Rationale
In recent years, digitalization has become an increasingly important trend in various industries, including quality management With the rise of digital technologies, companies can now manage their quality management systems more efficiently by implementing digital tools and systems.
In the 4.0 technology era, many businesses have been choosing document digitization solutions to optimize operational processes, improve performance, and save time and costs In particular, Bosch Vietnam is a leading supplier of technology, drive belts and services, and in order to maintain its position in the market, it is necessary to adopt digitalization and implement digital systems in its quality management processes.
One area where digitalization can have a significant impact is the implementation of a digital library A digital library is a collection of digital resources, including documents, images, and videos, that are organized and stored in a centralized location.
By implementing a digital library, companies can improve the efficiency of their quality management processes and methods.
Specifically, in order to ensure the best quality of products produced and marketed, the BQMS of QMM department at Bosch Vietnam plays a very important role in controlling, evaluating and managing quality products However, it is still difficult and inconvenient to perform tasks in this room when using traditional documents and data storage tools, which consumes time and effort for employees.
Therefore, the author has chosen the topic “Improving the efficiency of Quality management and method by digitalization in business application: A case of the digital library of BQMS at Bosch Vietnam” to help the company monitor and control product quality more effectively, thereby proposing appropriate digitizing solutions to improve work efficiency, improve product quality and minimize errors in the product quality management process in general and management of important documents in particular.
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
Using secondary documents through reports from the quality department through the years 2021 and 2022 to find out the document management problems that contribute to improving the company's defect detection skills in the future The approach using secondary documents will make it easier to collect information, available documents are stored in the document directory of the quality department Data updated and recorded in the last 2 years 2021 and 2022 will reflect the actual status of employees’ awareness and detection of defective products.
At the same time, use quality control tools such as survey form, fishbone diagrams, Pareto charts to collect data to find out the root cause, thereby providing solutions to improve product defect detection skills at the factory Moreover, the author combines with interviews and consultations with quality experts about the status of visual inspection of employees at the factory And consult with experts to propose solutions to improve the skills of employees at the factory Thereby improving the performance ofBQMS at 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 will present an overview of the company, the history of formation and development, the field of operation, the company's products and the organizational structure of the departments, especially the BQMS department Thereby, helping readers have an overview of the business.
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 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 established its first representative office in Ho Chi Minh City Since 2007, Bosch has expanded its operations in Vietnam with two branch offices in Hanoi and Da Nang, and a Powertrain factory in Dong Nai province that produces continuously variable transmission belts (CVTs) in the car In addition, Bosch also operates an R&D center for Technology and enterprise solutions and an Automotive Technology R&D center in Ho Chi Minh City The Center for Research and Development of Technology and Enterprise Solutions has expanded its operations in 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 specializes in the production of continuously variable transmission belts (CVT pushbelt) In 2008, Bosch started producing CVT belts in Dong Nai, Vietnam and in the first year of production, the factory produced 1.6 million products As of March 2018, the Bosch Powertrain Solutions factory in Dong Nai has produced more than 25 million CVT belt products CVT belt products are currently manufactured at three Bosch factories worldwide, including the Netherlands, Vietnam and Mexico The factory in Vietnam is Bosch's largest CVT belt factory globally.
Bosch develops and manufactures transmission belts for CVT transmissions This is an important component of the CVT transmission because without the transmission belt, or the transmission belt is damaged, the car will not run The drive belt ensures that the engine is running as efficiently as possible, the engine is always maintained at an ideal level of performance, ensures low fuel consumption and reduces CO2 emissions A CVT belt is made up of hundreds of individual, specially designed and strung steel elements called elements along two loops.
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.
- PS/QMM (quality and method department): ensure the quality of the product through training sessions on methods such as SPC, FMEA and maintaining satisfaction customer satisfaction through internal audit, IATF certification audit.
- PS CT/ETC (Technology Center Department): is the development partner of Engineering Testing techniques, supporting current products in transmission technology Bosch Vietnam Global South and Bosch Responsible for planning and implementing plans test and analyze their results Tests include: elements, product support belts, document control, risk assessment, engineering change and 8D on 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.
