Supplier Quality Management (SQM) has been important in certain industries for decades, and increasingly important across most industries. However, SQM automation rates remain stubbornly low, with just 23% of respondents in LNS Research’s Quality Management survey stating that they’ve automated SQM with software (for more information, read this). Likewise, SQM best practices are implemented by just 24% of respondents.Read More
Today, everyone is talking about technology advancements. References to the Cloud, Mobile, Big Data, the Internet of Things (IoT)—whether central talking points or tangential nuggets that bounce in and out of conversation—have become near ubiquitous across manufacturing industries. It seems clear—most professionals seem to understand at least on some level where the future trends lie in technology for operations.
It’s the nature of a manufacturing business to have both competing and complementary goals and objectives. Financial and operational goals are sometimes seemingly at odds where time and resource investments should be made to best meet overall corporate initiatives. But sometimes, there exist opportunities for alignment and synergy as well.
We’ve been talking about the concept of Closed-Loop Quality Management a lot as of late, and with good reason. Today, producing the highest quality products is no longer the only thing organizations can do to differentiate and achieve greater competitiveness.
On June 17, 2014, LNS Research and Quality Digest hosted a webcast entitled, "Turning Today's Quality Challenges Into a Source of Competitive Advantage with Closed-Loop Quality Management." Toward the end of the event, we received many questions, several of which we weren't able to address due to time constraints. In this post, I'll speak to the top 5 questions we were asked.
The quality management space is a very fluid one. As a testament to that, in a short period of time we’ve seen considerable changes in strategies around people and leadership, orchestrating business processes across the value chain, and enterprise IT architecture. One concept that’s been there the whole time, though, is that the earlier you can build quality into your products and processes the better.
An unfortunate reality in many quality management strategies is the lack of harmony in IT decisions across the enterprise. In the 2012-2013 LNS Research Quality Management Survey, 47% of executives said that a top challenge was having too many disparate quality systems and data sources. As a result, a roadblock to success that most large and distributed companies experience resides in the mountains of unstandardized quality process data that’s never fully leveraged.
For years, executives have strived to create closed loop environments where processes and data in each stage of the value chain benefit from cross-functional communication and collaboration. And for a number of reasons, this has proven difficult. Though, over time, the rising complexity of products and processes has prompted many organizations to reconsider the effectiveness of current quality management capabilities and strategies and invest in emerging technologies to close the loop on quality management.
Two weeks ago, LNS Research attended the 2012 Siemens PLM Software Analyst and Media Conference in Boston, MA. Alongside the Product Lifecycle Management (PLM) industry’s leading analysts, we received briefings and updates from numerous Siemens executives. We also viewed a list of intriguing customer testimonials from companies such as NASA, Ford, Mahindra, Sandvik, and Electric Boat.
Within manufacturing and industrial settings, we’re seeing a shift in the dynamics of many business models toward the delivery of more than just finished products. Companies producing in areas such as jet engines, heavy machinery, and other equipment-focused industries are beginning to offer services subsequent to the point of sale.