Quality management is a complex task within the organizational process. Needless to say, ensuring comprehensive and effective risk management within the industrial subcontracting sector is undoubtedly a real challenge. Indeed, the latter may prove to be complex at different points, and the slightest fault could lead to a production problem and a failure to fulfil company’s contractual obligations.

Hence, a quality control specialist is mandatory to ensure the quality of industrial subcontracting projects. This team member must have perfect command of the achievement context as well as a thorough understanding of the required skills and performance criteria as indicated in the contract documents. To succeed, he needs to have several key skills, of which the three most important ones are:

 

1- Understanding of the Technical and Regulatory Requirements:

In order to properly perform the tasks according to the desired requirements, the quality manager must recognize all technical aspects of the project. He must also be able to provide an accurate interpretation of the requirements and procedures described in the project specification and of the turnaround times of each phase of the industrial subcontracting project. Moreover, he needs to carefully review all documentation related to good manufacturing practices and the applicable regulations, especially in the case of an export product, for which quality requirements are becoming increasingly stringent.

That’s not it. He must also ensure that the internal procedures of the company for which the final product is intended are rigorously applied, and that the appendices of such procedures are well-defined, leaving little room to uncertainty, even less to improvisation.

 

2- Professional Interaction:

The quality manager must own technical and methodological knowledge, yet he also needs to build interpersonal relationships by acting accordingly depending on the people he/she is interacting with, as well as the situations, while being able to listen, to help, to motivate, and to coach the staff in charge of the execution of the various operations. Thus, his role is to maintain a clear and effective communication between employees, while using the appropriate terminology, both orally and in writing. He also has the duty to clearly define the role and responsibility of each team member in order to ensure effective coordination between them, hence, promoting spirit of collaboration and professional growth.

Indeed, work-related stress experienced by workers in the manufacturing sector is high. Yet, it is even intensified in the event of a communication failure. The contribution of the quality manager is therefore very important within the team: a valuable input in terms of providing a fair and precise assessment of all situations as well as making prompt and sound decisions.

 

 3- Samples Analysis and Review of the Inspection Reports: 

Based on the guidelines and standardized test protocols, the quality manager must be able to perform physical and / or chemical analyzes (on some projects) in order to ensure the compliance of the product quality with the technical requirements indicated in the project specification. Let’s say, for instance, the quality control related to the welding department is under concern, the person in charge must have specific expertise in welding supervision as well as in drafting quality monitoring and follow-up reports, such as welding reports, manufacturer’s auditing procedures, operating procedures, the detailed analysis, and the final manufacturing report.

Inspection must be performed with care, precision, and above all, great objectivity. Results of the inspection are then verified, processed and compared with the expected ones. Next, the quality manager drafts an inspection report that is meant to be sent to the Director of Operations. The latter performs a thorough review of the current methods of execution in relation to the product specifications, with the aim of ensuring the best possible success for the industrial subcontracting project.

 

What is the Hyperform Group?

The Hyperform Group is a team specialized in outsourcing services to manufacturers, with a unique offer in Quebec, Canada and worldwide.

Hyperform Group is your best ally to improve the quality of your products and to find new innovative ideas. Please feel free to contact us to discuss your upcoming projects, and score great business deals.

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Subcontracting is a key element for any company wishing to compete effectively within the industrial production sector; it affords you the external know-how and additional production capacity essential to your growth. However, with the wide range of services available, it may be difficult to identify which one best suits your needs. In order to assist you, we have listed 8 industrial subcontracting services that you absolutely must know to keep your business competitive.

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In the manufacturing sector, a growing number of businesses make use of subcontracting in order to reduce their production costs, offer high-quality products, and fulfill all their orders.

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Waterjet cutting is a surprising process! If we were to look at the machines working under a microscope, we could see that it is a mechanical process that rips through the material, which is a unique process.

And because the waterjet is very precise, the cutting process can be used to cut a variety of materials used in many industries. In fact, this process is used throughout the world, in fields such as aerospace, transportation, scientific research, the agri-food and other industries.

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Inspired by Toyota’s management method, the 14 Lean Management Principles enable an organization to become more effective and efficient. Based on the respect for people and continuous improvement, the 14 Lean Management Principles are grouped into 4 sections.