- HcP/PRS (security room): managing security of the whole factory, providing registration procedures and papers when an outside partner enters the factory to film, take photos and support card making along with other relevant documents.
1.1.2 Organization chart of quality department
At Bosch, the quality department is responsible for the quality and methodological management of the plant, maintaining and continuously improving the company’s quality system, ensuring customer satisfaction is always at the highest level.
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:
PS/QMM1-HcP: Responsible for quality control with customers such as Punch, Jatco, Hyundai, etc This team is constantly in contact with customers to record any customer notices about products, complaints complaints of Bosch customers, related parties for products and services provided by the company.
PS/QMM3-HcP: Responsible for quality process assurance Monitor performance and resolve production and distribution line issues in cooperation with production to deal with process issues that cause defective products at work stages Identify and trace defects to prevent the occurrence of nonconforming products caused by 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.
PS/QMM7-HcP: Including 7 members with a team leader and 6 members of high quality system QMM7’s orientation towards Bosch and HcP is defined by five quality principles: innovation, creativity, customer satisfaction, collaboration, responsibility, and consistency Perform quality management system process management, process guidance
- internal audit process and quality system audit IATF 16949:2016 Support quality management methods (FMEA, SPC, problem solving, etc)
PQA-HcP: Responsible for checking the quality of purchases for suppliers.Ensure suppliers comply with Bosch quality standards in the supply of materials used to manufacture the drive belt at the factory.
Overview of the BQMS
1.2.1 Overview of the QMM6 department (PS/QMM6-HcP)
With the scale of houses at HcP, Bosch Vietnam with thousands of different machines and processes, the monthly production volume is more than tens of thousands of products In order to control the quality of process machinery better, accurately and efficiently, the “Quality Magament &Methods” department (PS/QMM6-HcP) was born with management functions, supporting process development and quality management inspection quality and machinery for the whole process at the factory With a special mission and a lot of work, although it does not contribute directly to the revenue of the corporation, it brings many positive benefits from ensuring the quality of machinery and processes, assessing risks from the process Process and process improvement helps to ensure and improve quality when the product reaches the customer.
Figure 1 8 Organization chart of the department
PS/QMM6.1: Manage methods of analyzing chemical composition in raw materials to ensure that input materials meet standards, and analyze samples of errors detected during production to make recommendations to provide suitable solutions.
PS/QMM6.2: Management of measurement methods to control the value, tolerance, and size of output products in each production stage before semi-finished products to the next production stage through modern equipments measuring equipment and based on the standard document that the factory has committed to the customer to evaluate.
PS/QMM6.3: Management of the inspection department, the function of this group is to inspect the final product by randomly selecting a product from the lot and performing tests for labels, markings, and markings product name or symbol, and at the same time, the product will be tested on an endurance tester to assess the durability of the product, thereby evaluating the quality of the shipment ready to be sold on the market In addition, the BQMS department of PS/QMM6.3 will take on an important role when instructing and checking the operators to check for all kinds of errors on the belt to ensure that each belt when delivered to the customer is correct are the best products And this is the group that I’m working with.
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 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.
BQMS (Belt Quality Monitoring System) was implemented by Bosch in 2009 to ensure the quality of pushbelts produced in their manufacturing processes The system utilizes the visual inspection skills of production operators to identify and eliminate defects in production Many processes in the manufacturing line require operators to inspect visually, making it essential to qualify their visual inspection skills.
BQMS ensures that operators who work in crucial processes such as Element, Loop, and Assembly lines have the necessary skills to detect defects in the production line To achieve this, BQMS has implemented a quarterly operator test to evaluate their visual inspection skills The objective of this test is to prevent errors and deliver flawless products to the customers.
The test has a False Acceptance Rate and False Rejection Rate which determines the effectiveness of the operator's visual inspection skills If an operator passes the test, they can continue working in the production line However, if they fail, they will receive additional training and will need to re-take the test If they still fail the test after re- training, they will be re-assigned to a more suitable job.
BQMS ensures that the quality of production is maintained and evaluated fairly by implementing a Reaction plan that takes into account the False Acceptance Rate andFalse Rejection Rate of the operator test results This ensures that every operator is evaluated objectively and fairly, and the system can identify areas for improvement in the production process BQMS is a vital system that helps Bosch maintain its reputation for high-quality products and customer satisfaction.
