When quality control and production teams clash, how can you ensure product standards are met?

Keep the intent clear. The “gaps” come in existence due to not addressing the problem but the person involved in the problem! Basically, everyone (in QC and in production) wants to get rid of problems. Few things might help: - Get in the shoes of a person involved in problem. His perspective needs to be respected. - If you can exemplify the probable solutions, that accelerates the resolution. - keep in mind the end customer to decide implementation of standards / deviation. - As QC person, be a part of process. Being “outsider” is detrimental for getting accepted in a resolution process. - Make sure you acknowledge contributions and celebrate solutions together

Bridging the gaps between quality and production process starts with clearly defining the quality controls. This can be done by clearly defining what could go wrong and the impact through. Process Failure Mode and Effect Analysis. Once this is done then develop the Control Plan to define the methods that will be used to control the identified risks in the PFMEA. Once this is done will be clear expectations on the QC requirements and reactions plans of what needs to be done if the requirements are not met.

To ensure product standards are met despite clashes between quality control (QC) and production teams, foster clear communication and collaboration. Establish shared goals emphasizing the importance of both quality and productivity. Implement regular cross-department meetings to address concerns and align objectives. Utilize data-driven decision-making to highlight quality impacts on long-term efficiency. Encourage a culture of mutual respect and continuous improvement through training and team-building activities. Employ conflict resolution strategies promptly to address issues before they escalate, ensuring both teams work synergistically towards maintaining high product standards.

Train both teams to have a common understanding as to what the requirements are, after that each member of each team should have a clear understanding as to what should be achieved.

Below are some of the initiatives which can be considered to ensure product standards are met even in situations where quality control and production team may have different opinions- -Define the product requirements clearly and have correct understanding of the same by all team members. -Have close communications between both teams to know each other's concerns. -Align production processes with product quality control requirements. -Create cross functional team with representatives from both Production & Quality to understand and address the issues. -Provide training to production team on product quality requirements.

Production Team: - Responsible for: - Manufacturing products efficiently and effectively - Identifying opportunities for process improvements - Accountable for: - Ensuring products meet quality standards - Reporting quality issues to Quality Team Quality Team: - Responsible for: - Developing and implementing QMS - Conducting inspections and audits - Identifying and addressing quality issues - Accountable for: - Providing training and support - Investigating and resolving quality-related conflicts Shared Responsibilities: - Collaborate on process improvements and implementation - Communicate quality issues and concerns - Participate in joint problem-solving and root cause analysis

Clearly defined roles within a manufacturing environment is necessary to avoid overlap. Overlap usually happens when there is an overlap within quality and production roles. For example a Quality Manager should only responsible for ensuring that quality of produced parts meets customer specification, once the same guy is responsible for ensuring production targets are met usually there there will be conflict of interest, either quality or production targets will be compromised.

Two dependent on each other departments ensure the quality of the pharma products. What are the first steps to ensure it? 1. Build the process flow(SOP), presenting goals and ways of interaction between departments to achieve it. 2. Define the role hierarchy for each production and quality inside departments, and who reports to whom. 3. Define responsibilities for each role and dependencies. 4. Present roles that are in direct contact with another department, and describe the requirements for each. 5. Train both departments

Para definir roles exiten herramientas como descripcion de cargos, las cuales sirven para establecer responsabilidades de cada uno de los miembros de la organizacion y definir a quien se le reporta

Setting useful metrics relies on clearly identifying the reasons for the conflict. Get the problem out on a page, whiteboard, or poster in the common area. Then brainstorm with both production and quality teammembers about what factors are influencing the source of the conflict. Production often wants to push volume and pass things that quality finds out. Some quality people are unwilling to disposition stock that passes minimum requirements but might be trending poorly in other ways. Get all those factors out of the spoken space and down on written. The agree on metrics to measure those factors. In a couple weeks you should have trends that show where improvements can be agreed upon.

Defined metrics or standards prior to the start of any production will keep these boundaries. There is never then a question or a "people" problem associated. The quality metrics are set and met, without question.

