Week 2 Riordan Manfacturing

how_does_your_organization_determine_customer_requirements.docx

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A. How does your organization determine customer requirements? B. How are your organization’s core competencies tied to its strategic goals?? C. What are the strengths and weaknesses of the quality function deployment approach?? D. What is your organization’s process for developing the specifications for a new product or service?? E. How does your organization deal with requests for customized products or services? F. What are the implications of building quality into a product or service rather than inspecting it in? Why? G. What type of quality problem or analysis tools does your organization use?

What are the implications of building quality into a product or service rather than inspecting it in? How are ethical considerations included in product and process design at your organization?

· Inspecting quality means that you are not fixing the root cause of the problem. If you make a part, and inspect it to make sure that it meets the specifications required, you find parts that are bad. These are scrap, wasted materials and lost effort. [ If you find a bad part and fix what is causing it to be bad in the manufacturing process, you eliminate the waste, saving time, effort and materials and improving the profit margins. ] The implication of that statement is: by inspecting a product after its completed for quality, in essence the time and resources have already been untilized and therefore, wasted, if a defect occurs. By building a product to attain a specific level, you have optimally envisioned any defects which might occur, adapted the manufacturing process to overcome those defect levels, and then used the resources to create the product. This is not to say that there won't be the occasion in which unforeseen defects can't occur, but rather it states, that all foreseen defects have been planned for. In other words,you're utilizing your resources only after you've planned possible defect correction, which is a more economical usage of resources. In a multi-operational product manufacturing line the quality of the product should be known at each step in the process. The proper tools and measuring devices are used in a prescribe way to ensure the product conforms. This produces a known good product that can be verified through inspection and process auditing. If the there is no verification of product quality at each step in the process or documented procedures and methods are deviated from then dependence falls upon inspection to sort for conforming product. Net result is high inspection costs, high rework cost, and non conforming product slipping through your sort point.

Can pick any manufacturing site.

All companies want to be successful and profitable. The only way to do this is too focused on meeting customer requirements. Of course, in order to meet or exceed customer requirements, they must first determine what those requirements are. It is easier to determine customer requirements for some kinds of products than for others. For example, if you are any type of manufacturer, chances are your customer has given you specifications and/or drawings, detailing exactly what they are looking for in the product. This is probably the easiest way to determine customer requirements, and it is perfectly reasonable to write in your quality manual that your customer requirements are determined by having your customer put those requirements into writing. I know where I work we have a formal process, we have a marketing research firm to survey potential customers as to what they are looking for, including shape and size gel or saline, textured or smooth. My company does research with not only the doctors but the consumer also. We provide Doctor Tours of our manufacturing plant and hold educational training for the doctors as well. We ask for their feedback on our products on how to improve and enhance the product.