What are the best quality control methods for speeding up Automotive Manufacturing processes?

Holistically, I would point to a World Class Maintenance program followed by a robust direct employee machine care process. Both of these drive World Class safety, quality, and production. To accomplish both programs, the leadership structure must be sound and definitive. The programs must be driven by continuous improvement goals being followed through with. To improve any process, you should implement cross-functional teams with the necessary skillset and knowledge to develop processes that do not complicate an already complex status.

Statistical process control (SPC) is a method of monitoring and controlling the variation in the production process using statistical analysis. SPC involves collecting and plotting data from the process, such as measurements, counts, or attributes, and comparing them with predefined control limits. If the data falls within the control limits, it means that the process is stable and in control. If the data falls outside the control limits, it means that there is a special cause of variation that needs to be investigated and corrected. By using SPC, you can detect and prevent problems before they affect the quality, reduce the inspection costs, and improve the process capability.

Reducing inventory to less than 2.5 days has caused customer production to stop at suppliers with less than optimal inventory control.

SMED (Single Minute Exchange of Dies) is an effective methodology that primarily focuses on 'Quick change Over' through reduction of Non Value Added time during the Change over process. SMED is implemented with steps detailed as below: 1) Understand current Process (AS_IS) 2) Identify internal,external activities & NVAs 3) Standardize External activities (Determine Prerequisites/ External Activities are the jobs that doens't necessarily need machinery equipment to undergo downtime) 4)Convert Internal Activities to External ones (Internal Activities needs equipment to undergo downtime. Eg:Tool fitments, Die exchanges etc) 5)Improve internal & external set up mechanism. 6)Explore opportunities for process Automation. 7) Repeat Step 1 to 6

If you don’t have an error proofed process, speeding it up will not help. Making defects faster doesn’t solve anything. Sadly, many don’t see this and get caught up in thinking they are gaining capacity.

Great way to track how the process is running. That said some suppliers fail to use the data they collect. If you spend the effort to get it use it.

Statistical Process Control is great if it is taught well and not cheated. Do not spin the data, and keep clear Red, Yellow, Green Indicators of where is operating and where it is heading. Make sure everyone knows what the data means.

I think detection and prevention is key. There is no such thing as perfection, but the ability to be able to correct a problem quickly and dynamically goes a long way. It can take decades for a brand to recover from a manufacturing issue that caused reliability concerns and or quality control concerns on their top selling vehicles. These days customer loyalty is very important. Word of mouth/social media can have a big impact on sales. Dodge is just now recovering from having a long stretch of building very unreliability vehicles.

In my experience the process has to be monitored by quality using ANSI 14.5 sample method Continuously throughout the process (all steps of the process) until the part is complete. Depending on how large the parts are of course, there are methods of checking parts with lasers in between steps as the parts flow. Also monitoring part travel distance for repetition.

This is a great tool for predicting the process variations due to assignable causes or common causes. Helps to identify the abnormalities and quickly fix the issues. Especially for continuous production, implementing SPC helps to monitor the process and ensure to take action to keep the process within UCL and LCL limits. The data helps of understand the process capability.

On first place it should be implemented on correct way, and by that its meant considering sensor/system capabilities and doing proper acceptance and validation. Automated qc (in-line/at-line) systems can reduce: 1. Time for any manual or external stakeholder control 2. Reduce time for process adjustments 3. Always have real-time data for current process Cp/Cpk 4. Exclude human error during quality check 5. Keep data records and (if AI supported) can predict major issues or communicate with adjusting systems to timely react. Of course data-base stored on cloud systems can be used for various analysis. The more complicated system is, more often checks, validations and more strict environmental conditions on shop-floor is required

Automation is certainly the best way of inspection and quality for the automotive manufacturing process, of course always evolving with better automated equipment, such as sensors, cameras and software, avoiding as much human error as possible.

I’ve always been an enthusiast for automated systems. They make operations so much faster and more accurate, provided the systems are properly designed. By this, I mean using the best and updated version of sensors, proper calibrations, and sophisticated lines of code/algorithms to not only perform the operation but also be able to consider human factors.

ICT, SPI has managed to reach a very reliable level when it comes to measuring electronic components on PCB boards. I know the level of confidence and precision are related to technology that is quick and easy to access.

