Case Video

COGENEX-VISION:

At start of the video, title indicates service is for a zero-defect visual factory. Describe the zero-defect service/product, why zero-defect is important to achieve and discuss applications?

Briefly, this product uses red L.E.D. light, equipment such as camera and software to perform the following applications: dimensional gauging, defect inspection, robot guidance and identification.

Based on my reading of IE 673 class E-learning textbook, my understanding is that two important steps in total quality control are inspection and sampling. This product helps perform inspection and sampling 24 hours a day and seven days a week consistently while also taking the human factor out of the equation. Does this product help achieve zero-default? Yes, I think this product does help achieve zero-default because zero-default “applies real time quality control and monitoring strategies, equipment and software… to detect errors as and when errors happen (Ranky).” For example, a company wants to ensure bolts are specified for a proper size. With this product’s dimensional gauging feature camera will shoot subject bolt and compare the digital image with pre-programmed information and determine if subject bolt is within the specified limits.

From a Total Quality Management perspective zero-defect visual factory is important for a company or organization to achieve because zero-defect reduces cost, reduces waste and increases customer satisfaction. I will discuss these added TQM benefits in more detail in one of the questions below.

The industries that can benefit from this application are almost in every manufacturing industry that requires inspection and sampling on basis of visual performance. The video provided example of machined parts and M&M products. For example, I think that this product/service can be used in the following manufacturing industry: car, computer and contact lens to meet their customer requirements. I think that the software and data analysis portion of this application can also be used for turbine inspections to meet airline and power generation customer needs.















What ISO TQM standard principle(s) does this product offer to customer?

The two ISO TQM principles that this product provides to a company and organization are “factual approach to decision making” and “mutual beneficial supplier relationship”.

TQM principle factual approach to decision making allows a company “to make effective decisions based on data and information (Ranky).” The vision product discussed in the video help achieve above TQM product because the data capturing from its inspection, sampling and its available data analysis tool allows line operators and management make informed-real time decisions. For example, this product can determine defection of a M&M that will raise alarm to line operator and management, reduce potential trouble shooting time to determine reason for defect and bring production line back within limits because data can be tended analyzed thus resulting in informed decisions made. In addition, data captured can later be used for lessons learned, fed back to engineering and design those potential problems out of the system in future designs. In addition, by having data capturing capabilities similar to this product potentially prioritization of repeating problems can be worked on and attacking those problems that affect most of your problems.

I think that this product helps a company achieve TQM principle 8- mutual beneficial supplier relationship because one of the key drivers and achievable gains optimization of cost and resources is a goal that can be reached with the help of this product. Above, I have already discussed the added benefits of data capturing within an organization are many. I also think that this product helps with quality requirements because this service can read placed identification tags on each product using laser. By placing and reading the information on parts, information is traveling to customers from each supplier from cradle to grave.




















What dimension of quality does COGNEX vision product offer?

In the video the COGNEX representative reported that their vision product line features are dimensional gauging, defect inspection, robot guidance and identification. How do these features add value to ones company when it comes to quality? The COGNEX website, http://www.cognex.com/CognexInfo/CompanyOverview/Advantages.aspx?id=70, reports that COGNEX product use is the best at optimizing product quality because eliminates defects with 100% inspection at each key production stage.” Furthermore, COGNEX claims that an advantage to using COGNEX application is minimize scrap levels, reworking and warranty claims. In addition, this product by allowing identification provides traceability with parts supplied to customers.

Another dimension quality that COGNEX has is brand name. Based on my reading of COGNEX Corporate Overview web page it appears COGNEX is a brand name company when it comes to providing vision systems, vision software, vision sensors and surface inspection systems used in the manufacturing automation. I think brand name is important to quality requirements because there is a reputable history that a consumer can make an informed decision when it comes to selecting a vendor.

In addition to above dimensions, COGNEX reports this product offers “reliable repeatable operation (COGNEX Corporation)”. I think this appears to be the case when comparing human inspection versus COGNEX product inspection because I do not think that the COGNEX product would fail in the process as frequent. In addition, I think COGNEX products will allow to achieve a zero default production because continuous inspection.





















How does this product reduce cost for customer?

I think COGNEX vision reduces cost for customer because this system reduces waste, provides reliable inspection with little manpower and reduces liability associated with product defects.

