Hello again. Today I wanted to go through some easy locations within your place of business to implement a quality solution. A topic like this could easily involve some in-depth talking about root causes, how many why’s to ask, etc. I’m not going there, not this time. I want to provide something you can walk into the plant/office right after this and start with. In this light I will go through three options and I think you’ll find them useful.
What do we actually know?
First, one key quality metric in any organization is thinking there is a problem in an area where there isn’t. How do we do this you ask? We don’t know enough about the area in question to know if there is a real problem or an imagined one. My immediate suggestion here is start recording it. That’s all. It takes a little time to get into WHAT to measure and how you might go about it, but sometimes a non-issue gets more attention due to the impact or timing of the event. Get a measurement platform going. A spreadsheet, a paper log, something. Get those measurements done and you will have the data to understand where your real problems are.
When we observe is important
Second. When are you measuring for quality? I like this question as young organizations often know they need to monitor yet have implemented the actions in a less than optimal place. For example, if your inspection of widgets made on a fancy machine by an expensive operator are only monitored for compliance after they are all made, you have a recipe to miss a ton of preventive quality. Have the operator monitor the parts and if your staffing allows, have quality inspect throughout the day and stop making bad parts when you find them. I rolled this out at a machine shop once, the total scrap dropped by 90% in a month. All we did was have the inspectors start periodic checks of the running machines. They were already there all day, and the increased attention at the machines influenced the operators to pay closer attention to their machines.
Who knows what?
Third. Are you quality requirements known? If you talk to three employees right now, can they articulate the quality requirements of their daily tasks? Often leaders have an incorrect assumption of what the subordinates understand related to product/service quality. Training in any form is often lacking in many organizations. I am not, in this case, suggesting you develop a complex training plan. My proposal is to do weekly team meetings. Everyone goes. You (or leadership) has a set of things you always say at the meeting. The quality policy is a good one for this. Then you talk about some important things. Then you, the leader, be quiet and the employees get to talk. They need to send feedback up the chain about what was awful last week. What problems there were. Do this every week. Do it for multiple shifts if you have them. Just do it. The initiatives you are interested in will start to happen. Your people will get better. This focus and consistency can roll into a training event maybe monthly if it suits you business. If I wasn’t clear though, do a weekly meeting.
To summarize
Start measuring, you can’t fix it if you can’t define it.
If you are inspecting, make sure it allows you to be proactive not reactive.
Make the time to be present with the team. You have to communicate expectations.
Starting somewhere
If you need help stepping into these ideas, lets have a chat. Call, email, singing messenger. Your choice. I can help you Start. Somewhere.
What are you waiting for?