LITERATURE REVIEW
Literature review about digitalization
Digitalization can be defined simply as the use of digital technologies to create value for a company (Sommarberg & Makinen, 2019) Its benefits are numerous and include automating and optimizing processes to improve productivity, saving costs, streamlining production, substantially reducing human error, and fostering a culture of innovation (Parida et al., 2019) Digitalization today is primarily driven by some key technologies that have evolved in recent years The Fourth Industrial Revolution offers the opportunity for those who took advantage of the previous waves to continue to develop and progress and generate wealth and economic development (Schwab & Davis, 2018) Digital traceability, cybersecurity, social networks and information systems, the Internet of Things, big data, blockchain technology, and virtual reality are examples of technologies that form the aforementioned systems and shape the society of the future (Ustundag & Cervikcan, 2017).
Digitalization is the process of transforming activities, processes, products, services, and customer experiences from traditional to digital using digital technologies such as computers, software, the internet, and other network devices connected It enables organizations, businesses and individuals to leverage the benefits of digital technologies to increase productivity, optimize operations, enhance customer experience, and grow business.
Digitalization is becoming an important trend in the present and future times, bringing many opportunities and challenges to organizations and individuals However, to reap the benefits of digitalization, organizations and individuals need a plan, strategy, and capacity to deploy and manage their digital solutions.
Digitization is the use of digital technologies to change business models and provide new revenue and value creation opportunities; it’s the transition to digital business This definition extends to relationships between different businesses, beyond business and government, and to the vital relationship with customers The goal is to implement digitization so that there is a clear relationship between the services provided by the business and the actual needs of the customer.
Digitization is the process of transforming traditional activities from paper and pen to digital form, using information technology to manage, produce, access and distribute information, products and services, and create value and improve 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, 2018).
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 is the combination of the emergence of digital platforms, communication, connection with smart devices and data, creating a new business environment that can automate production processes, Optimize productivity and strengthen the workforce (Schwab, 2016).
Digitization is the process of converting physical data and information (papers) into electronic form, helping to improve production, management and communication processes, speed up information processing and reduce waiting time, optimize resources, improve quality of products and services (Nguyen Thi Thu Trang & Dang Thi Thuy Vinh, 2020).
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 is the transformation of information production and management activities from paper to a digitized system, speeding up the production process, management and access to information, helping to optimize resources, reduce production costs, improve the quality of products and services (Truong Thi Thu Hang & Nguyen Van Hung, 2019).
Digitization is the use of information technology to make the production management, access and distribution of information, products and services easier, faster and more economical results and improve people's quality of life (Tran Ngoc Hieu & Nguyen Minh Duc, 2019).
To sum up, digitalization is the process of applying digital technology to business, production and management activities to create new value, improve operational efficiency and interact with customers and partners in the value chain However, this concept can be different depending on the point of view and field of research of each author.
The concept of digitalization in business
Digitalization in business refers to the process of incorporating digital technologies and tools into business operations, processes and operations to improve efficiency, productivity and customer experience It involves integrating digital technologies such as automation, data analytics, artificial intelligence, cloud computing and other digital tools to streamline business operations and provide a better customer experience.
Digitization in business helps businesses digitize processes, transform operations, and create new business models to stay competitive in the digital age It also allows businesses to collect and analyze huge amounts of data, which can be used to gain insights into customer behavior, market trends, and other key business metrics.
By adopting digitalisation, businesses can reduce costs, increase productivity, and improve customer satisfaction For example, businesses can use digital technology to automate routine tasks, such as data entry, freeing employees to focus on higher-value tasks Digitization can also allow businesses to personalize their products and services to better meet customer needs.
Digitalization in business is one of the important factors to drive innovation in companies, the use of digital technology is not merely creating value for customers, but also a way to create differentiation and competitive positioning for businesses (Porter, 1996).
Porter offered some specific advice for businesses such as finding ways to use digital technology to create value for customers, creating new products or services,creating training and motivating people, foster creativity within the company, and look for ways to strengthen the competitive position of the business through the use of digital technology (Porter, 1996).
