Rationale
Digitalization is a significant trend in quality management across various industries The adoption of digital technologies enables companies to enhance the efficiency of their quality management systems through the implementation of advanced digital tools and systems.
In the era of Industry 4.0, businesses are increasingly adopting document digitization solutions to enhance operational efficiency, boost performance, and reduce time and costs Bosch Vietnam, a prominent provider of technology and drive belts, recognizes the importance of digitalization in maintaining its competitive edge and is committed to integrating digital systems into its quality management processes.
Digital libraries play a crucial role in enhancing quality management processes by centralizing a collection of digital resources, such as documents, images, and videos The implementation of a digital library allows companies to streamline their operations, improving overall efficiency and accessibility to important information.
The BQMS of the QMM department at Bosch Vietnam is crucial for ensuring high-quality products through effective control, evaluation, and management However, employees face challenges and inefficiencies when relying on traditional documentation and data storage methods, leading to increased time and effort in their tasks.
The article discusses the importance of enhancing quality management efficiency through digitalization in business applications, specifically focusing on the digital library of BQMS at Bosch Vietnam It aims to enable better monitoring and control of product quality by proposing tailored digitization solutions that improve work efficiency, elevate product quality, and reduce errors in the overall quality management process, particularly in the management of critical documents.
Objective
- Raised issues raised about quality control activities, especially important document control issues at the BQMS department of the Quality Management and Methods department at Bosch Vietnam Co., Ltd
- Proposing solutions for digitization and implementing digitization solutions to help perfect the document management system, contributing to improving the efficiency of quality management activities at the BQMS department
- Develop a user-friendly application that consolidates all BQMS information, providing a single point of access for all stakeholders and improving overall productivity
- Improve document control with a centralized and standardized the BQMS failure mode picture library, ensuring easy access, better organization, and secure data management
- Evaluating the effectiveness of the implementation process and the results achieved.
Scope and object
- Scope of space: BQMS Department - Bosch Long Thanh Factory - Bosch Vietnam
- Scope of time: Analyze the current situation of operations at the BQMS department from 2021 to 2022
- Scope of content: Digital application builds failure modes library system based on standard documents at BQMS department
Subject: BQMS department at Bosch Vietnam Co., Ltd
Research methodology
Analyzing secondary documents, specifically reports from the quality department from 2021 and 2022, reveals key document management issues that hinder the company's defect detection capabilities This method of utilizing existing documentation facilitates efficient information gathering, ultimately contributing to enhanced skills in identifying defects in the future.
The document directory of the quality department contains data updated over the last two years, specifically 2021 and 2022, which accurately reflects employees' awareness and detection of defective products.
To enhance product defect detection skills at the factory, it is essential to utilize quality control tools such as survey forms, fishbone diagrams, and Pareto charts for data collection to identify root causes Additionally, conducting interviews and consultations with quality experts will provide insights into the current state of employee visual inspection practices By collaborating with these experts, targeted solutions can be proposed to improve employee skills, ultimately boosting the performance of the BQMS within the Quality Management and Method Department.
Structure of report
The report consists of four chapters, specifically:
Chapter 1: Introduction about Bosch Vietnam Co., Ltd
In Chapter 1, the author provides a comprehensive overview of the company, detailing its history of formation and development, areas of operation, product offerings, and the organizational structure, with a particular focus on the BQMS department This chapter aims to give readers a clear understanding of the business as a whole.
In this content, some concepts and theoretical basis for the topic are included That is the theory of digitalization, digitalization in business, EAS, PAS, digital library, etc
Chapter 3: Analysis of status of BQMS at quality management and method department
In this section, the author will present some operational issues and challenges at the BQMS department
Chapter 4: Proposing solutions to improve the operational efficiency of the BQMS department at Bosch Long Thanh factory
At the end, the author proposes some solutions based on actual problems that enterprises are facing to contribute to improving the performance of the BQMS
4 department Finally, evaluate the results of implementing solutions to improve operations of the BQMS department at Bosch Vietnam
INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD
Introduction about Bosch Vietnam Co., Ltd
Bosch has significantly expanded its presence in Vietnam since establishing its first representative office in Ho Chi Minh City The company now operates two branch offices in Hanoi and Da Nang, along with a Powertrain factory in Dong Nai province that specializes in producing continuously variable transmission belts (CVTs) for vehicles Additionally, Bosch runs a Technology and Enterprise Solutions R&D center and an Automotive Technology R&D center in Ho Chi Minh City, with the former expanding its operations to Hanoi in June 2022.
In fiscal year 2021, Bosch recorded a consolidated revenue of approximately 192 million euros in Vietnam As of December 31, 2021, Bosch employed more than 5,000 associates and has diversified business operations in Vietnam
As of today, all four Bosch business areas, namely Mobility Solutions, Industrial
Technology, Consumer Goods, Energy Technology and Construction, have operations in this country
Figure 1 1 Facts and figures about Bosch in Vietnam in 2021
1.1.1 Bosch Powertrain Solutions factory in Dong Nai
Name: Bosch Vietnam Co., Ltd
Figure 1 4 Logo of Bosch Vietnam Co., Ltd
Address: Road No 8, Long Thanh Industrial Park, Long Thanh District, Dong Nai Phone: 0251 6262 585
Company website: bosch.com.vn
Market: Global, especially China, Japan
History of formation and development
After a long development journey, important milestones of HcP include:
- October 22, 2007: The construction project of HCP factory was started
- August 1, 2008: HPP put into operation the first transmission belt assembly line at a leased factory in the high-tech park
- December 16, 2010: Starting to move operations to the finishing factory
- 03/01/2011: The first Element production line started operation
- July 3, 2012: For the first time, HcP can produce Loops by itself
- October 2013: TGA technical vocational training program is applied in Vietnam
- June 2014: HPP produced 10 million transmission belts
- March 2017: Marking the milestone of 20 million products manufactured in Ho Chi Minh City
- 2018: Celebrating 10 years of establishment and marking the milestone of 25 million products manufactured in HCP
Field of activity and products
The Bosch Powertrain Solutions factory in Dong Nai, Vietnam, is a leading manufacturer of continuously variable transmission (CVT) belts, having commenced production in 2008 In its inaugural year, the factory produced 1.6 million CVT belts, and by March 2018, this number had exceeded 25 million Currently, CVT belts are produced at three Bosch factories worldwide, located in the Netherlands, Vietnam, and Mexico, with the Dong Nai facility being the largest CVT belt factory in Bosch's global operations.
