Wie halten Sie die Qualitätskontrolle in der Automobilfertigung aufrecht, wenn die Produktionsfristen knapp sind?

When production deadlines are tight and volumes are high, quality can be maintained by implementing lean inventory management and adopting a 'first-time-right' approach to production. As volumes increase, inventory control becomes more manageable through faster turnover and just-in-time production. Any quality issues that arise can be swiftly addressed through closed-loop feedback, preventing accumulation and ensuring that quality remains the top priority in automotive. 1. Lean inventory: Minimize waste and maximize efficiency. 2. First-time-right approach: Products are manufactured correctly from the start to reduce rework 3. Closed-loop feedback: Quickly identifying and addressing issues through continuous feedback and improvement.

Having training done at a very detailed level matched with the team members complete buy in will complete any task. The maximum efficiency of a production line should already be established to maintain a quality product. Increase in sales only should generate capacity planning.

Right first time :) and increase frequency of quick improvement actions based on inspection/test results to drive quality KPI meet expectation

All the suggestions below have some merit, they show an obvious bias towards the maintenance of the quality systems and employee engagement. My priorities: - Let the entire team know what the situation is and what the requirements are. - Reinforce that quality errors reduce output, take resources to correct, and damage the customer relationship. - Follow the established procedures but, if a more efficient or better method can be developed it should be implemented AFTER it has been evaluated and approved.

La produción ajustada es un método de eliminación de desperdicios (ej: tiempos muertos entre procesos), orientado a la mejora productiva. Tanto en la fabricación de Automóviles como en otras fabricaciones de bienes durables o semi durables, mantener los principios Lean ayudan a mantener la calidad y a minimizar errores o defectos. No sólo obtendremos cumplimiento de plazos ajustados (ej: entrega justo a tiempo) sino que garantizan producción del alto nivel de Calidad. Es importante agregar, que los principios Lean deben ser aplicables no sólo en procesos productivos sino también en las cadenas de abastecimiento (ej: warehouse; line feeding, etc.)

Such a situation arises when your capacity vs demand match up with each other, in this case most important to be noted that now as a head of the plant Quality, quantity and On time delivery will have to ensure. So from my point of view (Skill & Experience) Quality Prospects - First - Will make a list of functional related issues and map with the processes so that we can rack & fix everything accordingly. Second - Will make a list of critical to quality dim. and map them with the processes so that we can track & fix everything accordingly. Quantity & OTD - Everyone should be aware about your plant processes cycle time, talk time and lead time if you have, it means you can easily measure your efficiency and fully fulfill your commitment.

Durante situaciones de crisis, la capacitación adecuada del personal es crucial para mantener altos estándares de calidad. Cuando los empleados están bien preparados, pueden responder de manera efectiva y tomar decisiones informadas. Esto puede ayudar a minimizar errores, garantizar la seguridad y mantener la confianza de los clientes y las partes interesadas. Además, una capacitación continua y actualizada permite que el personal se adapte a los cambios y desafíos inesperados.

Training your team is key in any operation. The continues training has to be detailed. The birds eye view training isn't enough. Training the nuts and bolts of your process is key for your trainers. One out of ten employees can bridge the gap, the rest will need to be trained.

A well-trained, multi-skilled staff is the ultimate form of quality control. - Continuous training eliminates waste by preventing errors and rework. - Empowered employees with multi-skills can handle various tasks, ensuring smooth production flow and acting as "quality inspectors" within the process. This lean approach builds quality into every step, minimizing the need for separate inspections and maximizing efficiency.

Lo primordial es que los jefes entiendan esta parte, hoy en día se tiene déficit de personal así que cuando llega personal nuevo no hay un tiempo correcto de aprendizaje y de adquirir habilidad las empresas y jefes deben entender que aunque tengan experiencia en el giro,la persona necesita tiempo y sin presiones. Que funcionaría -Tener un área específica de capacitación real con piezas de scrap, que la gente pueda aprender sobre piezas reales pero sin la presión de no generar scrap,evaluar el desempeño de cada persona, para que adquiera habilidad sin estar presionado con el flujo de la línea. -Que exista un líder capacitador alguien que tenga la expertis y la paciencia para enseñar en todas las empresas hay gente con estas características

Tenemos que tener los controles correctos para la prevención, muchos procesos se enfocan en la detección y eso hace que se tenga un posible escape. El uso del FMEA es algo crucial para que los procesos sean robustos

Hoy en día la tecnología ha avanzado, pero muchas empresas continúan en la idea de que la inspección debe ser aún a través de una persona si se invierte en tecnología, ahorras costos de mano de obra, los tiempos de inspección se eliminan bajas la carga de trabajo al personal pero ahorras en personal, por lo que la inversión de tecnología compensará dicha inversión al requerir menos mano de obra, mejorará la calidad con tus clientes, menos rechazos incrementa la confianza de los clientes y ahorras en costos de tercería o inspecciones adicionales, reduces la inspección y el riesgo de rechazos

Quality is not a place for short cuts in your process. Quality is the most expensive if not trained correctly. Quality is a step which we need to understand pay now or pay ten times more later. The details in Quality training have be understood and confirmed.

Robust systems along with good training material put together for operation specific I find works well Also you need to have a good gage calibration system in place.

Lean achieves this through techniques like - Poka-Yoke, which are mistake-proof mechanisms that prevent incorrect assembly. Imagine car parts designed to fit only one way, like a puzzle. Poka-Yoke eliminates rework and inspections, streamlining production. - Another key aspect is Jidoka, which empowers workers to stop the line and address quality issues immediately. By equipping them with the knowledge and tools to catch defects early on, lean manufacturing ensures consistent quality while maximizing efficiency.

In lean point of view, quality starts well before the assembly line. Here's why: - Supplier Collaboration: Lean sees suppliers as partners, not just vendors. Open communication and knowledge sharing ensure everyone is aligned on quality standards. - Proactive Problem-Solving: By working together, manufacturers and suppliers can identify and address potential quality issues early on, preventing delays and rework. Through close collaboration and clear communication, lean manufacturing builds quality into the entire supply chain, from the very first parts to the finished product.

My experience is the good partnershipment could help survive the critical periods of the company life. Keep it in your mind, treat your connections.

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'In process gauging' is a simple way to ensure proper quality of your products at each process, which in turn ensures defect free products. There are various in process gauging systems available in market to make your choice.

Employee engagement - make sure your team members understand the situation the company is in and you have them all on board to help improve the situation you all all facing. Ask for their ideas and empower them to be a part of the solutions. This is a critical first step because whatever the solutions are, you need them on your side and everyone pulling the same direction! Ask for their help and encourage their involvement = ZAPP number 4.

1.Quality has to be at the centre around which the whole manufacturing must revolve. So quality can never be compromised whatever may be the production deadlines. 2.In automobile 3 functions are critical: Run. Stop. Turn. Special focus to be given so that everything related to these 3 are in total control. These 3 must be covered adequately with pokayoke so that even in tight production deadlines, these are all not compromised. 3.Avoid manual data entry as much as possible by replacing through scanning. 4.Establish good real time feedback about quality issues, so that issues can be corrected quickly without accumulation of vehicles for huge correction. 5.Deploy licensed people at critical inspection points.

I would suggest to add a pre control limit to the control chart. That way, there would be enough time to react to bring the process within control and would also help in not missing any delivery schedule.