Do Any of These Problems Sound Familiar?

 

 

 

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General

 

 

  • Recurring crisis

  • Reactive rather than preventive approach to problem solving
  • Projects behind schedule or never completed
  • Lack of follow-up

 

 

Quality

 

  • Quality rejects generally traced to the failure to execute a known procedure (soldering iron temperature not checked, an unapproved solvent was substituted, an incoming audit skipped)
  • Quality personnel assume the role of sole guardians of customer mandated quality systems—other departments are “too busy” to deal with them
  • Continued reliance on 100% inspections due to ineffective or non-existent process controls
  • Failure of support department to perform (equipment improperly maintained, depleted manufacturing supplies, incorrect inventories resulting in rushed production and increased rejects and costs)

  

Production

 

  • Supervisors not monitoring the quality and pace of their lines while they seek support personnel (machines needing adjustment, material shortages, engineering drawings)
  • Reliance on quality inspectors to detect errors
  • Compensating with unauthorized methods and overtime when support departments fail to provide timely service

 

Maintenance

 

  • Constant machine adjustments rather than permanent fixes
  • Downtimes due to lack of spare parts
  • Machine breakdowns due to fail to perform preventive maintenance
  • “Lack of manpower” or maintenance supplies accepted for failure to provide support

 

Accounting

 

  • Cost overruns such as overtime, scrap, rework are “explained” rather than avoided

 

Human Resources

 

  • Subjective and ineffective annual performance reviews
  • De-motivated employees due to differences of opinion on their contribution
  • Lack of timely feedback
  • Poor assessment of new operator performance during trial period
  • Un-focused training
  • Difficulty in rationalizing number of indirect personnel

A careful examination of each of these problems yields the same basic sources of failure:

— A lack of clear understanding of individual tasks and responsibilities (more)

— Missing individual feedback (more)

— Accountability is not validated by reward or corrective action (more)

— A lack of constant awareness of vulnerabilities (more)

—Lack of incentives to improve

    Process simplifications, on-hand material and training are implemented to improve individual performance. Individual incentive causes everyone to look for methods to make it easier to do well.

The Process and Service Accountability system provides for clear understanding of responsibilities, frequent individual feedback, accountability, assessment of every aspect of the operation and incentives for improvement.

 

  

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