You're dealing with a surge in production volume. How do you maintain quality control standards?

Revisão e Otimização de Processos: Análise de Capacidade: Verificar se os processos existentes podem suportar o aumento de volume sem comprometer a qualidade. Otimização de Processos: Identificar gargalos e otimizar fluxos de trabalho para aumentar a eficiência sem sacrificar a qualidade. Reforço de Recursos Humanos: Contratação e Treinamento: Contratar pessoal adicional, se necessário, e garantir que todos os funcionários, novos e antigos, recebam treinamento adequado e contínuo em controle de qualidade. Equipes de Qualidade: Fortalecer as equipes de controle de qualidade para lidar com o aumento do volume.

El primer paso es juntas al equipo al de trabajo y una estrategia integral, donde cada departamento tenga clara su función y los recursos necesarios para ejecutar las actividades planeadas. Controlar la rampa de producción hasta llegar al máximo establecido, colocando filtros y puntos de control interprocesos, de la información obtenida realizar actividades en base a PDCA para mejorar la calidad del proceso. Reforzar la línea de producción con poka-yokes para el proceso y para el producto, una vez alcanzado los KPis revisar si es necesario continuar con los filtros interprocesos o mantener hasta lograr el resultado esperado.

Run charts can be a valuable tool for monitoring process stability and identifying any potential issues that may arise. By tracking key metrics over time, organizations can determine when they could reduce frequency. This approach allows for a more efficient use of resources and ensures that inspections are targeted where they are most needed. Furthermore, the need for inspection may vary depending on the industry and specific processes involved. Industries with strict regulatory or high safety standards may require more frequent inspections to ensure compliance and prevent any potential risks. Some industries with well-established processes and minimal variation may be able to reduce inspection frequency without compromising quality.

It should be a period scheduled in the Production plan as ramp up to increase Production volume periodacally until máximum capacity . In this period it is necesary to have aditional resources as manpower in order to stabalize the process and protect the customers doing quality checks , supporting technician, auditing the process etc .Once Quality KPIs and production volume are achived you can study reduce this Headcount

Buenas tardes estimada red. Las nuevas tecnologías, la AI, Industria 4.0 y Industria 5.0; son herramientas que debemos adoptar y aceptarlas de manera positiva, esto en el contexto q estamos tratando también es aplicable; ya q un aumento en la producción es directamente proporcional a una mayor actividad laboral de nuestro personal; conllevando a qué no puedan estar atentos a actividades de control de calidad. Si les ayudamos con equipos que nos detecten desviaciones en las especificaciones de producto y procesos; y que al momento de presentarse les informen es genial; para q sus energías se enfoquen en temas más complejos y poder disponer de un equilibrio entre disponer mejoras en producción y una buena gestión del control de calidad.

Boa tarde embora se tem um custo inicial alto em relação a tecnologia os ganhos a longo prazo são inúmeros , reduzindo consideravelmente os custos com mão de obra e aumentando o ritmo de produção , diminuindo o desperdício , a indústria 4.0 veio pra facilitar e ficar de vez em nossa vida

As already mentioned, automation needs an upfront “learning” of the equipment. Installing automation together with a production increase will most likely cause “stress”. In addition the equipment can’t be just installed, at least in my industry (automotive) the processes need to be approved by the customer. Introducing a higher automation rate needs some time. In this period the manual quality controls have to be maintained. If the volume increases is permanent, that seems feasible. For a short hike it won’t be.

Ter um bom treinamento com as pessoas principalmente com um bom controle de qualidade, se faz muito necessário, isso nos ajuda a ter um ambiente de produção mais seguro e eficaz , trazendo mais confiança nos processos e mais confiança para nossos clientes

Buenas noches. La educación y formación es la base de todas las actividades que realizamos en nuestra vida personal, social y laboral. Por esta razón, estoy alineado por lo expresado en el comentario; si se aumenta la demanda de producción se debe fortalecer al equipo de trabajo y la formación integral es la base de ello. En este momento hay que establecer un plan de entrenamiento con el area de talento humano que agregue valor y este totalmente alineado con la estrategia corporativa. Espero estimada red, q todos comprendamos que la educación y formación teórica práctica es y será la base para trascender y dar sostenibilidad.