By reducing waste a company can reduce costs. Less material is required to meet production demands and less energy as well to rework defects. This appears trivial, but I think the hardest part of reducing waste is being able to identify where there are wastes in the process. I think these vision products are tools that can help an organization identify areas where there are wastes. For example, for those parts that involves machining, by positioning these vision systems in strategic locations through out a process the vision system can identify and pip point an area where a part is not within tolerance. Furthermore, using data gathered from these systems can be used fir analysis which can lead to improving process and better informed decision.

Instituting a quality control management system may be costly. Technology such as COGNEX vision systems I think reduces cost to implement a quality control system. Using a supplier with a wide range of services to support vision systems provides few contracts and partnership to help reduce costs. For example, a manufacturing company X may want to participate in an R&D project with COGNEX to help develop a vision system to meet its own need. Thus both company share manpower and other cost associated with R&D. COGNEX vision systems reduce costs because fewer operating personnel to inspect are required.

Low quality products leaving manufacturing plant lead to harmful situation to employees and environment. As a result, liability issues result and money may have to be paid out to settle claims, pay out claims, and or fight liability claims. CONGEX vision systems help reduce these liability claims by achieving zero-defect with reliable sensing.
















How can this product help a company incorporate elements of quality systems into their process and what are the subsystems this product will enhance?

COGNEX vision sensing machine is one of the tools that can help a company create a total quality system organization. I think that a product such as COGNEX provide elements of quality systems and standards. Elements that I think COGNEX provide are “product identification and traceability, inspection and testing, and inspection and test status (Ranky).” I will discuss briefly in below.

A product such as COGNEX will help achieve quality requirements because “the supplier will have identification and traceability of their product. By strategically placing vision systems through out the process, if a problem arises at any stage than vision systems will help provide “traceability so that problems can be analyzed at their root preventative corrective action can eventually be taken (Ranky).”

COGNEX vision systems can be incorporated into quality plan. This vision will be able to store in database manufactured items prior to release to customer. The COGNEX vision systems themselves have the inspection requirements for inspection and testing. Furthermore, COGNEX will help a company incorporate elements of quality system because COGNEX vision system will help provide inspection and test status. With COGNEX one can quickly and clearly establish the inspection status of products at any stage where there is non conformity to specified requirements (Ranky).”


Quality control subsystem this product will enhance is control of finished product. COGNEX vision system will verify if the “finish product meets expected quality (Ranky).” Information recorded in vision system database can then be feedback to improve the process.












CALIMOTORS_VEHICLE:



Based on California Motors video, what are the army requirements and how has California Motors met those requirements?

California Motors’ goal is to supply the U.S. army with a utility non-tactical personnel-transporting vehicle to replace the hummer. I think the key to also meeting quality requirements is to include quality into design. I think that California has included quality requirements into design. My understanding is that one of the ISO principles is customer focus. Based on the interview with Kasab of California Motors, I think the army requirements are the following: low fuel consumption, spacious, easy vehicle ingress/egress, low maintenance, and mass-produced parts and low training requirements.

As indicated in the video, California Motors design objective is to develop a vehicle that can replace current army hummer for base use in non-tactical operations. Primary purpose of California Motors vehicle is to transport army personnel through out the base in economical way.

California Motors gathered their customer requirements by discussing with Army, specification requirements and interviewing soldiers. It appears to me that Army was concerned with how much these vehicles will cost for duration of their use. Several of the design specifications focus on operation and maintenance life cycle costs. These considerations can be seen in California Motors’ design. For example, designing California motorcar as hybrid will reduce army expenses because less fuel consumption and will allow vehicles to run in areas where fuel is scarce. Other examples where it appears that customer requirements were met are maintenance parts are readily available because design vehicle are made with mass produced part. In addition maintenance cost will be lower because parts are readily available and mass-produced. Mass produced parts allow for more vendors, increase competition and lower parts costs. I also think design reflects customer needs because this vehicle will also resolve soldier’s ingress and egress complaint. Another key component to quality and is met through design is training for workers to fix these new cars. California found a great solution to reducing the training need because California motors is using existing John Deer motors.
















How does American Chariot also meet customer requirements?

Based on the video my understanding is that American Chariot is also attempting to satisfy the costumer requirements of the U.S. Army. American Chariot is attempting to fulfill the roles of some non-tactical functions. These functions include individual transportation through the base, delivering mail, and military police. My understanding is these functions are currently being done by the hummer. Hummer is a large vehicle that even when is fully loaded is still consumes lots of fuel. American chariot is attempting to satisfy customer requirements in a different fashion than the current Hummer and California Motors. For example, the American Chariot recognizes that non-tactical transportation does not always include functions where groups are required to be transporting. As a result, there approach is small individual or two-person transportation vehicle, I think this meets satisfy customer requirements for non-tactical individual transportation. Even to drive a hybrid vehicle for one person is wasteful energy.

