Customer expectations, types

In order to estabUsh this type of service, the maintenance management should meet often with their outside suppHer as weU as with their iaside customers to benefit the end user the external customers. During these meetings the foUowiag steps should be taken to assure nonstop quahty Hsten to the customers, work with customers to clarify expectations, identify measurable iadicators, exceed expectations, deUver products and services when customers need them, keep promises, design for ease of use, constandy improve, focus improvements on areas related to customer expectations, and respond quickly (5). 

Customer" Expectations. Keep in mind that the output of your PSM systems design must address the needs of a range of "customers," including senior management, facility and other operating personnel, and the PSM team itself. As you approach designing the PSM system, you may want to revisit their expectations. Systems will also have to reflect issues such as plant size, location, type of operation, and types and quantities of materials used. 

Either type of inventory model will calculate a reorder point, which is the answer to the question of when to order. When calculating the reorder point, there are four factors to consider. The first is the length of time needed to replenish the order. The second is the average demand during the order replenishment lead time. And, the third is the variance in the demand pattern and the delivery time. Another piece of information is needed. That is, what is the level of customer demand that will be satisfied Do we want to carry enough inventory to meet the needs of 99% of our demand or just 80% of the demand This is a strategic decision that requires knowledge of the business and customer expectation to answer correctly. 

Vk — c — Ck> Let pa = be the system s utilization regarding only type k customers p = A / p the system s utilization I be average inventory Dk be expected sales rate for customers of type k L Xk — -C fche the expected lost sales rate for customer type k, and B be the expected backorder rate for internet customers. 

The effect on quality of the processes involved will depend, to a certain extent, upon the type and end use of the end product. The driving force for high quality in the industry has been, and still is, the automotive industry with a customer driven requirement to provide vehicles that will be trouble free and retain their design characteristics throughout their working lives. For some manufacturers the life span of the vehicle may be more than 20 years and this will be reflected in the component specification and the quality standards that the customer expects. Suppliers know that their company reputation hangs on the fact that their customers have no cause for complaint. 

During normal operations, checklists and samples are collected as advanced instrumentation monitors the process. The types of problems a fired heater or furnace system typically encounter include flame impingement on tubes, coke buildup inside the tubes, hot spots inside the furnace, fuel composition changes, burner flameout, control valve failure, and feed-pump failure. Other problems may include incorrect temperature indicator readings, failure of oxygen analyzers, oxygen leaks on the furnace, and the unexpected shutdown of downstream equipment. A fired heater system is designed to run almost continuously, 24 hours a day, 7 days a week. The operational team is in place to ensure that the equipment and systems operate safely, effectively, and produce a quality product that meets or exceeds customer expectations. 

In this synthesis, the broader context of the project (e.g., environmental concerns, customer expectations, return on investment) is integrated with the important details such as the type of heat-transfer medium or the number of stages in a column. It is crucial to consider as many alternatives as possible in the early stages to try to avoid becoming trapped in a suboptimal design. 

The third simple chart type is the Control Chart initially developed by Shewhart. Control Charts can be used for both variable and attribute data. The various chart types deal with both some measure of change in an average value over time as well as changes in the variability of the system. In the context of process control, the measurements are frequently of process variables that are recognized from previous efforts with Pareto Charts and C E Diagrams to be significant in the conversion of inputs to outputs that meet customer expectations. 

Economics and price of the final article often dictate a specific type of mbber that can be used. The expected usable life for the product is controlled by many factors including end customer awareness, competitive situation in the marketplace, safety, reUabiUty, and other factors. Rubber is almost always used as a functional part of another system. For example tires, hoses, belts, O-rings, and numerous mbber components are used in manufacturing automobiles and tmcks. The overall life of the vehicle as well as its performance level often control or direcdy relate to the service life or quaUty level of the mbber parts. 

Factors that enter into any economic analysis of handhng-warehousing systems are (1) expected mechanical and economic life of the system (2) annual maintenance cost (3) capital requirements and expected return on investment (4) building-construction cost and land v ue (5) detailed analysis of each work position (to determine trade-offs of labor and equipment expected future costs and availability of labor are important) (6) relation of system control and personnel used in system (trade-offs of people versus mechanical control) (7) type of information system (computerized or manual) and (8) expected changed in product, container, unit pallet loads, and customer preferences during the life of the system. 

An increase in steam pressure over design will not increase vapor handling capacity for the usual fixed capacity ejector. The increased pressure usually decreases capacity due to the extra steam in the diffuser. The best ejector steam economy is attained when the steam nozzle and diffuser are proportioned for a specified performance [8]. This is the reason it is difficult to keep so-called standard ejectors in stock and expect to have the equivalent of a custom designed unit. The throttling type ejector has a family of performance curves depending upon the motive steam pressure. This type has a lower compression ratio across the ejector than the fixed-type. The fixed-type unit is of the most concern in this presentation. 

March 25, 2004) I agree with you completely that the problem should be addressed at the design level. This type of thing is the reason why some of our customers perceive us as not addressing problems at the root cause. I think it is ridiculous that we are expecting customers [to somehow] accommodate a device that we are [actually] selling TO THEM. 