Bosch specializes in the development and manufacturing of transmission belts for CVT (Continuously Variable Transmission) systems, which are crucial for vehicle operation A damaged or absent transmission belt can prevent a car from running altogether These drive belts optimize engine efficiency, maintain ideal performance levels, minimize fuel consumption, and lower CO2 emissions Each CVT belt consists of hundreds of uniquely designed steel elements arranged in two loops, contributing to its functionality and durability.
Organization chart at HcP factory
At HcP, the Chief Commercial Officer (HcP/PC) and Technical Director (HcP/PT) will be responsible for making decisions, goals and development orientations for the entire company
In addition, there are departments under direct management from the factory leadership:
- HcP/CTG (control room): managing the company's budget and finance
- HcP/ICO (information organization and coordination department): dealing with related issuesto information security, support to install software on the company's system
- HcP/LOG (logistics management department): inventory management, raw quantity input and output materials and the number of products per order delivered to the customer row
- HcP/TGA (digital training center): technical training program to provide provide young, dynamic and creative internal resources
- HcP/HRL: responsible for training, recruitment, salary and benefits for employees staff
- HcP/FCM (facilities management department): equipment and facilities management ensure always in good condition to serve the needs of employees
- HcP/HSE (health and environmental safety department): responsible for safety at the factory, conduct safety training before employees enter the production lines
- HcP/MSE3 (production department): responsible for assembling elements and loopsets to create into a finished product
The PS/QMM (Quality and Method Department) is dedicated to ensuring product quality by conducting training sessions on essential methodologies like Statistical Process Control (SPC) and Failure Mode and Effects Analysis (FMEA) They also focus on maintaining high customer satisfaction levels through rigorous internal audits and IATF certification audits.
The PS CT/ETC (Technology Center Department) serves as a key development partner for Engineering Testing techniques, providing essential support for transmission technology products at Bosch Vietnam Global South and Bosch This department is responsible for planning and executing testing strategies, as well as analyzing results Their testing encompasses various aspects, including product support belts, document control, risk assessment, engineering changes, and 8D methodologies for current products.
- HcP/MSE1 (production department): responsible for element production
- HcP/MSE2 (production department): responsible for loopset production
- HcP/TEF (maintenance department): manage maintenance of document and machine systems, solve problems when there is a breakdown of machinery affecting the product that occurs on the line
The HcP/PRS security room is essential for overseeing the factory's overall security, ensuring that all registration procedures and documentation are in place for external partners visiting the facility This includes managing permissions for filming, photography, and supporting card creation, along with any other necessary paperwork to maintain a secure environment.
1.1.2 Organization chart of quality department
At Bosch, the quality department plays a crucial role in managing and enhancing the plant's quality system, focusing on continuous improvement to ensure the highest level of customer satisfaction.
Figure 1 7 Organization chart of quality department
Source: Quality management & method department
In the quality and method department (PS/QMM-HcP) there are 5 groups with different functions in controlling and managing the factory-wide quality standards and the
IATF 16949:2016 system Teams are written in function names and have the following specific roles:
The PS/QMM1-HcP team is dedicated to quality control and maintains ongoing communication with key customers, including Punch, Jatco, and Hyundai They actively monitor and document customer feedback, addressing any complaints related to Bosch products and services to ensure high standards of quality and customer satisfaction.
The PS/QMM3-HcP role focuses on ensuring quality process assurance by monitoring performance and addressing production and distribution line issues This position collaborates with production teams to tackle process-related problems that lead to defective products Additionally, it involves identifying and tracing defects to prevent the occurrence of nonconforming products arising from component manufacturing, loopsets, and drive belt assemblies.
PS/QMM6-HcP: Measurement and analysis of chemical experiments involving products Measurement of metallurgical and welding processes Belt test, calibration, measuring guide being used to manufacture drive belts
The QMM7 team, led by a team leader and comprising six high-quality members, is dedicated to upholding Bosch and HcP's commitment to quality through five core principles: innovation, creativity, customer satisfaction, collaboration, responsibility, and consistency Their focus is on effective quality management system process management and guidance.
- internal audit process and quality system audit IATF 16949:2016 Support quality management methods (FMEA, SPC, problem solving, etc)
PQA-HcP is tasked with ensuring that suppliers meet Bosch's quality standards for materials used in manufacturing drive belts This role involves rigorous quality checks on purchases to maintain high standards in the supply chain.
Overview of the BQMS
1.2.1 Overview of the QMM6 department (PS/QMM6-HcP)
Bosch Vietnam's HcP facility boasts a vast array of machines and processes, producing over tens of thousands of products monthly To enhance the quality control of these processes, the "Quality Management & Methods" department (PS/QMM6-HcP) was established, focusing on effective management, process development, and quality assurance.
Quality inspection and machinery play a crucial role in the factory process, significantly contributing to operational excellence While this function may not directly generate revenue, it delivers essential benefits by ensuring machinery quality and assessing risks throughout production Continuous process improvement enhances product quality, ultimately leading to greater customer satisfaction.
Figure 1 8 Organization chart of the department
Effective management of methods for analyzing the chemical composition of raw materials is essential to ensure compliance with standards Additionally, analyzing samples of errors identified during production allows for the formulation of recommendations that lead to suitable solutions.
