523 words, 1.9 minutes read. By Gerard Blokdyk
APQP 1 big thing: Ensure all product changes are controlled effectively through the engineering change process or deviation.
The big picture: Liaison so that your organization supports the Manufacturing and Shipping departments by providing auditing resources on the production floor to invest in quality issues, gauge and fixture control and maintenance, work instructions, etc.
Why it matters: Make sure the Quality Manager is responsible to lead, train, develop and mentor the Manufacturing and Quality teams, ensuring adherence to (internal) customer expectations and Quality Systems.
The backdrop: Safeguard that your process coaches the Quality and Manufacturing teams to ensure process compliance, response in real time to quality non conformance, and validation of critical measurements that support Metric achievement.
Go deeper: Guarantee the conformity of a product/service to the requirements specified by your (internal) customers, and support on quality on time and on cost delivery by delivering right first time to increase (internal) customer loyalty.
Meanwhile: Work closely with other departments to ensure that all phases of the software development life cycle are meeting or exceeding the requirements and quality standards.
Yes, but: Evaluate bid proposals and negotiates supplier agreements that require improvements in suppliers cost, delivery, quality, part lead time, payment cycles, and technology and risk mitigation.
What they’re saying: “Confirm that your group ensures through planning and the proper coordination of departments that your (internal) customers receive outstanding product quality, service and value.“, Senior APQP Supply Chain Program Manager
On the flip side: Oversee that your process is responsible for total Quality of products and services and authorized to stop work when a nonconformance is noted.
Between the lines: Secure that your organization validates at the beginning of the project provisional budget (hours and cost) is in accordance to initial project perimeter and project objectives.
How it works: Reduce (internal) customer complaints using a sense of urgency to attack and resolve product quality/reliability issues, specifically with a bias for individual accountability and action, as well as robust root cause analysis and implementation of corrective actions.
State of play: Establish that your organization maximizes efficiency by analyzing assembly line layouts, workflow, assembly methods, changeover fixturing, gauges, work in process (WIP) storage, and tool storage.
The bottom line: Oversee that your strategy supports ensuring that all statutory regulations concerning health, safety and environmental standards are adhered to; as well as your organization sustainable development program.
What’s next: Work directly with your (internal) customers and your engineers to understand the scope of projects or programs and ensure all objectives are known and achievable.
ICYMI: Ensure strong emotional intelligence, interpersonal and leadership skills to build loyalty trust, and commitments from key (internal) customer contacts involved with making decisions.
A MESSAGE FROM THE ART OF SERVICE
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