Issue link: https://www.e-digitaleditions.com/i/1051901
ter understand the purpose and scope of the documentation process. This simple but e ective outline has proven to be very helpful to minimize the stress that sometimes arises by employees that are reluctant to participate in the documentation process. SAY WHAT YOU DO! Tier One (1) Documenta- tion: Company policies – O p eration al m an ual (ie: Quality management system) Tier Two (2) Documenta- tion: Operating procedures – Process ow diagrams DO WHAT YOU SAY! Tier Three (3) Documenta- tion: All work instructions – Quality control work instruc- tions – Surveys B E A B L E T O P R O V E I T A N D IMPROVE IT! Tier Four (4) Documenta- tion: Records – Charts – Lists – Worksheets – Quality log books In conclusion Custom coating job shop owners and managers must create and implement sound business policies, procedures, work instructions, and records that are necessary to manage the company's entire operation in a manner that is consistent and reliable. Managers must resist the urge to micromanage the company's operations and avoid mak- ing exceptions to the preestablished protocol. When this happens, employ- ees become confused and disoriented and management becomes frustrated. By proactively and systematically map- ping and enforcing the formal policies of how the company will operate to meet the common goals of their cus- tomers, management's e orts can then focus on employee training. Once the employees are trained, competent, and disciplined within their respected job descriptions in accordance with the company's protocol, management will no longer need to oversee every detail of the operation. If successful in this endeavor, manage- ment will have confidence that the organization will continue to operate in a manner that is e cient, consistent, and compliant with globally recog- nized finishing standards. Manage- ment's responsibility is to continuously maintain and re ne the entire quality management system and provide the support and resources necessary for the company to evolve and prosper. PC Editor's note For further reading, see Powder Coating magazine's website at www.pcoat ing.com. Click on Article Index and search by subject category. To submit a question, click on Problem Solving, then scroll to Coater's Corner. Michael W. Cravens is president of Powder Finishing Consultants, I n c . , Y o r b a L i n d a , Calif., and president of IKON Powder Coating, Inc., Anaheim, Calif. With more than 3 decades of experience in the powder coating industry, he has written numerous articles and a training series. He is also a video producer, a seminar leader, and a member of many finishing industry organizations, including the Powder Coating Institute. This column discusses problems encountered by powder coaters during the daily operation of their powder coating lines. These are in-the-field experiences from coaters. Its intent is to provide practical information to line personnel who coat all day to help them improve in their work. If you would like to contribute to this column, contact Alicia Tyznik, editor, at 651/287-5620, or email atyznik@ cscpub.com. president of Powder Calif., and president of POWDER COATING, November 2018 21