Pervan Industries Employee Reviews for Chief Inspector

"It was a culture where they try to run a Mexican company here in America"

What do you like about working at Pervan Industries?

"Training workers that are willing to learn the proper way to do their job. Using the computer to control and automate task."

Do you have any tips for others interviewing with this company?

"Prepare for a hostile and abusive invironment the production people don't care about quality only about making themselves look good they will blame you for things that they themselves did and no records will be kept on what is the truth. They will make mistakes and demand that you stamp off the paperwork. They will avoid auditors and show utter distain for any quality personnel"

What don't you like about working at Pervan Industries?

"Management was stuck in the old ways of manufacturing and didn't want to learn the new ways. No procedures for anyone in the company except inspection. They have a total lack of respect for inspection and would try to hide discrepancies rather then have inspection document what the discrepancy was. Our functions were dictated to us by manufacturing and they went as far as telling me that they were not going to provide me with the drawings to inspect the parts; and that I was to gather my own drawings and figure out the parts that they were trying to manufacture and if I found any discrepancies I was to try and get them resolved. The planning was completely unprofessional and unwilling to work with inspection. because, they didn't understand how a database worked any delays were credited to inspection. Inspections resources were completely used by trying to review computer generated documents, without ever being able to review the original drawings or documentation. All information was second hand by people incapable of proper information filtering. The company was told by the customers and by AS9100 that all records have to be backed-up, they are not! Instead of getting the documentation in electronic form and copy and paste information the information was printed out and has to be manually added in the computer by planning and inspection.The company uses Job Boss as a means of data entry but it is inadequate, as told to the owner by Job Boss technicians. He was told that it won't do that by their staff and you'll need to get another program to do that. Instead its diffencies were passed to inspection and it became our Ball and Chain. The major problem I had was that they would hire people with little or no experience and have me train them. I don't mind training but when a person is incapable it is a different matter. It takes 5 years to become an inspector that is knowledgeable and has seen enough of the types of product manufactured, to be able to assist a company in the areas of quality. I was given people of virtually no experience and when I interviewed them the company said that just wanted to hire him. When his 90 days came they wanted to fire him, but you can't learn inspection in 90 days so I rejected the notion. Another and the most unsettling was that a person with less then 2 years experience was made the quality manager and I had to train him to do his job. They told me I was to train him, but because of the position they gave him he didn't think so. He proceded to rewrite our documentation, and write he did. When I told him he was writing too much he shrugged it off. During an audit it was found that we didn't do what our procedures said and so we failed the audit, a customer audit. His constant tinkering with the documentation does not give inspectors or anyone else the ability to review a stable document. Also a maze of documentation was created in which no one could follow or reference because it is so over verbose. So to recap Pervan has one inspector which is untrained because he had only been there 2 years and a manager that does not aid in the inspection of manufactured product."

What suggestions do you have for management?

"Management must not micro-manage inspection let them do their job; we are responsible for the lives of the people that use our product and we can't think about the cost only the correctness of the job. If manufacturers don't know how to do the jobs correctly then interview ones that know how. The knowledge and teamwork is what makes a company grow not dictatorships. A company must keep records and have procedures so that everyone is protected not just the leaders. A company should use the information gathered to promote the valuable workers and remove the banes to progress"