I concur with thcqci's approach. I too am the only CWI in our shop, responsible for 2 shifts and currently 30 people (after some recent cut backs), although I could get some back-up if needed and justified. My function is mostly QA but, depending on the job requirements, I also perform QC inspections according to the need. By that I mean, lay-out and fitting are rarely a problem area. Our foremen do a good job of assigning people according to their skills levels and see to their overall training in weak areas. They also have the primary responsibility for quality as it is understood that I cannot be everywhere at once.
Our receiving people do an excellent job of checking incoming materials and documenting problems so I don't have many worries in that area.
Even our welding concerns have been relatively to manage, not that there aren't some problems from time to time.
I think the best "tools" an inspector can use are communication and training. It hasn't always been the way it is for us right now. When I first started, most of our employees felt that QC was where you could lay all the blame. Either because "QC didn't catch it" after someone worked hard to slip it through, or QC was blamed for holding the job up by insisting everything has to be done right.
It became obvious early on that I cannot perform 100% of the needed inspections. It also became obvious that the more I tried to do that the more problems there were that would slip through. Partly because I was constantly rushed and partly because people become more complacent if they think they have a safety net.
After a while, we got some different people in management that could see the need for a functioning QC program, and not just for lip service.
One thing I did was to pay attention to areas where we were doing too good a job. Fitters were "polishing" beam copes and edges, welders were putting in 3/8" fillets where 5/16" was specified, and etc. By pointing out these things, I tried to show how QC can save time and money in terms that everyone could understand. In short, I worked at showing that QC is also interested increasing production and profits.
That makes it easier to get management to listen to you and helps to get their buy-on to the overall QC program. And easier to "sell" the need for training.
We have had some real success in holding Friday afternoon training sessions on specific topics that focus on correcting production problems. When we had hired a lot of new people, our beam copes started to suffer. Breaking everyone into smaller groups and holding a lecture/demonstration/"here-you-try-it" class really worked to fix the problem.
I'll say this, we aren't perfect and my job is very hectic at times. But if you make yourself a "team member" who happens to perform QA/QC, you'll get everyone's attention (management & procuction) a bit easier, and that makes the your own job easier.
Chet Guilford