How to enhance quality management in the automotive industry | Webinar | SoftExpert

How to enhance quality management in the automotive industry | Webinar | SoftExpert


hello everyone and welcome to our webinar how to enhance quality management in the automotive industry my name is Fabian Schrader and I’m a product and marketing manager here at soft experts today’s webinar will be presented by mr. girls-only data concerns over 10 years of experience in the financial and business development fields working in large companies both in the United States and Brazil as a financial analyst business strategy consultant and project resultant I wish you our great webinar thank you very much for the introduction to be is consistently meeting and exceeding customer expectations and requirements eliminating waste and pursuing continuous improvements are just some of the most common challenges faced by companies in the automotive sectors across the globe today to face these challenges companies need to manage quality through processes that engages all different divisions departments and levels of the organization the goal is to deliver the highest value for the customer at the lowest cost while also achieving sustainable profits and economic stability for the company while every organization should implement its own specialized form of quality management there are just some basic core principles that guide every quality effort the single most important element of quality management is the focus on the customer during the quality process we will strive to frequently hear from our customer from this basic concept that the customer is the ultimate determinant of quality come the other principles of quality management all types of automotive industries have reduced costs increased process efficiency and improve the quality of their products and services by working to meet the needs of the people they serve through the application of total quality management TQM principles learning the principles and practices of TQM will help you achieve outstanding results and enlist the support of top management in advance in this concept within the organization enabling area managers or supervisors to create a work environment that gets the best from its workers the we’ll be reflected in the results delivered to the customer with growing global competition quality management is becoming increasingly important to the leadership and management of the automotive industry quality management principles provide the understanding of and guidance on the application of quality management so by applying the following quality management principles organizations will produce benefits for customers owners employees suppliers and society as a whole so what is total quality management total quality management or TQM is a management approach that originated in the 50s and has steadily become more and more popular since the early 80s Total Quality is a description of the culture the attitude and the organization of a company that strives to provide customers with products and services that satisfy their needs the culture requires quality in all aspects of the company’s operations the process being done right the first time and defects and waste eradicated from operations total quality management or TQM is a method by which management and employees can become involved in the continuous improvement of the production of goods and services it’s a combination of quality and management tools aimed at increasing business as well as reducing losses due to wasteful practices now some of the companies would have implemented TQM include Ford Motor Company Motorola and Toyota so today high quality is absolutely essential to meet customer requirements so what are the basic principles of TQM so here we see the seven concepts of TQM they include customer service where the main idea is to identify and meet customer needs continuous improvement where the main idea is a philosophy of never-ending improvement employee empowerment where the main idea here is that employees they are expected to seek out identify and correct every single quality problem use of quality tools here the main idea is the ongoing training of employees in the use of different quality tools product design the idea of product design is that quality should be built into the process sort of quality problems should be identified and then corrected process management here the idea is that quality products come from quality processes many supplier quality here the main idea is that quality concepts must extend to all of the company suppliers so now let’s take again a little bit deeper into each one of these ideas so the first and the most important characteristic of TQM is the attention granted by the company to the clients within the automotive industry as well quality must satisfy and overcome the clients expectations the purpose is the identification and then meeting the clients needs now TQM admits that a perfectly built product has a reduced value if that product is not what the client desires this is why we say that all d-level is guaranteed by the client in any case it’s not always easy to determine what the client desires because the taste and preferences of each client changes also clients expectations vary from one client to another let me give you an example in the automotive industry the preferences you know they change very fast from small cars to four-wheel-drive vehicles and then you know back to small cars the companies they must gather information constantly by doing research groups market studies and meeting with clients in order to remain close to the clients tastes so in the automotive industry the main benefits of applying this principle are the following increased revenues and market quota obtained through flexibility and quick answer related to market opportunities increased effectiveness regarding the use of organization resources in order to increase the client satisfaction the improvement of clients Lloyd’s degree which has a result of bringing new repetitive business transactions now the application of these principles will also lead your company to researching and comprehending the client’s needs and expectations assuring the fact that the organization’s objectives are correlated with client’s needs and expectations communicating these needs and expectations with the organization measuring the client’s satisfactions and acting according to the obtained results as well as the systemic management of the relationship with the clients know customers expectations are always changing and typically rising as quality management begins to yield results so it’s very important to remember that when customers are assessing quality they’re not simply comparing us to our performance last year but they’re comparing us to every other organization that is serving their needs so TQM is mainly concerned with the continuous improvement in all work from high-level strategic planning and decision-making to detailed execution of work elements on the shop floor it stems from the belief that mistakes can be avoided and defects can be prevented it leads to continuously improving results in all aspects of work as a result of continuously improving capabilities people processes technology and machine capabilities continuous improvement must deal not