Literature review about digital library
The concept of digital library
A digital library is a managed collection of information, with associated services, where the information is stored in digital formats and accessible over a network Digital libraries support effective access, use and management of digital content, which includes multimedia resources, text, and images, among other digital formats (Daniel Greenstein
A digital library is a system that enables us to search, access, find and use digital materials, including text, image, audio and video documents (Lesk, 2014) A digital library is a structured, classified, and network-accessible digital resource (Susan N Brown, Elaine L.Westbrooks & Beth M Russell , 2016) A digital library is a digital database organized and curated to provide access to digital materials relevant to a particular subject or field ( (Ormes, 2013).
To sum up digital Library is a digital library in which documents are stored in digital form, including text documents, images, and sounds These documents are organized and managed in a digital database and are accessible over the network Digital library provides users with quick access to necessary documents and offers many benefits such as saving time, easy to find information, increasing flexibility and responsiveness.
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 Xu & J Zhou, 2013).
Implementing a digital library can improve the speed and accuracy of information retrieval, leading to faster and better decision-making within a company (J Kiefer and D. Davenport , 2014) Digital libraries can help companies to reduce their reliance on paper- based systems, leading to cost savings and increased environmental sustainability (T. Panagiotou and N Karacapilidis, 2018).
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 is also known as the Deming cycle (Chen, 2019; Johnson, 2002; Jagusiak-Kocik, 2017; Sokovic et al., 2010) According to Sokovic et al., (2010), the Deming cycle is considered an indispensable tool in “continuous improvement of the quality of products, processes and services in the organization” (p.476) The application of the PDCA cycle contributes to the satisfaction of customer requirements and helps the organization to achieve quality goals (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:
According to Jagusiak-Kocik (2017), the first stage of the Deming cycle is associated with identifying the possibility of change, setting improvement goals, and establishing an action plan to ensure that the goals are achieved stated target It is necessary to identify the problem, analyze the causes affecting it, come up with a solution and develop an implementation plan In this stage, every action can be supported by a number of tools and methods such as cause-and-effect diagrams, Pareto charts, and process diagrams.
Implement an action plan (contributing to increasing productivity, quality and eliminating causes of problems) Conducted with the support of management At this stage, some commonly used tools include flowcharts, check sheets (Jagusiak Kocik, 2017).
According to Chen (2019) at this stage, it is necessary to check whether the action plan in the previous stage was implemented according to the plan and evaluate the results of the action taken Compare the results achieved to see if the improvements meet the requirements and whether the established goals are achieved.
According to Sokovic et al (2010), improvement is the most important stage in the PDCA cycle after the completion of a project when re-starting the continuous improvement cycle in the future Furthermore, it is necessary to “standardize” solutions to prevent them from occurring in the future (Johnson, 2002).
The concept of Engineer Acceptance Standard
In manufacturing, the Engineer Acceptance Standard (EAS) plays a critical role in ensuring that products are designed and produced to meet specific performance and quality criteria Manufacturers use EAS to establish design specifications, quality control standards, and product testing procedures to ensure that the final product meets the required performance and safety standards.
EAS are particularly important in industries such as aerospace, automotive, and medical devices, where the consequences of a failure can be severe In these industries, EAS are used to establish standards for materials, tolerances, and testing methods to ensure that products are safe and reliable.
Manufacturers also use EAS to ensure that their products comply with relevant regulatory requirements For example, the International Organization for Standardization (ISO) has developed a series of standards for quality management systems, including ISO
9001, which outlines requirements for ensuring that products meet customer and regulatory requirements Manufacturers can use these standards to develop their own EAS to ensure that their products meet the necessary quality standards.
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
In manufacturing, Process Acceptance Standards (PAS) refer to the set of criteria that a manufacturing process must meet in order to be considered acceptable PAS are established to ensure that the manufacturing process produces products that meet the required specifications, quality standards, and regulatory requirements.
PAS can cover a wide range of manufacturing processes, including machining, assembly, finishing, and packaging These standards can be developed by the manufacturer or by regulatory agencies, and are often based on established best practices, industry standards, and scientific principles.
The purpose of PAS is to ensure that manufacturing processes are consistent and repeatable, and that products are manufactured to the required specifications and quality standards PAS can include specifications for the raw materials used in the manufacturing process, the equipment and tools used, the operating procedures, and the 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 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.