I personally don’t like the topic “skill dependency”. I try as much as possible to put my operators into the situation that we face a human error. Even if you increase training, our operators still stay humans, who are influenced by several external aspects. Quality control is usually inevitable, but we need to produce quality. Main focus needs to be put on preventive measures, well performed FMEAs, equipment with latest technologies and including “quality” into the product design. Only better products allow less controls.

Estimular uma liderança para buscar melhorias contínuas, analisando processos e um bom treinamento com os colaboradores isso garante uma alta na produção.

Lors de l'accroissement des productions le système de feedback des données de qualité de production doit être plus affiné avec un accent sur l'évaluation des variations et leurs causes probable: car c'est cette procédure qui permet de déterminer les points qui ont besoin d'une plus grande implication du service de qualité

Absolutely. The later you identify a defect, the less scrap you produce. The better you know about your process, the better you might be able to restrict a potential failure to a smaller lot of products.

When production speeds up, it’s crucial to keep a close watch on the process to catch any issues early. With computerized SPC, you can monitor everything in real-time, seeing live trends of your quality status as production happens. This allows you to quickly spot and fix problems before they affect quality. It’s like having a dashboard that shows exactly what's happening, so even when production is running fast, you’re making sure each product meets the same high standard. SPC helps you assess the capability of your production process, allowing you to identify when poka-yoke or jidoka might need to be implemented. This proactive approach ensures that you can maintain and even improve quality, no matter how much production ramps up.

The supplier processes needs to be aligned/understood/approved anyhow. Not only in case of an increasing volume, or a first/second/third quality incident. Before a product and process approval, quality processes like measuring systems, go/no-go criteria need to be mutually and clearly specified, otherwise it’s a “call for trouble”

Lors de l'accroissement des volumes de production les procédures de contrôle qualité classique deviennent insuffisantes ou limité donc il est important de séquencer le processus en de plus petite étape basée sur l'identification des points critiques de contrôle, ensuite avoir un personnel formé capable de échantillonner et contrôle chacun de ses points suivant des valeurs de référence bien définis, et enfin avoir une bonne boucle de rétroaction capable d'identifier rapidement les incompatibilités ou les insufficances et mettre en œuvre les actions correctives correspondant.

I agree with everything you say! Personally, in anticipation of future increases in production volume, I would explore where our (already valued and quality assured) suppliers could provide additional capacity in areas where we hadn’t previously needed their help. They would almost certainly come up with workable solutions.

- Any surge or spike in production is nothing but a step change and we need to carefully practice the Change Management. The effectively we manage the change, the better we keep the quality control. - In my experience, Lean tools do help upto some extent but at times they are too basic to rely upon completely. Most of the time due to the sudden change, processes become unstable and process control doesn’t work until you achieve stability. - IMO, every industry is different and there no single thumb rule works for all. You need to understand your processes, your resources, your bottlenecks and take a relevant step to manage the change and keep the quality in control. Training people with changed scenario does stands helpful.

Internal resources; whether that be open up OT, add temps or even FT headcount. Never overwhelm the existing production process flow rushing because it more often comes back to haunt in the form of Non-conformances rework or complaints at some point, causing more time and money with unfortunate reactive measures needed later.

Lors d'une augmentation des volumes de production, le système de contrôle qualité doit surtout éviter dans des schéma de sequencage sans au préalable définir les valeurs de contrôle et les mesures correctives applicables à chaque insufficances, sinon au lieu d'assurer un meilleur service de contrôle qualité rentable pour la structure elle sera plutôt une source source de surcout sans valeur ajoutée à la qualité totale