Articles by Praveen Gupta

Manufacturing Excellence: 10 Killers of Manufacturing Excellence

In the second of a two-part series, more obstacles that keep many manufacturers from achieving manufacturing excellence are explained.
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Manufacturing Excellence: 10 Killers of Manufacturing Excellence

Many experts, including myself, give advice on how to improve operations and achieve excellence. In order to figure out how to overcome challenges to manufacturing excellence, first we must be able to identify what obstructs us from achieving excellence.
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Manufacturing Excellence: Excellence in Supervision

Most quality programs-actually management initiatives-have been credited for failures at the middle management level. Middle management is the process owner, or the first level of supervision, irrespective of its official glamorous titles in various organizations.
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Manufacturing Excellence: Excel in the Quality Department

Quality is a measure of excellence in manufacturing. A typical quality department in manufacturing is engaged in designing inspection plans, control plans and setting up control charts. Does it ensure quality? Does it help in achieving manufacturing excellence? Does it make the company more profitable? We need to challenge each department by asking its value proposition.
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Manufacturing Excellence: Excellence in National Leadership

Manufacturing excellence, or lack of it, has affected employment levels in the United States.
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Manufacturing Excellence: Demanding Excellence

I used to teach quality improvement to suppliers of a large corporation. I was repeatedly told that the OEM asked suppliers to produce quality product, yet constantly provided poor quality specifications-mistakes in specifications, old versions, incorrect specifications and poor communication.
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Manufacturing Excellence: Making the Quality Department Work

Since the 1950s expectations for quality have been increasing because of domestic and global competition. In the 1980s Motorola envisioned quality requirements for the year 2000 and realized virtual perfection would be the norm. Competitive benchmarking and requirements for virtual perfection led to development of the new methodology called Six Sigma.
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Manufacturing Excellence: Listen to All Employees

Achieving excellence means producing units virtually defect free. I was practicing the target-driven manufacturing at a manufacturing company. As usual, the company has opportunities for improvement in different areas. For example, too much verification and inspection, too much variety in sample sizes or measurement frequency, high non-conformance rate, high defect rates, customer returns, excessive cost of customer service and the list goes on.
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Manufacturing Excellence:Reducing Cost of Failures

Sustaining profitable growth must be the mandate for every business in order to create opportunities for employees, value for stakeholders and contributions to the community.
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Manufacturing Excellence: Reduce Appraisal Costs

Corporations have been striving for manufacturing excellence through continuous improvement, Six Sigma and Lean-type methodologies. There are scenarios that as companies improve their process-reduce their defect levels, for example-they increase the level of inspection or checks. As a result, the savings a company might realize in the improvement activity could be countered by additional verification resources. Of course, when we redesign the process, then we simplify the process and eliminate some unnecessary process steps. In most cases the inspections and verifications stay put.
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Charles J. Hellier has been active in the technology of nondestructive testing and related quality and inspection fields since 1957. Here he talks with Quality's managing editor, Michelle Bangert, about the importance of training.
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2014 October

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