Just Suppose

I think the problem is mostly in design.

RVs are designed to be used a few times and then thrown away. This is very different from, for example, S&B houses which are designed to be used every day, for at least a few decades. (Before 1970, they were made to last 100 years or more.)

RVs are flimsy and leaky because they are designed by people who think of them as playthings. So what if it breaks or leaks? As long as it is lightweight and fast to build, it's fine.

There might be market for RVs that are built to be lived in. They would be expensive, and heavy. I would probably buy one.

free radical wrote:

TucsonJim wrote:
Just suppose you were hired by a major towable RV manufacturer as the vice president of quality. The company said they are tired of customer complaints. They want to change the perception of their company and become the quality leader. What would you do different that is not being done today?

Select your employees very carefully,
No dope heads and or boozers,I wouldn't even hire anyone who smokes..

I don't smoke, but Alexander Graham Bell (inventor of the Telephone), Thomas Alva Edison (light bulb), Einstein (theory of relativity) and Oppenheimer (lead scientist on the Manhattan Project) were all smokers of tobacco. The free world appreciates your company not tying them down and limiting them to making RVs better.
By the way, why would you assume that current RV manufacturers have a workforce populated by a greater percentage of dopers, boozers and smokers than any other industry? I have to agree with another poster, the vast majority of quality issues I have seen tend to be anecdotal at best. Mostly one off problems. The exceptions being Delamination and Lippert frames both of which are not considered caused by RV manufacturers. I feel the biggest issue is the cost/benefit calculations. In mass produced RVs, price sells, not extreme quality. Stapled cabinets with pressboard laminates are cheaper than dovetailed solid wood and look the same to 99% of the buyers, so that is what you are going to get.

We have 3 pages of "how to fix the RV companies". Why don't some of you "expert ways to run a business posters", purchase a RV company or better yet, go to work for a existing co. and solve their problems. Lot of "do as I say not as I do" posters. I'm sure some of you have managed successful business you just have forgotten how hard it is to get competent help, quality products for your help to work with, and still keep the price competitive so you can sell it. The same posters that know how to fix a co. also post they expect to purchase the product at $40% below MSRP.

1. Proper TRAINING of employees
2. Culture of Quality right from TOP Management on down.
3. Checklists and ownership of each process by every employee.
4. Accountability for errors and a fully functional corrective action program.
5. Incentives for quality achievements as well as productivity.

I just love how the company folks on here jump in and blame labor. If you aren't putting hands on production or selling the product you are the waste and expendable overhead!

If you have taken factory tours you can readily see why so many problems crop up. Some of course are much better than others. I well remember my tour of "Travel Supreme". They check and re-checked everthing. They had a roving inspector who randomly picked units to give them a tough inspection. No I never owned a Travel Supreme.
If someone got behind or had a problem on the line. The line stopped and every one working on that rig at that time helped solve the problem. They also used good materials and design to make a quality rig.
At another major manufacturer, (speed), was all that counted. I saw workers run screws through thin walls. The screws missed the framing all together. The work floor was a junk yard, as was the general working area. When we finally got to the final inspection area it was a joke. They plugged in power just long enough to see if lights or motors started. Then unplugged them for shipment to dealer. I saw wrinkles in the graphics on the outside of the trailer. Wood chips all over the inside of the trailer. I noted that there was substantial warp in the wall right at the entry door. You could see daylight through it. I asked about it and was told the dealer would fix any problems.

TheAmRheins wrote:
Many of the RV factories I have visited pay by piecework. When x number of units are done, you can go home. I would pay by the hour, slow the pace, allow the builders time to get it built right the first time.

Speaking as a manager and former business owner if you did this you would quickly go broke because per unit labor hours will increase. Quality will not necessarily follow as a result and you will have a workforce that is able to slow your production line with greater benefit to them for any reason they choose. And you could not remain competitive price wise in the market.

The way to improve quality is really simple;

Identify what the quality problems really are

Address them through the Design, manufacturing or Assembly processes which ever is the best solution

Be sure that you are dealing with quality problems at the right time; each problem may have a different time that it is best and most economical to address it... Before Assembly; On the Assy Line or after the Assy Line once in QC (Quality Control) or under warranty.

Frankly I dont think any of us here on this forum are qualified to really answer this question because we dont have enough information about Margins, Costs, Labor Issues and the competitive atmosphere of the RV Market. Nor do we know what the REAL statistics are on quality. All we really have in this forum and in our own lives is Anecdotal information. The big picture may be quite different to what we assume.

If I was to build a product to the level that would please me "I couldn't afford to buy it.":B


C.B.

TucsonJim wrote:
Just suppose you were hired by a major towable RV manufacturer as the vice president of quality.

The first thing I would do is look for another job, this one ain't gonna last very long!

I would hold the workers accountable for the work they do. Do it right the first time or hit the road.

If they don't have the resources or training to do their job properly then it should be management that goes out the door.

Lean/Six Sigma should be implemented throughout the entire company. The upfront start-up cost will quickly be recouped with the savings in time and improved quality. Build the quality in from the start, not after the fact.