As I promised last time, I’m finally wrapping up this topic on the management of manufacturing quality. If you’ve been following all this, you’ll know that there are lots of cool new ideas out there and lots of cool new technology as well. It all means that you can have a pretty big impact on the shop floor and a pretty big impact on the bottom line for your company.
While some of these elements may seem relatively minor, dealing with them early in the planning process keeps them from becoming major problems.
A comprehensive—hardware and software—control system migration project normally involves some combination of the following engineering activities:
Ask most plant personnel what they think of IT support for their industrial control systems (ICS) and you’re likely to receive a barrage of complaints in response. But why?
Well, I thought I was wrapping up these posts on the new ideas for quality management, but I thought of a few more things that I’d like to talk about.
Last couple of posts we talked about technology and all the cool technology that’s out there to support the management of manufacturing quality. But, I think I would be remiss here if I didn’t mention a few things about business processes that are needed to support manufacturing quality management—and some of these processes are pretty new as well.
In the last post, I started talking about some of the technology that makes all these new ideas for managing manufacturing quality a reality. We just got started talking about the technology aspects and I thought I would keep it going a little longer.
One of the fundamental pieces of technology that support these new ideas for manufacturing quality management is information systems. There’s lots of solutions that are out there and you don’t need all of these, but I thought I would mention just a few that support these new ideas on managing manufacturing quality.
In the final installment, consider how customer complaints can inform your decisions about what you include in your record keeping.
When considering what can and should be in the enterprise batch records, the litmus test that I use is to ask whether or not the information is needed to deal with a consumer complaint. So, if a consumer calls up and says that there’s something wrong with your product for some reason, do you have everything you need to track down what, when, where, why, and how in the manufacturing plant whatever it was that happened to cause the problem the consumer is complaining about?
In the last couple of posts I’ve talked about some new ideas for manufacturing quality management. Ideas that can have a huge impact on the shop floor and make things a whole lot better when it comes to managing quality.
I took a compare and contrast approach with these new ideas looking at the current paradigm for many companies and then taking a look at these new ideas. All in all, I think that should give you a pretty good picture on what these new ideas are all about.
In the second of three parts, we consider how you can add a new level of thoroughness to your product records.
Last time, I mentioned several reasons why enterprise batch records are such a good idea and how you can use them to connect upstream to your suppliers and downstream to your customers. That takes the traceability idea to the next level and links the enterprise batch records to your supply and distribution networks, giving you real supply chain traceability. So, let’s talk about it a bit, and emphasize why that approach is so much more than simple lot genealogy.