Historically, quality has been seen as a tactical compliance function – essentially, a “policing” and cost center for organizations. Today, savvy organizations understand that quality is a strategic business initiative and a catalyst to profitability.
Remote work is here to stay. COVID-19 certainly accelerated the trend, but even after the pandemic ends, the majority of businesses plan to allow some or all of their employees to continue to work from home. Learn Software as a Service (SaaS) is a logical solution for a semi-remote workforce and why 2021 is the right time to make the switch.
Given its global footprint and strict regulatory compliance imperatives, Novo Nordisk sought to harmonize and standardize their Quality Management System (QMS) in order to reap greater process speed and efficiency, specifically with regard to management of change.
Many companies have gone through implementing QMS software. Gartner analyzed reviews of QMS software on its free peer review and ratings platform, Peer Insights.
Quality 4.0 is now a well-understood and adopted initiative across many industries and provides quality leaders an industry-aligned framework and language to drive step-change performance benefits that stretch across the entire value chain.
With ISO 9001:2015 comes a push for leaders to make quality a top priority for every employee—not just the ones directly involved in quality management. But what does it really mean to make quality an underlying part of all business operations? The shift to risk-based thinking under ISO 9001:2015 is supported by 7 key quality management principles.
For many, vertical farming represents the future of agriculture. This method of farming makes use of the tall and narrow urban footprint to produce vast amounts of food while using 95% less water and 99% less land than traditional farms.
GE Transportation, a Wabtec company, manufactures equipment for the railroad, marine, mining, drilling and energy generation industries and is the largest producer of diesel-electric locomotives for both freight and passenger applications in North America. In 2010, GE Transportation began to experience product failures in their locomotives that made it out to customers in the field. The failures were chronic and were costing GE upwards of $100 million per year.
Hear LNS Research discuss their Quality 4.0 maturity model, examine how the market is performing, dissect a real business example, and show how executives can use this model to accelerate their company’s Quality 4.0 initiatives.
Eventually, a problem will surface with every manufacturing process—suboptimal material, equipment failure, even nonconforming parts. In some cases, the fix is a simple correction to solve the immediate problem.
ETQ Reliance helped Polaris improve important quality KPIs as well as user engagement.
Learn how Lubrizol uses ETQ Reliance to improve internal processes related to nonconforming product management
