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QUALITY22

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Posted 02 March 2015 - 02:37 PM

I am looking to promote a long-time QA Senior Lab Tech who knows the QMS system by the back of his hand. He does have flaws, like we all do, however senior management is worried he will break in front of customers.

 

For example, he has ZERO experience in audits and frequently does not know what to say or says to much. However, with proper training he can easily become a great supervisor. I must say he is in a supervisor's role currently without the title/pay. 

 

On my side-I have only 3 years in QA and have been recently started a new career from an assistant manager to a manager/SQF practitioner. With my lack of experience in this facility, he is very valuable and may decide to leave if not given an opportunity. 

 

Currently, I have taken him by my side and have been training him on the basics: Customer complaints, management of sanitation programs, monitor the SQF system, Corrective actions, GMP/GLASS Audits, customer conference calls, etc. 

 

I am looking for a plan/ training matrix for a supervisor which I can use to evaluate his performance over 6 months.

 

any help will be great. 



cazyncymru

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Posted 02 March 2015 - 04:02 PM

I think the biggest thing is that he needs to be exposed to audits, especially customer or regulatory audits. Start off with plant audits.

 

To me, that is the only way you will learn.

 

Caz x



Setanta

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Posted 02 March 2015 - 04:27 PM

Yes, let him sit in with you for a couple, three audits and then let him lead while you sit back and watch.  That's how I learned...


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trubertq

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Posted 02 March 2015 - 04:32 PM

Sounds like all he needs is to build up his confidence.

 

Have him make reports to management, at quality meetings and the like. and then like Setanta says have him with you at audits and after 2 or 3 let him lead in some areas.

 

Once he gains confidence management will see that and relax, which in turns will allow him to relax too.

 

I had exactly the same situation in one of my client companies and the lady is now the one all auditors pick out as the most efficient and as having everything done.Management had no faith in her at all, but I, and her QM told them otherwise.


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Snookie

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Posted 02 March 2015 - 04:37 PM

I would agree with the all of the above. 


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Miss Tammy

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Posted 05 March 2015 - 02:50 PM

I agree with all of the above as well.  I would also caution him to not say ANYTHING during the first few audits unless asked a direct question, then to explain that he is in training and be as brief as possible.  I learned the hard way that newbe's can get you in a lot of hot water without meaning to.  Also, make a list of all responsibilities and write a brief explanation of each one and have him sign off on it.  Then he can't later say you never trained him on something he screws up and he has something to refer to if he has questions and you are not available. 



RG3

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Posted 05 March 2015 - 05:51 PM

  • I'm sure you have projects or meetings where you need to talk to management....like weekly or monthly reviews of Customer Complaints or product that is on HOLD...let him interact with management.
  • Like cazy said plant audits...in order to get use to looking what auditors look for and interacting with the cross-functional team because he needs to get to know who to go to when something is wrong and start building a name for himself.
  • Definitely sitting in on an audit maybe even give him a few sections (not difficult ones) to be in charge of during the audit to get his feet wet see how he does.
  • There are some management trainings that can be done online.
  • Pull him to the office from time to time when a good example pops up to show him how to deal with a situation. (Honestly the best way to learn is through experience) Best part of our jobs is that it's always something new and you can always use similar tactics you've used in the past.
  • EXPERIENCE EXPERIENCE EXPERIENCE is where your real strength comes from. The Program is the easy part and he has that down it's the people and the situations that you get put through that is the hard part.


RG3

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Posted 06 March 2015 - 04:34 PM

Coincidentally look what popped up in my emails today...Hope this helps

 

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fgjuadi

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Posted 06 March 2015 - 05:32 PM

You can have him tag along if you audit any suppliers as well.  I think most of us rely on 3rd party audit certificates, but it's an option, esp if you have another factory or are friendly with/ physically close to  some suppliers.    


Edited by magenta_majors, 06 March 2015 - 05:33 PM.

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teaks

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Posted 09 March 2015 - 02:04 PM

Sounds like your guy is sharp and excited to learn: Two things that cannot be "trained."

 

In addition to all the great suggestions above, I would add a couple more:  Give him a couple of mock recalls to do.  See how he is able to gather information then summarize the results.  Can he communicate his findings clearly and objectively?  Also would recommend that you go over customer complaints and have him respond, in writing (to you) to determine his level of tact.  These could be good ways to start polishing a "rough" but precious stone.

 

Good luck!






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