Troubled ISO System - Chronic quality issues and complaints - No management support

K

kalliz50

#81
Worse case is, if it does happen, just follow the non-complient note response procedure and close each item one at a time.

I have similar problems as listed out here with non-responses to CA's - what do you mean by following a "non-compliant" note response so I can close these out ... i.e. "management decided that on review they really didn't want to make a change at this time?" thanks, Karen
 
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K

Kevin H

#82
I believe what greg was asking in regards to interview questions for management is a request for a list of questions you'd ask the management you're interviewing with during an interview where you're applying to become part of their management system for quality. The objective being to identify ahead of time management support for quality systems/style of management systems. It's easy for management to say they support xyz, but then when you get in the plant, you find that their support is more for having ISO on the wall than what you envision a quality system should be.

I've thought several times of starting a thread on the topic of what interview questions you'd ask management during your next job search in the quality arena. I'm thinking of ones other than the typical - why is the position open, even though that is a critical one to ask. I forget the thread, but qualityboi posted a good list worded for both sides within the last 6 months.

If I have time, I'll try to start such a thread this PM from my home computer, I think it might prove interesting - might be worded along the lines of which questions do you wish you'd asked management during your last job search.
 
G

gregfish

#83
Kevin H,

You understand my question perfectly. Taking a preventive approach - how can you know management's attitude towards quality before you accept the job and get stuck in a bad situation.

Another way to look at it might be - making sure that the grass is greener:) .

I even thought of offering a free - full plant ISO assessment before making a decision regarding employment.

Greg
 

Helmut Jilling

Auditor / Consultant
#84
gregfish said:
Kevin H,

You understand my question perfectly. Taking a preventive approach - how can you know management's attitude towards quality before you accept the job and get stuck in a bad situation.

Another way to look at it might be - making sure that the grass is greener:) .

I even thought of offering a free - full plant ISO assessment before making a decision regarding employment.

Greg

Greg, you're an auditor, and you've been burned...so, ask them questions like you would in an audit. Feel out the areas that you were burned in. If you're a smart fellow, you ought to be able to learn what you want, the same as you would if you were doing an audit.

If you still want a little more assurance, ask to take a peek at a few key items related to ISO.
 

Caster

An Early Cover
Trusted Information Resource
#86
Sorry, couldn't resist!

gregfish said:
Kevin H,You understand my question perfectly. Taking a preventive approach - how can you know management's attitude towards quality before you accept the job and get stuck in a bad situation.Greg
Greg

I started another post about this, just look at the employees washroom. Everything you need to know about managements attitude is waiting for you in there. Quite a few disagreed with me on this.

As I get older, I'm slowly moving from hard data to soft things...heresy for an engineer. I can "feel" it on the floor within minutes of walking in. Spidey sense?

It is easy for me to tell if the place is "Excellent" - there is an energy that crackles and glows. I almost think I see it in color like a corona? Has anyone else ever got this feeling?

Horrible is also easy - chaos rules the house. The average and adeqaute companies are harder to read.

I may have to surrender my engineering degree after a post like this....
 
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T

tabare - 2009

#87
In a perfect world.

Are products going out the door and not coming back? That question needs to be begged when "Worrying" about a quality system. If products are not coming back or customer satisfaction is high it seems the quality system is working and how the quality system is being dealt with are two different strategies.

Compliance to the ISO standards is a very minimal account for the Company's Quality System. The effectiveness of Management, cost of quality, customer satisfaction etc. is key. The Quality System just supports you in your efforts to customer satisfaction.

Every company has flaws. Focus on Quality Of Product and use what works for you. Of course you have to be compliant, but really sit back and think about this. Are your procedures working for you, for your quality system and the company.

If the audits aren't getting done question how many audits you are conducting in a year. What is the effectiveness of the audits. Are you getting 0 non compliances with a particular system yet still auditing it each year? Maybe the solution calls for skip audits. Or Consolidating processes. If you are doing more than 15 Audits in one year for ISO, something behind the ball is not working for the company and Quality System.

ISO is supposed to work for you, not work for it ;)

And as I will always say. It's just a job. Have fun. Smile Lots!

:biglaugh: :biglaugh: :biglaugh: :biglaugh: :biglaugh: :biglaugh:
 
T

tabare - 2009

#89
You might want to ask Who you would report to "as a Quality Manager". I think this will tell you a ton about the company.

If you're reporting to anyone other than the high comandor, most likely they do not take Quality so seriously.

I report to the president of the comapny.
 

Wes Bucey

Quite Involved in Discussions
#90
This attitude of tabare is a good one to have - essentially you look at what works and take satisfaction in that BEFORE roiling your insides over what doesn't. It's a rare operation that has NOTHING going right.

Caster is also on the right track, IMO, because "feel" is usually something you can trust and save the time and trouble of rigorous statistical investigation.

For years and years, my ASQ Profile has contained this paragraph:

I put more emphasis on "big picture" and "company culture" than on metrics. If all the members of the organization are indeed working together, metrics are a natural function of identifying areas to improve. If the organization is NOT working together, the imposition of metrics can be draconian and serve to divide the culture even more.
 
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