Compliance is the competitive strategy of making sure every product produced every day will exceed customer expectations and, as a result, drive up sales and profits.
See reasons 1-5 for automating your manufacturing compliance here.
Reason 6: Create a Compliance System of Record
When manual processes dominate the quality management process workflows of a manufacturer, it is common to find disconnected or totally isolated systems that contain only a small proportion of the total quality management strategic performance of the company.
Manufacturers that rely extensively on manual workflows have only an anemic, fragmentary compliance system of record. The majority of the fragmented data records are in Microsoft Access, Excel or Word, or in any number of other mostly PC-based database systems.
For any manufacturer to realize the benefits of pursuing quality management strategies, there needs to be greater integration across the many fragmentary databases, data sets, historical performance data, supplier audit results, non-conformance history and, corrective-action reports.
Once these are organized into a single compliance system of record, the manufacturer is able to effectively define and execute quality management strategies. One example of this involves the historical analysis of suppliers and the effectiveness of supplier management. Having a compliance system of record would show just what aspects of supplier management led to increased quality levels, that didn’t, and what the trends are in suppliers and their ability to meet quality levels.
Reason 7: Ensure Engineering Change Notice (ECN) and Drawing Compliance
The more complex the manufacturing environment, the greater the impact of ECNs and drawing modifications across engineering, design, purchasing, production, and quality-management departments. Many manufacturers have had their ECN processes in place for decades. However, while they operate efficiently and have well over half a dozen colored sheets with specific routing workflows designed (before Visio was ever visualized), the sheer volume and complexity of changes required is dramatically increasing. Design engineers working on the in-cockpit electronics for the Airbus A380 remarked that at nearly three inches thick, the ECNs for the A380 are now thicker than a large metro telephone book. Admittedly, the A380 is one of the most complex aircraft ever produced, and the in cockpit systems rely on over two dozen integration points across dozens of onboard systems. This example, however, underscores why even the most well-worn paths of ECN process workflows in manufacturers are increasingly overburdened with ECN volume and complexity, the likes of which they have never seen before.
The effectiveness of your business depends on your ability to enforce standard operating procedures, share knowledge, and document control process. There is no easy way to properly control changes in products, processes, and master records. Change control is a complex process. Failure to have an adequate change control system can cause equally complex results.
Inadequate change control can expose a company to product liability action resulting in product recalls, internal confusion, and a violation of product, processes, and equipment regulations.
The bottom line is that the managing of change control through a more effective approach to classifying, analyzing, and responding to ECNs electronically is critical to stay competitive. Manufacturers that have grown through acquisition face the daunting task of reconciling their ECN process from two or more systems, factories, and process sets. However, by automating compliance, the ability to automate ECN workflows, including the allowance of multiple and often parallel signatures, can save hundreds of hours a year and ensure higher levels of product compliance.
Creating and executing a compliance strategy has to do with redefining supplier qualification, management, incoming inspection, product non-conformance, and corrective-action processes so that a consistently high level of product quality can be delivered. The impetus for process improvement is customer-driven quality standards that need to be met in order to keep sales levels up. This is certainly the case both in commercial and consumer markets, where consistently delivering to a specific level of quality can mean the difference between retaining or losing a customer. Customer loyalty has a lot more to do with product quality than any other aspect of the marketing or sales-execution mix.
The consistency or lack thereof of product quality says everything about a manufacturer: their commitment to continuous improvement and their commitment to fulfilling the customers’ expectations and delighting them.
Process improvement is critical to the ability of staying aligned with customers’ expectations of performance in order to deliver them.
The bottom line is that those highest-performing manufacturers are using quality initiatives as the catalyst to make their production more centered on customers’ expectations first, whether those expectations are in the form of an ECN, contract, or purchase order.
Reason 9: Transform Compliance Wins into Competitive Differentiators
Consider the GE culture and its transformational effect in the Six Sigma concept or the Toyota Production System and its heavy reliance on compliance performance measurements, and the reasons for automating compliance become clear.
Once a manufacturer has chosen to automate compliance processes, one of the strategic objectives to consider is how to position quality leadership as a competitive differentiator.
For many organizations, this is the culmination of a quality-management strategy that begins with business-process re-definition and progresses to supplier ratings, corrective and preventative actions, and then throughout the managing of product and process quality on a consistently high basis. The bottom line is that instead of just relying on price, promotional activity, or channel strategies, considers turning your compliance strategies into a competitive advantage by underscoring product and service quality performance. Only by taking a more integrated view of quality management strategies can this happen.
Reason 10: Manage Government Regulations so They Don’t Manage You
Quit looking at regulations for compliance as an impediment to getting your company’s strategies together and think instead of how compliance to these regulations can become a competitive advantage. Responding to the intent of the regulation is critical and also leaves latitude to structure your own customer-centered compliance strategy, giving you competitive strength in the long run.
Making regulatory compliance work for your company starts with a clear definition of how you can make your product quality and product compliance strategies more aligned with customers’ needs and less inwardly centric and focused only on clearing the next regulatory hurdle. Being more customer-driven from a compliance standpoint puts regulatory compliance in its proper perspective, and this is another reason why many manufacturers choose to automate their compliance strategies.
The bottom line is that responding to regulatory compliance requirements needs to be done within the context of market- and customer-driven quality initiatives. Don’t comply for the sake of complying; comply to find a unique competitive advantage on which you can capitalize.