What do you do if your team is facing a major quality issue?

If my team is facing a major Quality issue, for me the best way to handle was to follow CRISIS MANAGEMENT approach. It means different ROLES are created, clear COMMUNICATION to different stakeholders and get CUSTOMER CONFIDENT since the first call/meeting. It’s crucial the get as much information as possible and NEVER communicate something that is a FEELING, we should talk always with DATA and based on this, STRUCTE THE PROBLEM and the follow up. Keep INFORMATION simple and always keep your PROMISES, if missed one promise in when customer get angry and scalation starts.

Effective assessment of data of the issue need to be done. Different tools to get root cause analysis, and Prioritising and implementationnof the actions.

If we are facing a major quality crisis, the first thing to do, in my opinion, is to calm down the team. If we don’t have a clear mind wi’ll get nowhere. Then we access the root cause of the crisis analyzing data and facts , define contention measures and finally the definitive action. But all this will just work if the team has a CLEAR and FAST communication, tons of TRANSPARENCY and holds TOGETHER.

Earlier, I believed that quality was simply meeting specifications, but you've shown that true quality management involves handling variation effectively to achieve consistent quality outcomes. Increasing the number of quality checks and inspectors may seem like a solution, but it can lead to a reactive approach that overlooks deeper structural issues. Quality isn't just operational; it's deeply tied to behavior and psychology. Implementing methodologies like Lean or Six Sigma can help, but without top management fully committed to a quality mindset, significant progress is challenging to achieve.

If my team faces a major quality issue, first of all, I will assess the issue first and try to find out the root cause of it through FISHBONE analysis whether it is caused by Man, Machine, Method, Materials or Environment. Discuss the probable root causes with the team and find out the instant and preventive solutions together so that the same issues cannot happen again. Besides, a responsible person will be assigned to follow up regularly.

If my team is facing a major quality issue, I would first gather all relevant information to understand the scope and impact of the problem. Then, I would involve key team members to collaborate on identifying the root cause. Together, we would develop an action plan to address the issue promptly, ensuring clear communication with stakeholders throughout the process.

Slow it down, bring all the evidence into a room with all the participants that are directly affected by the problem. Follow the problem-solving method to gather data, analyse the trend of the problem and understanding the problem, then brainstorm the possible reasons for the problem. Test for Casuality and existence and then investigate the probable causes of the problem. Once an effective action plan is established and implemented preventative actions have been done, test the process again.

1) Define the issue, clear and specific. 2) Define team working on the topic. 3) Containment measures 4) Root cause 5) Corrective action, implement and check efficiency 6) Systemic approach and rest of problem solving approach. Also you need to evaluate the impact and if it’s the case, recover the loss.

Exactly. After assessing the situation, containing the impact of the quality issue becomes a priority. This may involve isolating affected products, halting distribution, and implementing measures to prevent further contamination or issues from spreading.

It’s essential to act quickly to mitigate its impact. Open communication ensures that everyone is aware of the problem and can contribute to finding solutions. Analyzing the root causes helps address the underlying issues rather than just treating the symptoms. Implementing effective solutions based on this analysis is crucial for resolving the issue. Learning from the experience ensures that similar problems can be prevented in the future, and continuous monitoring and improvement help maintain high standards over time.

Gemba First with related People or Department such as Production, Engineering, etc and use QC Tools such as 4M for Analysis then specify : 1. Corrective Action 2. Preventive Action

1st - be calm and do not make any decision at first glance. 2nd - Ensure call all related team members and everyone understood about the quality issue. 3rd - Access the impact of the quality issue to our organization and customer. 4th - Collect history and data related to the quality issues. 5th - Confirm the possible root cause (do use QC 7 tools or other tools) 6th - Work out on corrective action and preventive action (CAPA). 7th - Monitor the effectiveness of CAPA.

If my team is facing a major quality issue i would strongly find out preventive actions for the issue . Root cause analysis plays a very important role for implementing correct preventive action. Finding out exact root cause of the major issues, with my team, will help me and my team to prevent the issue to reoccur.

Root cause a analysis is consider best practices to any quality issue face the staff or customers because its depend on several action plans to avoid any repeated same issue in this regard so i recommend to review the current processes and workflow for any business obstacles, focuse group meetings with all stakeholders and discuss all alternatives solutions and the innovative ideas.

The best way to start a problem solving activity is to well describe the problem. Using 5W2H to well define the boundaries will avoid to lose time going to a wrong path. Go to GEMBA, interview the people involved in the issue, collet data to compare good and bad parts using a logical thinking. Once the problem is described, as a multidisciplinary team, define the containment actions to protect the customer while the investigation by brainstorming, ishikawa, FTA, 5whys tools will be used to go in deep to find the real root causes. The actions to kill the real root causes will be defined and shall be monitored in order to ensure the long term results.

Take immediate action to contain and mitigate the effects of the quality issue. Implement temporary fixes or workarounds to prevent further damage while long-term solutions are being developed.

A well-structured action plan is essential, comprising precise objectives, designated ownership, and defined timelines. Regular follow-up is critical, ensuring accountability and progress tracking. Measuring outcomes provides valuable feedback for adjustments and continuous improvement.

