools that I can customise to suit our business at the administrative level, management level and production/despatch level.

Thank you so much for this, it was exactly what I was looking for.
I will firstly conduct a presentation with Managment, get them on board, then I will conduct some further training with my Supervisor.......then supply toolbox handouts to the supervisors to implement with the shop floor staff. I will also be in attendance to answer questions and provide further information if required.

Our problem is not with our operators, it is with the Supervisors and Managers. The Supervisors are actually open to improvment and change, therefore I should revise that statement. The current standards that are in place have been the 'norm' for many years, they understand that there is a need for improvement however they did not have the skill or training to know how to change it, nor did they have the support or guidance. They have this now through me, therefore it is not an issue, just a matter of time, training and support.

The Managers and office staff are really the issue here. This is where I will focus most of my attention for training. Although they are not making the product, they control the new product development, customer complaints, customer service and ordering, setting up artwork etc etc. there are many gaps in our process.............eg there is no process for them to follow to ensure that everything is captured and all information is recorded as customer requirements on job sheet, also complaints that are received are not being received correctly and when they are recorded they are recorded with the wrong root cause, how can we make improvements if the information is inaccurate??? This is such a critical part of the business that we need to get right.

At this point the people I work with do not have a clue. They think that quality is 'just something the production deals with - production need to produce good quality products" they have this understanding that all complaints that come in are related to production and despatch, they don't think that they should be involved with getting information from the customer when they make a complaint and they issues credits willy nilly...............

EG When the office staff receive customer feedback, they categorise without getting the right information or asking the right questions, they raise a credit request and give the customer their money back without any validation or investigation...............when I recently intercepted such a case, I provided a different form for them to fill in, then asked the customer service person to bring it to me before committing to a credit. I read through the information, asked this person to go back to the customer and request more information then bring it back to me, in the meantime I thoroughly investigated what i could, recorded and attached all relevant documentaton including photos, went back to this person and discussed at length. As it turns out, the customer did received the right stock within specification however was incorrectly marked on the box which created the query from the customer. This investigation has highlighted a few concerns, the first being that the customer would have received a credit incorrectly, the second being that this complaint would have been recorded against the despatch team for picking the wrong stock however the root cause was production ticking the wrong box on the carton and then despatch for failing to identify a descrepancy when picking this stock. Both issues have now been dealt with the intention of reducing the risk of reoccurrance.

This is just one little example. When I raise these concerns with Management they argue with me. I advise them that I feel that we need to allocate a resource (including backup) and train. We need to set up a system ie procedures or work flow for them to follow when receiving a complaint. We need to ensure that we are investigating and fixing issues, the only way for this to be done accurately is to collect the information from the customer and followup for close out. We want the customer to return, not return products.........

This example demonstrates the lack of understanding in what we are trying to achieve. Since the above occurance, I have delved deeper into our records and have identified that majority of our complaints are relating to keying errors with customer service, with non conforming product being less than .0002% of sales - unfortunately they still tell our CEO that the production and despatch team need to get their act together. Anyway, accuracy of reporting has now been dealt with and the CEO knows where the main complaints are. Unfortunately the Sales Manager doesn't like to hear any advice on how to deal with his team to reduce these errors...............I am working on this. Hence one of the reasons as to why i wanted to do a presentation so that everyone has an understanding of our goal and some specifics on how we can get there...............if I can get an understanding (but in) then the penny might drop and I will get more support.

Thanks once again

JJ
 

somashekar

Staff member
Super Moderator
#10
thanks - thats a big treat indeed :D
I have a short story which you can make a presentation off to stress upon some aspects of what quality means with regard to process approach, communication and the PDCA. Hope it goes well with you .... So here it is >>>
A family had 3 daughters and finally a son, who was loved by all. He grows up well and goes to school and there comes a time when he has to change from shorts to pants for his school uniform. So on the previous evening before school reopens, they buy a new uniform pant and find that it is an inch longer. All of them look face to face as the boy feels sad ... and nothing is discussed as they retire for the day. Then suddenly the mother wakes up, cuts the pant lenght by an inch and finishes the stitch. Later when its silent the eldest sister feels so much for her brother and so she goes and cuts the pant by an inch and finishes the stitch. Past mid night the second sister suddenly wakes up and feels so much for her only brother's first day to school in pant. She goes and cuts the pant by an inch and finishes the stitch. All of them wake up early to surprise the boy by giving him his perfect pant when they see the youngest sister already up and cutting the pant by an inch >>>>>
Nobody wanted to do a mistake, everybody wanted to do a good job ...but still we have problems, and here is the boy who has neither a good shorts nor a good pant when he has to go to school and no time to resolve. Still everyone love him.
This happens many a times in organizations, and you are left with no time to react as all the time to act was gone.
 
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