This is an age old question but I'm looking for open opinions and ideally a definite straightforward answer.
I work in a technology operation as a manager of a Quality Assurance Team, Our role is to follow a set guideline and ensure the output of our location is to a set standard, however I am daily pushed to meet a productivity target, above, what I believe, is achievable with my headcount.
Whilst I have done clear measures to support this and delivered this to my boss, we are not in a position to increase headcount at present leaving the team with a large backlog each day. the only solution to this is to temporarily increase the headcount the following day with staff who have never done the process before and have no love or care for the task. causing error after error from the team which then has to be mopped up.
At the same time I have an opposing team working alternate hours who are able to meet this target as their operatives are 33 faster than mine, however after investigation today I have found that only 15% of their work is completed to the set standard.
Whilst principles say, never √, condemn or complain I am stuck in a cross roads of Quality Vs Quantity, because my boss is only looking at the productivity number.
Has anone faced this?
Do I deliver the number my boss wants, and turn a blind eye to the little corners that get cut by my team, so that I have delivered, he is happy and I am seen to deliver?.
Or stand hard by the fact that I have a team which is working by the letter, delivering a high quality performance and hope that my colleague is found out. showing that it was I who was right all along and I should be trusted.
Could somebody be so kind as to provide a straightforward answer, I have had so much justification from my peers which suggest, but never truly confirm, dont worry about the little issues, just deliver the number and make us look good, but I cannot in good conscience believe this is right, and my experience in lean principles suggests that errors should be eradicated so that the actual problems come to the surface. Managing this way seems difficult when the rest of my operation is not invested or even versed in lean thinking or any principles other than showing their boss that they can deliver.
Thankyou for your time