Establishing clear, objective metrics for both QC and production teams can help in maintaining product standards. These metrics should be aligned with the overall business goals and include key performance indicators (KPIs) that measure quality, efficiency, and productivity. For QC, metrics might include defect rates, inspection accuracy, and corrective action effectiveness. For production, metrics could involve throughput, cycle time, and adherence to schedule. Regularly reviewing these metrics can help identify trends and areas for improvement. Setting up incentive programs based on these metrics can also motivate both teams to strive for higher standards and work cohesively towards common objectives.

Yes!!! Metrics create common goals and measurable outcomes, fostering collaboration and reducing conflicts by establishing unified objectives, which assure everyone works together toward the same targets. You can also use the metrics to guide reviews and COURSE CORRECT.

Realizar una revisión. De métricas y de situaciones pasadas para identificar las causas del inconveniente es fundamental. Además de analizar el problema y ubicar las posibles acciones preventivas.

Siempre capacitar al personal sera una inversion a largo plazo la cual traera excelentes resultados, mas aun en ambos departamentos que son vitales y que a veces tiene diferencias

Investing in regular training programs for both QC and production teams is essential for maintaining high product standards. Training should cover technical skills, quality management principles, and teamwork. Cross-training can be particularly effective, allowing production staff to understand QC processes and vice versa. This knowledge sharing can enhance empathy and cooperation between the teams. Additionally, training on the latest industry standards, regulatory requirements, and new technologies can keep the teams updated and competent. Providing opportunities for continuous learning and development ensures that both QC and production staff are equipped to meet the evolving demands of quality assurance and production efficiency.

Fostering training can be particularly impactful. By providing opportunities for cross-training between QC and production personnel, we can cultivate a deeper understanding of each other's processes and challenges. This can lead to improved communication, earlier problem identification, and ultimately, a more streamlined approach to maintaining quality standards.

Propiciar la retroalimentacion trae beneficios a la organizacion mas especificamente entre ambos departamentos y producira a corto plazo buenos resultados que se veran reflejados en la calidad producto asi como en la produccion del mismo, basicamente es crear la cultura de la inclusion

feedback is a game-changer. Keeping the lines of communication open between QC and production helps nip any issues in the bud before they become bigger problems.

Innovation isn’t a solo journey - it’s a team effort. Diverse teams bring diverse ideas. This mix is the secret to groundbreaking solutions. Embrace different perspectives. Watch your innovative capacity grow. Creating a culture to encourage innovation can be done by: - Implementing collaborative tools and processes. - Encourage risk taking, celebrate opportunities for improvement regardless of the outcome. - Champion group analysis, create a platform for everyone to share their thoughts and opinions. - And finally, keep the momentum. This can be the most challenging part. Build on success and failures. Remember that innovation is a continuous journey.

Promoting joint innovation initiatives can bridge the gap between QC and production teams, ensuring that product standards are met and exceeded. Collaborative brainstorming sessions, innovation workshops, and joint project teams can foster a sense of shared purpose and creativity. Encouraging both teams to contribute ideas for process improvements, new technologies, and quality enhancement can lead to innovative solutions that benefit the entire organization. Providing resources and support for piloting new initiatives can also demonstrate the company’s commitment to innovation. This collaborative approach not only enhances product quality but also builds a stronger, more cohesive team dynamic.

Usually QC is the final destination for quality. What they consider is final. But in any case clash happens customer requirements should be considered.

Table the drawings and such. Get input as if doing a design review, Hazop, OOT discussion, open items. Focus on the systems not the people.

Uma ótima apresentação entre controle de qualidade e produção, entretanto creio que outro setor poderia ser abordado junto a esses dois, no caso o setor de vendas, pois é onde temos mais dificuldades em explicar prazos de produção e de análises laboratoriais.

Un punto a favor de esto es que cuando QC. Está en discordia con producción. Se vuelve mucho más exigente. Y producción. Con tal de que qc no tenga nada para decir. Trabaja más apegado a las normas. Hay veces en que ciertos roces entre QC y producción. Son beneficios para la calidad del producto