PS/QMM6.2 outlines the management of measurement methods essential for controlling the value, tolerance, and size of output products at each production stage This process occurs before semi-finished products advance to the next stage, utilizing modern measuring equipment It is based on standard documentation that the factory has committed to the customer for evaluation purposes.
The PS/QMM6.3 inspection department plays a crucial role in ensuring product quality by randomly selecting items from each lot for thorough testing, including checks on labels, markings, and product durability through an endurance tester This process guarantees that only high-quality products are shipped to the market Additionally, the BQMS department is responsible for training and supervising operators to identify and rectify any errors during production, ensuring that every product delivered to customers meets the highest standards.
PS/QMM6.4: Quality project management, the function of this group is to find modern measuring machines and equipment, suitable for new measurement methods and
13 analysis methods Periodically check the measuring equipment, timely replace or fix to maintain the stable condition of the measuring equipment, in order to ensure the most accurate test results
In 2009, Bosch introduced the Belt Quality Monitoring System (BQMS) to enhance the quality of pushbelts in its manufacturing processes This system leverages the visual inspection capabilities of production operators to detect and rectify defects during production Given that numerous manufacturing processes rely on visual inspections, it is crucial to ensure that operators are adequately trained in these skills.
BQMS guarantees that operators involved in essential processes like Element, Loop, and Assembly lines possess the skills needed to identify production defects To accomplish this, BQMS conducts quarterly tests to assess their visual inspection abilities, aiming to minimize errors and ensure the delivery of flawless products to customers.
The effectiveness of an operator's visual inspection skills is measured by the False Acceptance Rate and False Rejection Rate during testing Operators who pass the test are allowed to continue working on the production line, while those who fail must undergo additional training and retake the test If they do not pass after retraining, they will be reassigned to a more suitable position.
BQMS plays a crucial role in maintaining and fairly evaluating production quality by implementing a Reaction Plan that considers the False Acceptance Rate and False Rejection Rate of operator test results This system ensures objective assessments for every operator while identifying areas for improvement in the production process By utilizing BQMS, Bosch upholds its commitment to high-quality products and enhances customer satisfaction.
LITERATURE REVIEW
Literature review about digitalization
Digitalization refers to the utilization of digital technologies to create value for companies, offering numerous benefits such as enhanced productivity, cost savings, process optimization, reduced human error, and a culture of innovation Key technologies driving digitalization today include digital traceability, cybersecurity, social networks, information systems, the Internet of Things, big data, blockchain technology, and virtual reality The Fourth Industrial Revolution presents opportunities for continued development and economic growth for those who leverage these advancements.
Digitalization involves converting traditional activities, processes, products, services, and customer experiences into digital formats using technologies like computers, software, and the internet This transformation allows organizations and individuals to harness digital tools to boost productivity, streamline operations, improve customer experiences, and drive business growth.
Digitalization is a significant trend shaping the present and future, offering numerous opportunities and challenges for both organizations and individuals To fully harness the advantages of digitalization, it is essential for them to develop a strategic plan and possess the necessary capabilities to effectively implement and manage their digital solutions.
Digitization involves leveraging digital technologies to transform business models, creating new revenue streams and value opportunities This transition not only affects interactions among businesses and between businesses and government but also enhances the crucial relationship with customers The primary objective of digitization is to ensure a strong alignment between the services offered by a business and the genuine needs of its customers.
Digitization involves converting traditional activities from paper and pen into digital formats, utilizing information technology to manage, produce, access, and distribute information, products, and services This transformation not only creates value but also enhances business efficiency (Tran Thi Kim Oanh & Truong Thi Huyen Trang, 2018).
Digitalization is the use of information technology to create value, optimize business operations and enhance customer interaction (D Frank Hsu & Wen-Hsien Tsai,
Digitalization is the digital transformation of business, production and management activities through the integration of digital technologies, data and business processes (Kenneth C Laudon & Jane P Laudon, 2018)
Digitization integrates digital platforms, smart device connectivity, and data utilization, fostering a new business landscape that automates production processes, enhances productivity, and empowers the workforce (Schwab, 2016).
Digitization transforms physical data and information into electronic formats, enhancing production, management, and communication processes This shift accelerates information processing, minimizes waiting times, optimizes resource utilization, and elevates the quality of products and services.
Digitalization is the combination of online connectivity, digital platforms and data, creating opportunities to create new value for customers and change the way businesses operate (Rogers, 2016)
Digitization refers to the conversion of information production and management from traditional paper methods to digital systems, enhancing the efficiency of processes and accessibility of information This transformation not only streamlines production but also optimizes resource utilization, lowers production costs, and elevates the quality of products and services.
Digitization is the use of information technology to make the production management, access and distribution of information, products and services easier, faster
16 and more economical results and improve people's quality of life (Tran Ngoc Hieu & Nguyen Minh Duc, 2019)
Digitalization involves integrating digital technology into business, production, and management processes to enhance operational efficiency, create new value, and foster interactions with customers and partners throughout the value chain This concept may vary in interpretation based on the perspective and research focus of different authors.
The concept of digitalization in business
Digitalization in business involves the integration of digital technologies and tools to enhance efficiency, productivity, and customer experience This process includes the use of automation, data analytics, artificial intelligence, and cloud computing to streamline operations and improve service delivery.
Digitization in business enables companies to streamline processes, enhance operations, and develop innovative business models to remain competitive in the digital landscape It facilitates the collection and analysis of vast amounts of data, providing valuable insights into customer behavior, market trends, and essential business metrics.
Embracing digitalization enables businesses to lower costs, boost productivity, and enhance customer satisfaction By leveraging digital technology to automate repetitive tasks like data entry, employees can concentrate on more valuable activities Additionally, digitization facilitates the personalization of products and services, allowing companies to better cater to customer needs.
