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I had the same issue when I was a supervisor. We didn’t have any SOP’s in place, so I created them. I also tracked how long it took to correct the mistake and listed the other departments that were affected by their negligence as well as explaining the why’s behind the reason we are performing a task a certain way. Lastly, I created KPI’s and my own tracking systems to record who, what and the solution. This dropped my team’s error rate by 20%.
2/2 There is also only a $2/hr wage gap between me and the people I am managing. Which irks me because if they can make endless mistakes with no consequences, why do I work so hard for the owners? And to add insult to injury, then have to justify a fair wage on top of it.
I agree with the KPI, is there a way you can introduce one or a maybe a semester team goal to track a measurable outcome as a result of making fewer mistakes? That way it’s targeting the group instead of an individual. It’s frustrating to hear that the owners are just accepting things instead of wanting to push for continual improvements which is very different from aiming for perfectionism.
I also feel like it’s worth mentioning that we are a small company with around 10 employees so when someone “messes up” it usually trickles down and affects someone else down the road and it’s usually me fixing the mistakes
Other examples
-Special orders sitting for over a month with no customer contact
-Installing a part upside down even though you have looked at this part everyday for 2.5 years
-Asking for inventory purchases orders to be built and submitted in my absence to return and find them not done
But I’m just not extending enough grace right?