C-Axis Medical Contract Manufacturer will be in Booth 348
Looking Forward to Seeing You in Boston May 3-4 2017
We at C-Axis wanted to set the record straight regarding our usage of the word, transparency. It’s important. So much so, that it has greatly assisted us in our growth within the medical device manufacturing community.
Transparency has become a hot-word over the past few years. The one thing wrong with the word may reside in the fact it can often mean different “levels” of transparency to different people and companies.
This is true both within a company’s internal structure and when sharing information with customers. That is true, because our customers have told us, not because it’s what we think.
Transparency to us is automatically coupled with two other areas of importance: honesty, and openness. This means, if we have an answer to a question, it will be our best answer, and never a guess.
C-Axis does not guess, or make-up an answer to appease, our communication will be given freely, without reservation with honest content.
We have come to understand that “communication” can only be truly achieved when both parties involved confirm exactly what the other is stating.
To experience full communication, especially within the world of medical device contract manufacturing, our interaction may contain confirming questions and answers which eventually lead to the level of synergy required. That is the consistent goal, and we are good at achieving it.
At C-Axis, there are no “alternative facts”, only real, honest, truthful and transparent facts. That is how we talk with each other, and that is how we share with our customers. It works best.
When information that is shared, is information to be believed, planned-upon, given the highest credibility and is always found to be correct, only then can we claim we’ve provided full-service to our customers.
We have found, when considering precision manufacturing, especially for the medical device community, it’s actually quite easy to be very accurate with our answers and communication both internally and with every customer. This is a business born from exactness, where the smallest of detail overlooked will reveal itself quickly.
Having the proper quality initiatives in-place, tested and in-tact vastly assists us in achieving this level of communication integrity.
It is not the Medical Device Original Equipment Manufacturer’s (OEM) fault, nor specifically the Design Engineer, Procurement Management or the Production Supervisor; the innovators that bring their ideas to a true medical device development/manufacturing company should find a real partner in their effort to bring a concept to reality.
The truth lies within planning, or perhaps we should state, the lack of that sometimes nebulous concept…and it is a big concept in successful medical device manufacturing.
The rub is this…when the manufacturing company operates under a smaller banner of product development strategy, planning (which should include: prototyping, R&D, process design, quality management, material selection and all the other steps in the production-process which actually do require extensive planning) often go unaddressed until it’s too-late to halt the “product development cost-train” which is often speeding along way too fast to slow it’s pace or shut-down quickly.
It is known that many Medtech contract manufacturers submit estimates (based often upon rudimentary drawings) along with caveats which may well turn into a high frequency of “change orders” helping to justify higher production costs.
That is not “best practices”. Nor is it the way to build solid relationships for the future.
This is also about the very real ability and fervent desire to communicate with each other. Contract manufacturers within the medical device community need to be up-front and on top of their current understanding of their own capability-set and what is available outside their own purview which can assist in streamlining the process.
The ideas need to be shared. Production steps need to be meticulously outlined and discussed. Consensus needs to be reached.
Every rock (or boulder in some cases) needs to be toppled over and looked at with well-focused eyes. Only then can the higher cost of development be tamed.
Experience counts in this arena. Knowing what has worked in the past, but more importantly what has not, is generally a significant key to unlocking lower developmental costs.
The well-shared but often-times overlooked steps behind real “Design for Manufacturability” studies must be a significant link in the production-process before anything is started.
These studies (from an enlightened contract manufacturer) will show how actual cost-savings are uncovered, as well as, ways to bring the part, component or assembly to market in the most time-effective manner.
Helping to bring a new product to market on time can be a huge cost-saving measure, as well.
It can mean the difference between bringing your best possible version forward, ready to help save lives, or a failed attempt still on the table…awaiting approval for more cost-overruns.
Medtech (a.k.a. Medical Technology) Design Engineers and other medical device decision-makers have a certain set of expectations when choices must be made regarding contract manufacturing.
It is surprising how many contract manufacturing companies think their facility, which may house various equipment and inspection areas, are enough to provide all that is needed (and expected) to fulfill the actual needs of the medical device community.
It is also somewhat surprising how many manufacturing entities provide service to the medical device original equipment manufacturer (OEM) but also share that space to manufacture parts, components and even assemblies for many other markets.
Let’s face it, Medtech is different. The needs often supersede those of automotive, aerospace, industrial and so many other specific markets with their own requirements; markets that often do not require the extreme precision, cleanliness, development-mapping, attention to time and cost analysis like Medtech.
It was under such a banner that C-Axis was created.
Whether the Medtech OEM enters the doors of the Minneapolis or the Puerto Rico facility, we know eyes and ideas become more open to possibility. We’ve seen this happen, over and over again.
Through the years, this company has grown by harmoniously accommodating one specific marketplace.
The facilities and all that each represents in terms of their capability are one thing, but it is the manner in which C-Axis performs that truly takes on a “different meaning” when actual medical device contract manufacturing is being performed.
Most likely, and most often discussed, is the whole ideation surrounding “cross-functional/multi-disciplinary team work”.
Basically, what the Medtech OEM sees and understands about C-Axis is how engineering, quality, process-planning, purchasing and delivery systems are in constant communication not only internally, but with every customer.
This is done as a single-unit of performance and the intentional desire is built around making sure the C-Axis customer is never kept in the dark.
It works. It stands apart. It has been fine-tuned and honed but is always open to becoming better.
Cross-functional, multi-disciplinary teamwork is a consistently working, non-judgmental system approach to bring Medtech a new state-of-being based purely upon the peace of mind of every customer C-Axis serves.
The idea that each customer’s project is transparent, of course only to them, is as an effective approach to satisfying Medical Device OEM expectations as we have found.
Without any doubt, that performance-pledge will continue to grow and expand as more and more Medtech OEM’s bring further expectations to the table. C-Axis will continue to find successful ways to provide answers…working together as one.