First and foremost you should go to the Gemba to understand the reason why the team is struggling to adhere to the quality standards. Usually behind this you have a capacity issue or any delay in production that may put delivery pressure on the team and therefore they bypass quality checks to not jeopardize delivery. If this is happening you should add more people as a containment measure until the capacity issue is solved. In parallel you should simplify as much as possible the checking points as long as there is no impact on final quality. This way you will also help on solving the capacity bottleneck. It’s also very important to implement as much as possible product or process Poka Yokes upstream on the process.

My experience is that employees need to admit there is a problem first. From there, our data should be clean enough to establish an honest base line to drive continues improvement actions that are truly measurable results. As a manager you need to walk frequently (GEMBA) and ensure that the results provided are reflected in the outcomes physically being seen at the manufacturing process. Human behavior will lean towards people providing you the indicator you want, rather that the integrity in that data that we base all actions on to deliver a better quality output. Time spent on the floor watching and discussing with the employees standardized behavior and understand why people cannot complete standardized process's is critical.

It's important for everyone to align their team with your company's goal of delivering high-quality products and services. When they do, they’ll realize that quality control isn’t just a system—it’s a core value of the company, helping to build long-term goodwill with customers. Our satisfied customers will become the future brand ambassadors of the company.

Quality parameters are big Y that are always the function of X's that are operating parameters. It's important to identify first the critical X's and then find the variation in those X's. Have strong measurement system and training to personal to let them understand the importance of reducing the variation. keep tracking those X's and maintain the quality. We can only control the thing that we measure. Identify,measure, control and then sustain.

✅ Estandarización de procesos: Definir protocolos claros y listas de verificación para asegurar uniformidad en cada etapa de producción. ✅ Capacitación continua: Entrenar al equipo en buenas prácticas de calidad y actualización de normativas. ✅ Monitoreo en tiempo real: Implementar herramientas digitales para detectar desviaciones y corregirlas de inmediato. ✅ Auditorías periódicas: Evaluar el cumplimiento de estándares y ajustar estrategias según los resultados. ✅ Cultura de mejora continua: Fomentar la participación del equipo en la identificación y solución de problemas de calidad.

Simple as staying on your S.O.P., If the S.O.P. is failing to catch said defect being mechanical or cosmetic, S.O.P. should be amended to catch not just the defect, But the root cause of said defect!

Root cause analysis is still one of the technics to be followed to determine the reason and rectify the cause from the roots. Another aspect is to keep the staff up to date in the task they are running and keep them motivated in explaining to them the importance of their contribution in delivering a high-quality product/service.

1) Standardized the operating procedure. 2) Train your team. 3) Apply Quality Checks 4) Do Gemba walk 5) Perform CAPA on Gemba walk findings.

Ensuring quality control adherence requires a structured approach with systems and processes in place. -Start by implementing Statistical Process Control (SPC) to monitor variations in real-time. -Use Manufacturing Execution Systems (MES) for tracking production data and enforcing process consistency. -Digital checklists and workflow automation tools will help standardizing procedures. -Focus on building a good Quality Managment System (QMS)