As indicated in the video, American Chariot also helps meet customer requirements because the vehicle also provides ingress and egress, electric or hybrid motor does not require training to learn to drive, no license plate required. Also these are benefits that will reduce sot overtime,

I think an important part of meeting customer requirements is safety. I think safety was a topic not necessarily discussed too much. I am certain that an efficient vehicle is important but I also think the most important asset U.S. Army has are their soldiers. How do these vendors meet soldiers safety requirements and was safety incorporated into these designs?


What dimensions of quality do non-tactical vehicle have?

The dimension qualities I think California Motor and American Chariot have are the following: utility features, serviceability, reliability, and eco-conformance.

I think the exciting features California Motors and American Chariot offer are utility use at low price. Both companies offer easy transportation around the base with soldier comfort and easy ingress and egress fro their vehicles. I also think that serviceability is a dimension of quality that is important for the U.S. army. Serviceability touches on life cycle costs. By using motors and less combustion parts this makes vehicles easier to service. In addition, California Motors is using existing mass produced parts, which also will be easier to service. Non-existing parts become a problem because then these parts have to be machine shop and become expensive. Also, by using existing motors soldiers have service this helps serviceability issues because soldiers have been trained on equipment, minimal learning curves and parts are inventory.

Because these vehicles are electric motors or hybrids, I think that these vehicles are more reliable. I think this is the case because based on my experience I think that electric motors require less maintenance and have less movable parts than a combustion motor that may break or require repair. For example, in my plant the driver can be an electric motor or gas turbine. Based on my years at the plant turbine has more seals, rotating parts, instrumentation that is likely to fail than an electric motor.

Another dimension of quality is eco conformance because both vehicles are design to use less gasoline than Hummer’ combustion engine. In my opinion I think that American Chariot design is much better for the environment because the American Chariot is intended for transporting small loads per less energy consumption. What I mean by this is that an American Chariot will require less energy to move around the base and is a better choice when transporting one or two individuals. The California Motor to transport one or two people to perform the same function around the base will use more energy than the American Chariot because the California Motor will be moving around more mass. Nevertheless, the California Motor will still be more eco friendly than the Hummer currently used.

How does this product reduce cost for customers and why are these cost reduction needed?

I read in the class e-learning textbook, higher quality will lead too lower costs. I think for California Motor and American Chariot designs both are definitely the case. Higher quality has been designed into these new Army products. Because higher quality is built into design, less cost will be seen in the operation and maintenance for the lifetime of these vehicles. Clearly refocusing on the customer requirements has allowed for the army to have cost avoidance in the future.

What are these customer requirements that will bring lower costs? Fuel consumption, less training, competitive parts, and customized vehicle are several of the design features that will reduce costs. Smaller vehicles to perform the same tasks as larger vehicles are not cost effective. When comparing above new design to current hummer vehicle, Hummer vehicle appears as a less effective design. I think hummer appear as less cost effective vehicle because at the time these new hummer vehicle were being design these were not necessarily customer requirements since energy consumption nor ergonomics were necessarily customer requirements. I think the military thought a one vehicle cure all for all types of tactical and non tactical functions would be easier.

I think these cost reductions are needed because of several important reasons. These reasons are less tax payer expenses, increase foreign dependency, and ecology friendliness. Increase taxes to pay for fuel consumption is difficult to swallow when and if there are other ways to reduce taxes and invest in other areas such as school, more defense research or reinvesting in economy. Also, the country can have all the necessary military equipment in-efficient with energy use for this equipment, than I think this will add to the scarcity of limited resource and increase costs of fuel sources.

AISIN-AUTO:

How does AISIN Engineering communicate with OEM engineering to supply new design parts?

