What would you do in the first 90 days of a new job as the Quality Manager

K

kyoshin_man

#1
Currently moving into a new section of the company thru promotion Aerospace bolts, screw, fixtures manufacturer and I am looking for advice, opinions, suggestions and comments on what should be done during the first 90 days of a new job as the Quality Manager, very fresh behind the ears.

The site is established with TS-16949 and I will need to review the Quality Dept and looking for ideas and complete my action plan and to do list.

Can I ask for some suggestions on where you all as experts here started when going into a new facility or to take over a dept?

Any help at all is appreciated as I am trying to learn and do the best job I can.

Thanks

Bill :bonk:
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#2
Re: What would you do in the first 90 days

Aside from the obvious (study the QA Manual and process documentation and how the systems work): Look. Listen. Be attentive to learn who is able and willing to support your efforts, and pay attention to reasons they bring what they do to the organization. Try to understand if there was a person who was overlooked or declined for promotion to the position you were hired for, and what happened; the dynamics surrounding such circumstances can provide constraints to good performance.

Look around to see what has been done for audits and corrective actions; pay attention to what was given to top management as systems performance data is concerned, and what management's responses have been.

Seek to understand top management's goals and how they have resourced what initiatives to achieve the goals. Study how the departments work together and communicate to help each other accomplish their respective missions. Identify disconnects between responsibility and authority. Be sensitive to identify any push-pull forces that can slow down progress.

This should keep you busy for awhile!
 

Michael_M

Trusted Information Resource
#3
Re: What would you do in the first 90 days

Depending on several different options, I would:

1. Review personal and personal positions. Find out who does what and who 'should' be doing what. I have found that those who should be doing something are not because someone else is doing it.
2. Review the Quality Procedures. Read through it once, then after a day, read through it again, this time taking notes. Review what is being done vs. what should be done.
3. Try not to make too many changes to the process (unless it really needs it) right off the bat. Learn what is being done and why, why is very important.

Just my :2cents::2cents: (it has moved up to 4 cents, inflation has hit).
 
C

Chance

#4
Re: What would you do in the first 90 days

1. Observe if people are aware about their procedures. Are they using/monitoring it for improvement? If not, who is monitoring it then?
2. Ask them this question "Who is in-charge of quality?" If they say QA department. You have work to do.
3. After finding out if there are procedural gaps, examine why. Is it because of bureaucracy? Are people's voice being heard? If not, why not. This is tough.
4. Be people's friend, try to help them, talk to them, but don't push too hard. They might give up.

:2cents: cents for you. Congrats and goodluck!!!
 
S

silentrunning

#5
Re: What would you do in the first 90 days

Look around to see what has been done for audits and corrective actions; pay attention to what was given to top management as systems performance data is concerned, and what management's responses have been.
This is top notch advice. It shouldn't take long to find out the company's strengths and weaknesses using previous audits. This could make you look real good real quick!
 
J

JLang

#6
Re: What would you do in the first 90 days

If you do all of the above you will be off to a great start. One thing I would strongly suggest is to find time to spend on the bottom of the ladder. Make sure you know what the people below you do and how they do it. Just as important is to observe or possibly even do some training out on the shop floor. I know this may seem time consuming, but I have found this to be quite important. If management (even from different departments) does not have a good understand of how things work in other departments (especially the floor) it can lead to a lot of wasted time and efforts. Root Cause analysis seems to go much smoother when you yourself have done those operations before. This is, of course, largely dependant upon the size and scope of your company as well. Good luck!:cfingers:
 

Steve Prevette

Deming Disciple
Staff member
Super Moderator
#7
Re: What would you do in the first 90 days

The bottom line is - what are you inheriting? Is the expectation for you to go in a "shake things up"? Just keep on keeping on?

That really establishes the tone of your initial 90 days.

I'd suggest studying some of Tom Peters' materials. If you don't have any of his books, there is a LOT of free stuff on his website.
 

Wes Bucey

Quite Involved in Discussions
#8
I buy into Steve Prevette's thinking here.

  1. The first, most important question is,
    "What were you hired to do?"
  2. If you are now "aerospace," are you expected to add AS registration?
  3. Did the previous guy leave, die, or get promoted?
  4. If he's still around, an orientation might be useful versus starting from scratch.
  5. If the TS audit most recently completed is clear, what action plan did you have in mind?
  6. If not clear, what corrective actions (root cause investigation, etc.) are already in progress before your arrival? (If not in progress, why not?)
My memory of fastener manufacturers is that most change required would be incremental, not major - it's a pretty stable industry.
 
S

ssz102

#9
what is expect for boss to you?
the status of work distribution for youself dept and dept organization chart
checking the content and quantity of customer complaints;
know the relationship for per dept and the leader or supervisor with the boss
go to workshop and look actually operation status
finally, prepare a improvement action plan to top management
 
K

kyoshin_man

#10
I would like to thank you all for your comments and advice, these are all excellent ideas and have most of these in my mind at this moment.

But to see some other areas that I did not think of is fantastic and my eyes are now even wider than before and has given me more confidence to achieve my goal that is expected.

What a wonderful and professional place this is when help is needed and people come to the rescue to assist fellow professionals. All the comments and advice are spot on, very much appreciated and will help me considerably for my future new roll.

Thanks again everyone.

Bill :applause::agree:
 
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