Love this product. Operators that are great still can make failures. Automated inspection can fill the human failure gap where possible

This is a great tool for optimising the process. Performing DOE to understand the correlation between input, output, and statistically compare the results to understand the standard deviation would be great start.

(DOE) One of the quality aspects. Combining mistake-proofing design with an ongoing quality-checking system ensures top-notch quality.

I’ve been a BB for over 20 years and not once have I used DOE. Why? Because long before DOE, Special Cause Variation needs to be eliminated. And not once has SCV been thoroughly identified, investigated, or solved before someone suggests DOE. Before getting fancy, go back and really look at your equipment, machinery and process. Many times, the answer can be very obvious without delving into too many problem solving tools.

With the overall complexity of cars only going up problems and solutions will only get more difficult. DOEs will that are well thought out are a must to find the best most cost effective solutions

For instance, consider the production of advanced car navigation systems. Using DOE, manufacturers might alter variables like soldering temperature or circuit board material, observing the impact on product durability or functionality. DOE's statistical analysis pinpoints optimal settings, enhancing product performance while minimizing trial-and-error. This method saves time and resources, ensuring the production of robust, high-quality automotive electronics. Embracing DOE in automotive manufacturing leads to more efficient processes and superior product quality, essential in today's technologically driven automotive market.

Quality function deployment tool is very mandatory for automotive industry. Concerning stage where some organization locate in their supply chain, the value and effectiveness could vary. However, when transferring the voice of customer to the voice of process, the real benefit could understand when transfer the all needs and expectations of a customer to organization capabilities.

Safety 1st, Quality 2nd... right? OK. Continuous Quality Improvement should be the goal, can we improve Safety, Quality and Productivity and not sacrifice one for the other? How many times are unlimited resources spent on making things faster, but not balancing speed with quality? Good, Fast and Cheap – pick two. When you get a quality gain, you have to reinvest a portion of the savings for the next round of improvements, they get harder and harder to find the more capable your process levels up.

In the automotive wire harness industry, Quality Function Deployment (QFD) was effectively used by a leading manufacturer to improve their vehicle's electrical systems. Recognizing customer demands for reliability and ease of maintenance, they applied QFD to translate these needs into specific design requirements. This led to the use of higher-grade materials for wiring insulation and more accessible connectors, enhancing durability and simplifying repairs. The process also streamlined wire harness routing, reducing wear and tear. This strategic application of QFD not only increased the electrical system's reliability but also boosted customer satisfaction, demonstrating the impact of customer-focused design in automotive manufacturing.

QFD or the voice of the customer should be clear to make a product that is well made, designed and manufactured to the best of standards.

An often overlooked tool is layered process audits. It’s a great way to bring different perspectives and attention to manufacturing cells that might be struggling or are critical. LPAs democratize feedback and bring management to the operators level. Digital tools can provide virtual access to LPA results to create virtual forums .

Quality Culture is the real challenge. Without having the right quality culture throughout an organisation, consistent and repeatable quality will not be achieved. Tools like QFD, DoE, SPC and those captured by Lean Manufacturing are only part of the story. Automated inspection and AI are excellent, but can have a negative affect on quality culture. People can switch off if they think that their mistakes will be picked up by an automated process. No one thing will guarantee quality. Quality needs to be embedded in everything, from concept to series production, processes, engineering, measurement, reporting..... Everyone needs to understand how they can affect and contribute to quality. Without this any measures will be prevention not cure.

This article makes no real sense. It is the typical "let's talk about tools" questions. Anything on that list can be searched on the internet and you will find hundreds of classes, examples and instructions. There is no structure. This is the same lack of understanding we had with the 7 basic tools and TQM. Here are some tools "what time this afternoon will things be better?" It doesn't make any sense. We all leaned the scientific method in elementary school. Now we think we have these "new" methodologies like PDCA and Six Sigma that are version of the scientific method. The operative word being method. It will take more than a random walk through a few tools to improve anything.

Controls and Validation of Change Management As we all know, "Change is only Permanent" and it's a continuous journey. The right way to speed up the Quality Control is to focus on 4MTE (Man-Material- Machine- Method- Tool - Environment ) change and verify and validate systematically in certain frequency as a part of periodic or routine check by the Quality Professional. If you are truly able to manage the change, surely you will be able to control the Quality.

First I would need to know why the need to speed up then choose the correct approach to increasing the speed of production. Always must first understand the "why"