Overall, PAS are critical in manufacturing to ensure that the manufacturing processes produce products that meet the necessary quality and regulatory requirements, and to provide customers with confidence in the products they are purchasing.
The concept of Internal service quality survey form
The internal service quality survey is a quality management tool used to assess employee satisfaction with internal services such as working environment, remuneration, promotion opportunities, etc This survey is usually designed in the form of a questionnaire formatted as a questionnaire, so that employees can evaluate and provide their opinions on various aspects of the job and working environment.
ANALYSIS OF THE STATUS OF BQMS AT QUALITY
Overview the status
The automotive industry is going through a significant transformation, with an increasing focus on digitalization This digital shift encompasses various aspects, such as connectivity, autonomous driving, and data-driven decision-making Digitalization streamlines operations, improves production efficiency, and enhances customer experiences As a result, automakers are looking for ways to incorporate digital technologies into every aspect of their businesses, including quality control and monitoring systems.
3.1.2 Importance of Push Belt in CVT
The push belt is a critical component in Continuously Variable Transmissions (CVT) used in modern vehicles It enables seamless and continuous gear ratio changes, allowing for smoother acceleration, better fuel efficiency, and improved driving comfort. The performance and reliability of the push belt directly impact the overall performance of the CVT, making it essential to maintain its quality and ensure its durability.
3.1.3 BQMS Role in Quality Assurance
The Belt Quality Monitoring System (BQMS) plays a crucial role in ensuring the quality of push belts in CVTs It is responsible for detecting defects and assessing the overall quality of the push belts during the manufacturing process By monitoring the quality of these components, the BQMS helps prevent potential issues from arising in the CVT, ultimately contributing to improved vehicle performance and enhanced customer satisfaction.
Given the ongoing transformation in the automotive industry, with an emphasis on digitalization, it is crucial to upgrade the BQMS to meet the increasing demands for efficiency, accuracy, and customer satisfaction By incorporating digital technologies into the BQMS, automakers can streamline processes, reduce manual work, and ensure a more robust quality assurance system for the push belts in CVTs.
3.1.4.1 Visual inspection check activities for operators
In order to enhance the reputation and maintain the trust of customers in Bosch products, BQMS was built to ensure that operators who work in crucial processes such as Element, Loopset, and Assembly lines have the necessary skills to detect defects in the production line Instead of customers having to spend a fortune to check the quality of incoming products after receiving products from Bosch, BQMS will play the role of making sure that no defective products reach their hands customers, and customers will trust the quality of Bosch products when looking at the test results of operators' ability to detect errors To achieve this, BQMS has implemented a quarterly operator test to evaluate their visual inspection skills through microscope The objective of this test is to prevent errors and deliver flawless products to the customers.
Figure 3 1 Operators are performing the BQMS test
Source: Author Every quarter, BQMS will be responsible for collecting samples below the production lines of all processes, including acceptance and rejection samples, especially BQMS is always looking for rare and hard-to-recognize defect samples can be applied to the test to ensure that all operators must be able to recognize such defects on the product of each process After collecting the necessary samples, BQMS will proceed to select the samples that are applicable to the test and then send all those samples to the PS/QMM6.2 department to measure the proportions, size, is in accordance with the standards applied at the factory, if it is, the BQMS will use that sample in the test, if not, the BQMS must actively collect another sample.
Depending on the type of process, there are different number of questions and corresponding test time, the test has a False Acceptance Rate and False Rejection Rate which determines the effectiveness of the operator's visual inspection skills If an operator passes the test, they can continue working in the production line However, if they fail, they will receive additional training and will need to re-take the test If they still fail the test after re-training, they will be re-assigned to a more suitable job BQMS ensures that the quality of production is maintained and evaluated fairly by implementing a Reaction plan that takes into account the False Acceptance Rate and False RejectionRate of the operator test results This ensures that every operator is evaluated objectively and fairly, and the system can identify areas for improvement in the production process.
