Content By Tim Lozier

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By: Tim Lozier

In our last episode, we looked at how the crew of the USS Enterprise might have employed quality management systems (QMS) to help streamline their processes, mitigate risks, and foster continuous improvement throughout the galaxy. Now we will continue our “trek” and look at some of the other areas that might have been covered within the Enterprise’s QMS.

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By: Tim Lozier

I am by no means a Trekkie. I don’t go to conventions, nor do I have all the episodes memorized and cataloged. I don’t even try and weigh in on Picard vs. Kirk (although I do have some valid points in that debate—another time). What I do know is I tend to see things in terms of quality management systems (QMS), and while watching an episode of Star Trek the other day, I started wondering about what type of QMS the starship USS Enterprise had during its prodigious trek through the stars.

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By: Tim Lozier

Editor’s note: In an upcoming webinar presented by EtQ and moderated by Quality Digest, we will consider the elements of risk management and what to look for in an effective software solution. For a preview of the webinar, please tune in to the Fri., Oct. 5, 2012, episode of Quality Digest Live, which airs at 11 a.m.

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By: Tim Lozier

In part one of this series, we looked at the various challenges associated with supplier quality management, and how these challenges can inhibit an organization while building a system to interact with its supply chain. Now let’s look at the ways technology can help overcome these challenges.

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By: Tim Lozier

In today’s dynamic business environment, the supply chain plays an ever-increasing role in bringing products to market. As businesses continue to evolve and improve efficiencies in the production process, suppliers play an important role in ensuring business objectives are met. The growing global market has increased the demand and specialization of products, and more than ever, organizations are relying on strategic supplier partnerships to help ease the costs of meeting these demands.

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By: Tim Lozier

Quality management, if we’ve learned anything, is a central factor in any manufacturing organization. What’s most compelling is the evolution during the past decade of our perception of quality management. Once thought to be a compartmentalized system in an organization’s infrastructure, quality management systems (QMS) have evolved into a central point of prominence in defining how products and processes are executed.

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By: Tim Lozier

Everyone seeks out value. Whether you’re a coupon clipper, a sale shopper, or a garage-sale stalker, people look to get some sort of value out of their buying experience. And if the product is purchased at a retailer, you look for ways to get the most out of the product you purchased. The software sale is no different. Although not many software solutions offer coupons, buyers will still look for ways to demonstrate a viable return on investment (ROI).

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By: Tim Lozier

Seems like the “next best thing” is always coming out. I’m not one of those people who miss the good old days; I always marvel at what we have in the modern world. I feel like TV shows have gotten better, consumer products are better, my kid’s toys are cooler, and technology is smarter and sleeker than ever. For business systems, this tends to hold true in some instances.

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By: Tim Lozier

’Twas the night before Christmas, and all through the shop
Santa’s quality manager feared that all production would stop
The FMEA showed high risk, nonconformances were a fright
But Santa knew better—his QMS would help on this magical night.

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