Digitalization is a crucial driver of innovation in businesses, as it leverages digital technology to create value for customers while also fostering differentiation and enhancing competitive positioning.
Porter emphasizes that businesses should leverage digital technology to enhance customer value, innovate new products and services, and invest in training and motivating employees Additionally, fostering a culture of creativity within the organization and seeking opportunities to bolster competitive advantage through digital tools are crucial for success (Porter, 1996).
Digitalization in business refers to the significant and swift transformation of operations, processes, capabilities, and business models, enabling organizations to strategically leverage digital technology and its societal impact for enhanced opportunities (Rikard Lindgren & Jan Ljungberg, 2015).
Digitalization in business refers to the use of digital technologies to fundamentally change an organization’s business model, create new revenue streams, and enhance customer value (Drechsler, 2018)
Literature review about digital library
The concept of digital library
A digital library is a curated repository of information stored in digital formats, providing access to a variety of multimedia resources, texts, and images over a network These libraries enhance the accessibility, utilization, and management of digital content, ensuring users can effectively engage with the information they need.
A digital library is a structured system that allows users to search, access, and utilize various digital materials, including text, images, audio, and video documents These resources are classified and network-accessible, providing an organized way to find and use digital content efficiently.
L Westbrooks & Beth M Russell , 2016) A digital library is a digital database organized
19 and curated to provide access to digital materials relevant to a particular subject or field ( (Ormes, 2013)
A digital library is an online repository where documents, including text, images, and audio, are stored in digital format These resources are systematically organized in a digital database, allowing users to access them easily over the internet Digital libraries offer numerous advantages, such as quick access to essential documents, time-saving features, improved information retrieval, and enhanced flexibility and responsiveness for users.
The benefits of digital library application
Digital libraries can improve the efficiency of a company’s knowledge management system, allowing employees to access and share information more quickly and easily (Y
Implementing a digital library enhances information retrieval speed and accuracy, facilitating quicker and more informed decision-making within organizations Additionally, digital libraries reduce dependence on paper-based systems, resulting in cost savings and promoting environmental sustainability.
Digital libraries can enable companies to better manage their intellectual property, ensuring that valuable information is protected and used appropriately (J Chen and X Shi,
2015) By providing access to a wide range of digital resources, digital libraries can facilitate learning and development among employees, leading to increased job satisfaction and retention (M Zhang and Y Li, 2010)
To sum up, the benefits of a digital library in a company can include:
Faster and more accurate information retrieval, leading to better decision-making
Reduced reliance on paper-based systems, resulting in cost savings and increased environmental sustainability
Better management of intellectual property, ensuring that valuable information is protected and used appropriately
Facilitation of learning and development among employees, leading to increased job satisfaction and retention
Increased accessibility and availability of resources, enabling employees to be more productive and efficient
Overall, digital libraries can help companies to optimize their knowledge management processes, enhance collaboration and communication, and improve their competitive advantage.
Some other concepts
The concept of PDCA cycle
The PDCA cycle, also known as the Deming cycle, is a crucial tool for continuous improvement in the quality of products, processes, and services within organizations (Chen, 2019; Johnson, 2002; Jagusiak-Kocik, 2017; Sokovic et al., 2010) It plays a significant role in meeting customer requirements and helps organizations achieve their quality objectives (Neyestani, 2016).
The letters in the acronym represent the 4 stages that make up the complete cycle, shown in the figure: P - Plan, D - Do, C - Check, A - Act (Improvement)
Stages of the PDCA cycle:
The initial phase of the Deming cycle, as outlined by Jagusiak-Kocik (2017), involves recognizing opportunities for change, defining improvement objectives, and creating a strategic action plan to achieve these goals This stage requires problem identification, cause analysis, solution development, and the formulation of an implementation strategy Various tools and methods, including cause-and-effect diagrams, Pareto charts, and process diagrams, can be utilized to support these actions effectively.
To enhance productivity and quality while addressing problem root causes, it is essential to implement a comprehensive action plan supported by management Effective tools such as flowcharts and check sheets can facilitate this process, as highlighted by Jagusiak Kocik (2017).
In this phase, it is essential to assess the implementation of the action plan from the previous stage and evaluate the outcomes of the actions taken A comparison of the results is necessary to determine if the improvements align with the established requirements and whether the goals set have been successfully achieved.
Improvement is a critical phase in the PDCA cycle, especially after project completion, as highlighted by Sokovic et al (2010) To ensure lasting benefits and prevent issues from recurring, it is essential to standardize effective solutions, as noted by Johnson (2002).
The concept of Engineer Acceptance Standard
The Engineer Acceptance Standard (EAS) is essential in manufacturing as it ensures products are designed and produced to meet specific performance and quality criteria By utilizing EAS, manufacturers can establish design specifications, enforce quality control standards, and implement product testing procedures, guaranteeing that the final product adheres to necessary performance and safety standards.
EAS play a crucial role in sectors like aerospace, automotive, and medical devices, where failures can lead to serious consequences These standards are essential for defining material specifications, tolerances, and testing procedures, ensuring that products are both safe and dependable.
Manufacturers utilize Electronic Article Surveillance (EAS) to ensure compliance with regulatory standards The International Organization for Standardization (ISO) has established a set of standards for quality management systems, including ISO standards, to guide manufacturers in maintaining product quality and regulatory adherence.
ISO 9001 sets forth essential requirements for manufacturers to ensure their products comply with customer and regulatory standards By implementing these guidelines, manufacturers can create their own Effective Assurance Systems (EAS) to guarantee that their products consistently meet the required quality benchmarks.
Overall, EAS are critical in manufacturing to ensure that products meet the necessary quality and safety standards, and to provide customers with confidence in the products they are purchasing
The concept of Production Acceptance Standard
Process Acceptance Standards (PAS) in manufacturing are essential criteria that a manufacturing process must fulfill to be deemed acceptable These standards are established to guarantee that the manufacturing process yields products that align with required specifications, quality benchmarks, and regulatory guidelines.
