Value addition to product

[sxbalasu]

Dear Friends:
I am in the process of writing quality manual and procedures for our company and also i am responsible for implementing those procedures in place. I wrote a initial copy of my manual and i was reviewing that with my management. My management asked me what value addition for the product can be obtained by implementing these quality proceudures on the shop floor. I explained them the importance and also the value of these steps. But i would really appreciate if you guys can throw some light on this.
thanks

 

[M Greenaway]

It is often difficult to see the value of the QMS documentation on its own. I personally would be inclined to sell the benefits of the whole QMS package - selling documents is a tough one !!

 

[Randy Stewart]

Documetation Value

selling documents is a tough one !!

Have to agree on that point!!!
Bottom line the QM & procedures are worthless and really adds no value to the product by themselves.

The main selling point to management is the documentation of the business operations for monitoring. Look at it as the QM, Work Instruction, etc. becomes a contract with the operator/worker and the records are proof that the work is complete. By documenting & mapping processes you identify areas that are redundant and non-value added.

 

[tomvehoski]

Have you ever had a quality problem that you have assigned a cost to? Examples:

A. $20,000 scrap product because no work instruction
B. $10,000 sorting fee because we mixed good and bad parts.
C. $15,000 rework charge because of a missed engineering change


Now, point out that as part of the system you have A. operator instructions, B. nonconformance control procedures and C. design change procedures to prevent recurrence of these problems.

Just look at $$$ of past problems and show them how they should be reduced. Hopefully they will see the benefit.

Tom

 

[RoxaneB]

What about trying the angle of consistency? All of that documentation is there for a reason, you know.

If it is documented that a process is done a certain way and everyone agrees and everyone is trained on it, then theoretically everyone will do it the same way. And, of course, your documented process will result in quality product, so theoretically you should be producing consistent quality product.

I love living in my theoretical world!

 

[Graeme]

sxbalasu said:
My management asked me what value addition for the product can be obtained by implementing these quality proceudures on the shop floor.

Consistency of the work, the processes and therefore the product.
Reduced cost of poor quality.
Easier training because there is a documented process.
Better customer relations.
Fewer questions about "what do I do?"
Fewer contracts lost because you do not have a documented QMS.
Improved processes and happier people.
... and the list goes on.

BUT, none of this will happen in the absence of visible commitment and active leadership by top management! The people who asked you the question must lead by example, because the people who work for them will inevitably follow their example. In a theoretical world, the only reason they would have asked the question would have been to make sure that you also knew the answer.

Graeme