Plant managers now taking blame

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Anonymous

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I listened to the JP Morgan cnf call. Mike Ball continues to tell the public that FDA's hightened quality standards as the reason for Hospira's problems.

He also mentioned all 5 U.S. plant managers have been replaced.

Seems he's talking out both sides of his mouth.

So after canning the little people he is working his way up the chain. Maybe eventually he will see that the problem started with the goones he has lunch with every day.
 












Anonymous said:
I listened to the JP Morgan cnf call. Mike Ball continues to tell the public that FDA's hightened quality standards as the reason for Hospira's problems.

He also mentioned all 5 U.S. plant managers have been replaced.

Seems he's talking out both sides of his mouth.

So after canning the little people he is working his way up the chain. Maybe eventually he will see that the problem started with the goones he has lunch with every day.
Click to expand...

Did he say which 5 he got rid of? By the way, these are "Site" managers. Hospira uses the civil engineering model of manager. Each factory is a "site", like a construction site or a road paving project. Therein lies the problem. The civil engineering model does not apply to making drugs or medical infusion pumps.
 






Anonymous said:
I listened to the JP Morgan cnf call. Mike Ball continues to tell the public that FDA's hightened quality standards as the reason for Hospira's problems.

He also mentioned all 5 U.S. plant managers have been replaced.

Seems he's talking out both sides of his mouth.

So after canning the little people he is working his way up the chain. Maybe eventually he will see that the problem started with the goones he has lunch with every day.
Click to expand...


I doubt Ball gets it. I had such hope for him. Until Ball changes the incentive and compensation structure at Hospira nothing will change. Sites and corporate get compensated for pushing product out the door - incentive for quality to be rushed or compromised. Corporate even supports shipping product "at risk." The final quality tests are done while product is in transit. Corporate sets up and pushes this type of culture by their decisions, actions and compensation. Those at corporate making the decisions and setting the culture have no clue the true meaning of quality or how to cultivate it throughout the company.
 




































Anonymous said:
Where is our Quality leadership?? You can blame the plant managers, but this is a systemic issue at all of the sites. That is quality's responsibility.
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Clue phone.... quality is not a function, it is a culture that ALL employees must uphold. Until quality is enforced by finance (make and enforce quality over shareholder decisions); sales and marketing (don't push to put product on the market until r&d and plants have proven they have and can build a solid product).... there won't be enough support for the function to support the quality culture.

I'd be a millionaire for all the times I've heard sales, marketing, finance employees say that quality doesn't apply to them. They don't even do their Isotrain.
 






Anonymous said:
Clue phone.... quality is not a function, it is a culture that ALL employees must uphold. Until quality is enforced by finance (make and enforce quality over shareholder decisions); sales and marketing (don't push to put product on the market until r&d and plants have proven they have and can build a solid product).... there won't be enough support for the function to support the quality culture.

I'd be a millionaire for all the times I've heard sales, marketing, finance employees say that quality doesn't apply to them. They don't even do their Isotrain.
Click to expand...

Clue Phone back...Isn't that Quality Mangement responsibility. The SVP should be taking a wack to all those who don't comply. Isn't that why we brought over this 'power house' from Abbott. Oh crap...Abbott has Quality issues too!

Question again: Where is Quality Leadership???
 






While it is true that Abbott did have a seasoned
group when the split occurred it was mostly
on the operations side. The Quality group always
suffered from a lack of bench strength. Case in point
when L.P. left the senior VP Quality slot she was
replaced by A.F. You talk about a huge drop off
in leadership and knowledge !! He had no clue what
he was doing just ask the people who worked for
him. Hopefully the new VP that came over from Abbott recently
has a strong compliance background. Asking consultants and
former FDA associates how to solve your problems
is not the answer.
 






