PM340 Case Study 1.5: Quality Assurance (QA) Department Undergoing a Major Overhaul

My project teams consisted of members from dierent departments in the organization. Every member reported to their department's manager and reported to me on a dotted-line basis. I had no control over their performance reviews, promotions, salary increases, training, and personal issues. I always tried to help them in these areas. I made sure that their managers got my fair assessment and evaluation input in these areas in a timely fashion. In my reviews of each team member, I covered team play, customer relations, integrity, quality of work, reliability, stress management, ambition, attitude, attendance, communication skills, knowledge, and training and improvement needs. During the manufacturing phase of an advanced safety vehicle project, I had two quality engineers on my team. They were responsible for receiving inspection of raw materials and subcomponents for the vehicle, for inspection of every weld on the vehicle, and inspection of every critical parameter on the vehicle. One day I came to work and learned that the manager of the quality department was let go due to some disagreements with the upper management. That same day, I learned that two quality engineers on my team who reported to the departed manager also gave notice and quit by taking their two-week vacations. The departed manager and two quality engineers had a very good and loyal camaraderie. I was suddenly without two quality engineers. I had to ll the quality engineering gap fast because the manufacturing of 10 vehicles was proceeding in full swing.

I went and discussed the quality engineering issue with my management and my human resources group. One remaining quality engineer was transferred to another group, and she was not available for my project. She was fresh out of college, and she did not have any experience in welding inspections. Our whole quality department was gone in a ash. I had to go outside and nd other help in quality engineering. Hiring good engineers always took time. Finding experienced engineers was more time-consuming. My only option was to go the consultant's way. My human resources department and I started to screen quality engineering consultants. We found a good consulting rm which was 120 miles away from our manufacturing operations. We interviewed them and agreed on hourly rates. My expenses for two consulting quality engineers were going to double. I had to get the okay from my management for an emergency budget increase. I called a quick meeting with my management and outlined the cost of the two consultants for my project. I explained to my management all the tasks the two quality engineers did for my project. Two quality engineers put in 50 to 60 hours each week to complete my project's quality requirements. After an hour of bickering about signing up only one consultant instead of two, my management gave in and agreed with my two consultants' proposal. Our human resources and purchasing departments came together and signed a contract with the consulting rm in two days. The consulting rm assigned two of their senior quality engineers to my project. The consulting engineers stayed in a motel close to our facilities on our nickel during the week. They each put in 40 hours per week. My quality engineering budget went up by almost 100% during the next nine months. I also had to micromanage both consultants. I had to indoctrinate them into our way of reporting and to our customer's contract requirements. They got acclimated fast and contributed heavily to my project. It took my management one year to set up a new and stable quality department from scratch. I had to do whatever it took to complete the project's manufacturing phase on time within my customer's specications.

LESSONS LEARNED FROM THIS PROJECT EVENT

As project managers, we have to live peacefully and eectively with our team members who are not our direct reports.

Unexpected events can happen in all company departments during the execution of your project, which is beyond your control.

You have to stand your ground with your upper management in order to get the best solution for your project.

Based on case study 1.5: Quality Assurance (QA) Department Undergoing a Major Overhaul, make at least five (5) questions according to the case study above.