To explain it in more depth, Claude Robichaud, a partner of Groupe Hyperforme, discusses some of the advantages of applying these management processes in his industry.

 

LONG-TERM PHILOSOPHY

  1. Think in the long-term:

This first process explains that it is important to base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

 

THE RIGHT PROCESS WILL PRODUCE THE RIGHT RESULTS

  1. Flow:

This involves creating a continuous process flow to bring problems to the surface. For example, this can reduce waste.

  1. Pull flow:

Use “pull” systems to avoid overproduction and adjust according to true demand.

“A pull system organizes work in stations rather than on a production chain. It is especially useful for assembly factories. It identifies bottlenecks and helps avoid waste of time, energy and inventory,” explains Claude Robichaud.

  1. Level out the workload (heijunka):

This fourth point requires levelling out the workload and maintaining production pace. When a factory can operate this way, it is much easier for employees to complete their tasks.

  1. Automation and human touch:

This method targets building a culture of stopping to fix problems, to get quality right the first time. In Mr. Robichaud’s case, this includes an analysis of initial waste. In other words, before beginning production of a given piece, he conducts a series of tests and analyzes the ‘rejects’ to avoid any errors.

  1. Standardized tasks:

Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. The concept requires the introduction of a minimum of rules and procedures to facilitate the execution of tasks.

  1. Visual controls:

This requires using visual controls so no problems are hidden. According to Mr. Robichaud, you don’t need high-technology equipment to apply this procedure successfully.

“We use tables that everyone has access to. This makes tracking easier for everyone,” he explains.

  1. Reliable technologies and methods:

The objective is to integrate only reliable, thoroughly tested technology that serves your people and processes.

For example, Mr. Robichaud explains that at Falpaco, they rely on PPAP (Pre-production Approval Part). This includes documents issued to customers that contain all of the test plans conducted before beginning production.

 

ADD VALUE TO THE ORGANIZATION BY DEVELOPING YOUR PEOPLE

  1. Grow leaders:

This method includes identifying those in a group who grasp the work and your philosophy and who can transmit it to others.

To succeed, Mr. Robichaud insists on the importance of giving employees the chance to discover their strengths and bring them to the company.

  1. Develop exceptional people:

This means developing exceptional people and teams who follow your company’s philosophy.

Mr. Robichaud explains that this process has nothing to do with a company’s hierarchy, but with the strengths of an individual. For example, a person who was formerly a plant director at Falpaco would be better as a coach helping their colleagues advance by passing on their management skills.

“The idea is to have as many people in the team who utilise their best talents,” explains Claude Robichaud.

  1. Consideration and respect for partners:

This approach is based on respecting your extended network of partners and suppliers by challenging them and helping them improve.

To apply this successfully, Claude Robichaud integrates many values such as respect, attention and collaboration. This enables him to maintain successful relationships where everyone gives their best for the customer.  

 

CONTINUOUSLY SOLVING ROOT PROBLEMS DRIVES ORGANIZATIONAL LEARNING

  1. The importance of going and seeing for yourself to thoroughly understand the situation (genchi genbutsu):

The purpose of this principle is to promote face-to-face discussion between the manager and the operator. However, these discussions are shorter and allow both parties to express themselves and listen to each other on the spot.

  1. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly:

The president of Falpaco adds that it is important to invest in autonomy. If a person has the power to make a decision to have a project advance, they must not hesitate to take action!  

  1. Become an organization that learns to learn better:

This approach requires becoming a learning organization that focuses both on relentless reflection (hansei) and continuous improvement (kaizen). For example, it can be by developing new skills or learning new techniques.

 

In conclusion

The Lean process is being increasingly adopted by organizations around the world. According to Mr. Robichaud, this provides several concrete advantages:

  • A process for continuous improvement;
  • A sense of belonging (both on projects and with the organization).

However, to complete the transition successfully, he suggests being properly informed, notably by a coach who will know how to provide the tools and methods adapted to your needs. Mr. Robichaud feels that it is a process that he will never regret.

 

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Below, let’s take a closer look at the 4 essential elements required to build your own employer brand in accordance with the rules.

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