In my post today, I will address product quality, quality assurance, and technical issues.
3.1 Quality Management System
3.1 Quality Management System
"Management system to lead and regulate an organization in terms of quality." (Wikipedia)
A quality management system (formerly a quality assurance system) is a corporate governance system whose guiding principle is product quality, meeting requirements, and ensuring customer satisfaction.
- Geared to continuous improvement to the products.
2 Introduction and operation
The first step of the introduction is the situation assessment, after which a schedule is made, with the exact task definitions and responsibilities. Top managers and staff involved in building a quality management system need to be taught what and why we will do it.
During the development of the quality system documentation, the quality policy of the organization must be formulated, in which the idea and goals related to the quality of the products and / or services and the satisfaction of the customers are recorded. An organization chart needs to be prepared.
The processes that determine the structure of the quality management system must be defined.
The Quality Management Manual, procedures, forms and records shall be prepared. From these, the system documentation must be compiled.
Some of the key points:
- Management Responsibility.
- Involvement of employees.
- Company-specific planning.
- Systematic approach.
3.3 Key performance indicators – KPI’s
Key Performance Indicators (KPIs) are concrete and quantifiable indicators of a company’s performance. They give an important picture of how the business works and show opportunities for greater success.
A KPI can only be as valuable as the activity or process measured by the KPI. Many companies make the mistake of applying industry-wide performance metrics to their own company systems - this leads to the detection of useless data that does not help the company operate.
Appropriate KPIs can be determined after clarifying the basics and objectives.
Defining a KPI
- What is the desired end result?
- Why is this end result important?
- How will we measure progress?
- How can we influence the end result?
- Who is responsible for the end result?
- How will we know that we have achieved the desired end result?
- How often will we evaluate progress in the process?
Effective use of KPIs requires regular communication, most of which are neglected, which can make the use of KPIs unnecessary.
- KPI's Rate the success of an organization.
3.4 Quality first Mentality
Quality is a term used and interpreted in everyday life, we can measure the goodness of something with it. To be clear, quality is nothing more than the conformity of a product or service (or process, system, or whatever) to our criteria. This is what the customer expects.
"Producing quality" can increase costs, but making something more expensive may not be better. For a production system, quality can also mean lower costs.
My favorite phrase:
Quality is not to be tested but produced.
3.5 Non-rework policy
There are more and more automotive companies that do not allow products to be repaired. There are several reasons for this. Now let’s look at just one that is significant to the success of the business.
I’ve already talked about losses in Lean principles. I will explain these in more detail in a later post, as I wrote. The buyer is only interested in value-creating processes. The repair is not like that. The repair is a loss for the manufacturer as it involves costs and reduces the time to create value.
- Rework =correction of faulty, failed or non-compliant products.
- The standard cost of defective work.
3.6 Timely delivery perfect product
The customer measures the manufacturer not only in price, quality, but also in reliability. One of its metrics is:
- Delivery reliability.
Few are aware that this is also an important measure of supplier evaluation, and this needs to be taken into account.
The customer demands punctual delivery as more and more companies try to produce just in time, thus reducing their warehousing costs. This requires punctual delivery.
3.7 Single digit ppm
In everyday life, it is usually sufficient to give parts of the whole as a percentage, and in some cases in parts per thousand. However, there are times when these are no longer enough. In this case, the introduction of new units is necessary. Production, quality is like that.
ppm: The whole part means one millionth.
Logically, the lower this number, the fewer defective products there are in a million manufactured products.
- Zero error rate to reach.
- Return Material analysis and corrective action (RMA)
- 8D etc.
Considering the above points will help you achieve your goal. where "0" error principle: the principle of striving for complete error - free operation. Following this principle, we constantly monitor our activities and, where necessary, improve them.
Technical conditions, their content and significance are a very extensive topic. It is not without reason that engineers have been educated for years. I will now deal only with the part closely related to production.
4.1 Manufacturing Machines
Any equipment used in production to produce the finished product.
It is important to know as much as possible about the equipment, in order to ensure the stability of production.
The points to watch are listed below.
4.1.1 Equipment list with details of production parameters
- List of equipment is needed:
- Expected capacity.
- With offers to give to whether a project is feasible.
- Production parameters agree on the technical possibilities.
4.1.2 Determination of setting parameters
- Power production reproducible.
- Same quality with repeated production.
4.1.3 Optimization of the preparation / production line- cells
- Reduktion handling time.
- Allows you to equalize your playing time. See later "Technical / Production Parameters".
I wrote in the previous point about manufacturing equipment. In order to create value with these, it is important to improve the condition and readiness of the equipment.
Maintenance is an activity designed to maintain the main function of an equipment.
Until the early 1950s, fault-tolerant operation was accepted. If something went wrong, the worker working on it fixed it. Large-scale series production was not typical, so the machine outage did not cause any particular problems.
4.2.1 Determination maintenance levels / operator, maintenance, etc.
- Clear definition of who is to perform the maintenance:
- Step 1: operator (eg cleaning).
- Step 2: maintenance staff (mechanical and electrical repair, where the machine has to be opened)
- Step 3: foreign power (requires special knowledge)
4.2.2 Introduction of preventive maintenance
- The repair is fire fighting to allow the production to continue.
- Preventive maintenance allows:
- Regular repair of the condition of the machines.
- Reduces the number and impact of quality problems caused by machines.
- The clutter of wearing parts reduces the number of machine defects and thus the time lost.
4.2.3 With maintenance to reduce the losses due to downtime
- See before.
4.3 Production parameters
In this chapter, I would not talk about production equipment, but rather about parameters that positively affect production.
4.3.1 Process Optimization - Cost reduction
- With the investigation of the processes "unnecessary" steps can be eliminated.
- So that the cost can be reduced, In addition, the cycle time is reduced.
4.3.2 Workstation optimization REFA - no loss by searching / waiting
- Everything at your fingertips, thus:
- Less Search
- Less waiting time
4.3.3 Cycle time setting - Earnings, Time usage- and human resource planning
- Cycle times to be fixed to the same production from.
- Fixed cycle times allow:
- Income Planning
- Calculation of cycle time (time required)
- Human resource planning, as it is for all the processes, steps, the number of employees required is specified manner.
- In all process changes the clock time will be reviewed / re-calculated
In a week, I’ll be dealing with logistics and costs.
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