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Be sure to view our holiday card at www.faro.com/seasonsgreetings. This electronic card allowed us to take the money saved by not printing cards and donate it right back to our community, making sure that local children had a gift to open this year.
Welcome the 3D Blog, the official blog of FARO Technologies. Check back often for updates from around the world of manufacturing, 3D measurement and technology. FARO develops and markets computer-aided measurement and imaging devices and software. Technology from FARO permits high-precision 3D measurement, imaging and comparison of parts and compound structures within production and quality assurance processes.
DMADV also has five phases:
To aid in implementing the Six Sigma process, many different tools can be used. Quality measurement tools such as portable CMMs have proven to be a great addition to companies looking to improve their products and processes. They continue to help quality professionals determine product defects earlier in the manufacturing process, ensuring parts meet customer standards.
While it seems that, to many people the economy keeps getting worse, there will be a day that things will turn around. Being prepared for that turn-around can mean the difference between success and failure in the new economy.
Incorporating lean manufacturing practices into your processes is just one way to be prepared. Wikipedia defines lean manufacturing as “a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.” Now is the perfect time to look into adopting these practices when business is currently slow.
Lean manufacturing encompasses understanding the seven wastes, which originated in Japan (also known as “muda”). Toyota originally developed this idea and thus lean manufacturing was born.
If you are unfamiliar with them, the seven wastes consist of:
1. Overproduction: Manufacturing an item before it is needed
2. Waiting: Whenever products are not moving or being processed
3. Transporting: Moving product between processes
4. Inappropriate Processing: Using the wrong tool for the job
5. Unnecessary Inventory: Clutter in the work areas
6. Unnecessary / Excess Motion: Unnecessary motions of bending, stretching, etc.
7. Defects: Quality defects that result in rework or scrap
The Sioux City Journal recently reported that the company Pure Fishing is “gearing the company for growth with leaner operations”. According to the article, Pure Fishing CEO John T. Doerr said the efforts are “focusing on preparing the Penn manufacturing operation for an efficient rebound when the economy and the demand for higher-end products pick up.”
This is a good lesson for all manufacturers – take advantage of the slower times now to come out on top when the economy rebounds. It may seem like it’s a long way off, but the companies that will be successful will be ready and waiting for it, rather than those that end up being left behind.
If one of the biggest and best companies in the world can fail, is anyone safe? The short answer is no. But, there are valuable lessons to be learned from the demise of General Motors.
David Schwinn is a full-time professor of management and worked at both GM and Ford. Professor Schwinn presented an insightful article for QualityDigest.com that explained what lessons could be learned from the GM experience and how those lessons can help other companies, even those not nearly as large as GM.
Ford revolutionized the auto industry in 1908 by listening to what the consumer wanted when they introduced the Model T – an inexpensive car in a time when many Americans couldn’t even consider buying a car. By the 1930s, consumers want more and GM listened. They offered styling, features, and choice. GM grabbed the industry lead and kept it for the next 70 years. As the leader, GM became complacent and not as quick to listen to consumer wants. In the 1970s, Japanese automakers challenged the industry leaders with superior quality. GM was slow to catch onto the quality game. When you’re the leader, it’s harder to learn.
So, what lessons can be learned from GM? GM was an example of learning at its best in their early years, but the quality of that learning waned over time. GM forgot to keep learning and it cost them dearly. I’m reminded of the quote about those who fail to learn from history are doomed to repeat it. Companies that fail to keep learning, that fail to keep innovating, run the risk of becoming irrelevant and losing whatever lead they may have once enjoyed.
Read the full article.
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