PAS encompasses various manufacturing processes such as machining, assembly, finishing, and packaging These standards, which can be formulated by manufacturers or regulatory agencies, are typically grounded in recognized best practices, industry standards, and scientific principles.
The primary goal of PAS is to guarantee that manufacturing processes remain consistent and repeatable, ensuring products meet specified quality standards and requirements This includes detailed specifications for raw materials, the equipment and tools utilized, operational procedures, as well as testing and inspection methods.
PAS are particularly important in industries such as aerospace, automotive, and medical devices, where the consequences of a manufacturing failure can be severe In these
23 industries, PAS are used to ensure that the manufacturing processes are robust and reliable, and that the products are safe and meet the necessary quality standards
Process Automation Systems (PAS) play a vital role in manufacturing by ensuring that production processes adhere to essential quality and regulatory standards This not only guarantees that the products meet required specifications but also instills confidence in customers regarding their purchases.
The concept of Internal service quality survey form
The internal service quality survey is a vital quality management tool that evaluates employee satisfaction regarding internal services, including the working environment, compensation, and promotion opportunities Typically structured as a questionnaire, this survey enables employees to express their opinions and assess various facets of their job and workplace.
Internal service quality surveys are essential tools for organizations to assess and enhance their internal service quality, leading to increased employee satisfaction and reduced turnover These surveys facilitate valuable feedback from employees, enabling improvements in organizational policies and procedures Additionally, they contribute to fostering a positive work environment and support employee development initiatives.
ANALYSIS OF THE STATUS OF BQMS AT QUALITY
Overview the status
The automotive industry is undergoing a major transformation driven by digitalization, which includes advancements in connectivity, autonomous driving, and data-driven decision-making This shift enhances operational efficiency, boosts production capabilities, and improves customer experiences Consequently, automakers are actively seeking to integrate digital technologies into all facets of their operations, particularly in quality control and monitoring systems.
3.1.2 Importance of Push Belt in CVT
The push belt is an essential part of Continuously Variable Transmissions (CVT) in modern vehicles, facilitating smooth and continuous gear ratio adjustments This functionality enhances acceleration, fuel efficiency, and overall driving comfort The reliability and performance of the push belt are crucial for the CVT's effectiveness, highlighting the importance of maintaining its quality and durability.
3.1.3 BQMS Role in Quality Assurance
The Belt Quality Monitoring System (BQMS) is essential for maintaining the quality of push belts in Continuously Variable Transmissions (CVTs) by detecting defects and evaluating their overall quality during manufacturing This proactive monitoring helps to prevent potential issues in the CVT, leading to better vehicle performance and increased customer satisfaction.
In light of the automotive industry's ongoing digital transformation, upgrading the BQMS is essential to enhance efficiency, accuracy, and customer satisfaction By integrating digital technologies into the BQMS, automakers can optimize processes, minimize manual labor, and strengthen the quality assurance system for push belts in CVTs.
3.1.4.1 Visual inspection check activities for operators
To enhance Bosch's reputation and maintain customer trust, the Bosch Quality Management System (BQMS) was established to ensure operators in critical processes, such as Element, Loopset, and Assembly lines, possess the skills to identify production defects By proactively ensuring that no defective products reach customers, BQMS alleviates the need for customers to incur significant costs in quality checks upon receiving Bosch products This system fosters confidence in Bosch's product quality through transparent test results that demonstrate operators' error detection abilities To support this initiative, BQMS conducts quarterly assessments to evaluate operators' visual inspection skills using microscopes, aiming to prevent errors and deliver flawless products to customers.
Figure 3 1 Operators are performing the BQMS test
Every quarter, BQMS is tasked with collecting samples from all production lines, focusing on both acceptance and rejection samples The team prioritizes identifying rare and difficult-to-recognize defects to ensure that operators can accurately detect these issues in the products After gathering the necessary samples, BQMS selects those suitable for testing and forwards them to the PS/QMM6.2 department for evaluation against factory standards If the samples meet the required specifications, they will be utilized in testing; otherwise, BQMS will proactively gather additional samples.
The effectiveness of an operator's visual inspection skills is assessed through a test that varies in the number of questions and duration based on the process type, with specific False Acceptance and False Rejection Rates Operators who pass the test can continue on the production line, while those who fail receive additional training and must retake the test If they fail again, they will be reassigned to a more suitable role BQMS plays a crucial role in maintaining production quality by implementing a Reaction plan that evaluates test results objectively, ensuring fair assessments and identifying areas for improvement in the production process.
BQMS Operator Test regularly four times per year according to flowchart:
BQMS effectively utilizes various standards and documents, such as the Process Acceptance Standard (PAS) and Engineer Acceptance Standard (EAS), to maintain high-quality manufacturing processes PAS guarantees that production adheres to established quality standards, while EAS ensures that Bosch employees possess the necessary skills and knowledge to meet customer requirements By implementing these standards, Bosch can consistently produce high-quality products that align with customer expectations.
BQMS will store documents on what causes defects on products, and pictures of common errors for reference or for interested parties to see for easy viewing
Table 3 1 Document number for each process
The BQMS department consolidates all relevant documents using unique identification numbers, as shown in Table 3.1 Bosch utilizes a comprehensive software platform known as Manual Master, which facilitates the creation and management of factory documentation To access any document, users must search for its specific code, making it challenging to find information if the document number is forgotten This process can be time-consuming, as it requires navigating through numerous items to locate the desired document, especially since some documents are restricted and require special access for viewing.
At HcP, the implementation of BQMS has significantly enhanced operators' visual inspection skills, enabling them to identify errors on the Belt effectively This proactive approach prevents defective products from reaching customers, ultimately leading to improved product quality within the factory.