Blind samples are types of sample which are inserted into the analytical batch without the knowledge of the analyst - the analyst may be aware that blind samples are present but not know which they are. Blind samples may be sent by the customer as a check on the laboratory or by laboratory management as a check on a particular system. Results from blind samples are treated in the same way as repeat samples - the customer or laboratory manager examines the sets of results to determine whether the level of variation, between repeat measurements on the blind sample or between the observed results and an expected value, is acceptable, as described in Section 5.4.3. 

Currently Bayer Technology Services considers extending the software BayAPS PP to compute the optimal split of a product between several production lines or factories that can produce it. This split is influenced by uncertain demand with different characteristics in different regions, different cost oftransport and different production cost in the factories. This means that different marginal incomes for the same product occur depending on the place of production and/or the customer group which receives it. The mathematical formulation ofthe optimization criterion again is to maximize the expected service. This has already been solved for several types of constraints. 

Some scaling factors that go beyond specific formulation technical aspects follow. What type of equipment manufacturer support is expected What are the reputation and reliability of the equipment manufacturer in the country where the start-up will occur What is the equipment manufacturer s customer service record worldwide How many days will it take to replace a broken or worn out part Does the equipment manufacturer carry a reliable stock parts inventory A survey evaluated industrial practices and preferences that addressed some of these questions (2). 

Before starting an on-site audit, plan the audit. Review past audits, note indications of possible problem areas and items, if any, that were identified for corrective action in a previous audit. If you are not already familiar with this facility, learn the type of product produced and how it is organized by personnel and function. What does your customer, that is, your superior or senior facility management, expect to learn from this audit ... 

A second critical element is for the organization to provide its employees with the same type of service that they expect them to deliver to consumers. It is not acceptable for the organization to espouse service commitment to consumers but not to its own employees. Everyone in the organization, from the executive suite to the recently hired, lowest-paid employee, is in the service business. An employee who cannot get problems regarding his or her benefits resolved in a timely and professional manner by the human resources department is likely to provide inferior service to consumers. It is what you do, not what you say, that counts in dealing with service employees. Research has indicated that service industry employees who perceive fair treatment by their employers are more likely to treat customers fairly in return (Bowen, Gilliland, and Folger, 1999). 

What if you are implementing a commercially available application (commercial off-the-shelf, or COTS application) rather than designing a custom application Do you still need these documents Yes, but probably not all of them. The FDA has made it clear [3] that URS are expected, even for COTS applications. Without a URS, there wouldbe no definition or required system functionality on which to base initial validation activities. The COTS URS will typically end up as a blend of the URS and FRS, as described previously. This blend of requirement types is appropriate for the COTS situation, in which you are specifying what is necessary for your business operations but do not need to write specifications sufficient to actually design the application from scratch. After selection of the application, additional specification... 

Companies will custom formulate colorant and additive products designed to be used by plastic molders, who will, in turn, produce the final consumer products. The raw materials for colorant and additive products may be in powder, liquid, or solid form. The products formulated from them may also be in powder, liquid, or solid form. Dry color formulations (powder form) currently comprise less than 5% of the total colorant and additive products being produced today. Liquid formulations account for another 5% however, this form of product is increasing in popularity and is expected to capture a larger share of the colorant and additives market in the near future. The solid form, known as concentrates or masterbatch products, are concentrated ingredients encapsulated in a carrier resin that is usually in pellet form. This type of product comprises the overwhelming majority of the formulated products used by molders and compounders today. A discussion of the basic production processes associated with the production of the various colorant and additive product types is presented below. 

COTS products have the same basic validation requirements as any other type of software. Typically, suppher audits are expected for critical and complex applications as discussed in Chapter 7. If an audit is conducted and progress with any significant corrective actions cannot be proven, then suitable alternative suppliers or sources of software should be sought, including bespoke/custom developments. 

A Sales Order Processing System that contains all relevant customer and inventory details to enable a sales order of the correct characteristics to be placed against the actual stock available to fully or partially satisfy the order. The characteristics of the contract between the company and each customer may differ greatly for example, some customers may only be licensed to receive a very limited subset of the total inventory held within the system, while others may be licensed to receive everything but a few specified inventory items available from the supply chain. In both cases, the system would be expected to contain functionality that allows each type of circumstance to be correctly set up to ensure that sales orders for onward wholesale suppliers are only raised for inventory that the supplier is licensed to hold. 

Additionally, the contract to supply different licensed customers may specify different supply terms for the same inventory item. For example, a pharmacy wholesaler may only accept deliveries of orders containing inventory with at least a 12-month expiry date, while a grocery wholesaler may be willing to accept inventory with a minimum 6-month expiry date. Therefore the Sales Order Processing system would be expected to differentiate between the stock rotation dates of the inventory made available to satisfy the orders placed by each type of customer. 

You can use a simple table like Exhibit 2.1 to brainstorm the four types of outcome expectations that relate to your selected JTBD. Keep asking, What is it about this JTBD that customers want to achieve or avoid Think in terms of time, cost, potential errors, quality, dependability, availability, ease of use, maintainability, and any number of other satisfaction and dissatisfaction dimensions. 

Customers have three types of expectations—outcome, performance, and perception. Outcome expectations (see Technique 2), are specific to the/oZ the customer wants to get done. Performance and perception expectations,... 

It s important to understand all three types of customers so you can consider each group when designing your innovation. Once you ve done this, you can determine how best to meet each group s expectations through the use of such techniques as Axiomatic Design (Technique 31), Function Structure (Technique 32), and TILMAG (Technique 34). 

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