[ Hopefully the new VP that came over from Abbott recently
has a strong compliance background. Asking consultants and
former FDA associates how to solve your problems
is not the answer.[/QUOTE]

From what I have observed more eyes on the product as it moves down the line would cure many of the issues. Quality Assurance department has all but been elimanated in many of the areas and completely elimanated in others. For what? Can only be one answer.
 






Anonymous said:
Clue Phone back...Isn't that Quality Mangement responsibility. The SVP should be taking a wack to all those who don't comply. Isn't that why we brought over this 'power house' from Abbott. Oh crap...Abbott has Quality issues too!

Question again: Where is Quality Leadership???
Click to expand...

Yet another dollar for me and proof that Hospira employees do not understand what a quality CULTURE is! The quality function can define and help put in place what is needed to create and maintain a quality product. It is the responsibility of all employees to apply required quality activities and their management to support and enforce quality activities.

Does your functional management expect and require you to be compliant with your Isotrain and do they hold you accountable for it on your annual performance review? Are they even compliant? Your functional management are the ones who should take the wack for those under their responsibility who don't comply. This is how a quality culture works.
 






Anonymous said:
Yet another dollar for me and proof that Hospira employees do not understand what a quality CULTURE is! The quality function can define and help put in place what is needed to create and maintain a quality product. It is the responsibility of all employees to apply required quality activities and their management to support and enforce quality activities.

Does your functional management expect and require you to be compliant with your Isotrain and do they hold you accountable for it on your annual performance review? Are they even compliant? Your functional management are the ones who should take the wack for those under their responsibility who don't comply. This is how a quality culture works.
Click to expand...

Isotrain is Hospira's Maginot Line, it is practically useless with regards to quality. Isotrain doesn't address good soldering techniques, recognizing when pipes get too old and they leak or allow air and contaminants to get in, or how to detect conterfeit parts that are bought on the spot market. Quality starts with good management who can distribute resources where it makes sense. The product assurance group should be the ones doing all the validations, not the guys who came up with the changes or new designs.
 






And another point, Isotrain itself is an example of poor quality. Everybody is subjected to having read reams of verbage devoid of the diagrams, flowcharts, figures or schematics one would expect from a technical company. Isotrain uses an obtuse, legalistic style that even many college-educated workers would have trouble reading. Imagine the average factory worker having to use it. It is doubtful even the supervisors can recite what is in one of these Isotrain documents, but everyone else is required to sign off that they read and understand them.
 






Anonymous said:
And another point, Isotrain itself is an example of poor quality. Everybody is subjected to having read reams of verbage devoid of the diagrams, flowcharts, figures or schematics one would expect from a technical company. Isotrain uses an obtuse, legalistic style that even many college-educated workers would have trouble reading. Imagine the average factory worker having to use it. It is doubtful even the supervisors can recite what is in one of these Isotrain documents, but everyone else is required to sign off that they read and understand them.
Click to expand...


Most the SOP's that are tested for in the plants, people share the answers. Don't have to know the material. People fall asleep when reading this stuff. Act like they are reading it. Smart person can pass the test by just using common sense cause the questions are so easy. Dumb ones have to rely on others for the answer, or just ask the trainer for help with the answers or need it read to them.
 






Anonymous said:
Most the SOP's that are tested for in the plants, people share the answers. Don't have to know the material. People fall asleep when reading this stuff. Act like they are reading it. Smart person can pass the test by just using common sense cause the questions are so easy. Dumb ones have to rely on others for the answer, or just ask the trainer for help with the answers or need it read to them.
Click to expand...

Only a few of the Isotrain units are instructor led or have quizes. Most of it is reading BOPs, SOPs, etc - many of which seem irrelevant.
 






Anonymous said:
Clue Phone back...Isn't that Quality Mangement responsibility. The SVP should be taking a wack to all those who don't comply. Isn't that why we brought over this 'power house' from Abbott. Oh crap...Abbott has Quality issues too!

Question again: Where is Quality Leadership???
Click to expand...

Are you going to answer the question I posed to you, on other thread ?

Retired Hr Guy
 












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