Operations Article

Jack Dunigan’s picture

By: Jack Dunigan

This is the next secret in our series, “The Secrets to Success You Don’t Know That You Already Know ” at The Practical Leader. Here we’re going to talk about Secret No. 4: Don’t Set Goals.

Shawn Faircloth’s picture

By: Shawn Faircloth

The cost of ineffective corrective action can be astronomical when you consider the monetary and reputational impact of delayed problem-solving. On a small scale, repeat problems—even minor errors—send a message to customers that you just don’t care to get it right.

And when poor problem-solving leads to more significant quality escapes? You could be looking at $10,000 per minute in line-stoppage charges from the customer, or even a $10 million recall.

Richard Harpster’s picture

By: Richard Harpster

The AIAG-VDA FMEA Handbook committee and everyone who responded to the request for comment on the proposed AIAG-VDA failure mode and effects analysis (FMEA) manual must be applauded for their efforts. Harmonizing the VDA and AIAG FMEA methods is not an easy task. According to industry sources, there were 4,000 or more comments on the proposed handbook. I believe this shows two things. First, people recognize the importance of the document. Second, they believe significant changes are required.

Martin J. Smith’s picture

By: Martin J. Smith

If you want to make sure your new Whirlpool refrigerator really is meeting the efficiency standards of Energy Star compliance, as the manufacturer claims, is it better to test that claim by relying on regulators at the U.S. Department of Energy—or one of Whirlpool’s competitors?

A new study co-authored by Stanford Graduate School of Business professor Erica L. Plambeck offers an intriguing and somewhat surprising answer.

Frank Defesche’s picture

By: Frank Defesche

Your company leadership team just issued a corporate goal (aka mandate) of reducing defects to fewer than five per million units made. This goal is coupled with a need to reduce manufacturing costs by 10 percent while meeting new good manufacturing practices (GMP) or ISO standards. Oh, and you have four audits coming up in the next two months. 

Mike Richman’s picture

By: Mike Richman

During this past Friday’s episode of QDL, we presented two great interviews, both revolving around standards and certification, plus a piece about analytics, and a lively off-script about the responsibilities of media companies like Facebook when it comes to protecting user data. Here’s a closer look at what we discussed:

Georgia Tech News Center’s picture

By: Georgia Tech News Center

It’s small enough to fit inside a shoebox, yet this robot on four wheels has a big mission: keeping factories and other large facilities safe from hackers.

Meet the HoneyBot. Developed by a team of researchers at the Georgia Institute of Technology, the diminutive device is designed to lure in digital troublemakers who have set their sights on industrial facilities. HoneyBot will then trick the bad actors into giving up valuable information to cybersecurity professionals.

Dan Jacob’s picture

By: Dan Jacob

Developing profitable, timely, high-quality products is more important today than ever before. Visibility of in-use product performance has never been higher, while competitive pressures continue to squeeze margins and time to market.

Minitab Inc.’s picture

By: Minitab Inc.

Anticipating challenges is always a daunting task for continuous improvement professionals. Unforeseen inefficiencies in process or defects in product development can throw timelines and associated costs into disarray. How to commit to realistic forecasts and timelines when resources are limited, or gathering real data is too expensive or impractical? Can simulated data be trusted for accurate predictions? That’s when Monte Carlo simulation comes in.

Naphtali Hoff’s picture

By: Naphtali Hoff

It happens to all of us, and often at the most inopportune times. We know that we have work to do—a job to complete, a new project to launch, some loose ends to tie up—but we just feel stuck in place. As if everything that we try doesn’t work. We take two steps forward and one or more steps b ack. Or we start something and simply stop. Or, worse yet, we don’t even know where to start.

Why does this happen?

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