Production Quality in the Automotive Industry

Taking on the task of quality assurance on an assembly line is a tough, yet vital position in ensuring customer satisfaction with your company’s product. The complexity of the automotive industry only adds to the complexity of the quality assurance process. The International Organization for Standardization (ISO) defines quality as “the degree to which a set of inherent characteristics fulfills requirements where a requirement is a need or expectation.” 

Since vehicles are typically considered to be big-ticket purchases, consumers expect a high level of quality for what they are paying for. An automotive brand will struggle to be successful with a spotty track record for consistency and quality in its vehicles. The automotive industry can divide the measure of their quality into three categories. 

First is the quality of the product. The quality of the product is a direct measure of how well the vehicle will fulfill its expected functions including various features, fuel economy, and engine efficiency. 

The second is the quality of production. The quality of production is a measure of how consistently the factory will produce vehicles that meet or surpass the minimal quality rating. 

Thirdly, the quality of ownership refers to the level of satisfaction that a customer feels during their ownership of the vehicle. Included in this title is everything from the customer experience when buying the vehicle to the enjoyment that they experience after the purchase. 

For the specifications and in-depth explanations on the current automotive production regulations, the International Standard for Automotive Quality Management Systems is a reliable source.

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OSHA and the Issue of Powered Industrial Trucks

Many industries around the globe rely heavily on the capabilities of powered industrial trucks. These trucks often referred to as forklifts, are used for the vast majority of the heavy lifting in warehouses, factories, and industrial workplaces. 

Given the nature of these pieces of heavy machinery, there is a natural risk of workplace injury. In fact, the most common citation for hazards in the workplace from the Occupational Safety and Health Administration (OSHA) is directly related to powered industrial trucks. Common accidents with forklifts in an industrial workplace are:

• Lift trucks being accidentally driven off loading docks

• Employees or pedestrians getting struck by a lift truck

• Lift trucks falling between an unsecured trailer and a dock

• People falling off of an elevated pallet

A supply chain is a moving puzzle that consists of air, land, and sea travel; however, powered industrial trucks are often found at the end of each step in the supply chain in order to load and unload cargo. All powered industrial equipment poses similar safety hazards, and forklifts are no exception. Accidents are primarily collisions, falling loads, and fire/explosion hazards. 

It isn’t a secret that OSHA has instilled a strict list of rules and regulations to be followed at every workplace. These regulations are responsible for a drastic decline in workplace incidents; however, accidents are always bound to happen. It is a collective responsibility of an employer and the employees in ensuring that the regulations are followed to ensure that the highest level of safety is being met in the workplace.

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Identifying the Differences Between Discipline and Performance ~ Solutions For HR Professionals

It isn't always easy to know the difference between corruption and bad results. However, administrators are often perplexed by the discrepancies, which may lead to mistakes when they are presented. Managers may place someone on a performance improvement plan (PIP) if they are often late, or they may discipline an employee for bad performance, which is normally the case. When an individual is disciplined for bad results, he is always left to find out what went wrong on his own, or often convinced that he is doomed to fail. That isn't going to make anybody better.

Misconduct

Bad output is not the same as misbehavior. Misconduct is when someone does something intentionally or negligently (like not thinking enough to be on time to work), and bad performance is when someone does something badly. Being late isn't going to help you get the job done. Lying to a boss isn't going to get you anywhere. Although corruption may have an influence on the job, it is distinct from the work itself. Misconduct necessitates punishment. Simply put, we must punish employees when their actions justify it. Failure to discipline, on the other hand, would result in low morale.

Performance (Poor) 

Poor service has a different appearance than corruption. Poor output refers to an employee's failure to complete a task or do it according to the employer's specifications. We anticipate that workers will be given the opportunity to enhance their efficiency. Employees should also be given an opportunity, according to fairness.

Employers also discuss bad performance with a Performance Improvement Plan (PIP), which usually has three parts: it describes why the employee's performance is subpar; it explains what the employee can do to increase his performance; and it explains what resources, preparation, or other assistance the employee can expect in the process. This is what distinguishes discipline from performance management: performance management necessitates the employer's participation in the improvement of the employee's performance.

Improving Performance and Managing Discipline

Here are a few things that administrators should do to make their employees work better:

1. Assign a colleague to the task. If you have another staff member who does a good job, pair them together with the person whose work isn't up to par. The output will increase if both have a positive outlook.

2. Coach is a term used to describe a person. Managers have the ability to help staff boost their success by coaching them. Coaching is a perfect way to show you to do things right, whether it's investing more time with the employee, shadowing, offering support, or just providing more hands-on experience.

Last but not least, don't hesitate to check-in. Organizations can no longer continue to neglect results. Spending the additional time for a one-on-one or fast talk when performance is low would go a long way toward optimizing and tracking performance.

As HR experts, we would show administrators how to handle employee issues properly. We take on too much when we approach a disciplinary issue as performance. When we discipline an individual for poor results, we don't provide them with the skills to want to excel.

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