Reducing Variations In Assembly And Packaging Processes – A 3-Step Guide

January 9, 2012 by 4 Comments

Assembly and packaging processes, sometimes referred to as secondary processes, can be difficult to define, measure, analyze and control. Labor-intensive, secondary processes performed by us humans seem to present the most challenges. The unpredictable nature of human performance can be overwhelming, making it seem impossible to feel confident about the accuracy and consistency of our processing methods.

Uncertainty feels risky and is frustrating to deal with. Blaming the people performing the process seems like an appropriate behavior, however, I have found it is more productive to take a curious approach and understand what drives this unpredictability.

So the then the question becomes how. What course of action can be taken to understand what causes variation and unpredictable outcomes? Broadly speaking, we need to look at the system inputs, such as, process, people and tools. The first input to become curious about is the process. Some questions to consider include:

  • Is the process defined?
  • Are process tasks defined?
  • Are tasks and sub-process measurable in terms of quality and quantity?

Once the process is defined and measurable, move to a review of the tools needed to perform the tasks and sub-processes. Some questions to consider about tools include:

  • Are the tools widely available
  • What training is available for tool use
  • How are tools calibrated and maintained to ensure consistent performance.

Finally, we can review what specific skill sets are needed to use the tools and perform processes. Some questions to ask about skill sets include:

  • What types of motor skills are needed, fine, gross or a combination of both?
  • Are hand strength and dexterity needed?
  • Are detailed math skills needed for measuring and counting?

After negotiating this adventure in curiosity, we can start inserting humans into a well designed, measurable process where variations can be analyzed and controlled.

While this 3-step guide may seem time consuming, the benefit of doing this work is an ability to create fantastic training programs to further our goal to offer great products to our customers.

Speaking of great training programs, check out this sample video, highlighting ASAP’s performance training video production capabilities.  We have also included the corresponding Shrink Wrap Quality Training Test.

Filed under Uncategorized Tagged with , , , , , , , , , ,

Trust, But Validate All Product Packaging Components

December 28, 2010 by Leave a Comment

Validating all product packaging material is a critical step to ensure our product launches occur on time and within budget. Imagine, successfully navigating a very long and rigorous new product launch process only to discover, the launch is delayed by several weeks simply because the packaging material, such as a master carton, was not validated.

Something as seemingly simple as the correct sized master carton can have a major impact on meeting launch dates and anticipated profit margins. For example, a carton purchased that is too small for the product leaves us with a few options.

  1. Find an online resource that specializes in, in stock, off the shelf cartons and purchase the closest match to the dimensions and weight restrictions of the product. If necessary buy a larger box than required and fill the void with packing paper, print and apply carton labels, getting the product to market a few days later than planned.
  2. Change the carton drawing with the corrugate supplier, augment the printing and cutting die, and wait another 2 weeks to receive cartons, launching the product at least 2 weeks later than planned.

The first option gets the product to market sooner, but has several extra costs involved, affecting targeted profit margins. The second option can delay the launch by 2 to 4 weeks, depending on supplier lead times and our own product processing times and manufacturing schedules.

With both options, there are extra costs involved, including:

  • the extra cost per carton
  • the cost to return, destroy or inventory the wrong sized carton
  • the cost to augment or produce a new cutting and printing die
  • the cost to order the correct carton
  • the cost to print and apply a carton label
  • the cost to purchase and insert packing paper

To avoid these and other more, intangible costs validate all product packaging material before purchasing and launching new products.

 

Filed under Uncategorized Tagged with , , , , , ,

Integrating Brand Strategy Into Product Packaging

September 24, 2010 by Leave a Comment

We understand the importance packaging plays in purchasing decisions. Often the quality of the package is only one of the determining factors in the complex purchasing decision-making process. Perhaps the most important factor, however, is how well brand strategy is communicated and integrated at the point of purchase.

While it may seem difficult to incorporate the intangible aspects of brand strategy into product packaging, the first step in the process is obtaining a thorough understanding of the target market. Like all great, simple solutions, there is more to the story than age, race and gender. We need more information to create a connection with our buyers.

Here are a couple points to consider when integrating brand concepts and strategies into product packaging:

Functionality ~ does the packaging promote the product’s use?