From the sales side of the equation, we are the liaison between the customer and part manufacturers and are responsible for gathering information from the customer and supplier. Things we are responsible for gathering from the customer is: 1. How often have they used the part? If they have history, then this may be an isolated case. 2. When did they buy the parts? Request date codes. 3. Did something change in their processes or manufacturing. 4. How many devices are flagged as possible defective? The goal is to make sure they are using parts within spec. Things from the supplier: 1. Did they have any PCNs? 2. Did other customers report similar issues? 3. Did something change in production or materials used to mfg. parts?

Developing a clear action plan entails outlining specific steps to address the root cause, assigning responsibilities, setting timelines, and establishing key performance indicators to track progress and ensure effective resolution of the food quality issue.

After preparation of actual action plan we must provide training to the concerned persons so that action plan can be effective well.

With the action plan in place, implementation of necessary changes commences. This involves executing the outlined steps, monitoring progress, and adjusting strategies as needed to effectively address the food quality issue and prevent its recurrence.

You need to develop a comprehensive solution to address such challenges head-on. Implementation involves a meticulous approach, which includes modifying processes, updating training programs, and potentially investing in new equipment (if required in case).Ensuring alignment with the action plan, maintaining momentum, and keeping the team motivated are key priorities for successful execution. Together, you can navigate through the issue, driving tangible improvements and fostering a culture of excellence.

When implementing changes, it is vital for the whole team to be involved , if there are changes to be effected, the change management process needs to come into effect. Train and ensure that the whole team is on the same page. Implementing changes can also be an opportunity for learning and developing a team.

Si estamos por emprender un plan de acción de mejora con cambios importantes lo primero que debemos hacer es evaluar las condiciones del personal que se involucrarán en el mismo de lo cual surgirá la capacitación necesaria para emprender con éxito el cambio, tal vez los tiempos sean críticos y debamos iniciar la ejecución del plan de inmediato eso requerirá un seguimiento muy de cerca para evitar errores o desviaciones.

It's essential to monitor the performance of the changes, as well as the CAPAs implemented. This in order to know if in the routine environment, these actions were capable of containing, resolving, and optimizing the quality alert presented. Verify that they don't give rise to new problems, and that they do not interfere with the usual tasks of the operation. Ensuring that new process settings are understandable to users, it will not affect performance and, in the best of cases, can even be optimized. Never lose sight of the fact that statistics allow us to provide an objective overview of the scope of quality achieved.

exercise Deming wheel cycle Plan -Do-Check -Act This generic approach will provide you systematic solution of mentioned problem.

What cannot be measured cannot be managed or controlled. Defining appropriate indicators is crucial for identifying the quality issue. These indicators must be measured, captured, quantified, and monitored from the start of the problem-solving process, not only after changes are implemented. As actions are executed, a clear correlation should be evident in the indicators. This allows you to confirm the resolution of the problem and directly link it to the implemented improvement actions.

If your team is facing a major quality issue, it's important to address the problem promptly. Start by identifying the root cause of the issue, involve team members in problem-solving, implement corrective actions, and establish processes to prevent similar issues in the future. Open communication, transparency, and a collaborative approach are key in resolving quality problems effectively.

The macro and micro indicators should be developed tangibly, based on the events outlined in the Crisis Work Breakdown Structure (WBS), and monitored not only until the end of the crisis but also as indicators that can demonstrate that the recurrence of an event, or a combination of events, could expose the organization to new similar crisis situations.

Drawing from years of experience, I've learned that addressing quality issues involves steps that are neither linear nor sequential, often occurring simultaneously. These broad steps, while valid, may require additional critical measures depending on the issue's complexity. Many quality issues are merely escaping points or special cause that are relatively straightforward to address. These steps and concepts should be integrated into a comprehensive Quality Management System (QMS). A well-implemented QMS is essential for preventing quality issues and is a key asset for any successful company. Merely reacting to quality issues as they arise is insufficient for long-term success; proactive prevention through a strong QMS is critical.

In case the major quality issue is related to serious non-compliance, we need to consider additional containment action items: 1. Duty to report to the authorities 2. Start traceability investigation 3. Identify affected batches and whereabouts. 4. Mobilize market recall 5. Make public announcement. 6. Activate customer communication channel. 7. Setup special customer services 8. Monitor recalled quantities. 9. Report countermeasure / recall progress.

Learn and Adapt: Use the experience gained from addressing the quality issue to strengthen your quality management systems and processes. Embrace a mindset of continuous learning and adaptation to future-proof your team against similar challenges.

For me is very important when the issue is solved, as final step of the Process, to communicate the “Lessons Learned” to other sites or departments os the organization. To perform “Gap Assessments” do detect similar issues, and implement the required CAPAs in all the sites, is a key step for complex organizations, such as multinational companies, when facing Quality issues.

The most important task to do, beyond any quality issue management, is to build a strong and reliable quality culture. That means understanding and trust. People must understand what Quality means and why quality issues must be recorded and analysed. Never use Quality issues for people evaluation. Always use quality issues as opportunities for process improvement. Trust people to help building a strong Quality level. Make them trust you and motivated to follow you, always encouraging them.