Abstract
Top management must treat a failure as seriously as if it were a lost sale. A good original design incorporating the lessons of the past, by including the good features and excluding the bad, is the best way of avoiding expensive secondary damage. Effective determination of priorities requires a full understanding of the technical and economic aspects of the failure, and both manufacturer and customer must reach a rapid and economic solution to what is their joint problem. Effective communication, direct involvement, and clear presentation of the facts at all levels, in both customer's and manufacturer's organizations, are vital.
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