Currently, BQMS is using and applying a lot of documents on standards at the factory including Process Acceptance Standard (PAS), Engineer Acceptance Standard (EAS), and other documents and reports BQMS department compiled at the factory PAS ensures that the manufacturing process meets established quality standards and is controlled during production The Bosch company can use this standard to ensure that its manufacturing processes meet quality standards (EAS) and to ensure that products are of high quality EAS ensures that the engineers and employees of the Bosch company have the competence and knowledge to ensure that the product meets the customer’s requirements In addition,
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
All relevant documents at the BQMS department are aggregated with each unique number (Table 3.1), and at Bosch there is a comprehensive page of all factory documentation called Manual Master (a software platform or tool designed to help create or manage all documents at Bosch) When you want to read any document, you have to look up each code, if you don't remember the document number, it will be very long and difficult to find information because you have to click on each small item to go to the document you are looking for Especially, there are some documents that require access to be viewed.
At HcP, BQMS has helped improve the visual inspection of operators, since then all operators have the skills to recognize errors occurring on the Belt and prevent defective products from being delivered to customers, so BQMS has improved quality products produced in 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 them is to enter each code on the manual master There is a single aggregator area, which shows that all the necessary documents used in the BQMS department are fragmentary and there is no single platform that aggregates them all.
The content of documents according to PAS or EAS standards presently is entered manually, updating and editing the content is very time consuming for employees. Moreover, the standard document must be clear and precise, the failure mode image on the PAS or EAS is currently very blurry and difficult to discern, and in addition, it only has 1 image for 1 failure mode Failure modes occur differently on different samples that are not fully updated, so staff may not remember or not be aware of failure modes on different samples.
3.1.4.2 Current status of operators’ missed failure mode
At HcP, after performing a quarterly test for operators, the BQMS department will summarize all the results of operators about those who passed the test, failed the test, must re-test or be sent for retraining skill of the respective failure process And these result rates will be reported to the HoD of QMM and sent to related parties if necessary and shown to the customer to increase the credibility of the operators’ working quality from which the customer will believes in the quality of the products produced, that customers will not need to check the input products when receiving 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
According to the test results report for all 4 quarters of 2021, there are not any failed tests, which means that all operators passed the test, and no one had to go back to training In general, the Acceptable rate is higher than the good test rate (Q1: 71.56% > 28.44%, Q2: 69.77% > 30.23%, Q3: 58.33% > 41.67%, Q4: 50% > 49.89%) this means there are a lot of employees who missed failure mode The operator’s missed failure mode rate (Failed acceptance rate) is mainly focused on Loopset 2B and Fine blanking processes (7.95% and 7.81%), especially based on the graph 3.5, the highest rates were the failure modes 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 these errors are also mainly in the Fine blanking and Loopset 2B process.
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
According to the test results report for all 4 quarters of 2022, there were not any failed tests, which means that all operators passed the test and no one had to go to training again In general, the percentage of good tests is higher than the rate of acceptable tests (Q1: 50.99% > 49.01%, Q2: 50.46% > 49.54%, Q3: 57.58% > 42.42%, Q4: 58.17% > 41.83%) this means that the quality of the test has improved a lot compared to 2021 but there are still many employees who missed failure mode The operator’s missed failure mode rate (Failed acceptance rate) is mainly focused on Loopset 2B and Fine blanking processes (12.37% and 10.46%), especially based on the graph 3.7, the highest rates were the failure modes Cracked blanking tool (0.34%), Aluminum on
LS (0.29%), Red spot outer surface (0.16%), Tear off pillar (0.13%), and Remaining edge (0.13%) All these errors are also mainly in the Fine blanking and Loopset 2B process.
The cause of operators not detecting failure modes on the test of each process
Assess the current status of BQMS activities
The BQMS system plays a vital role in ensuring that operators who work in critical production processes such as Element, Loop, and Assembly lines, where even the smallest defects or errors can have a significant impact on the final product’s quality are capable of detecting errors.
One of the essential functions of the BQMS system is to ensure that the operators who work in these crucial processes have the necessary skills and knowledge to identify and detect any defects that may arise in the production line By doing so, they can prevent errors and guarantee that the final products delivered to customers are of the highest quality.
Furthermore, the BQMS system is responsible for maintaining and evaluating the production process’s quality objectively and fairly It accomplishes this by implementing a Reaction plan that considers the False Acceptance Rate and False Rejection Rate of the operator test results This ensures that each operator is evaluated impartially and the system can identify areas where the production process can be improved.