However, currently at HcP there are about 20 standard documents for all procedures, and each has a lot of information about failure modes on belts, but the quickest way to find
The BQMS department currently lacks a centralized platform for document management, as all necessary documents are fragmented and spread across different areas To improve efficiency, it is essential to enter each code into the manual master and establish a single aggregator area that consolidates these documents.
Currently, the content of documents adhering to PAS or EAS standards is entered manually, making updates and edits a time-consuming process for employees Additionally, the standard documents lack clarity, as the failure mode images are often blurry and only provide a single representation for each failure mode This limitation is problematic, as failure modes can vary across different samples that are not comprehensively updated, leading to potential confusion among staff who may not recall or be aware of the different failure modes present in various samples.
3.1.4.2 Current status of operators’ missed failure mode
At HcP, the BQMS department conducts quarterly tests for operators and compiles the results, categorizing them into those who passed, failed, or require retraining These results are reported to the Head of Department (HoD) of QMM and shared with relevant parties as needed This transparency enhances the credibility of the operators' work quality, reassuring customers of the product quality and minimizing the need for checks on incoming goods from HcP.
Table 3 2 Operators’ test results in 2021
Figure 3 4 Chart shown Operators’ test results in 2021
Figure 3 5 Miss defect rate of operator in 2021
The test results for all four quarters of 2021 indicate that every operator successfully passed their assessments, with no failures recorded, eliminating the need for any additional training.
The analysis reveals that the Acceptable rate consistently exceeds the good test rate across all quarters, indicating a significant number of employees are overlooking failure modes Specifically, the operator's missed failure mode rate, particularly in Loopset 2B and Fine blanking processes, stands at 7.95% and 7.81%, respectively Graph 3.5 highlights that the most prevalent failure modes include Cracked blanking tool (23.01%), Aluminum on LS (15.34%), Red spot outer surface (7.67%), Tear off pillar (7.6%), and Remaining edge (6.87%), all predominantly associated with the Fine blanking and Loopset 2B processes.
Table 3 3 Operators’ test results in 2022
Figure 3 6 Chart shown Operators’ test results in 2022
Figure 3 7 Miss defect rate of operator in 2022
Assess the current status of BQMS activities
The BQMS system is essential for operators in critical production processes like Element, Loop, and Assembly lines, enabling them to detect even minor defects or errors that could significantly affect the quality of the final product.
The BQMS system plays a vital role in ensuring that operators possess the skills and knowledge required to identify and detect defects in the production line This proactive approach helps prevent errors and ensures that the final products delivered to customers meet the highest quality standards.
The BQMS system plays a crucial role in objectively assessing the quality of the production process By utilizing a Reaction plan that takes into account the False Acceptance Rate and False Rejection Rate of operator test results, it ensures impartial evaluation of each operator This systematic approach not only promotes fairness but also helps identify opportunities for enhancing the production process.
The BQMS system offers essential feedback to operators and management, enabling them to assess the performance of the production process and pinpoint areas needing improvement, which is vital for informed decision-making.
47 necessary adjustments, streamlining processes, and increasing production efficiency Ultimately, it results in the delivery of high-quality products that meet or exceed customer expectations
In summary, the BQMS system plays a vital role in Bosch's dedication to delivering top-quality products and enhancing customer satisfaction By equipping operators with essential skills and conducting fair evaluations of the production process, it establishes a framework for pinpointing improvement areas, ensuring that customers receive only the highest quality products.
The existing Belt Quality Monitoring System (BQMS) encounters several obstacles that compromise its effectiveness and efficiency in ensuring the quality of push belts in continuously variable transmissions (CVTs).
The absence of standardization in the current BQMS results in inconsistent data collection, complicating the management and analysis of information This challenge is intensified by the diverse data sources, such as BQMS documents, PAS, EAS, and outdated standard photos of failure modes, which no longer accurately represent current samples due to changes in photographic methods.
Secondly, fragmented data management: Currently BQMS has a total of more than
The lack of a centralized platform for storing and managing 20 different standard documents leads to fragmented data management, hindering the factory staff's ability to easily find and update essential information This disorganization not only complicates the maintenance of a consistent repository but also increases manual workload and decreases efficiency in generating quality reports and analyzing data effectively.
The current documentation on failure types is outdated and lacks regular updates, as all standard documents are fixed within the Manual master system Each failure type is briefly described with only a corresponding failure mode image, which complicates the process of referencing the documentation This limitation hinders effective training for new employees, making it challenging for them to identify errors across various samples.
When a new error occurs on the production belt, the failure to quickly update documentation can significantly impact factory staff's decision-making This delay in information leads to an increase in defective products, ultimately affecting overall quality.
The current BQMS system faces significant limitations in digitization, resulting in inefficient data access and search processes With various data sources, such as BQMS, PAS, and EAS documents, each having unique codes, employees are required to memorize these codes to quickly locate documents This reliance on manual code entry for searches consumes valuable time for plant-wide employees, highlighting the need for a more streamlined and integrated digital solution.
Fifth, difficulty in data maintenance and analysis: The limitation of digitizing
BQMS complicates data access and analysis, resulting in delays in fault identification and corrective actions, ultimately compromising the quality of conveyor belts The factory experiences numerous slip-through products annually, yet the root cause remains undetermined Additionally, timely communication of new data, especially regarding newly identified error modes, is lacking, which can hinder employees' ability to stay informed and negatively impact product quality on the production line.
The absence of a centralized and standardized data storage system significantly hampers the retrieval of information related to quality standards, ultimately diminishing productivity and efficiency Additionally, the limited digitization of the BQMS complicates the maintenance of accurate and current data, which can result in subpar quality in conveyor belt production The reliance on limited documentation increases the likelihood of human error, as operators conduct visual inspections based solely on their observations, which are inherently subjective Moreover, the existing failure mode standard documentation provides only a single reference point for operators, further exacerbating the potential for mistakes.
