True Quality: Bruises, Blood & Soft Skills

Many years ago, we were managing bike production for a huge global cycling brand. They received a series of customer complaints about newly sold bikes. This wasn't a catastrophic defect but still a serious and glaring annoyance. The problem was out in the open, like a black eye or nasty bruise. Even the brand CEO had experienced the issue. A swift resolution was necessary.

We prepared documentation and notified our primary contact, a high-ranking factory VP. We sent clear instructions to identify and fix the problem. We chased the notification email with a video call. The VP offered an apology and promised to resolve the problem immediately. I knew the VP well. He was knowledgeable and sincere. We had a solid working relationship and regularly exchanged friendly holiday greetings.

I scheduled a late-night call (USA time) reach the factory at the middle of their work day. Stunningly, new bikes were being produced with the same problems! Despite the promises, this embarrassing bruise was spreading.

I ordered the production line to stop immediately and begin full rework. More promises that everything would be fixed. This turned into an overnight vigil that ended with an early-morning inspection of the re-worked bikes. It seemed the issue was resolved.

A few weeks later, I visited the factory to prepare for a new model release. I also checked in on current production. Auditing the production line, I was shocked to find the same problem as before! I called the VP to meet me on the line. Some shouting and arguing erupted between the production manager, the VP and line managers. There was finger pointing and some clipboards were shoved back and forth. The lunchtime chime sounded and staff cleared the factory. The VP and I went to his office.

This bothersome bruise was festering into a hot infection.

“I need your help,” he said.

“I know what you need me to do, but you must give your instructions directly to the department managers,” he told me.

He was a company VP. Why did he want me, a client representative, to speak to his mid-level managers and supervisors directly? From my perspective, it was out of turn and inappropriate. If our roles were somehow reversed, I would want to handle this matter myself, out of view of my client. Further, I would never ask a client lecture my employees!

He explained that a different client with a similar bike model had given conflicting instructions for assembly and adjustment procedure. This required re-training the assembly line staff to follow counterintuitive new instructions. Not only did this previously disrupt factory workflow, it also put productions behind schedule. Line managers had re-engineered their process to keep everything synchronized. This new procedure was improperly applied to our bikes.

Understood. But our brand has no responsibility for the demands of another client. Of course, the managers should keep all client instructions separate for each production.

“Production delays for this other client caused staff to idle. Working hours changed, overtime and bonuses were disrupted. Department quotas were missed,”

Respectfully, none of this was relevant to our issue. I needed a better explanation why repeated failures to execute our production requirements was spiraling into arguments on the factory floor.

“Although I am their superior, some of the department managers are related by blood and marriage to the CEO and the factory owner. They are very well-connected. To fix your problem, I need you to give them your instructions directly. They will listen to you. They will help you...and you will help me."

Excuses, misdirection and empty apologies from vendors and suppliers were common in my work. On the other hand, honest and complete vendor transparency such as his explanation is a highly valued and rare commodity. I couldn't allow this dynamic to impact our production or escalate further.

After lunch, we gathered the department heads into a conference room. I asked each manager and supervisor to introduce themselves. The temperature in the room lowered noticeably during these introductions. I introduced myself and the client brand. We reviewed the issue documentation and work instructions for proper assembly and adjustment of each bike. I thanked everyone for helping us to resolve this issue quickly. Then, a short discussion followed ending with smiles and rounds of handshakes between the VP, factory managers, and myself.

When I returned to the line, I asked the production manager to add copies of our work instructions to the relevant work stations. I also worked with the QC manager to review our approved sample units that modeled correct adjustments. I supervised the process changes. In the final inspection area, I found the finished bikes awaiting QC checks were perfect. A few meters away, the final packaging supervisor was observing my inspection. When our eyes met, I gave her a nod of approval. She smiled at me.

Some days later, I spoke again with the VP. After we finished some other business, I told him that I was very glad to have the recurring problem behind us.

“Yes, everyone is happy now.” He said.

Quality Management requires a sharp focus on data and statistics but also building and maintaining meaningful, productive relationships. Successful manufacturing needs each tool and process to be carefully selected and used. Experience has taught me that the most powerful tools aren't always the best choice for every problem. The best strategies deliver outcomes with both immediate and long-term improvements. True Quality overcomes challenges and brings all parties closer together to contribute their best.

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