In today’s competitive mechanical engineering industry, ensuring consistent quality is paramount. KCG’s project aimed at improving quality performance, focusing on leadership, coaching, and the development of quality staff while fostering a positive quality culture. The project was driven by a clear approach: through effective leadership, problem-solving, and a culture of continuous improvement, KCG sought to elevate the standard of quality across the client’s operations.
Enhancing Quality Performance
At the core of the project’s strategy was the application of the 8D approach to problem-solving. This structured method helps identify, correct, and prevent quality issues, ensuring that problems are addressed at their root causes. Alongside the 8D methodology, statistical tools and additional problem-solving techniques were deployed to gain insights into quality performance and pinpoint areas for improvement.
A crucial part of this approach was the analysis of both the “Voice of the Process” and the “Voice of the Customer.” By closely monitoring internal process performance and aligning it with customer expectations, the team was able to tailor solutions that addressed the specific needs of both the manufacturing process and the end customers.
Supplier Quality Management
A significant aspect of the project involved managing and enhancing supplier quality. KCG led the Supplier Quality Organization with a strong focus on resolving quality issues collaboratively with suppliers. This partnership was key to improving the raw material quality, as close collaboration ensured that both parties worked together to identify and resolve material-related issues. By enhancing supplier quality, KCG contributed to a reduction in defects, ultimately benefiting the overall manufacturing process.
Monitoring Quality Metrics
The project employed various Key Performance Indicators (KPIs) to monitor quality metrics effectively. These KPIs, such as First Time Quality (FTQ), scrap rate, and internal quality issues, were tracked on a daily basis to ensure quick responses to quality concerns. A primary goal was to reduce customer PPM (Parts per Million) for both internal and external customers, ensuring that the products met the highest standards.
Continuous monitoring allowed the team to identify areas where performance could be improved, leading to consistent reduction in quality issues over time.
Failure Analysis and Problem Resolution
When quality issues did arise, KCG applied best-practice failure analysis methods like the 5-Why technique, Fishbone Diagrams, and the 8D approach. These tools allowed the team to dig deeper into the root causes of problems and implement targeted corrective actions. The reduction of customer complaints was a key performance goal, and through the application of these methods, complaints were reduced by 8%.
Introduction of Quality Principles
To create a long-lasting impact, KCG introduced fundamental quality principles across all production areas, with a particular emphasis on 1-Piece Flow. This principle ensures that each unit of production is individually tracked through the system, reducing errors and increasing efficiency. Operators were trained to understand the importance of quality principles, ensuring that the workforce was actively engaged in maintaining high standards.
Additionally, internal audits were introduced, including layered audits and product audits. These audits provided an additional layer of assurance, helping identify any lapses in quality early and addressing them before they impacted production or customer satisfaction.
Handover to New Quality Manager
One of the final goals of the project was to ensure sustainability and a seamless transition as KCG handed over responsibilities to the new Quality Manager. This transition was designed to ensure that the improvements made during the project would continue, fostering a long-term, stable quality culture within the organization.
Results and Achievements
The results of KCG’s intervention were clear. Customer complaints were reduced by 8%, a significant improvement that reflected the success of the problem-solving and quality improvement strategies. Through close collaboration with suppliers, raw material quality saw substantial improvement, which had a direct positive impact on the overall product quality.
The introduction of 1-piece flow in production led to better tracking and reduced errors. Furthermore, the implementation of internal auditing processes established a rigorous framework for ongoing quality assurance.
The overall success of the project not only elevated the client’s quality standards but also set the stage for continuous improvement, with a focus on long-term sustainability.
