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Post on 07-Mar-2016
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Section II
Supplier Responsibilities
It has been said many times in many situations, garbage in, garbage out. In fact, it is known as the GIGO principle. In the case of launching a program on time, on budget, and with minimum interruptions (for whatever reason), that process is a function of the supplier doing the best it can all the time. Of course, in order for this to happen, the original equipment manufacturer (OEM) (customer) must have identified the requirements.
There is no argument that the behavior of the supplier is of paramount importance in this process. So let us identify the issues, concerns, and requirements that any supplier has and the antidotes for poor performance.
To be sure, nothing is perfect! However, perfection can be defined based on the set requirements that a customer requires of a supplier. Small or indifferent deviations may indeed be overlooked, but in the case of the supplier satisfying the customer, it is the suppliers responsibility to either eliminate or minimize the issues, concerns, or problems so that flawless launching takes place. To do this, an organization must have core business strategies, planning, and a vision for continual improvement. This must be a way of life and a relentless perseverance to perfection. A pictorial view of at least one approach to this journey are shown in the core business strategy chart on the next page. There are many variations of this, and every organization should develop its own.
In Section II, we are going to examine some of the requirements that every supplier must understand and practice so that the customer will receive the product and/or service flawlessly. Above all, by following the concepts on which we have focused, we are certain that organizations will improve dra-matically. A survey in the Modern Machine Shop Journal (September 2014, 8187) supports my contention. The results are summarized in the table on the next page. The article does not say what the overall sample was, but it does indi-cate that the sample was taken from aerospace, automotive, military, and equipment suppliers.
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68 Supplier Responsibilities
One approach to core business strategy
VI. Level production
V. Pull system
IV. Synchronous production
III. Continuous flow
II. Stability
I. VisionPhase
Time Management labor relationsShare vision & receive buy in Develop roles &
responsibilities
TPM
Errorproofing
Empoweredteams
Flexiblework Marketplace
Takttime
Levelschedule
Every partevery dayFixed
productionplan
JITKanban
Improvement withcore business
strategy
Quickchangeover
KaizenProduction
control board
Line layoutcell layout
Visualfactory
Baselineanalysis
MeasurableOEE, DTD, FTT
Smallerlot size
Standardizedwork
Value streammappingSafety
programs
5SDevelop
vision
6-Sigma
Line loadanalysis
Materiallogistics
Improvementwithout core
business strategy
Top Five Improvement Methods Top Five Supply Chain Practices
ItemsTop Shops
(%)Others
(%) ItemsTop Shops
(%)Others
(%)
Continuous improvement program
85 55 Customer satisfaction surveys
70 30
5S workplace organization
63 42 Access to customer forecasts
63 31
Cellular manufacturing
44 25 Just-in-time customer delivery
59 35
Just-in-time manufacturing
44 30 Sharing forecasts with suppliers
59 18
Quality certifications 59 45 Design for manufacturability
56 28
Furthermore, scientific evidence presented by Lakhal (2014) suggests that ISO 9000, total quality management (TQM) practices, and organizational perfor-mance have a direct significant relationship with excellence (p
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