only with improving results but more importantly with improving capabilities to produce better results in the future one of the approaches that can help companies be continuous improvement is the plan do check act cycle or the PDCA cycle and describes the activities of a company needs to perform in order to incorporate continuous improvement in its operation the circular nature of the cycle shows that continuous improvement is a never-ending process okay so let’s just take a look at the specific steps of the cycle let’s not what plan the first step of the PDCA cycle is to plan managers must evaluate the current processes and make plans based on any problems that they find they need to document all current procedures collect data and identify the problems this information should then be studied and used to develop a plan for improvement as well as specific measures to evaluate performance the next step in the cycle is implementing the plan during the implementation process managers should document all changes made and then collect all the data for evaluation the third step is to check the data collected in the previous phase the data is evaluated to see whether the plan is achieving the goals that were established in the plan phase the last phase of the cycle is to act on the basis of the results of the first three phases the best way to accomplish this is to communicate the results to other members of the company and then implement a new procedure if it has been successful so note again that this is a cycle so the next step is to plan again after we’ve acted we need to continuously evaluate the process planning and reporting the cycle all over again the main benefits in applying this principle in the automotive industries are the alignment of improved activities at all levels with strategic intentions of the organization the flexibility to react rapidly at the occurrence of any opportunities and the application of this principle will lead companies to the existence of a consequent approach at the level of the entire organization for the continuous performance improvement the assurance for the organization employees of an adequate training regarding methods and instruments for the continuous improvement the establishment of specific objectives able to guide the continuous improvement and of certain act to be able to provide the continuous improvement forums employee empowerment employee involvement evolved out of the businesses need to improve performance the impact of human resources in the organization depends on the kind of empowerment given to them in TQM the role of employees is very different from what it is in traditional systems here workers are empowered to make decisions relative to quality in the production process they’re considered a vital element of the effort to achieve high quality their contributions are highly valued and the suggestions I implemented in order to perform this function employees are given continual and extensive training in quality measurement tools making the decisions within the organization represents a process of large activities by which you choose a variant of action from several possible tools according to this principle the effective decisions are underlined on complete and safe information which are analyzed logically and intuitively the main benefits of applying this principle are decision based on information and an increased ability to demonstrate the effectiveness of the previous decisions by reference to real records now TQM places a great deal of responsibility on all workers so if employees are to identify incorrect quality problems they need the proper training they need to understand how to assess quality by using a variety of quality control tools how to interpret findings and how to correct problems these are sometimes called the seven means for quality control which include cause and effect diagrams scatter diagrams flowcharts Pareto chart histogram control charts and checklists they’re all easy to understand and at the same time extremely useful in the quality problems identification in the mail sometimes the employees may use one mean but often the use of a combination of means is of great help we will further refer to two of the seven means of quality control namely the cause and effect I agree in the control charts cause and effect diagrams are charts that identify potential causes for particular quality problems they’re often called fishbone diagrams because they look like the bones of a fish this here is an example of soft experts cause and effect diagram the head of the fish is the quality problem such as let’s say damaged zippers on a garment or broken valves on a tire the diagram is drawn so that the spine of the fish connects the head to the possible cause of the problem these causes should be related to the machines workers measurements suppliers materials and many other aspects of the production process each of these possible causes can then have smaller bones that address specific issues that relate to each cause for example a problem with machines could be due to the need for adjustment old equipment or tooling problems similarly a problem with workers could be related to lack of training post supervision or even fatigue cause and effect diagrams are problem-solving tools commonly used by quality control teams specific causes of problems can be explored through brainstorming these charts are used to evaluate whether a process is within expectations relative to some measured values such as weight width or even volume for example we could measure the width of a tire when the production process is operating within expectations we say that it is in control to evaluate whether or not a process is in control we’ve regularly measured the variable of interest and plotted on a control chart the chart has a line down the center representing the average value of the variable that we are measuring and below the center line are two lines called the upper control limit or UCL or the lower control limit LCL as long as the observed values fall within the upper and lower control limits we say that the process is in control and there is no problem with quality now when a measured observation falls outside of these limits then there’s a problem now a critical aspect of building quality into a product is to ensure that the product design meets the customers expectations this typically is not as easy as it seems customers often speak in everyday language so for example a product can be described by a customer as attractive or strong or safe however these terms can have very different meanings to different customers what one person considers to be strong another may not to produce a product that customers want we need to translate the customers everything language into specific technical requirements however this can be quite a difficult task a useful tool for translating the voice of the customer into specific technical requirement is the quality function deployment or qfd quality function deployment is also useful in enhancing communication between different functions such as marketing operations and engineering QFT begins by identifying important customer requirements which typically comes from the marketing department these requirements are then numerically scored based on their importance and the scores