We have all been there…you know that you have put “X” amount of parts on the skid each time and labeled it correctly and all of a sudden you get the phone call that says you are getting a PRR because the skid has the wrong label on it or there were not enough pieces on the skid or some parts are scratched or a host of other reasons.
You think this is a bum rap, but the plant is three states away and without eyes on site, you have no chance to avoid the PRR. But with a Customer Quality Rep (CQR) system we found we can successfully appeal a good percentage of PRRs. Here’s how…
First, our CQRs live nearby and can be at the plant within an hour or two. Once in the plant, he or she does an investigation into the root cause of the problem. They will ask questions such as, “Is it even my part? Is it my skid? Has the customer “dropped the skid? Has this skid been in the back of the warehouse for 2 years??” Based upon the result of the investigation and analysis, the CQR will accurately document the actual problem and root cause, which is then reported to the customer.
Often the investigation reveals that the actual problem did not lie with my product, but with faulty material handling at the customer’s site or some other reason that did not involve my company or product. If this is the case, the PRR is appealed and often deleted.
In one year alone we appealed almost a third of our PRR’s and were able to get almost two thirds of those deleted. This resulted in 17% less PRR’s than would have occurred with out the CQR System.
One of the side benefits of our process as described above, was the customer now strictly followed their own internal processes before issuing a PRR, since they knew we would immediately appeal any incorrect PRRs. This resulted in fewer incorrect PRRs in the future.
The following attachment shows the actual results of our CQRs in getting PRRs appealed and deleted in 2002.
See examples here
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Great Inventions of the 20th Century
1908- The Model T
Ford incorporated the Ford Motor Company in 1903, proclaiming, "I will build a car for the great multitude." In October 1908, he did so, offering the Model T for $950. In the Model T's nineteen years of production, its price dipped as low as $280. Nearly 15,500,000 were sold in the United States alone. The Model T heralds the beginning of the Motor Age; the car evolved from luxury item for the well-to-do to essential transportation for the ordinary man.
Ford revolutionized manufacturing. By 1914, his Highland Park, Michigan plant, using innovative production techniques, could turn out a complete chassis every 93 minutes. This was a stunning improvement over the earlier production time of 728 minutes. Using a constantly-moving assembly line, subdivision of labor, and careful coordination of operations, Ford realized huge gains in productivity.
In 1914, Ford began paying his employees five dollars a day, nearly doubling the wages offered by other manufacturers. He cut the workday from nine to eight hours in order to convert the factory to a three-shift workday. Ford's mass-production techniques would eventually allow for the manufacture of a Model T every 24 seconds. His innovations made him an international celebrity.
Ford's affordable Model T irrevocably altered American society. As more Americans owned cars, urbanization patterns changed. The United States saw the growth of suburbia, the creation of a national highway system, and a population entranced with the possibility of going anywhere anytime. Ford witnessed many of these changes during his lifetime, all the while personally longing for the agrarian lifestyle of his youth. In the years prior to his death on April 7, 1947, Ford sponsored the restoration of an idyllic rural town called Greenfield Village. |