Understanding how the target market uses the product is key. Learning how well the package facilitates the use of the product is helpful in identifying opportunities for improvement and product differentiation. A good example is Duracell’s repackaging efforts for its hearing aid batteries. Knowing their target market struggled to open the package, remove the battery and place it into the hearing aid, the company designed packaging to help their buyers use their product. They made it easy to change hearing aid batteries. Integrating functionality into the package redesign brought increased sales leading to brand loyalty.

Typically, products/brands are created to solve a problem within the market place, integrating functionality into product packaging as part of the solution helps communicate brand strategy.

Personality ~ does the packaging reflect the characteristics of both the brand and persons targeted to purchase?

Understanding the traits, behaviors and emotional characteristics of the target market is another important factor in integrating brand into packaging. Knowing what images, colors, textures and shapes appeal to the market is helpful in creating a connection with consumers. Presenting a consistent message between the product and package helps build confidence and trust in brand personality. A good example of this is when ATK, a company that makes bullets, launched a new bullet for duck hunters. The company integrated images and bright colors, into its package design, reflecting personality attributes of its target market. Integrating personality into packaging helped make this a new product launch a success.

Functionality and personality are important factors to consider when integrating brand strategies into product packaging. The benefits of learning more about target markets, and combining this information into product packaging are compelling. Increased sales, brand awareness, brand loyalty, and increases repeat sales all sound great!

Certainly, there are more criteria to consider than just functionality and personality. To learn more about the products discussed and additional criteria and methods, please see the resources listed below.

Duracell EasyTab
ATK Article
Design Matters // Packaging Book

Filed under Uncategorized Tagged with , , , , , , ,

Great Product Packaging

August 27, 2010 by Leave a Comment

We know it when we see it.  It triggers a curious feeling, an impulse to pick it up, to touch it, and to bring it home with us.  No, it is not a puppy!  It is a great product -packaged with great care – in great packaging materials.  Often, in the buyer’s eyes, the package the product is in, is synonymous with the product. People associate the quality of the product and the experience using the product with the packaging (marketing) the product is in. With packaging playing such an important factor in a product’s image and ultimately sales, here are five elements of packaging that helps to create a connection with the buyer.

Materials
Material choice is an important factor in package quality. Material quality ought to reflect the value of the product being sold.  Material choice may include the gauge of shrink wrap; paper weight of a retail box, the mil thickness of a poly bag  or the flute size best suited for graphics reproduction and stacking strength.  Materials selected needs to endure the distribution channel and the retail environment while accurately reflecting brand attributes.

Product Protection Systems
Packaging needs to protect the product from elements within its manufacturing environment and distribution channel.  A product that is well protected may have many layers in its packaging system, such as a primary package that is sealed, a secondary package to reduce movement and a tertiary package.  A retail package’s tertiary packaging may be the retail box placed on the shelf for purchase. An OEM package’s tertiary packaging may be the distribution box that is stored at the distribution location.  Finally, how the product is unitized, its pallet pattern and pallet protection all contribute to how well the product is protected.

For More Information

Check out this video to learn more
about how to prevent product damage within the supply chain.

Click Here to learn more about how
ASAP can help you with your
damaged product issues.

Processes
Packaging processes need to be complimentary to the product’s manufacturing processes, sequenced correctly and given as much attention as the creation of the product itself.  Packaging processes requiring employees to double and triple handle product are inefficient.  Inefficient process can lead to quality problems, such as missing components.

Ease of use
Ease of use factors for the end user include the ease of opening the package, the layout of the product and its accessories and handling for distributors.

Branding
From a brand prospective, packaging needs to communicate both emotional and rational information about the product.  Colors, font choice, images and logo placement on the package creates an emotional response to the product. Text and other content inform the user of product features and benefits.

As consumers, buyers and end users, we have difficulty differentiating the product from its package.  We tend to believe the image communicated in the packaging is the product we are buying.  With this knowledge, It is important to develop great packaging to promote and protect our great products, make connections with our target market, increase sales and help consumers feel good about their purchase decisions.


