QUALITY ASSURANCE THROUGH ACCOUNTABILITY

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QUALITY ASSURANCE THROUGH ACCOUNTABILITY

• a system developed in offshore operations

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AccountabilityThe state of being
accountable the obligation to bear the
consequences for success or failure to perform as
expected
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Expectancy Theory people will behave in ways
that maximize positive outcomes and minimize
negative outcomes

• Motivation

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Root-cause-analysis frequently shows that quality
problems are the result of not executing known
task(s) documented
Quality Problems
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incorrect torque applied two-part adhesive
not mixed properly defective vendor parts
accepted ground strap failure cold-solder
joints etc.
Examples
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Organizational Failure

• These errors occur in organizations have
  documented processes and procedures and are
  staffed with training departments, supervisors,
  lead operators, inspectors and auditors.

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ISSUES
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1.) Supervisors not monitoring the work of
the operators in their charge
Supervisors do not have a systematic approach
to assure that each individual is performing
their tasks exactly as required.
Supervisors are frequently found away from
their lines seeking out support personnel to get
more material, a latest drawing, solvents or a
mechanic to adjust a machine.
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2.) Support departments not providing
adequate service
Unlike production department whose performance
is measured daily (quality, efficiency and
delivery), support department performance is not
measured objectively.
Operate on a reactive rather than proactive
approach. Rely on production personnel to summon
their service when there is a falilure. By the
time they arrive on the scene the harm has been
done.
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3.) There is no motivaton for every member of the
organization to assure that all tasks are
executed as required
The most common reactions to a failure is to
review the problem, talk to the operator to make
sure that he or she understands what has to be
done. Inspect WIP, finished goods and rework. A
corrective action will be generated creating
another procedure (although one already exists)
Repeat offenders may be reprimanded but, again,
the harm has already been done.
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A system that
Solution
Assigns clearly defined and measureable tasks
to members of each department.
Addresses principles of motivation
Provides a method to measure accountability
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Elements of an Accountability Management System
Production workstations divided into
responsibility zones with specific tasks to be
performed by production and support departments
Task execution monitored and scored at random.
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Zones of Responsibilities
PRODUCTION ZONE Demonstrated ability to carry
out process steps and identify quality criteria,
proper use of tools and equipment, understanding
of visual aids. QUALITY ZONE Evidence of
monitoring and control actions of all elements in
the company quality manual. ENGINEERING ZONE
Certified processes, updated methods, procedures,
visual aids, bills of materials and drawings.
MAINTENANCE ZONE Preventive maintenance
procedures, spare parts on hand, adequate tools,
equipment functioning. MATERIALS ZONE Correct
part number and quantity of materials in bins,
kit ready for next production order. HUMAN
RESOURCES ZONE Correct number of operators,
selection of qualified personnel, continuing
employee education, turnover control actions.
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A Sample Process/Procedure Listing
individuals with highest scores become candidates
for promotion
100
additional adjustment
95
general adjustment
90
minimum acceptable
performance level

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Random Generated Audit
individuals with highest scores become candidates
for promotion
100
additional adjustment
95
general adjustment
90
minimum acceptable
performance level

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Compliance Scores
individuals with highest scores become candidates
for promotion
100
additional adjustment
95
general adjustment
90
minimum acceptable
performance level

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A Sample Individual Compensation
Strategy(Outcomes)
individuals with highest scores become candidates
for promotion
100
additional adjustment
95
general adjustment
90
minimum acceptable
performance level

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• Offshore Cultures

• Many Low-Labor-Cost countries display the
  following behavioral traits
• Respect for authority figures and expectation
  that the will provide direction
• Desire to avoid ambiguous situations
• Confrontation is not a favored method to
  resolve problems

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• Method and Offshore Cultures

Direction is provided through clearly defined
tasks. There is no ambiguity in in the tasks to
perform. Individuals are responsible only for
those listed. Task execution is monitored
non-verbally. Line supervisors act as trainers.
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• Additional Advantages

Quality truly becomes the responsibility of
everyone in the operation Constant improvement
comes from the bottom up rather than only top
down Problems are easier to track when
processes and procedures are being followed