In addition, the BQMS system provides valuable feedback to operators and management, allowing them to understand how the production process is performing and identifying any areas that require improvement This information is crucial for making 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 conclusion, the BQMS system is a crucial component of Bosch's commitment to producing high-quality products and maintaining customer satisfaction By ensuring that operators possess the necessary skills and evaluating the production process fairly and objectively, it provides the necessary framework for identifying areas of improvement and ensuring that customers receive only the best products.
The current Belt Quality Monitoring System (BQMS) faces a number of challenges that hinder its overall effectiveness and efficiency in assuring the quality of push belts in CVTs These challenges include:
Firstly, lack of standardization: The current BQMS lacks a standardized approach to data collection, leading to inconsistencies and difficulties in managing and analyzing the collected information This issue is further exacerbated by the multiple sources of data, including BQMS documents, PAS, EAS, and some standard photos of failure mode which made in very long time ago and now it looks different on actual sample because of method of photo taking.
Secondly, fragmented data management: Currently BQMS has a total of more than
20 different standard documents, but they are very fragmented and there is no single platform to store them, making it difficult for the entire staff the factory in finding and updating documents The absence of a centralized platform to store and retrieve data leads to fragmented data management, making it difficult to maintain a consistent and organized repository of information This fragmentation also contributes to increased manual work and reduced efficiency in generating quality reports and analyzing collected data.
Thirdly, the data is limited and not regularly updated according to the actual situation: all standard documents on failure types have been fixed on the Manual master system, each failure type is described and very brief attachment accompanied only by a corresponding failure mode image This makes it difficult to refer to the documentation or train new employees, they cannot recognize the error when it appears on different samples, more importantly when a new error is encountered on the belt, the document the data is not updated quickly, this affects the quality thinking of the factory staff, and the number of defective products will increase.
Fourth, the current BQMS is limited in digitization: The current BQMS system is limited in digitization, leading to inefficient data access and search With multiple data sources, including BQMS, PAS, EAS documents, each data source carries a different code The fact that an employee has to memorize all those document codes to be able to search for documents quickly has wasted a lot of their time, when viewing they have to manually enter the document code to search for the document they want to see This manual intervention is a time-consuming action for plant-wide employees.
Fifth, difficulty in data maintenance and analysis: The limitation of digitizing
BQMS makes data access and analysis difficult This can lead to delays in fault identification, longer time to take corrective actions, and a negative impact on the overall quality of the conveyor belt Currently, there are many slip-through products at the factory every year, but the root cause has not been found yet Furthermore, new data is not sent to everyone quickly, especially when a new error mode is found and is believed to be the cause of the error mode, this data takes a certain amount of time New can be communicated to all employees so that they are always up to date, which may affect the quality of products produced in the production line.
Finally, inefficiencies and impact on customer satisfaction: The lack of a centralized and standardized data storage and retrieval system leads to a long search for information related to quality standards, affecting productivity and overall efficiency. Limiting the digitization of BQMS makes it difficult to maintain accurate and up-to-date data, potentially leading to lower quality conveyor belt production Furthermore, the fact that the documentation is limited to information increases the chances of human error, because visual inspection is performed by operators based on the naked eye, which is bound to happen However, the current failure mode standard documentation has only one representation for operators to refer to.
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 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.
Based on the results of Failure quantity slip through in facet in 2022, the author collects specific data about specific failure mode names that operators do not recognize both in production line and in BQMS test The results obtained are as follows:
Figure 4 1 Slip through rate in Loopset in 2022
Figure 4 2 Missed defect rate in Loopset in 2022
Based on two graphs showing failure mode names 4.1 and 4.2, the author compared the top 5 most missed failure modes and can clearly see that failure modes slip through below the production line and at The BQMS test is the same failure mode. Therefore, the author set out to find the cause of the problem.
From the results collected in the fourth quarter of 2022 by the production department, there are 6 causes of slip through in the loopset process, collect data and draw Pareto. Thereby, identify the main causes of high slip through and improve the process.
