Production Machining

AUG 2014

Production Machining - Your access to the precision machining industrial buyer.

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Page 22 of 99 :: 21 CRAFTSMAN'S CRIBSHEET Quality Technical Management Regulatory Turning Nonconformances into Stronger Relationships Monte Guitar – Director of Technical Programs How can we use a nonconforming event to solidify rela- tionships w ith customers? Complete the Corrective Action Loop • Don't discount the power of following up. In our haste to complete and send a corrective action response to a customer, we forget the additional opportunities that these replies ofer. Our time and focus is on the process to come up with the answer; but often the process ends with sending the re- sponse. We are afraid to bring this "opportunity" up again for fear that it could open wounds. One of the biggest chances to sell the value of your company is to demonstrate your follow-up service. • Beat the customer to the eventual question, "Was the corrective action efective?" Not only will you be providing great service, but you also will be serving as the customer's personal reminder that they need to "evaluate the efectiveness of corrective actions" per ISO requirements. • Be certain your sales representative understands the steps taken to resolve the issue. Having a complete understanding of what was done to resolve the issue should be part of the corrective action process. Tis is the prime time for sales to meet and/or reinforce relationships with those who produce the fnal product. It is essential for sales to fully understand the steps taken so that they can efectively advocate to the customer. Embrace Plant Visits • Ask your customer if your operations personnel can meet and greet them. A great way to reafrm shop personnel's "ownership" of the process is to demonstrate their importance as part of the resolution team. What better way than to have a team member on the customer's shop foor see where their part is further processed? If a trip is not practical, a video demonstration would be valuable. • Reciprocate. Get the customer into your plant to observe your ca- pable processes and people. Have your shop personnel demonstrate actions taken to improve your processes. Introduce the customer to those who are producing their parts and allow your people to be your most convincing salespeople. • Te power of your skilled machinists. Plant visits will demonstrate that ownership is in the hands of every person who has a contribution to the fnal product. It is about taking advantage of the power of having your skilled machinists look into the eyes of the customer and explain how they are achiev- ing quality. Too often, this opportunity is overlooked. Expand Training and Awareness Perspective • Understand the distinction. Tink of training as the instructions provided for the task-oriented activities of a particular function. Tink of awareness as the continual development and education of people, both formally and informally. Awareness focuses on educational opportunities and the need to broaden employees' perspective of their job. • Provide more "awareness." Your "training" was part of the process to solve the problem. Expand this review for your people and educate them as to why the issue must be resolved. Fo- cus on broadening the employees' job perspective and the impacts involved with their work. • Provide growth opportunities: Te routine of the day is enough for employees to reaf- frm what works and hone in on what can be done better. We can expand a person's awareness by teaching them about the issues that reside outside of the machine. When we need to respond to a nonconforming situa- tion, we often get caught up in the discussion of right versus wrong, good versus bad and "is" versus "is-not." While this data analysis approach is perfect for problem solving, the process often does not take into consideration the additional opportunities available to strengthen relationships between operations, sales and the customer.

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