Content By Quality Digest

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By: Quality Digest

(CAMECA: Madison, WI) -- CAMECA, a business unit of AMETEK Inc., and a world-leading supplier of microanalytical and metrology instrumentation for research and process control, is partnering with the University of Sydney on the acquisition of the latest atom probe tomography (APT) instrument—the Invizo 6000.

The Invizo 6000 introduces breakthrough technologies, which include a patented electrostatic design that enables simultaneous increased field of view and enhanced mass resolving power, a deep UV laser to promote enhanced ion emission, advanced dual-beam delivery optics which improve specimen symmetry, and a new extraction electrode design. These new features combine to provide increased data quality and analysis volumes, enhanced specimen yield, and dramatically expand the analytical capabilities of the APT method.

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By: James Wells

The ISO 9001 standard talks about the relationship between the company and the customer in a couple of places. First is management’s responsibility to make sure that customers’ needs are a top consideration, and that their requirements are met. Then that customer satisfaction is improving, and customer satisfaction data are analyzed.

Many books deal with improving customer satisfaction, and a few focus on loyalty. Loyalty is a topic unto itself because it’s significantly different from satisfaction and is inherently measurable through behaviors that customers exhibit. In many organizations these three topics are treated as separate entities that don’t connect with each other. Many companies have siloed customer requirements from customer satisfaction measurement, and many don’t even look at customer loyalty. However, these three things are innately related to each other. One cultural development has enabled a strong connection among the three: social media.

Gleb Tsipursky’s picture

By: Gleb Tsipursky

Are you worried that having hybrid and, especially, full-time remote employees will undermine employee on-the-job learning, integration into company culture, and intra- and inter-team collaboration? This issue recurrently came up with organizations that I guided in developing strategies for returning to the office and establishing permanent future work arrangements.

On the one hand, these leaders acknowledged the reality that the future of work is mainly hybrid, with some staff working remotely full-time. After all, surveys illustrate that 60 to 70 percent of employees want a hybrid post-pandemic schedule permanently, while 25 to 35 percent want a fully remote schedule. Further, 40 to 55 percent would be willing to quit if not given their preferred amount of work from home.

Automakers not prepared for pivot to EV

Hexagon Manufacturing Intelligence research shows that only 8 percent of automakers recognize current business models as too slow to meet incoming ICE bans. We talk with Keith Perrin, Senior Director of Digital Transformation for Hexagon Manufacturing Intelligence.

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By: Dirk Dusharme @ Quality Digest

No matter which quality management methodology, technique, or fad du jour you chose during the past 40 years, from quality circles to TQM to Six Sigma, all had one thing in common: data. In manufacturing this eventually meant measurement data. Whether it was dimensional, time, temperature, frequency, pressure, or some other metric, somewhere in manufacturing somebody used measurement equipment to verify the quality characteristics of the part being manufactured. This person was typically a specialist either by profession or experience.

This specialization prevented the goal of modern quality, which is that quality is everyone’s job. How can a manufacturing employee be part of quality if they can’t measure their own work or verify the parts they’re assembling? And yet, that’s the way it’s been since the beginning of the Industrial Revolution. Assemblers assemble and testers test. Yes, eventually line workers got go/no go gauges, snap gauges, and some simple dimensional tools, but assembly complexity grew faster than the ability of the tools used by the average worker. It’s like giving a carpenter a stack of precut lumber, a box of nails, plans for a house… but no measure.

Consumers want more from their brands

Consumers want more from their brands than just good quality and prices. They also want to know that their favorite brands consider environmental, social, and governance (ESG) aspects. We talk to Mark Schissel, COO for Herbalife Nutrition, about the importance of ESG.

Related article: "A Transparent Supply Chain and Its Impact on People, Our Planet, and Our Businesses"

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By: Henrik Hulgaard

As customer demands for more customization and choice increase, the complexity of products and associated product design, manufacturing, and sales processes also increase. Product life cycles are also getting shorter, requiring a constant flow of new products with high-value features and capabilities.

This challenges product design and engineering processes to become leaner, faster, and more inclusive. Addressing and managing complexity is a key success factor. The challenge can be tackled using a three-pronged approach that includes increased collaboration, greater integration, and the use of a configuration life-cycle management system.

Integrating key IT systems

One of the most significant hindrances to companies today is their siloed systems. You might have a product life-cycle management (PLM) system in the engineering department, a customer relationship management (CRM) system on the sales side, and an enterprise resource planning (ERP) system on the manufacturing side. These different systems often don’t talk to one another.

The Un-Comfort Zone With Robert Wilson’s picture

By: The Un-Comfort Zone With Robert Wilson

During the past decade, I’ve seen several dozen variations of the following urban legend posted online:

A large oceangoing ship stalled at sea when its engine broke down. None of the shipboard maintenance crew could repair it, so the shipping company helicoptered a consultant out to the stranded ship. The grizzled old ship mechanic with 40 years experience carefully inspected the engine from top to bottom. He then took a small hammer from his tool bag and gently tapped the engine, which immediately roared back to life. He then told the ship’s captain, “That will be $20,000.” “What?!” cried the captain, “You hardly did anything. I demand a detailed bill.” The mechanic jotted briefly on a scrap of paper and handed it to him. It read: Tap with a hammer: $2; knowing where to tap: $19,998.

I believe this story is so popular because it resonates with people who are still paying their dues and looking forward to the day when they, too, will have mastered the skill set necessary to do a job with ease and aplomb while receiving the big bucks.

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By: Quality Digest

(Exact Metrology: Cincinnati) -- Exact Metrology: A Division of In-Place Machining Company and a comprehensive 3D metrology service provider and hardware sales company, recently used blue-light scanning technology to mass produce celebrity-themed soaps. These soaps will be sold by a nonprofit for charity.

Blue light scanning, a form of structured light scanning technology, operates by using a combination of projector, camera and a lens system. By using a projector, a pattern of light is created and the shadowed, dark areas on the object get measured for data collection. The scanner utilizes optical noncontact technology to capture millions of accurate points in a single fast scan.

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By: Gleb Tsipursky

Any association would love a member-retention rate of 75 percent. Unfortunately, according to a 2017 report cited in the American Society of Association Executives (ASAE) publication, Associations Now, retention rates for all associations are falling. While in 2016, 73 percent of associations surveyed in the report had member-retention rates above 75 percent, in 2017 only 65 percent reached that rate. The numbers for new members are even lower, given the consequences of the pandemic.

Certainly, these numbers are concerning. Yet statistics make it hard to grasp the lived experience of new members. So let me share the story of someone who recently joined, and then left, an association.

A new-member story

Sharon recently graduated from college, secured a quality position, and joined a national association of more than 30,000 members. Her main reasons for joining:
• Becoming part of a community of peers
• Networking with others
• Accessing vetted learning opportunities

She got a useful welcome email with resources from the association. She appreciated the discounts on webinars, her preferred method of learning as an introvert.