Filed under Uncategorized Tagged with , , , , , , , , , , , , ,

Product Packaging & Palletization – Ending Well Matters

July 22, 2010 by Leave a Comment

“Seeing is believing, and perceiving creates realities“

The condition of how a product arrives at its destination and it’s interaction with end users is where packaging has the greatest impact.  Painstaking concern is directed at designing the primary packaging and secondary packaging.  Often neglected is the distribution carton and pallet pattern along with the specifications for properly securing and protecting the system for transit throughout the distribution channel. Poor execution of the system creates in the mind of the end user low brand value impressions.

For system clarification, product packaging methods are thought of as levels or layers, such as immediate, intermediate and outer shipping carton.  These package layers and levels are also referred to as primary packaging, secondary packaging and tertiary packaging.

Immediate/primary packaging is the packaging that comes in direct contact with the product and is typically the smallest salable unit.  For instance, the bottle the shampoo comes in.

Intermediate/secondary packaging is the packaging that is in direct contact with the primary package and is also used to group primary packages for better handling.  For instance, the box the toothpaste comes in or the shrink wrapped set of thank you cards.

Outer shipping carton/tertiary packaging is the bulk packaging whose purposes include consolidation, handling, transit, storage and product protection.  This level of packaging can be considered as an individual carton or a unitized pallet. For instance, the outer carton packed with multiple sets of greeting cards or the pallet stacked with outer cartons.

Determining product consolidation and unitized load strategies requires an understanding the packaging system goals.  Based your goals, design strategies such as: component based, system based and compliance based, can be employed.

For More Information

Check out this video to learn more
about how to prevent product damage within the supply chain.

Click Here to learn more about how
ASAP can help you with your
damaged product issues.

Each strategy requires intimate knowledge of distribution channels, as well as unique product attributes, such as climate sensitivities and weight restrictions.  Some important factors in the distribution channels include:

  • Destination locations
  • Modes of transportation
  • Truck, rail or container sizes
  • Atmospheric conditions
  • Storage conditions

Understanding environments within distribution channels helps to determine the kind of distribution cartons, pallets, stacking patterns and pallet protection needed to safely deliver products to market.

With all the complexities inherent in packaging systems and methodologies, it becomes easy to understand how and why the tertiary details are often overlooked.  However, if we take the next step in the process, often we can avoid costly product damage.  If there are current issues with product damage, perhaps the first places to look are unitization, pallet patterns and pallet protection.  Sometimes using different stretch wrap materials and methods, banding, slip sheeting, edge protectors or reconfiguring a pallet pattern can easily solve these problems.

Here are a few great resources for more informationon this multifaceted subject:

Filed under Uncategorized Tagged with , , , , , , , , ,

Packaging & Product Developement, Earlier Is Better

July 8, 2010 by Leave a Comment

“Waiting for the launch stage to consider packaging is too late”

Your package is the client’s/end user’s first concrete interaction with your product. It is the moment where the cumulative messaging and marketing efforts are judged. It is the first opportunity to create trust.  Is the package in alignment with your prior messaging; does it communicate the virtues extolled in the advertising campaign?

With such an opportunity to earn trust and create a connection with the end user, it makes sense to think about packaging early in the product development process.  While this consideration may not be necessary in the ideation or scoping stages, there is room for package design and development in the business case and development stages.

According to Robert G. Cooper’s book Winning At New Products, the summary of activities within business case stage are:

  • User needs and wants study
  • Competitive analysis
  • Market analysis
  • Detailed technical assessment
  • Concept testing
  • Financial/business analysis
  • Plans of action

Package development, design and process definition has implications in concept testing and financial/business analysis activities taking place within the business case analysis.

Understanding how the package will look and feel and how the end user will interact with the package enables a more robust concept testing opportunity with end users.  The package design is demonstrated as a complete product prototype.

Once the package design is known, the packaging process is developed.  The packaging process has an effect on the financial/business analysis activity.  For example, if the package requires ultrasonic sealing or blister pack, the organization needs to conduct research to understand whether or not the process fits within core competencies and the investment costs of packaging equipment.  This information, along with the processing costs, is incorporated into the business analysis for a more accurate manufacturing cost model.

Integrating packaging strategies earlier in the product development process has advantages from both branding/marketing and cost perspectives, allowing you to build a more accurate business case for your product.

