Speaking of Precision Blog

Speaking of Precision

Speaking of Precision is a knowledge preservation and thought leadership blog covering the precision machining industry, its materials and services. With over 36 years of hands on experience in steelmaking, manufacturing, quality, and management, Miles Free (Milo) Director of Industry Research and Technology at PMPA helps answer "How?" "With what?" and occasionally "Really?"

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Closing the Loop- Post Job Continuous Improvement

Posted November 06, 2012 9:41 AM by Milo

Without a process for reviewing a job after completion, our shops are doomed to make the same mistakes the next time…

Does your shop have a regular interdepartmental post job review meeting to eliminate issues and drive continuous improvement?

One of the best aspects of social media- blogging and LinkedIn- is the follow up and connections in response to what is posted.

I continue to be impressed by the quality of the comments and conversations on LinkedIn as a result of my posts.

My recent post regarding quoting- Two Most Important Aspects of Quoting elicited this comment from Michael Unmann in the Wire-Net LinkedIn group:

"And how about closing the loop? You need to have a post job review with the estimating dept to make sure the quote was accurate and if it wasn't why wasn't it and what will you do next quote so it doesn't happen again."

Thank you Michael, we couldn't agree more.

Does YOUR SHOP have an interdepartmental post job review process to address issues with the process and improve it going forward?

Is it real or just proforma?

What are the best lessons you have learned from your post job review debriefing?

Thanks again to Michael Unmann for taking the conversation to the next level.

Thanks to Potomac Testing for the photo of an interdepartmental meeting.

Editor's Note: CR4 would like to thank Milo for sharing this blog entry, which originally appeared here.

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Join Date: Oct 2012
Posts: 104
Good Answers: 5
#1

Re: Closing the Loop- Post Job Continuous Improvement

11/24/2012 5:00 PM

Several years ago, scheduling "lessons learned" meetings was a new management fad. Our management always jumped on new fads, at least in spirit. As a project manager I was tasked to get the main players to meet after a project completed. We were supposed to discuss what went right and what went wrong - without finger-pointing. It made perfect sense to not only improve our performance but also avoid repeating mistakes. But soon we discovered two problems: one, we couldn't avoid finger-pointing and two, we were under-staffed with huge workloads so it was impossible to gather those main players. We could have made it work anyway, but top management did not support these meetings because they were too short-sighted to value long term improvement and because we couldn't charge our time to an on-going project (could only charge against a finished project or overhead, which gave Accounting fits). Our first "lessons learned" meetings were quite productive, but then they started to get sour and finally management cancelled them. I personally learned lessons that I took with me (and still use) for other employers. As for that original company, they spiraled into bankruptcy.

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