High contents also exist for vitamin Kmagnesiumzinc and potassium table. For human consumption, soybeans must be cooked with "wet" heat to destroy the trypsin inhibitors serine protease inhibitors. Raw soybeans, including the immature green form, are toxic to all monogastric animals.
Explore the Archive Loading Corporate executives and consumers have in recent years adopted divergent views of product quality. Several recent surveys indicate how wide the quality perception gap is: Mindful of this gap, many U.
Such efforts are evident in two trends. The first is the greater emphasis advertisements place on the word quality and on such themes as reliability, durability, and workmanship. The second trend is the move to quality assurance and extended service programs.
It takes time to cultivate customer confidence, and promotional tactics alone will not do the job. In fact, they can backfire if the claims and promises do not hold up and customers perceive them as gimmicks.
To ensure delivery of advertising claims, companies must build quality into their products or services. From a production perspective, this means a companywide commitment to eliminate errors at every stage of the product development process—product design, process design, and manufacturing.
It also means working closely with suppliers to eliminate defects from all incoming parts. Equally important yet often overlooked are the marketing aspects of quality-improvement programs.
Companies must be sure they are offering the benefits customers seek. Quality should be primarily customer-driven, not technology-driven, production-driven, or competitor-driven. In developing product quality programs, companies often fail to take into account two basic sets of questions.
First, how do customers define quality, and why are they suddenly demanding higher quality than in the past? Second, how important is high quality in customer service, and how can it be ensured after the sale? As mundane as these questions may sound, the answers provide essential information on how to build an effective customer-driven quality program.
We should not forget that customers, after all, serve as the ultimate judge of quality in the marketplace. The Production-Service Connection Product performance and customer service are closely linked in any quality program; the greater the attention to product quality in production, the fewer the demands on the customer service operation to correct subsequent problems.
Office equipment manufacturers, for example, are designing products to have fewer manual and more automatic controls. Not only are the products easier to operate and less susceptible to misuse but they also require little maintenance and have internal troubleshooting systems to aid in problem identification.
The up-front investment in quality minimizes the need for customer service. Besides its usual functions, customer service can act as an early warning system to detect product quality problems.
Customer surveys measuring product performance can also help spot quality control or design difficulties. And of course detecting defects early spares later embarrassment and headaches.
Quality-improvement successes It is relevant at this point to consider two companies that have developed successful customer-driven quality programs: Although these two companies are in different businesses—L. Bean sells outdoor apparel and equipment primarily through mail-order while Caterpillar manufactures earth-moving equipment, diesel engines, and materials-handling devices, which it sells through dealers—both enjoy an enviable reputation for high quality.
Bean recently surveyed said that quality is the attribute they like most about the company. Bean executes a customer-driven quality program by: Tracking on its computer all customer inquiries and complaints and updating the file daily.
Asking customers to fill out a short, coded questionnaire and explain their reasons for returning the merchandise. Even stocking extra buttons for most of the apparel items carried years ago, just in case a customer needs one. Despite recent financial setbacks, Caterpillar continues to be fully committed to sticking with its quality program, which includes: Conducting two customer satisfaction surveys following each purchase, one after hours of product use and the second after hours of use.
Maintaining a centrally managed list of product problems as identified by customers from around the world. Analyzing warranty and service reports submitted by dealers, as part of a product improvement program.
Asking dealers to conduct a quality audit as soon as the products are received and to attribute defects to either assembly errors or shipping damages. Guaranteeing 48—hour delivery of any part to any customer in the world. Encouraging dealers to establish side businesses in rebuilding parts to reduce costs and increase the speed of repairs.L.L.
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Bean, Inc. - Company Profile & SWOT Analysis, is a source of comprehensive company data and information. The report covers the company's structure, operation, SWOT analysis, product and service offerings and corporate actions, providing a ˚ view of the company.
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Strategic Supply Chain Management Case Study: L. L. Bean, Inc. 1. Based on the information contained in the short case description, and on your own observations, what do you feel characterizes L. L. Bean’s competitive strategy? Report abuse. Transcript of Case Analysis: leslutinsduphoenix.com Case Analysis: leslutinsduphoenix.com Presented by: Huangyu Ju, Jing Lu,Ruomeng Wu, Qi Jiang Solution #1 Buy Insurance Suggest the customer to buy the insurance Case Review 3.
Problem 4. Solutions 5. Discussion 6. Conclusion. Full transcript. "L.L. Bean, Inc." Case Study Report Essay Case Assumptions & Observations: 1. In , L.L. Bean received 87% of its revenue from customers who purchased merchandise through their mail order catalogs. The remaining 13% of revenue was realized through .