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Quality Objectives - Where to start defining Quality Objectives?


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Quality Objectives - Where to start defining Quality Objectives?


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22nd August 2011, 03:03 PM

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Dan Johnson
Getting Involved (6 to 9 Posts) Registration Date: Aug 2008 Location: Tennessee Re: Quality Objectives - Where to start defining Quality Objectives?

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Quote: Originally Posted by Glen D Then there are the managers within these areas that from previous audits, dont see the benifit of monitoring and measuring (I still dont understand thier objection even after lengthy explanations). I guess they just see the extra work it may entail!

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Therein lies the rub: You have to achieve employee buy-in to the QMS before you will see real, sustained improvement. There's a lengthly list of fallacious arguments people will use as to why they can't or shouldn't employe ISO principals,the first of which is Customer Satisfaction. In this case, it appears you have multiple managers who handle the warranty work based on the system. Someone from outside those respective areas needs to be collecting data. Everyone within those areas are afraid that real data collection will point to one particular area as needing improvement and believe it will show a failure on their part. Instead of embracing the ISO principal of Continuous Improvemnent, they are involved with the age-old practice of CYA. 6-7 years into our program, we still have employees who view a CAR as a negative, instead of an opportunity for improvement, improve customer satisfaction and, in the end, improve the company's bottom line and everyone's job. This can, many times, be the biggest challenge you will face in your efforts to truly enact an effective QMS. Leading from the front will help with this. I show my employees how many CARs I, or someone within the Quality department, generate because I failed to do something, as well as my root-cause and corrective actions.

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22nd August 2011, 07:32 PM

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Big Jim
Involved in Discussions Registration Date: Feb 2008 Location: USA, Southern California

Re: Quality Objectives - Where to start defining Quality Objectives?

I see some concern about gathering the data too. Have those that have tasked you with administering this provided the support you need to get this data? Assuming that you have or can obtain support for those that handle these areas, you can create an Excel spread sheet that each one has access to. Use the spread sheet to record all warranty activity. Determine what you need to know and draft the spread sheet around that. Try to keep it as basic as possible so it will be easy to obtain participation. If you can't get the cooperation and support to get participation, you are on a doomed mission. If you are on a doomed mission, decide for yourself if you should stick around. Back to the original question as show on the subject of this thread, one of the best sources for determining what to use for quality objectives is element 8.4 where it defines the requirements for analysis of data. As a company, you need to determine, collect, and analyze data that helps you monitor the health of your quality management system. The four topics

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that you must do this for include: customer satisfaction, product quality, process performance, and supplier performance. Look for sources that you either already have for data, or that can easily be obtained. Your quality objectives do not need to be aligned with this list, but if you have to do it anyway, why not? The ones you have been tasked to track probably fit in here, however they are probably not easy to obtain data for from what you have described. Would management consider starting with easier ones until teamwork improves?

Thanks to Big Jim for your informative Post and/or Attachment!

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23rd August 2011, 03:10 AM

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JaneB
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Re: Quality Objectives - Where to start defining Quality Objectives? Quote: Originally Posted by Glen D ...certain areas have limited monitoring and measurement other have nothing. ... As a said above there are 4-5 people who may get and deal wth warranty calls dependent on the account

Definitely sounds like something that is ripe for a bit of improvement. OK, 4-5 people may "get and deal with" the calls - but where is (is there any?) the info that gives you (senior management) a summary view? Eg, what types of warranty issues are you getting across all accounts? Any patterns to them? And how are they being 'dealt with'? In what time frame? To what standards/criteria/etc? Is there any agreed procedure/process or does each area or account just do its own thing??
Quote: Originally Posted by Glen D Myself and 2 directors highlighted these issues for our first set of objectives from areas where improvements can be made.

Areas where you can improve are rich pickings. And it certainly sounds as though the area could do with a bit of improvement. Whether the managers will - sooner or later - 'get it' or not is up to them. You can lead a horse to water, etc... If top management wants it to happen and sets the tone, supports and leads, then the managers themselves have a choice to make. Get on board... or find another train going somewhere else? Sometimes people don't like change, or being changed, and sometimes they've reason for not wanting change to happen because the status quo is either all too comfy or is a surface behind which is stuff that needs to be brought out into the open and improved. The point about 'is it extra work?' though is a valid one.

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Finally, it's often worth thinking about setting objectives in two groups: those you want to improve and those where you want to maintain performance. But you have to know what that performance is currently (ie, baseline) before you can do either. Don't be daunted. As I said, it can take a while to get the idea, but as with anything, if you work at it and practice doing it (PDCA), you get better at it. And things DO improve. __________________ Fools ignore complexity. Pragmatists suffer it. Some can avoid it. Geniuses remove it. ~ Alan Perlis

30th August 2011, 12:03 PM

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Glen D
Involved in Discussions Registration Date: Aug 2010 Location: UK, South East Age: 35 Re: Quality Objectives - Where to start defining Quality Objectives? Quote: Originally Posted by Dan Johnson

