As publisher of Quality Digest, I often take a somewhat dispassionate view of process and performance errors. After all, our typical reader is a quality professional whose job, in part, is to figure out why something went wrong and prevent it from occurring again.
Quality Management 2.0 Blog
Topics: Automotive Quality Management, Quality Management Systems, Process Control, IBS America, CAPA Software, CAPA, Guest Blog on Quality Management, Corrective Actions and Preventive Actions, Food and Beverage Control, Quality, Risk Management, FMEA, Product Quality Control, Automotive, Cost of Quality, Continuous Improvement, NC/CAPA, Mike Richman, Quality Digest
In today’s fast paced business environment, it is has become harder and harder for those concerned with quality management and service delivery related activities to keep track of all of their responsibilities as well as their required tasks without something falling through the cracks. The days of the yellow sticky note no longer suffice as a tool for us to organize the myriad of activities we are not only responsible to complete but also monitor and oversee. Our never ending attempts to remain focused appear to be futile in that we are growing ever busier and become easily derailed by sidebar activities and impromptu scheduled events. One advantage of having IBS software to manage quality processes is its ability to organize and streamline activities to address just these problems.
Topics: IBS Company News, Automotive Quality Management, CompliantPro, Quality Assurance and Quality Control, Customer Management Software, Corrective Actions and Preventive Actions, Compliance Software, Risk Management, Cost of Quality, Quality Data Management, Customer Q&A, Track & Trace, Crisis Management
Rebalancing the Product Complexity Equation
Topics: Automotive Quality Management, Quality Management Systems, Manufacturing Software, Quality Management Software, Enterprise Quality Management, Quality Assurance and Quality Control, Quality Assurance Management, Quality Control in Manufacturing, EQMS, Automotive, Quality Data Management, Enterprise Manufacturing Software, LNS Research, Matthew Littlefield
I've been a sales engineer here at IBS for over five years now. I've witnessed firsthand the impact the financial crisis has had on companies. Recent events seem to be indicating a change for the better. Over the last year my trips to Detroit have quadrupled. As the health of the economy has begun showing signs of improvement, many of our customers, especially from the automotive industry, are significantly increasing production and sales. Every day I talk to customers who see the need for a quality control and for whom a quality management system becomes of significant importance. They believe that having a good QMS in-place is an important distinguisher from competitors. People are becoming more and more aware that Quality is not just a “service” that needs to be addressed but that it actually increases revenues and profit in the long run. Customer retention is continues to be recognized as critical to business health. A robust quality management system is recognized as the best safeguard of long term business relationships.
Topics: Automotive Quality Management, Production Quality Control, Quality Management Systems, Quality Management Software, SPC, CAPA, Quality Control in Manufacturing, FMEA, Automotive, Traceability, Warranty, Detroit, Track & Trace, Receiving Inspection, AIAG
Andrew Zolli, coauthor of the book "Resilience: Why Things Bounce Back," in a recent Harvard Business Review interview relates a story from the auto industry that illustrates the importance of resilience to an organization. He also discusses the strategies for improving the resilience of an organization.
Topics: Automotive Quality Management, Process Control, Manufacturing Software, Supply Chain Management, Enterprise Quality Management, Process Management Software, Enterprise Risk Management, Risk Management Software, Risk Management, Manufacturing Productivity, Enterprise Manufacturing Software, Crisis Management, Resilience, Andrew Zolli
In today’s market, the automotive manufacturing industry is under more pressure than ever before to speed up their entire manufacturing process. From product development to manufacture, it’s now imperative for manufacturers and suppliers to optimize their processes throughout the supply chain in order to reduce their time-to-market, and to meet customer demand.
After speaking at our 2012 Executive Warranty Forum last month, LNS Research principal analyst Matt Littlefield spoke about current trends in manufacturing, as well as the impact of these trends on warranty management. Based on his thoroughly researched and informative presentation to Forum attendees, we put together some highlights on what role quality has on warranty management for the automotive industry.
According to a recent article from Quality Progress magazine, Toyota and its brands top the Consumer Reports list for Auto Reliability. The luxury nameplate Lexus came in second of the 2011 rankings, Toyota in the fifth slot, with the youth-targeted Scion model topping the list with the #1 Auto Reliability Survey slot, beating out all other competitors for the second year in a row. (Source: QP Magazine, December 2011 edition, Brett Krzykowski)
The brand is also known for its development of the Toyota Production System, which is a socio-technical system, that comprises its quality management systems philosophy and practices. The following are some interesting excerpts of a 2009 presentation of the Toyota Way Principles that shed some light on its quality assurance management.1) Long Term Philosophy
Base your management decisions on a long term philosophy, even at the expense of short term financial goals.
2) The Right Process Will Produce the Right Results
Create continuous process flow to bring problems to the surface. Use visual control so no problems are hidden, and use reliable, thoroughly tested process management software technology that serves your people and processes.
3) Add Value to the Organization by Developing Your People and Partners. Grow leaders who thoroughly understand the work and live the philosophy. Respect your extended network of partners and suppliers by challenging them and helping them to improve. (Source: 14 Toyota Way Principles, 2009)