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.
On April 16, 2014, LNS Research and MESA International held a webcast event entitled, “2013-2014 Manufacturing Metrics that Really Matter.” By the end of the event, we had received a barrage of questions from attendees, many of which couldn’t be addressed live due to time. In this post, we’ll address the top 10 questions that were asked.
For executives competing in today’s socially connected world, there has never been less room for error. These pressures to perform coupled with the globalizing economy and others have urged many executives to look at quality in a new light. It’s not that quality wasn’t important before, but for cost, risk, compliance, and reputational reasons ensuring quality earlier in the value chain has become much more of a top-of-mind issue for leaders.
Among the hundreds and sometimes thousands of manufacturing metrics and key performance indicators (KPIs) across plants that require attention, how do senior leaders responsible for quality prioritize what is most important for achieving upcoming performance targets and also for improving performance in the future?
If it takes a village to raise a child, then it takes an entire organization to raise an operational metric. As a leader, there’s no doubt you spend a lot of time thinking about goals and how to achieve them. Though, whether your focus is on profitability, energy or manufacturing efficiency, product quality, or customer service, the reality is that those high-level objectives are only attainable when everyone in the company is doing their part.
Times have changed. Think of Henry Ford’s Model T, the first affordable automobile. Although high-tech for its day, it was made of rudimentary parts and components. Today, it’s standard for vehicles to have thousands of parts and components sourced from all over the globe, many of which connect to the tens of millions of computer code lines built into internal systems. The complexities are incomparable.
Because research has shown that the earlier a defect or nonconformance is caught the less expensive it will be in the long-run, it’s critical that end-to-end quality capabilities extend from suppliers all the way through service and everything in between. This is especially true in discrete manufacturing industries such as electronics or high-tech, where the ability to balance quality and product complexity is often the source of a competitive advantage.
With the evolution of quality management, there has been a shift away from manual and paper-based solutions. Organizations are now leveraging the power of automation and integration across the value chain to improve the quality of products and processes. This progression has materialized directly in the Quality Management Software space.
Many companies struggle in understanding how to best think about and incorporate the cost of quality into operations. In this post we'll examine some recent research highlighting how many companies fail to use reductions in the cost of quality as a driver for competitive advantage and revenue growth.
In our last blog, we talked about metrics that can help corporate executives better understand the effectiveness of quality management strategy in their organization. In this blog, we will be discussing metrics that are a must for the dashboard of any plant manager. If you are involved in quality and operations decisions for manufacturing or supply-chain management, one of your most important responsibilities is to ensure that the final output of your plant is in compliance with internal and external quality standards.