Based on my understanding of the video, AISIN first completes the engineering application designs for their Japanese OEM customers. After design applications are established in Japan, then AISIN offers these new engineering design to the North American OEMs. I think the interesting part of this management process is that AISIN performs design communication in each of the OEMs software language. I think this is a smart added benefit because this enables and establishes AISIN to develop long lasting supply partnership with each of their OEM customers. In addition, this allows reduce cost because OEM customers can then receive there engineering package and store their documents into their records database without any or minimal conversions. I think this is an important feature for a company such as AISIN because I am sure that most OEMs have standards to how and where engineering package are documented and stored in order to have consistency and equivalent standard among their organization’s record. If vendor performing work does not ease the process in engineering design applications and are using other software and not meeting company’s standards, then I think design applications become costly for customers and short term relationships will be established with service/product supplier and respective customer. For example, at the plant I work, I have new critical equipment installed; however, there has been no consistency among vendors to how their engineering design applications should be documented and stored. This inconsistency has now become an added cost because when operation department requires viewing design and drawings, there is a delay time for operations response. I think that for my plant to avoid above mentioned inconsistencies my company should have established in their quality control strategy, policies and standard which detail vendors how to document and record design applications performed by vendors. Perhaps my plant should have in the engineering specification a standard section which provides clear guidelines or instructions for design application documentation. Nevertheless, I thought AISIN’s process to communicate to OEMs was impressive and increases value to the supply chain relationship.















In the video, AISIN Corporation demonstrated what TQM principles to meet quality requirements?

In the AISIN video, I think AISIN demonstrated three TQM principles to meet quality requirements. The three TQM principles are the following: customer focus, process approach, continual improvement, and mutual beneficial supplier relationship. I will briefly describe in the paragraphs below why I think above three TQM principle stand out to meet OEMs quality requirements.

I think AISIN showed their company uses two key drivers to enhance customer satisfaction. The two key quality drivers are “(1) increased effectiveness in the use of the organization’s resources to enhance customer satisfaction and (2) organizational objectives become well linked to customer needs and expectation (Ranky).” I think that AISIN is effective in the use of their organization’s resource and has become well linked to their customer needs because in the video they described processes that AISIN has in place to conduct business. For example, AISIN has established how AISIN will communicate with their OEMS, has also customized how their transmission section will interface with OEMs, and more importantly a clear vision of their business focus and products.

I think AISIN’s culture shows continual improvement quality key drivers because it shows in their product. I think a perfect example where AISIN shows continual improvement is their auto-leveling for head lights. In this example, AISIN has taken an old product, such as head light, reduced a safety public concern, which is glare to oncoming traffic, and provided a dimension quality feature that will make revenue out of this simple concept. I think products like this show evidence of a company with continuous improvement. I think the two key drivers demonstrated by this product are following “(1) flexibility to react quickly to opportunity and continual improvement of products is an objective in everyone in the organization (Ranky).”

AISIN is part of the automotive supply chain, specifically Japanese market. I think that AISIN has a mutual beneficial supplier relationship with both Japanese and North American OEMs. For example, based on my understanding of the transmission section of this video, I got the idea that AISIN’s transmission flexibility allows for joint partnership and quick response to market demands. In addition, because communication among engineering design applications process has become streamlined it appears that a “clear and open communication (Ranky)” is established among supplier and customer. Also, because communication is clear and open, I think this may help meet the ISO 9001 requirements.








How has AISIN organization’s resource enhance customer satisfaction?

Based on my understanding of the AISIN video, AISIN transmission has the ability to customize their transmission to suit many different automotive customers. AISIN representative ensured that they can understand customer needs as a result can provide various types of transmission for auto manufactures. For example, the AISING representative indicated that by reconfiguring bolts on transmission body frame the subject transmission shown in video was able to be used to fit the frame of a manufacture’s automobile. Therefore, AISIN will make adjustments necessary to fit to manufactures configuration. By AISIN making necessary adjustments, this will drive the manufacture’s engineering design costs and increase customer satisfaction.

I think AISIN also increases customer satisfaction by providing quality products to the standards that their automotive manufacturer customers display themselves. Based on my search on AISIN’s corporate history website, http://www.aisin.com/profile/history/index.html, AISIN reports that in year 1997 AISIN obtained QS90000 and ISO9001 certification. In addition, in year 1999 AISIN obtained ISO 14001 certification for all plants. My understanding is that above standards are quality standards that name brand automotive makers follow within their company.

In addition to engineering costs, a company like AISIN reduces manufacturing costs for parts and creates competition for American and European automotive part makers.























Why pooling expertise and resources from companies such as AISIN can be beneficial? If parts and design are interdependent, then how do you think quality is kept among both parties?