These inefficiencies ultimately affect customer satisfaction, as suboptimal operation of the BQMS can lead to the production of lower quality push belts This, in turn, can affect
49 the overall performance of the vehicle and lead to customer dissatisfaction, potentially damaging the manufacturer’s reputation and car market position.
PROPOSED SOLUTIONS IMPROVING THE EFFICIENCY OF
Solution to reduce slip through in loopset process (Solution to 5th limitation)
4.1.1 The goal of the solution
- Find out the root causes of high slip through every year in loopset
- Provide solutions to minimize slip through, improve operator's skills, thereby improving product quality
In 2022, an analysis of failure quantity slips revealed that operators often fail to recognize specific failure modes in both the production line and BQMS tests The author gathered detailed data on these unrecognized failure modes, highlighting the need for improved operator awareness and training to enhance overall production quality.
Figure 4 1 Slip through rate in Loopset in 2022
Figure 4 2 Missed defect rate in Loopset in 2022
The author analyzed two graphs depicting failure mode names 4.1 and 4.2, identifying the top five most frequently overlooked failure modes Notably, the same failure mode was found to persist below the production line and during the BQMS test Consequently, the author aimed to investigate the underlying causes of this issue.
In the fourth quarter of 2022, the production department identified six key causes of slip-through in the loopset process by collecting data and analyzing it using a Pareto chart This analysis allowed for the identification of the primary factors contributing to high slip-through rates, enabling targeted improvements to the process.
Figure 4 3 Pareto chart the main causes
To enhance business value, it is crucial to allocate resources effectively by addressing the primary causes of errors, which account for 80% of results A straight line drawn at 80% on the right axis intersects the cumulative percentage line, highlighting key error contributors: operator visual inspection skills (29.35%), training (26.24%), and failure samples (22.52%) Prioritizing improvements in these areas will significantly reduce slip-through occurrences each year.
During the internship, the author investigated the causes of operators omitting errors on loopsets by observing the production environment and consulting factory workers The production department identified several key reasons for these omissions.
The root cause Operator visual inspection skill
Figure 4 4 Fishbone diagram of cause Operator visual inspection skill
Human variability affects the quality of output in production, as each worker's skills and experience differ Inexperienced staff may overlook errors or fail to recognize missing components in loopsets Additionally, operators rely on their vision and sensory perception, often aided by microscopes, to assess product quality Vision impairments, such as difficulty seeing small objects or distinguishing colors, can hinder accurate evaluations Prolonged periods of inspecting numerous products can lead to fatigue, reducing focus and the ability to identify details and errors effectively.
Operators often neglect the proper loopset test procedures they have been trained on, leading to hasty rotations of the loops and a disregard for potential failure modes Additionally, the effectiveness of visual inspections is compromised due to the aging quality of machinery and equipment, as well as a lack of access to advanced technology.
Employees often work in poorly lit environments due to outdated observation equipment, which diminishes quality Moreover, the operator's sitting posture plays a crucial role in maintaining overall efficiency and comfort in the workplace.
54 are often lazy to adjust their seats for comfort and there is a certain distance with the product defect observation device
Figure 4 5 Fishbone diagram of cause Training
Human operators frequently lack motivation during training sessions, often feeling bored, unfocused, and uncooperative, which negatively impacts their skills on the production line Additionally, the effectiveness of training is heavily influenced by the trainer's skill and knowledge; if trainers struggle to teach effectively, operators may fail to absorb crucial information.
Current lecturer training methods are ineffective as they often lack direct interaction with students, who are frequently left to self-study materials without sufficient guidance This approach limits understanding and hinders the ability to ask questions Moreover, the one-year training period for operators is excessive, requiring them to spend considerable time reviewing knowledge and enhancing skills A more efficient training model is needed to improve outcomes.
The current availability of machines and equipment in the training area is quite limited, often requiring students to transition between the training room and the production line This situation necessitates that trainers provide visual assistance to students, highlighting the need for improved resources in training environments.
55 equipment under the operator’s line for training, this takes time and if the line has no spare time, then learn members will be practicing on very few actual samples
Current training materials primarily consist of paper documents, which trainers use during process training, including loopset However, the failure mode images often lack clarity, making it challenging for students to fully comprehend the information presented in printed materials This reliance on paper limits effective knowledge transfer and understanding among learners.
The root cause Failure sample
Consultations with the production team reveal that operators often overlook clear failure modes characterized by distinct shapes and colors, either due to ignorance of the error's terminology or lack of awareness Additionally, some failure modes are too small or difficult to detect, diverging from standard visuals, leading to operator negligence and missed errors.
Following a thorough identification and analysis of root causes and limitations at the plant, consultations were held with quality experts at QMM6 and relevant stakeholders The primary issues identified include inadequate training documentation and the presence of failure samples.
An integrated system of training documents is essential for new operators, focusing on standards and work instructions High-resolution images should be included to help students clearly visualize failure modes Additionally, it is important to enable production line operators to regularly update and review their knowledge through a digital document system, allowing for on-demand access to resources The BQMS Management System will be developed, with comprehensive details provided in Section 4.3.
Building the digital library: BQMS Management System (Solution to all limitations)
The project aims to enhance the BQMS by integrating digital solutions for a more streamlined and automated system Current discrepancies in naming conventions, codes, and groups between EAS and PAS create challenges in searching and evaluating failure modes, while the absence of a unified channel to link these standards complicates the process further Additionally, outdated standard photos of failure modes may not accurately represent current samples due to changes in photographic methods By embracing digitalization, the BQMS will be better equipped to meet the increasing demands of the automotive industry and uphold high-quality standards for push belts in CVTs.
The project aims to enhance the capabilities of the BQMS to ensure the production of defect-free push belts by improving early detection of potential issues, facilitating timely corrective actions, and leveraging predictive analytics to identify trends that may lead to defects This zero-defect strategy is designed to produce high-quality push belts, ensuring optimal performance and reliability in continuously variable transmissions (CVTs).
