Archive for the
‘Requirements Management’ Category

We take a time out from the configuration management discussion. We see in the news numerous companies with field quality problems and we cannot help but think of the discussions we have had with colleagues about how many organizations handle their product testing. Testing, done right, is a lead indicator of product quality. It is […]

by Jon M Quigley and Wally Stegall This post is a flashback to the earlier series about prototypes (https://www.valuetransform.com/planning-prototype-parts). A recent event reminded me of one other area we did not cover in this series. Such is the way of the blog. Consider the organization that decides to limit the number of prototype parts to […]

We have seen situations where poor configuration management has led to embarrassing situations with customers. In one case, a supplier shipped parts to a relatively new customer in which neither the hardware revision nor the software version were known. The parts arrived at the customer location for demonstration by a senior sales manager–none of them […]

by Jon M Quigley Simulation activities can help evoke the requirements for a product without actually having to build the product first to learn something. Simulation need not be highly technical, though it can be. I have seen simulation of screens for an instrument cluster human machine interface (HMI) that made use of excel links […]

by Jon M Quigley A few recent experiences have led me to believe many do not know the reason for prototype parts. Consider organizations that employ an iterative process for developing products. The automotive world typically uses this sort of product development method. In iterative product development, we build increments of the product learning from […]

By Jon M Quigley In our previous blog post, we discussed PPAP and objectivity or the check the box mentality. What happens when we communicate in an overly optimistic way?  Below is an exchange between a supplier project management as well as the customer project management and a line manager responsible for verification. Chief Project […]

by: Jon M Quigley and Wally Stegall In the last blog post, we discussed how PPAP should be the quality system, although it is not in many cases.  One reason PPAP drops off the map after the start of production, it may have never been a concern during the design is the check box mentality. […]

by Jon M Quigley Design for manufacturing provides us with the ability to critique the design as it applies or impacts the manufacturing line. Have you ever wondered why the phrase “hits production” exists? It is because insufficient attention to the integration of the design and the manufacturing often result in trauma at the manufacturing […]

By Wally Stegall and Jon M Quigley: In today’s global economy the laws and regulations governing materials used in products is ever changing. One way to stay ahead or at least know where a product stands relative to laws and a regulation is to know the material content of the product from day one. If […]

Beware the “I know, I know” syndrome from an enthusiastic employee. The event occurs when the employee remembers a similar incident with a returned part, production line failure, or software issue. Unfortunately, reasoning from effects to causes is actually a logical fallacy called “affirming the consequent.” We cannot assume that a given effect has but […]