are then translated into specific product characteristics evaluations are then made of how the products compares when its main competitors relative to the identify characteristics finally specific goals are set to address the identified problems the resulting matrix looks like a picture of a house and is often called the house of quality qfd enables us to view the relationship among the variables involved in the design of a product such as technical versus customer requirements this can help us analyze the big picture for example by running tests to see how changes in certain technical requirements of the product affect the customer requirements an example is an automobile manufacturer evaluating how changes in materials could affect let’s say customer safety requirements this type of analysis can be very beneficial in developing product design that meets the customer needs and yet it does not create unnecessary technical requirements for production now in traditional Production system design the sole objective was productivity in terms of cost per unit or worker hours per unit recently the value of flexibility has been recognized and the often takes explicit role in production system designs first to refute the theory of quality is wholly determined by product design we present two pieces of evidence from Ford Motor Company that demonstrate that the production system affects quality after Ford acquired Jaguar Jaguars quality improved rapidly this is due to Ford adopting Toyota’s production process at the Jaguar plant these improvements will not due to product design changes but due to production system changes which indicates that the production system affects quality one of Ford’s parts applies even reported that Ford analyzed incidents when defective purchased parts cost Ford to halt shipments of vehicles and that Ford concluded that manufacturing problems caused about 83% of these incidents while design problems caused only about 17% now according TQM a quality product comes from a quality process that means that quality should be built into the processes quality at the source is the belief that it is far better to uncover the source of a quality problem and corrected then to the Scott defective items after product if the source of the problem is not corrected the problem will continue quality at the source exemplifies the difference between the old and the new concepts of quality the old concept focused on inspecting Goods after they were produced or after a particular stage of production if an inspection revealed defects the defective products were either discarded or sent back for reworking all of this cost the company tons of money and these costs were passed on to the customer the new concept of quality focuses on identifying quality problems at the source and correcting them TQM extends the concept of quality to a company suppliers the philosophy of TQM extends the concept of quality to suppliers and ensures that they engage in the same quality practices if suppliers meet preset quality standards the materials do not have to be inspected upon arrival today many companies have a representative residing at the suppliers location thereby involving the supplier in every stage from product design all the way to final production in order to retain certain advantageous relations we must analyze the following steps establishing the fields in which mutually advantageous relations could be developed between the suppliers and the organization create a list with potential partners identifying the presses with decision powers within the supplier organization forming a team responsible for the development of new relations developing the mission and objectives which underline the partnership the main benefits of applying this principle includes increased ability to create value for both parties flexibility and speed of the common answer to the market changes all the clients needs and expectations modifications the optimization of costs and resources and the application of this principle will lead to the establishment of relations able to balance the short-term profits with the long considerations the identification and selection of key suppliers the establishment of a clear and open communication system the communication of information and future plans the establishment of common development actions and of certain improvement activities in the suggestion encouragement and recognition of the suppliers improvements in accomplishments now another way to make sure that you are complying with total quality management in your company is to meet the standards and be certified by ISO 9000 as well as the quality regulation specific to the automotive industry called IETF 6949 the goal of ISO 9000 is to despread the culture of standardization through a set of quality guidelines that helps companies to meet the standards required to certify the customers needs iso 9000 can be applied to any company regardless of sector or size the IETF 6949 was first developed in 1999 as an iso tango standard known as iso/ts 16949 and today is one of the most widely used international standards of quality management in the automotive industry with the publication of a new global industry standard by the International automotive test for or the IETF the latest version of the regulation known as the IETF 6949 was developed with an unprecedented level of Industry feedback and engagement by the aiag members representing North America the ia TF 6949 defines the quality system required for the design development manufacturing installation and servicing of automotive related products the certification is a mandatory industry requirement to align automotive quality systems throughout the world the regulation is implemented in conjunction with and as a supplement to ISO 9001 therefore I ATF 6949 is no on a standalone quality management standard the goal is to accentuate defect prevention provide continuous enhancements and decrease waste and disparity within the supply chain now as we all know the automotive industry continues to be one of the most challenging in vital sectors in almost all industrialized economies faced with radical changes in environmental policies commodity volatility in global market automotive companies must have well-rounded systems in place in order to succeed soft expert offers the industry’s most advanced in comprehensive software suite for compliance and quality management that meets the unique needs of the automotive industry in all aspects from managing Product Lifecycle to performance indicator monitoring environmental health and safety management and much more the solution enables automotive organizations to map analyze and continuously improve the efficiency of operations by integrating to a single platform different management frameworks including product development management regulations advanced product quality planning failure mode and effect analysis the statistical process control calibration performance documents and record management and much warm thank you all for taking part in this presentation if you have any questions or would like to get in touch with guests please e-mail him at Gustavo Oliveira at soft expert comm form our webinars please visit our website www.engvid.com see you next time


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