M
Mnts2C
Hello,
I recently joined quality management at a large naval shipyard (>13,000). Along with plenty of decentralized internal oversight, there is a good amount of external oversight. This includes: headquarters, EPA, defense contracting, GAO, energy, financials, DOT, Inspector General, nuclear power, local entities, more than 25 a year.
Throughout the shipyard, various organizations host the external audits and resolve the discrepancies via their chain of command. However, there is not a process that consolidates them all. Quite a few stove pipes.
We do have an internal tracking system that is available to all. Though the tracking system can be used, that information can be stove piped. We do have analysts that can trend the data, but again stove piped. We have a monthly quality meeting with senior leadership, but its not the ideal.
I'm asking for recommendations on how to track and trend all the external oversights in a manner that avoids stove pipes and provides good data for senior leadership to manage. I have an idea or two, but I know the Cove is the right place to ask this question with all the experience of the people here.
Thanks in advance.
R/ Mnts2C
I recently joined quality management at a large naval shipyard (>13,000). Along with plenty of decentralized internal oversight, there is a good amount of external oversight. This includes: headquarters, EPA, defense contracting, GAO, energy, financials, DOT, Inspector General, nuclear power, local entities, more than 25 a year.
Throughout the shipyard, various organizations host the external audits and resolve the discrepancies via their chain of command. However, there is not a process that consolidates them all. Quite a few stove pipes.
We do have an internal tracking system that is available to all. Though the tracking system can be used, that information can be stove piped. We do have analysts that can trend the data, but again stove piped. We have a monthly quality meeting with senior leadership, but its not the ideal.
I'm asking for recommendations on how to track and trend all the external oversights in a manner that avoids stove pipes and provides good data for senior leadership to manage. I have an idea or two, but I know the Cove is the right place to ask this question with all the experience of the people here.
Thanks in advance.
R/ Mnts2C
) actions. Feedback provided by internal and external parties needs to be evaluated from a systems perspective and acted upon in an organization-wide effort; otherwise the pipe shop might be incurring in the same mistake that was identified 6 months ago in the superstructure assembly line or the electrical outfitting department. Suboptimization of a highly effective corrective action system is a huge waste.
