Why does production see quality negatively?

G

Gordon Clarke

#31
Re: Why does manufacturing see quality negatively?

Hi zancky,

(Originally by Gordon Clarke)---
A good "rule of thumb" is that design is 80% responsible for all product and production errors. Take one or two of your most serious "problems" and figure out what the best corrective action would be. Often, but not always, a specification change would suffice to eliminate the problem.
.

.Sorry but I can not agree. If you think 80% of production errors depends on design imho your process engineer (and in some way your quality dept.) is not working properly. Once he has got the drawing he should check whether it feasible or not and ask changes to design department eventually. Once the drawing is accepted by the production, it means they can do it! (not to talk about the meeting during design development where everybody should be).

Marc Smith

I'm only answering (at least for the time being) a little of your response. That you disagree (or don't agree :) ) is what discusions thrive on!

You must be in the type of organization that actually does carry out design reviews, and, if all relevant departments participate, then great!

I've been (more than once) in the situation where I've had drawings 3 to 4 months before production starts and the chance to comment on them and order inspection equipment - for example special thread plug and ring gauges. Everything looks perfect!
The day before production is scheduled to start, new drawings arrive from the design dept. changing specifications and making what has been ordered useless. Special gauges often have a lengthy delivery time.
The result (endorsed by all) is that the quality dept. has slept in class and not been prepared. Trying to accuse the design dept. of "assasination" is met with "let's solve the problem and not point the finger" but still mumbling that "it's all the fault of the quality dept."

Am I the only one with this experience????
 
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J

jsn80

#32
Re: Why does manufacturing see quality negatively?

Does anyone know of any examples from the real life as to how quality should go about getting a "weak" management to set focus on quality as being everyone's responsibilty. It's difficult to run with a ball that's chained to the wall.
That quality can be the driving force is OK, but how to get the necessary support to do what has to be done before the company goes belly up?

This a great statement for me. Under our old management it was very driven by output quantity. We are now under new ownership and a lot of new management and we are trying to change the culture about quality. It is just extremely difficult with the mindsets that everyone is used to and I don't think replacing all the old managers is the answer (at least not yet).

About a year and a half ago we started keeping track of our external failures in a PPM (parts per million) format. For the most part our ppm rate wasn't bad. I just ran the numbers for August and it is our worst month by far since the metric started. As unfortunate as it may be, I can only hope this can be a wake up call for the production managers.
 
V

Voodoo76

#33
Re: Why does manufacturing see quality negatively?

Who would disagree with you on that statement? Either I'm not explaining my self clearly enough or you misunderstand.
Does anyone know of any examples from the real life as to how quality should go about getting a "weak" management to set focus on quality as being everyone's responsibilty. It's difficult to run with a ball that's chained to the wall.
That quality can be the driving force is OK, but how to get the necessary support to do what has to be done before the company goes belly up?
Saying, "I told you so" isn't exactly productive or helpful :)
An example. A manufacturing plant where I was Eng. Mgr. took it's OEE from 59 to 82 over the course of several years, and in the process became very profitable. Much of the OEE improvement was in Yield, with the Quality Manager taking the lead in several OEE improvement teams. By focusing on process as a whole we managed the yield improvements while significantly reducing cycle times.

Management was shown a significant bottom line improvement. And under the guise of "Lean" Production bought into quality goals while Quality became much more aware of P&L issues in the plant.

Question: Where you work does the Quality Manager know your top 5 variance ($$$) issues? I would bet traditional "Quality Tools" would be very helpful in resolving them. (And you would be speaking in managements language).
 
P

prototyper

#34
Many of the responses have an automotive bias so here are a few of my observations from working for a Tier 1 supplier for more years than I care to admit!

Large projects offer large sales turnover and stability for a company for several years. Sometimes the prize can overshadow the detail during commercial negotiations. Often the OEM will have design responsibility so tolerances are fairly rigid. The OEM's purchasing departments are often only interested in saving on the bottom line, leading to projects being under capitalised and therefore compromising the robustness of the production process. An example is when my previous company specified that 6 press tools were required to produce certain panels, the OEM's buyer told us that was too expensive, do it with 5. The result was continual problems until they agreed to fund the additional tooling at an uplift.

Project implementation timing is being reduced but kick off from the customer is invariably late! The supplier is still expected to meet the original start of production date which vastly reduces any product maturation and operator training time.

It is virtually impossible to get a design FMEA from an OEM so assumptions must be made during quality planning. I have had difficulty on occasion even getting hold of product specifications.

It is little wonder that problems with product quality do occur!

As was peviously stated, OEM assembly plants are not concerned about these issues, they are only interested in is it to specification, does it assemble easily, does it work and does it pass their internal product audits. If not, make the supplier feel pain!

Why does production see quality negatively?

They are expected to make product from a poor process which they have had little or no input to.

No one likes being told they've done something wrong and despite how proactive and helpful we are, that is part of our role. Quality is the voice of the customer (don't shoot the messenger).

Records, etc., may be an essential part of a QMS but for the people filling them in, they are just beaurocracy and designed to make their job harder.

Quality don't directly add value to the product.

How do we change this perception?

Education :-
The more operators understand the function of the product they are making, the more likely they are to identify problems with that product.

Explain the consequences of a product recall in monetary terms. People then start to understand that it could ruin the business and lose jobs, that's why they have to fill in records. Also we may not add value but we are ensuring that they will still be working next week/next year.

Teach people to look at problems in a different way. By training people in Kaizen techniques, for example, they can improve the process, improve efficiency, improve quality and improve their perception of you.

Enlightened organisations don't look at quality negatively. It is up to us to enlighten them!!!
 

Bev D

Heretical Statistician
Staff member
Super Moderator
#35
Teach people to look at problems in a different way. By training people in Kaizen techniques, for example, they can improve the process, improve efficiency, improve quality and improve their perception of you.

Enlightened organisations don't look at quality negatively. It is up to us to enlighten them!!!
AMEN! If we don't like how our organization behaves - we need show them a different way. We need to step our of our self imposed responsibility boxes and make things better ourselves. It does no good to complain about how rotten things are while waiting for 'someone' or 'management' to 'fix it'.

reminds me of the old saying: we have met the enemy and he is us!
 
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