One issue is that when it comes to operations, there are decisions that are made to force a product into a new stage too soon.
Incoming Quality is primarily a group that is very set in their ways and are hard headed when it comes to change or new components coming in. They do tend to get hit hard with having to also support the floor production as well, but if they stop taking a morning break as soon as they come in and don’t chit chat and complain about their job, they would have more time to get through their backlog.
There are groups in the operators that are stuck in the toxic ways “pushing for numbers” due to previous toxic management. That needs to be addressed.
There is a disconnect between the shifts on what needs done and how it is done. Tribal knowledge is very much a thing that needs minimized both on the floor and off the floor.
Position growth is almost nonexistent. You basically have to have a job offer in hand for them to provide you one even though your supervisor and manager provide all the necessary information (if you’re lucky with your supervisor and manager).
Pay is not competitive at all outside of basic operator levels.
Benefits are not the best, but can work if you really just need something.
Company Culture is lacking very much.
Pushback on the clients when it comes to tolerance stacking and just overall design issues is almost nonexistent due to fear of losing the client.