I agree with Nathan Vogue of AISIN regarding pooling expertise and resources from companies such as AISIN is beneficial because it “allows car manufacturers to design cars and not have to worry about specializing in parts and transmission components and allowing company to specialize in areas needed for the design of cars (Vogue).” As a result to having companies like AISIN, car manufacturers do not have to worry about having large engineering departments that have to focus on transmissions, remote operating doors, and navigational systems. Also, if larger groups were needed for the design and assembly of each car this would result in a higher costs. I think then the key to having various companies feed a large manufacturing company is relationship with suppliers. For multiple companies to make profit off one car, then I think they all would have to work collectively and buy into same, hopefully high, quality standard.

How do all stakeholders achieve same quality? I think quality is kept among each party through ISO and corporate quality initiatives which all parties and their employees have to embrace in order to achieve high quality. According to ISO web page, http://www.iso.org/iso/about/discover-iso_what-standards-do.htm, “ISO standards ensure desirable characteristics of products and services such as quality… and make the development, manufacturing, and supply of products and services more efficient, safer and cleaner. Also, share technological advances and good management practices.” In short, I think ISO ensures customer is getting a minimum level of quality from their product or service. I think ISO is a way that supply standards are kept among each OEM, supplier and customer. However, I think this can only provide minimum level of quality. As discussed the e-learning text book both Ford and Boeing have a level of quality vision as part of their corporate initiatives. I think ISO plus a company owned quality initiative is the required formula for reaching high quality. I think a good example of the company owned quality initiative where employees and suppliers can buy into is found in a Ford Motor Company’s total quality excellence principle in design “People provide the intelligence and generate the actions for improvement (Ranky)”. Another example is Boeing’s continuous improvement system which suppliers have to participate in order to do business with Boeing.














How does AISIN demonstrate there company designs for quality and assembly?

I think AISIN demonstrates their company designs for quality and assembly. According to Professor Ranky “to design for quality, assembly and manufacturing “means designing quality and “manufacturability” into the product and the required processes simultaneously (Ranky).” By AISIN creating their multiple designs to be flexible and having a design process in place (such as software) I think AISIN demonstrates design for quality and assembly. For example, my understanding is AISIN designed their transmissions to be flexible for assembly. In Nathan Vogue’s presentation, he described AISIN transmission is flexible to interface with any OEMs engine block that OEM has designed. In addition, he indicated that AISIN transmission can be made to modify various gear ratios to give necessary gear output. Another example is AISIN’s ability to design compact transmissions for smaller body frames. I think the above design feature examples are carefully thought out designs to reduce unnecessary manufacturing efforts for many potential OEM engine designs.

I think that AISIN has a good process in place to meet design for manufacturing and avoiding unnecessary manufacturing efforts and increase lost. I think that AISIN products are modular as a result works for OEMs. As Rich indicates in the first part of the video, AISIN designs most parts on a car except engine blocks. Therefore, I think for AISIN to be successful at selling parts to all OEMs through out the world, AISIN must have flexible designs and effectively communicate with various OEMs. Rich explained AISIN’s parts business is similar to a window installation operation where frame is available, so AISIN’s objective is to complete applications engineering to install necessary components within the existing frame. AISIN’s flexible design allows for various part assembly for OEMs through the world.

DUCATISTARKAWA:

What are the dimensions of qualities custom motorcycle products offer?

The custom motorcycle products shown in Ducati video, have the following dimension of qualities: brand name, excitement, performance, and aesthetics. Ducati, Star, Kawasaki and Suzuki are world wide know products for building street motorcycles. I think the main reputation these companies have is that these all four companies can build sleek, fast street legal motorcycles.

How do these companies start building a brand name? I think won way a company can build a brand name is buying producing a winning product. Many of these motorcycle companies have a reputation in the motorcycle racing circuit. My understanding is that all four companies have racing teams that compete with each other in various racing circuits. For example, Superbike World Championship is a circuit motor sport for racing motorcycles that have been modified from “normal” production. These racing motorcycles are not the everyday motorcycles that customers can purchase, but have a tremendous appeal to motorcycles fans because fans want to purchase products from a winning team. Based on a search I did on the official site of Superbike World Championship, http://212.104.10.19/titoli.asp?p_S_Campionato=SBK&p_PilotiCostruttori=C&p_Conduttore=0&p_Costruttore=-1, I learned Ducati has won 6 of 8 Superbike World Championships since 2000. I think Ducati having this type of reputation will allow a company to earn a name brand status and lead to customers wanting to purchase from a company that can win. Wining racing world championships demonstrates to motorcycle customers that Ducati has better performance vehicles than the other customers.