Therein lies the rub: You have to achieve employee buy-in to the QMS before you will see real, sustained improvement. There's a lengthly list of fallacious arguments people will use as to why they can't or shouldn't employe ISO principals,the first of which is Customer Satisfaction. In this case, it appears you have multiple managers who handle the warranty work based on the system. Someone from outside those respective areas needs to be collecting data. Everyone within those areas are afraid that real data collection will point to one particular area as needing improvement and believe it will show a failure on their part. Instead of embracing the ISO principal of Continuous Improvemnent, they are involved with the age-old practice of CYA. 6-7 years into our program, we still have employees who view a CAR as a negative, instead of an opportunity for improvement, improve customer satisfaction and, in the end, improve the company's bottom line and everyone's job. This can, many times, be the biggest challenge you will face in your efforts to truly enact an effective QMS. Leading from the front will help with this. I show my employees how many CARs I, or someone within the Quality department, generate because I failed to do something, as well as my root-cause and corrective actions.

I think we have a fair few managers and others that have been with the company since we used stone and chistle to record records! I think they are too set in their ways, have resistance to change, see change as a threat and see change as an
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indication that they've not been doing something right or properly since year dot. Here CAR's are seen as blame culture due to the previous Quality managers allowing them to be used in that way. Something i'm trying very hard to get away from by concentrating on the corrective actions with those involved and not on the 'blame'.
Quote: Courtesy Quick Links Originally Posted by Big Jim I see some concern about gathering the data too. Have those that have tasked you with administering this provided the support you need to get this data? Assuming that you have or can obtain support for those that handle these areas, you can create an Excel spread sheet that each one has access to. Use the spread sheet to record all warranty activity. Determine what you need to know and draft the spread sheet around that. Try to keep it as basic as possible so it will be easy to obtain participation. If you can't get the cooperation and support to get participation, you are on a doomed mission. If you are on a doomed mission, decide for yourself if you should stick around.

Links that Elsmar Cove visitors will find useful in your quest for knowledge: Howard's International Quality Services Atul's Symphony Technologies Marcelo Antunes' SQR Consulting

No they've not really given me the support. What was 4 years ago a 3 person QA dept is now myself! The directors i meet with regarding the ISO implementation have said they will get onto the persons concerned but have yet to do so after many prods from myself.
Quote: Originally Posted by Big Jim

NIST's Engineering Statistics Handbook IRCA - International Register of Certified Auditors SAE - Society of Automotive Engineers Quality Digest Portal IEST - Institute of Environmental Sciences and Technology ASQ - American Society for Quality

Back to the original question as show on the subject of this thread, one of the best sources for determining what to use for quality objectives is element 8.4 where it defines the requirements for analysis of data. As a company, you need to determine, collect, and analyze data that helps you monitor the health of your quality management system. The four topics that you must do this for include: customer satisfaction, product quality, process performance, and supplier performance. Look for sources that you either already have for data, or that can easily be obtained. Your quality objectives do not need to be aligned with this list, but if you have to do it anyway, why not? The ones you have been tasked to track probably fit in here, however they are probably not easy to obtain data for from what you have described. Would management consider starting with easier ones until teamwork improves?

I used those 4 topics, along with the directors views, we came up with the objectives i listed.
Quote: Originally Posted by JaneB Definitely sounds like something that is ripe for a bit of improvement. OK, 4-5 people may "get and deal with" the calls - but where is (is there any?) the info that gives you (senior management) a summary view? Eg, what types of warranty issues are you getting across all accounts? Any patterns to them? And how are they being 'dealt with'? In what time frame? To what standards/criteria/etc? Is there any agreed procedure/process or does each area or account just do its own thing??

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They basically just do there own thing with spreadsheets made up to suit. I have no idea how 2 sites record warranty information or indeed if they record any information at all! One site gets quite detailed information and the 4th is basically when and where there was a warranty call.

Quote: Originally Posted by JaneB Areas where you can improve are rich pickings. And it certainly sounds as though the area could do with a bit of improvement. Whether the managers will - sooner or later - 'get it' or not is up to them. You can lead a horse to water, etc... If top management wants it to happen and sets the tone, supports and leads, then the managers themselves have a choice to make. Get on board... or find another train going somewhere else? Sometimes people don't like change, or being changed, and sometimes they've reason for not wanting change to happen because the status quo is either all too comfy or is a surface behind which is stuff that needs to be brought out into the open and improved. The point about 'is it extra work?' though is a valid one.

As i said above in the answer to Dan, i think they are 'all to comfortable' with little pressure/guidance/accountability from above to improve.
Quote: Originally Posted by JaneB Finally, it's often worth thinking about setting objectives in two groups: those you want to improve and those where you want to maintain performance. But you have to know what that performance is currently (ie, baseline) before you can do either. Don't be daunted. As I said, it can take a while to get the idea, but as with anything, if you work at it and practice doing it (PDCA), you get better at it. And things DO improve.

I'll bare the 'improve' and 'maintain' objectives in mind. Thing is i think i can see the train of thought developing and i probably already know the answer as to what i need to do.... Thanks to you all!

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