 

Filed under Uncategorized Tagged with , , , , , ,

Avoid The Returns Bin, Package Your Product On Purpose

June 30, 2010 by Leave a Comment

“Don’t judge a book by its cover, but you’re clients are judging your product by its package.”

You know how it is, you are at the store, ready to make a purchase, but the package looks beat up, torn apart and wrinkled. The instant assumption is that the product inside is cheap or poor quality.  As consumers we make these assumptions all day long!  Whether we are buying cereal, electronics or a vehicle, the  appearance of the package dictates our choices.

When making purchasing decisions, we buy on both rational and emotional factors.  Rationally, we believe the functional attributes of the product will meet our expectations.  However, if the outer package does not appeal to our emotional needs of safety and trust, we simply move to the next available alternative.  Even if it is a generic substitute.

The consequences of these subconscious assumptions about the quality of the product has a real impact on brand loyalty and sales.  Often the products whose packaging is damaged or just doesn’t look and feel right, is placed directly into the discount bin or even worse, returned directly to the distributor and manufacturer.

To avoid the discount bin, three critical components to consider in your packaging system include: design, material and process.

Design
A package design needs to address both the rational and emotional needs of the end user, while supporting the attributes of the product.  The package structure speaks to the rational and the graphics, images and colors address the emotional aspect.


Materials
Choices of materials need to support the design structure, branding appeal and price.

Process
The packaging process created needs to consider the how material and product are assembled to create a package that is aligned with both functional product needs and appeals to the buyer’s emotional needs.  Additionally, the process need to be articulated with written work instructions, estimated time at each step and organized in the most efficient sequence.

The packaging system is a system, which means that each component affects the other.  It is possible to have the best design, use the best materials, but if the process is flawed it can destroy the efforts of the whole system resulting in costly returns.

A packaging system that accounts for each component of the system and incorporates both the rational and emotional needs of the end-user creates an intentional, purposeful package and the pay-off is brand loyalty.

ASAP is excited to roll out our new Process Improvement Consultation offer. Click here to learn more.

Filed under Uncategorized Tagged with , , , ,

Collaboration as a Process: Integrate Operations

March 31, 2010 by Leave a Comment

My last blog discussed synchronizing systems, where the goal of this step is to align all stakeholders within the supply chain to efficiently meet end user requirements. Continuing the Collaboration as a Process discussion transitions into step three of the collaborative process, Integrate Operations.

collaborationIntegrating operations has one objective, to efficiently share dynamic information about end users’ preferences regarding the client’s products and services to all stakeholders within the supply chain delivery system. The ability to respond to dynamic end user requirements delivers on the promise to listen and to understand true needs as expressed by end users.

This extensive information sharing allows all stakeholders to measure sales, to define and refine requirements, to initiate production activities, and to react more quickly to changing inventory needs.  The integration of operations necessitates the building of information communication systems, processes, and infrastructures to efficiently sustain the rapid response rates to changing market needs.

Information sharing directs the appropriate data to the right stakeholders within the supply chain creating the opportunity to seamlessly combine services at a lower per unit cost.  These cost savings derive from the ability to augment product features, maintain lower inventory levels, postpone final product configurations and deliver smaller quantities at larger volume pricing.

Packaging It Up: Collaboration as a Process Summary

Collaboration as a Process has three components: client-centered dialog, synchronize systems, and integrate operations. These three components enable businesses to efficiently deliver products and services that meet the needs of the end customer. To recap:

Client-centered dialog focus on the needs of the end user/customer, which earns trust and is the primary method to obtain information.

Synchronizing systems leverages the best of core competencies from firms in the supply chain.

Integrate operations is the information conduit that supplies dynamic market data from the end user and other market conditions to all stake holders.

The collaborative process is fluid and dynamic as information flows from one step to another. The process creates innovative ways to meet end user requirements in this complex and volatile economy.

