Get Even More Visitors To Your Blog, Upgrade To A Business Listing >>

Quality and Supply Chain Improvement - Design

There is a positive and direct relationship between quality and Supply Chain Management. While the quality management movement started in the United States in the 1970's, the supply chain management movement is much 'younger', gaining momentum with the turn of the 21st century. Within a supply chain, important business processes affect customer satisfaction: design, production, delivery, support, and supplier-customer relationship processes. What quality techniques and tools are available to drive supply chain management improvements?
My favorite topic in logistics courses I always try to take this topic for lectures from my diploma in supply chain management class or logistics courses. I still remember when I was finishing my supply chain management degree from my institute of supply chain management I picked that topic for presentation now my presentation is available let’s begin it.

Design

We continue with a discussion of several cases whereby quality methods were instrumental in supply chain management improvements, starting with the design process. The design process, which is critical for company and supply chain survival, includes all activities that translate customer requirements, new technology and past learning into functional specifications for a product, process, or service. With supply chains growing to include global partners, time elements squeezing the quality attribute of items and development speed increasing, it is not surprising that the design process has received considerable attention in the past decade. It is imperative that the products and processes to deliver the item to the final customer are jointly designed. A wide variety of quality methods can be used to improve supply chains during the design phase including concurrent engineering, design for assembly, value engineering, and quality function deployment.

Simultaneous, or concurrent, design of products and processes within companies, under the umbrella of concurrent engineering has been successful in product design at Intel and Microsoft. Concurrent engineering, which brings together various functional specialists, is a process to bridge the gap between design and manufacturing with the goal of shortening time to market and improving quality. As supply chain management competition increases, a current design trend is to draw upstream suppliers into the new product development processes (which we will address in greater depth shortly). Due to technological and innovation demands, supply chain concurrent engineering, for products such as electric cars, required suppliers further up the supply chain (beyond Tier 1 suppliers) to participate in the design process to increase competitiveness, reduce time to market and increase quality (Pilkington & Dyerson, 2002). As supply chains increase participation of all members in design efforts, it is imperative that hidden costs of new product development acceleration, such as the form of skipping steps - particularly information communication and allocation of resources toward non-profitable, trivial innovation that drives out more profitable ones, be carefully monitored. Also, it is imperative that during the design phase, splitting design and production of coupled processes should be avoided.

Design for manufacturability provides a method for designing parts that are easy to manufacture and assemble, with cost and cycle time reduction and quality improvements as a result. Continuing in this vein of simultaneous activity, an emphasis on synchronizing product design decisions with supply chain management decisions, extends the concept of design for assembly to 'design for supply chain' (institute of supply chain management 2006) and 'design for logistics' (report from supply chain management degree students 2008). Design for supply chain addresses the simultaneous design for materials across the different supply chain levels, while design for logistics emphasizes consideration during design to the processes used to move the items through the supply chain, such as packaging, transportation, timing of value-added processes and standardization. Using design for manufacturability, the automotive industry analyzed the make/buy decision with a focus on supply chain processes which resulted in product and production capability optimization, concluded that simpler products should be outsourced while complex designs remain in-house, and supported the strategic importance of the product in the make/buy decision.



This post first appeared on RIBA, ITS PROHIBITION IN HADITHS - Daina Larson Bl, please read the originial post: here

Share the post

Quality and Supply Chain Improvement - Design

×

Subscribe to Riba, Its Prohibition In Hadiths - Daina Larson Bl

Get updates delivered right to your inbox!

Thank you for your subscription

×