If you’ve implemented several Quality programs (i.e. SPC) over the last few years, you may find yourself struggling to maintain them because you no longer have the resources. At first glance, you may think you only have two options:
- Eliminate non-critical programs or
- Work longer hours until resources are available
Let’s take a look at the two options in detail….
Option #1. You’ve already spent the money and resources to get the programs up and running and should you decide to eliminate them temporarily, the odds are you’ll never implement them at a later date. Think back to a time when you or a co-worker had to quickly put together a Standard Operating Procedure to fulfill a requirement and the strategy was to re-evaluate the procedure for clarity, effectiveness, etc. after a period of time and it never happened! It’s usually because some other ‘fire’ comes along and that procedure is no longer a priority. From a level of effort point of view, re-evaluating a procedure takes less time and resources than implementing a Quality program, and yet it rarely gets completed. It’s for this reason that I don’t like option #1….let’s take a look at option #2.
Option #2. My goal has always been to work smarter and not harder, so option #2 conflicts with my work philosophy….I’m going to propose option #3….keep reading.
Option #3. Since Quality is everyone’s responsibility, you should work with senior management to identify one process owner for each process within your Quality System. Then identify and document the responsibilities of a process owner, which will include Quality Assurance responsibilities….make sure the responsibilities are communicated to the process owner. By taking this approach, you’ll be able to maintain your existing Quality programs and increase accountability.
If the reality is that you work within a culture that expects the Quality Assurance department to maintain the programs without the involvement of others, then you need to take a sales approach and show how much money and time was spent on implementing the Quality programs and quantify the value that the programs bring to the company. Then show how it’s impossible with the current headcount to maintain all of the programs and let them know which programs will potentially get eliminated (you’ll need to quantify this information otherwise it will only represent your opinion), then you’ll want to show management that you have a compromise that doesn’t require the elimination of programs…..go ahead and pitch option #3.
Do you have another option that you’d like to share?….please leave a comment.
Take care,
Sandra