 

Filed under Uncategorized Tagged with , , ,

Collaboration as a Process: Synchronize Systems

March 11, 2010 by Leave a Comment

The subject of my last blog, Collaboration as a Process, provided a model for thinking about collaboration as process where creating client-centered dialogue is the first step. Shifting our internal paradigm from “Let me tell you about me and my products” to focusing on our client’s paradigm by asking “What are your goals for your products and services?” leads to creating client-centered dialog, which helps to begin uncovering true needs for our clients and end users.

collaborationClient-centered dialog and active listening facilitates the free flow of information. We learn about our client’s core competencies. We learn about our client’s strategic objectives and vision for success in the market place. We learn what our client’s are really good at producing, and how they go about bringing their products and services to market. Then, together we can move to problem solving and synchronizing systems.

The goal of synchronizing systems in the collaborative process is to align all stakeholders within the supply chain to efficiently meet end user requirements. This outcome is achieved by exploring the client’s and the supply chain’s systems, processes and core competencies to consider how the combined services can serve to strengthen the client’s positioning to deliver on its strategic objectives.

The process of examining key components uncovers gaps between the client’s strategic objectives in meeting end user requirements and how it delivers on those objectives. These gaps are value creation opportunities. Value creation opportunities include the ability to align stakeholder systems and processes, to reduce or eliminate redundancies, while each stakeholder works within its core competencies. When organizations collaborate within their respective core competencies, organizations can provide efficient solutions to the end user at reduced unit prices and at significantly lower investment cost.

Once the value creation opportunities are identified, supply chain resources are qualified and the systems are synchronized, then the next step in the collaborative process begins. This next step, integrating operations, is critical in delivering the promises of meeting target price points and lowered investment costs.

Continue the conversation with me on my next blog post, where I discuss methods on how to integrate operations within collaborative relationships.

Filed under Uncategorized Tagged with , , , , , , , , , ,

Collaboration as a Process: Client Centered Dialog

February 19, 2010 by Leave a Comment

In the product development community, collaboration is an emerging concept and can be thought about as a process. Collaboration appears in Product Manager’s blogs, in product development books and journals as well as the topic of many product development seminars.  Collaboration and collaborative relationship should not be mistaken for the 90′s buzzword, partnership. In product development, collaboration is being conceptualized as a process that is embodied by three main components:

collaborationFirst, to help understand collaboration, it is helpful to consider what it is not collaboration. For distinction, collaboration is not a partnership. Partnerships focus on transactional relationships. To simplify the concept, a partnership implies transactions from one party to another, such as a legally binding relationship where documents are signed for the delivery of products and services for the exchange of money. Collaboration is an idea sharing process where business needs, information and knowledge are willingly contributed and problem solving begins.

To move from partnership thinking to collaboration, we can view collaboration as a process where we focus our energies on one component of the process at a time, then widen our perspective back to the concept of collaboration. The first step in the collaborative process is creating client-centered dialogue.

Creating client-centered dialogue requires the development of an open and trusting environment. Creating this environment requires a shift in our context or paradigm from “me” or “my” to “you” and “ours,” and most importantly that of the end user. We shift from an internal paradigm: “Let me tell you about me and my products, my services…,” to focusing on our customers paradigm by asking, “What are your goals for your products and services? What types of challenges are you facing? What needs are being left unfulfilled?”

When we collaborate, we intentionally shift our thinking to that of our clients wants, needs and desires. We then are free to ask open-ended questions, actively listen and brainstorm ideas. Through shifting our paradigm, we change our dialogue and we begin the collaborative process.

Creating client-centered dialogue allows opportunities for the free flow of information, thereby, true business and end-user’s needs can be uncovered.  When we discover these true needs (or gaps), a different opportunity presents itself, the opportunity to innovate! Thereby, we create a unique and differentiated value for the end-user. Additionally, the intentional focus on collaboration can be purposed to lowering overall unit prices, quickening response times, and lowering inventory levels while enhancing the end users’ experience with our products and services.

In the first essential step in collaborating, we are initiating client-centered dialogue to begin achieving an opportunity to create an exceptional value for the client(s). To continue the value creation in the collaborative process, it is necessary to analyze and determine how to synchronize with client systems.

Stay tuned for my next blog, where I will discuss my methods on how organizations can synchronize systems to deliver exceptional value to clients.

Filed under Uncategorized Tagged with , , , , ,

Follow

Get every new post delivered to your Inbox.