I think when motorcycle performance is measured by customers a key performance indicator is motorcycle speed. All four companies demonstrate they are in the top tier in speed performance and as a result have better performance quality than other motorcycle manufacturers. Speed performance is what gives motorcycles lovers their adrenalin and thus making products in video excitement quality products. I also think that these four companies provide aesthetics quality because they allow the end user to feel cool and sleek just like their motorcycles. I think naturally motorcycles give off a perception of coolness, rebellious and attractiveness.


How do these products provide excitement quality?

Based on my reading in e-learning text book, my understanding is that in order for these products o have excitement quality two questions have to be met. How exciting is this product and what is the adrenalin rush when riding a fast bike?

How exciting are these products?

I think these products are extremely exciting. From a males perspective these are the toys “big boys” would like to play with, if we can afford to. Motorcycles allow one to reach speeds which may be obtained by cars but I think unlike a car one truly gets to fully appreciate the full power because one is not enclosed and the engine is right underneath rider. I think many cars today no matter how fast you are going one of their main design criteria is driver’s comfort. In a motorcycle comfort may be there however, there is only so much comfort that can be designed into a motorcycle. There is something to be said about freedom and roughness a motorcycle provides because one feels the wind, road and as well as your heart beat when riding fast.

Is there an adrenalin rush when riding products in this video?

Yes I think there is an adrenalin rush when riding a motorcycle. I think people that may purchase a motorcycle are primarily inclined to enjoy adrenalin rushes, so manufacturing companies cater to designing these motorcycles with speed and “fast look” design. I think some motorcycle buyers similar to fast car drivers enjoy the adrenalin that comes with driving fast. Motorcycle vehicles shown in the video I think are for customers that are primarily interested in speed. I do not think these “adrenalin junky” customers necessarily ride fast every time they ride but are satisfied with knowing that speed is available at any time when riding. I do not think these vehicles are designed for utility purposes. Customers seeking utility vehicles would be more likely to purchase the Vespa or any other scooter. In my opinion motor cycle designers should want there design to look like this is fast motorcycle and feel fast because anything less would be disappointing.


Based on the videos motorcycle examples, what do you think are main customer requirements and out of the four companies which do you think has achieved these customer requirements?

I think the main customer requirements for street motorcycles are: speed, fast acceleration, sleek body frame, aesthetically pleasing, low maintenance, comfort for long distances, affordable, and easy operation.

Between Ducati, Kawasaki, Suzuki, and Yamaha, I think the brand that meets most of these requirements is Ducati. Based on Ducati’s record in racing circuit, I think this gives Ducati a reputation that they build speed bikes. I also think that their bikes are aesthetically pleasing. I think aesthetics is a difficult category because how great something looks changes with person and time. Based on my search on Ducati’s webpage, http://www.ducati.com/, I think Ducati has great designs in various bodt frames. However, I do not I think all Ducati’s designs are necessarily designed for all motorcycle customers. In Ducati’s latest model I do not think a chopper style motorcycle is shown. In fact, I do not recall Ducati having chopper type model.

Based on my reading in Ducati’s website, Ducati claims that their new motorcycles are low maintenance. I think if this is true this is an added benefit. In fact, I think this is a great way to measure the quality of Ducati products. Ducati states in their website “We are proud to announce that all 2008 Ducati models require less frequent service, fewer parts and less labour during each service and, as a result, greatly reduced scheduled maintenance costs – by as much as 50%*.” For every day consumer that may use these motorcycle on a regular basis I think low maintenance costs is a big help, thus making these motorcycles more affordable.

Summary:

CORA analysis was performed by the fifth company to meet the customer requirements of the following companies: GM, Teleflex, MDSI and AIM. The CORA analysis was useful to determine customer requirements and determine how are product is meeting the customer requirements, In addition, the CORA analysis was helpful to determine how the competitor meets the customer requirements. The value in this analysis is to meet customer satisfaction as part of our companies initiative in achieving total quality management system. By meeting customer satisfaction reducing financial losses and improving the brand name.

Future Work Needed and Proposed:

After CORA analysis as TQM company, we would have to revisit our product and ensure the the high level customer requirements are met. This would be done by going back to the customer ensuring that the high level items customers want are designed into our service and product. Soon after, another CORA analysis would be performed.