Many companies that want to differentiate with quality need a clear picture of Supplier Quality Management (SQM) practices across industry. Use this insightful infographic to understand and communicate the total value of quality. Learn how your company can gauge SQM maturity, who can help you along the way, and strategies to transform Quality from a department and bake it into your company’s culture.Read More
On Thursday, June 16, LNS Research hosted a webinar, "Quality Management in the Boardroom: Building the Executive Business Case for EQMS." The presentation focused on giving quality leaders a roadmap to a common issue we find in our conversations with many organizations: they often lack the framework for elevating quality management to the executive level concern it really needs to reach to transform from a cost center to a value center, and transform quality management maturity.Read More
We’ve been busy delivering against our 2016 research agendas here at LNS. The Quality practice is working on a number of topics, but arguably the most important is the “Business Case for Quality.” Industry needs the tools to build solid business cases for quality management enhancements, and with nearly 1,000 respondents to its quality management survey, LNS Research has the data to help identify the tools companies need to make their Business Case. The tools we are developing are frameworks, metrics, typical performance guidelines, and Operational Excellence levers (People, Process, and Technology).Read More
If you’ve read LNS’s Monday Musings providing our perspective on current events in industry, you’ve likely seen the term “shadow quality” in this blog post. So, just what is shadow quality?Read More
Airbags, ignition switches, and even emissions software. While large recalls make the news at a regular pace, these are surrounded by scandal. News reports include claims of illegal or unethical activity executed by individuals or larger groups of people. Unfortunately, as new reports expose even more it’s revealed that the activity was accepted or possibly encouraged by management, as well as the organization at large.Read More
Regardless of product type or market, every manufacturer needs to consider quality. While some industries, such as those that directly influence public health, are subject to regulations imposing quality specifications from government agencies, other companies look for competitive advantage by raising quality standards from within. Others still operate in industries where products are relatively cheap and high-speed, high-volume product turnout is more important to serving customer needs than focusing on achieving the highest level of product quality possible.
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.
Mehul Shah and I recently hosted an interactive session for quality leaders and Statistical Process Control (SPC) specialists to discuss some of the ongoing goals, challenges, and solutions facing professionals in this field across a number of different industries. What we learned was very much in line with the results of our recent quality survey: quality professionals are still facing challenges when it comes to giving metrics meaning, identifying areas of improvement, and turning manufacturing information into actionable data.
You’re a corporate quality director at a multi-site enterprise with operations spread across the country or around the globe. At some point, you’re going to face the question: how do I keep my local quality leaders engaged, and on the same page?
At a high level there are two areas that most every business is focused on: (1) optimizing existing human, capital, time, and technological resources to (at the very least) meet performance expectations and (2) finding new and better ways to leverage those resources to continuously improve existing products, services, market share and operating margins.