P

Process and Service Accountability and Quality

HOME│SYNOPSIS│THE PROCESS│CULTURES│DO THESE PROBLEMS SOUND FAMILIAR? │EMPLOYEE EVALUATIONS│EMPLOYEE MOTIVATION│INTERNAL CUSTOMERS│PSA AND QUALITY│PSA AND ACCOUNTING│FAQ’s│CONTACT US│GRUNSTEN AND ASSOCIATES

One of the most common comments heard about quality is that it can't be inspected in; it must be part of the manufacturing process

with Process and Service Accountability it will be.

Quality systems such as ISO 9000 require monitoring to confirm that required tasks are routinely carried out. It is not uncommon to see the quality control manager in a plant scrambling to assure that documentation is complete a month or two before the ISO 9000 auditor is due for a visit. This occurs when personnel in an operation have other priorities and don't have time to attend to ISO tasks. This defeats the entire purpose of ISO 9000, misrepresents the way that a plant is truly operating and puts the operation in a vulnerable position.

Recently clients have been appearing at their supplier's sites unannounced. It is likely that this practice will become commonplace as quality requirements become ever more stringent.

ISO and other quality system procedures are included in the Process and Service Accountability audit lists. Special non-routine tasks are followed with the requisition tracking. Indeed, one of the goals in creating the system was to be in conformance at all times. Drop-in guests would be welcome.

A constant theme in quality departments is this: "quality cannot be inspected in, it must be built in." The assignment of specific tasks to support department personnel with the Process and Service Accountability system production supervisors are freed to attend their lines. The supervisors then assume the role of trainer and can focus on the processes and procedures that will guarantee the quality levels that are expected.