Bridging the Quality vs. Production Divide ??

?? In manufacturing organizations, it's not uncommon to see some tension between the quality assurance and production teams. Both groups want to serve customers and succeed, but their goals can sometimes clash. Production faces immense pressure to meet volume targets and strict schedules, while quality aims to ensure flawless, compliant products, which may require halting production to fix issues.

If not handled well, this natural friction can lead to distrust and animosity between the functions. But don't worry! Let's explore some common reasons for quality vs. production conflicts and discover strategies to unite them for a harmonious workplace:

Dueling Metrics ?? vs. ??

At the heart of the conflict are different key performance indicators (KPIs):

• Production focuses on output volume, asset utilization, unit cost, and schedule adherence.
• Quality emphasizes defect rates, first-time yields, rework, compliance, and customer returns.

Sometimes, tough decisions have to be made where production prioritizes meeting deadlines over resolving defects. It's a tricky balance!

Communication Breakdowns ??

Quality and production teams often operate in silos, with minimal interaction outside of challenging situations like rejects and line stops. This lack of regular communication can lead to misunderstandings and mistrust.

• Production may see quality as the "bad cops" slowing them down without fully understanding the risks involved.
• Quality, on the other hand, might view production as unwilling to address serious problems and taking shortcuts.

It's all about breaking those barriers and talking more often!

Finger-Pointing Culture ??

When there's a lack of empathy for each other's priorities, a harmful culture of finger-pointing can emerge:

• Production blames quality for poor yields, excess wastage, and production delays.
• Quality attacks production for sloppy execution, unresolved issues, and high defect rates.

This blame game doesn't help anyone, and no one takes ownership when defects occur. Let's aim for a more supportive culture!

Leadership Misalignment ??

Sometimes, executives unintentionally contribute to the conflict by not emphasizing a collaborative quality culture:

• Production leaders may only focus on output metrics, overlooking quality concerns.
• Quality leaders might concentrate solely on compliance and defect data without considering production's needs.

A lack of alignment can create a divide within the organization.

Consequences of Quality vs. Production Conflict

1. Compromised Quality : When production prioritizes volume over quality, defects can slip through and lead to compromised product quality.
2. Regulatory Scrutiny : Skipping quality protocols for production's sake can lead to increased compliance risks and potential regulatory audits.
3. Dysfunctional Culture : Finger-pointing and blame only breed a negative culture, hindering collaboration and employee morale.
4. Customer Dissatisfaction : Defective products can result in unhappy customers and damage to the company's reputation.

Strategies to Unite Quality and Production ??

Now, let's talk about some awesome strategies to bring quality and production closer together:

Engineer Processes to Make the "Easy Way" Also the Compliant Way: By designing processes that prioritize compliance, we can prevent defects right from the start.

Connect Functions Through Cross-Training and Collaboration: Let's encourage cross-training and collaboration between quality and production teams to build mutual understanding.

Develop Joint KPIs and Incentives for Win-Win Goals: Creating shared KPIs that benefit both quality and production will align their goals and interests.

Close the Loop Together on Defects: When defects occur, let's work together to identify the root causes and find solutions.

Celebrate Defect Prevention and Issue Resolution: Recognizing successes in defect prevention and issue resolution will promote a positive and collaborative culture.

Conduct Capability Reviews Jointly Before Launch: Working together to review processes before launching products can help us identify potential issues early on.

Drive Culture Change From the Top: It's essential for leadership to set the tone for a collaborative culture and emphasize shared responsibility.

Real-World Examples of Bridging the Divide

Many companies have successfully united quality and production teams by embracing these strategies:

Toyota Production System: Toyota structures workflows and procedures to ensure that quality is an integral part of every step. Cross-training between quality and production roles helps build mutual understanding.

Tesla Gigafactory: Tesla's auto factory fosters joint ownership of quality by having both teams report to manufacturing leadership.

Planview Lean/Six Sigma: At Planview, a Lean/Six Sigma culture has been created where quality and production collaborate on process improvements.

Key Takeaways ??

• Misaligned goals and poor communication breed mistrust between quality and production.
• Leadership misalignment at the top amplifies conflict versus setting unified priorities.
• Collaboration requires rethinking processes, incentives, and routines to foster shared purpose.
• Organizations like Toyota exemplify best practices to align culture.

In summary, preventing conflicts between quality and production requires proactive efforts from leadership to form partnerships and foster supportive cultures, behaviours, and systems. Let's work together to build a unified approach to product quality and create a harmonious workplace where everyone can succeed! ????