How can you improve quality control processes without causing resistance from long-term employees?

A new prcess should not penalize or burden the persons using it. For me a new process is the guideline for repeated success and a fantastic training manual for new colleagues.

Pour changer et améliorer les processus de contrôle qualité sans provoquer de résistance de la part des employés de longue date il faut les impliquer à travers ces partiques : - faire en sorte que la proposition émane d'eux - prendre en concidération leurs avis et leurs feedbacks - se baser leurs expertises - faciliter le déploiment de ces changements (step by step, outil simplifié, ...) - les tenir au courant et célébrer les réussites

It’s hard for even long term employees to argue with solid data. So using data to tell the story of the target process fallacies …get the same employees to help devise the solution. “People will support what they create!”

Small steps should always be the approach whenever a significant change has to be implemented, and is expected to adapt by everyone. It makes huge difference that voice of employees or relevant stakeholders is heard and acknowledged while making these changes, this will get them onboard and they will equally partner the transition. By fostering a collaborative environment and making incremental adjustments, you can enhance quality control processes while maintaining employee morale and acceptance.

Implementar mudanças incrementais, ao invés de revisar sistemas da noite para o dia, pode facilitar a adaptação dos funcionários de longo prazo a novos processos de controle de qualidade. A implementação gradual permite ajustes e aprendizado em um ritmo confortável, minimizando a interrupção e a sensação de sobrecarga. Essa abordagem também oferece oportunidades para monitorar o impacto das mudanças e fazer correções de curso conforme necessário, garantindo uma transição mais suave e eficaz.

Start by making your staff realise & accept that the proposed change will make their life easy. An example. If you have a production target for the individual or the team & they achieve it in "X" number of days, the increased productivity of of the process will enable achievement in "X-5 " days. Thereafter, for a day or so work with them to prove this is possible.

Oferecer programas de treinamento abrangentes adaptados a diferentes estilos de aprendizagem facilita a transição para novos processos de controle de qualidade. Garantir que todos os funcionários, independentemente do tempo de serviço, compreendam as razões por trás das mudanças e saibam aplicá-las de forma eficaz promove uma atitude mais receptiva. O treinamento deve destacar os benefícios de um melhor controle de qualidade tanto para a empresa quanto para seus clientes, reforçando a importância das novas práticas e seu impacto positivo.

Quality Control or Quality Assurance is not the job of a single individual or even a single team. It is a Cross Functional commitment towards excellence. It is a human tendency that everyone wants to be the smartest person in his horizon. To achieve high levels of Quality, sometimes managers tend to impose a new project in such a way that might make the long term employees feel overburdened. The best way is to form a solid problem statement, bring in all the minds to the table, brainstorm with them and ask for suggestions. Most importantly explain the benefits of the project to the employees. Then pitch in the idea of the new project for Quality Control. Bring in incentives for the employees and imbibe a feeling of healthy competition.

Communication is a strong tool in eliminating the myths which would spread among the employees during a change, introduction of new methods/processes/equipment or establishing new practices & cultures.

Good recognition is the Booster of the improvement sustenance. This can be done in the form of awards, certifications and felicitations.

Recognizing the hardwork and dedication of long time staff members thus really is a great strategy to promote quality control processes. It encourages them and boost their inner moral and reaffirms their commitment to keep delivering optimium value in the workplace. Expose them to capacity building programs, schedule a retreat or personal development training for them and create a responsive atmosphere in the workplace that encourages and accept open feedback. The reality of life is that "everyone craves to be appreciated"

There is a difference between taking a driving lesson once and taking lessons continuously for a month. Implementing a process without continuous improvement is the same. It increases costs and time while decreasing efficiency, reliability & effectiveness. After implementing a process, the next step is to simplify and adapt it for new or existing products, avoiding repetitive cycles. Fundamentals of continuous improvement include: -Consistency in product design: Adhering to standards streamlines adaptation. -Similarity in operations: Standardizing operations enhances efficiency. -Consistency in product features: Uniform features simplify production and quality control. -Swapping the operating sequence: Flexibility optimizes operations.

O gerenciamento eficaz de mudanças é fundamental para o sucesso na engenharia de manufatura. Implementar novas tecnologias e processos pode ser desafiador, mas com uma abordagem estruturada, a transição torna-se mais suave. Envolver todos os níveis da organização, comunicar claramente os objetivos e benefícios, e fornecer treinamento adequado são passos essenciais. A resistência é natural, mas pode ser minimizada ao demonstrar como as mudanças melhoram a eficiência e a qualidade. O poder do "change management" reside na sua capacidade de transformar desafios em oportunidades de crescimento e inovação contínua.