The project focuses on enhancing customer satisfaction through the delivery of high-quality push belts that meet or surpass expectations It emphasizes the importance of regularly gathering and analyzing customer feedback, tracking key performance indicators, and continually improving the BQMS to resolve any identified concerns By prioritizing customer satisfaction, this initiative aims to build brand loyalty and ensure the long-term success of the automotive manufacturer.
The solution’s main purposes are:
Streamline the BQMS by integrating digital solutions that enable quick and efficient access to failure mode pictures, automating the report generation process, and reducing manual intervention
Enhance document control by implementing a centralized and standardized system for managing all BQMS-related documents, ensuring data consistency and accuracy across the organization
Provide a comprehensive digital library of high-quality reference images that can be easily accessed and utilized by relevant stakeholders for better decision-making and improved defect detection capabilities
The solution’s detailed objectives include:
Develop a user-friendly application that consolidates all BQMS information, providing a single point of access for all stakeholders and improving overall productivity
Improve document control with a centralized and standardized the BQMS failure mode picture library, ensuring easy access, better organization, and secure data management
Enhance work efficiency and save time by consolidating failure mode documents into a unified platform This integration of acceptance standards from various document systems, including BQMS, PAS, and EAS, facilitates seamless data exchange and promotes effective collaboration across departments.
The solution’s value propositions are:
Significant time savings by automating manual processes, improving data access, and reducing the need for repeated steps and lengthy alignment between departments
Enhanced visualization and centralization of BQMS data, enabling better analysis, decision-making, and overall quality control for push belts in CVTs
Simplified and efficient data maintenance, ensuring that the BQMS remains up-to- date and accurate, allowing for continuous improvement and adaptation to industry trends and customer needs
The project follows the PDCA continuous improvement cycle, encompassing the planning (Plan), implementation (Do), checking (Check), and action (Act) phases to facilitate enhancements The implementation of the project spanned a duration of five months.
Tran Ngoc Huu Dat PS/QMM6-HcP Sponsor
Nguyen Thi Huyen Trang PS/QMM6.3-HcP Sponsor
Nguyen Thi Giang PS/QMM6.3-HcP Project leader
Le Thi Kim Ngan PS/QMM6.3-HcP Project team
Ho Thi Hao PS/QMM6.3-HcP Project team
Tran Thi Ngoc Tra PS/QMM6.3-HcP Project team
Nguyen Phuong Mai HcP/TEF4 Technical support
Pham Minh Quang HcP/TEF4 Technical support
Author’s role in the project:
During my internship, I significantly contributed to a project by collecting and normalizing essential data related to industry standards I conducted thorough observations of factory processes, gathering samples and data from each production line to identify specific issues causing operational failures.
I am responsible for coordinating meetings with process engineers and the TEF department to review project progress Additionally, I dedicate time to studying documentation on potential failure modes at the factory, collecting samples, and photographing these failure modes to update the BQMS management system.
As the designer of the app's interfaces, I ensured that users can easily and aesthetically navigate the application I also prepared and presented PowerPoint slides to HoDs and supervisors to showcase project progress and content Upon project completion, I organized meetings and workshops to introduce the system to all factory employees My dedication to this project has significantly contributed to the company's overall digitalization efforts, particularly enhancing the quality of products within the BQMS department.
4.2.5.2 Contents of the digital library: BQMS Management System
BQMS Management System is built for use by all employees at the factory related to production, especially operators working in production lines and employees working in BQMS department
* General introduction about main page
Figure 4 7 Main page of the BQMS Management System
Figure 4 8 Main items in BQMS Management System
BQMS Management System consists of 2 main parts: BQMS Library (1) and BQMS Navigation (2) There are also other items that also contribute to improve the operational efficiency of the BQMS department (3, 4, 5, 6, 7)
The BQMS Library serves as a comprehensive resource where BQMS staff compile images and detailed information on various failure modes from processes MSE1, MSE2, and MSE3 This collection features real samples captured directly from production lines, showcasing diverse shapes of each failure mode By maintaining this library, factory employees, particularly operators on the production line, can swiftly enhance their knowledge with clear and detailed insights, eliminating the need to wait for formal training or consult paper materials.
BQMS Navigation serves as a comprehensive hub for all documents associated with the BQMS system, including instructions, acceptance standards, web forms, test results, and reports Employees within the BQMS department and related areas can easily access and view these essential documents by simply selecting the available items, ensuring a quick and efficient retrieval process.
(3) Add new failure picture: Add pictures and information of new failure mode in this item and only BQMS staff or authorized departments can perform operations on this item
The update on failure modes allows customers to access images and information related to their complaints in real-time, eliminating the need for face-to-face meetings Relevant parties will ensure that all issues are addressed promptly, enabling users to quickly find the information they need.
The menu bar on the left side of the main page allows users to easily select items without needing to return to the main page Additionally, it includes two other options: Failure Mode Change Logs and About.
(6) Failure mode change logs: All image upload history and failure mode information are shown here
(7) About: Introduction to BQMS, members at BQMS and the version of the library
* Detailed introduction of each item
The BQMS library will compile a comprehensive collection of failure mode images across various processes, including MSE1, MSE2, and MSE3 Currently, it features over 300 distinct failure modes utilized for visual inspection checks.
Upon selecting any MSE1, MSE2, or MSE3, users will access a comprehensive view of failure mode images and information specifically for MSE1 processes The interface allows for quick identification of the desired failure mode through a search box or process selection, showcasing clear and detailed images of actual samples The accompanying image illustrates the user-friendly interface of the BQMS library in action.
BQMS Navigation consolidates all five types of documents, including Instructions, Acceptance Standards, Web Forms, BQMS Test Results, and BQMS Reports, which were previously scattered across multiple locations, making them hard to locate The streamlined interface for each document type enhances accessibility and efficiency in managing BQMS-related materials.