Figure 4 3 Pareto chart the main causes
From the right axis draw a straight line at position 80%, then the line will cut the cumulative percentage line at a position and from that position we draw a straight line down to cut the cause column The errors on the left are errors accounting for 80% of the results, including: Operator visual inspection skill (the highest accounting for 29.35%), training (26.24%) and failure sample (22.52%) Therefore, it is necessary to focus a lot of resources to improve and prevent slip through from happening every year to create added value for the business.
To find out the causes of operators omission of errors on loopset, during the internship, the author observed the production situation of the product at the factory and consulted the workers and employees working at the factory The production department can summarize the reasons as follows:
The root cause Operator visual inspection skill
Figure 4 4 Fishbone diagram of cause Operator visual inspection skill
About human: Because the capacity of each worker is not the same, the quality of the output product on each stage is also different, the staff is wrong, inexperienced staff, the number of loops is missing, and the errors on the loopset are not recognized In addition, humans have to use their eyes and senses, combined with a microscope when working with loopset Some operators have vision problems such as being unable to see small objects or being unable to distinguish colors, which will make it difficult to judge product quality Besides, if operators have to look through many products continuously for a long period of time, they can become tired and not focused enough to check all the details and spot errors on the product.
About the method: Operators do not follow the correct method, do not follow the loopset test steps that have been trained before Out of habit, they usually rotate the loops very quickly and ignore the failure modes that occur on the loopset In addition, the quality of machinery and equipment that has been used for a long time has been reduced or high technology has not been reached, so the visual inspection method of operators has not been effective.
About the environment: Employees work in an environment with insufficient lighting conditions because the observation equipment has been used for a long time, which reduces the quality In addition, the operator's sitting posture is also very important, they 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
About human, operators are often not motivated to learn during training sessions, they often feel bored, unfocused, even uncooperative with their trainers, which can affect their skills when working under production line Besides, the skill and knowledge of the trainer is also very important, some trainers are not able to teach, leading to the operator not being able to absorb effectively.
About method, Current training methods of lecturers are not effective because they do not spend a lot of time with students, often teachers only give materials for students to read by themselves, where they do not understand, ask It’s not really that much to let the operator continue buttoning with actual samples In addition, the training period should be shortened, meaning that the operator training period is currently 1 year. Operators have to spend a lot of time to review their knowledge and improve their skills.
About equipment, currently the machines and equipment designed in the training area are very limited in number Sometimes students have to move between the training room and under the production line, even the trainer has to lend the students visual 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.
About documents, current training materials used are paper documents, when training any process, not just loopset, trainers will print paper documents for students to see The failure mode image has been taken for a long time, the file is sometimes not clear, but after printing the paper document, it is difficult for students to see and understand all that knowledge.
The root cause Failure sample
After consulting with the production staff, there are failure modes that are very clear in shape and color but the operators still ignore or see but are not aware of what the error is called, but there are also failure modes that are too small or difficult to see, and different from the picture above standard, so the operators are not careful and missed.
After conducting the identification and analysis of the root causes along with the limitations backlog at the plant Also, consult the quality experts at QMM6 and stakeholders The author has given the main reasons which are: training documents and failure sample.
*About training documents: There should be an integrated system of all training documents for new operators, especially documentation of standards and work instructions The images on the document must be in high resolution so that students can easily see and visualize what the failure mode is like In addition, allowing operators in production lines to update and review their knowledge regularly to improve their skills by arranging a digital document system so that they can view it whenever they want BQMS Management System will be built, and detailed content will be presented in Section 4.3.
Building the digital library: BQMS Management System (Solution to all limitations)
The project aims to integrate digital solutions into the current BQMS, allowing for a more streamlined and automated system Currently Since there were some differences of name, code, group, etc in EAS and PAS that causes a difficulty and taking time when searching and evaluating the failure modes, and No channel or system can show the linking of these standards Especially some standard photos of failure mode which made in very long time ago and now it looks different on actual sample because of method of photo taking Therefore, By embracing digitalization, the BQMS will be better equipped to handle the growing demands of the automotive industry and maintain high quality standards for push belts in CVTs.
The project focuses on improving the BQMS’s capabilities to ensure the production of defect-free push belts This involves enhancing the system's ability to help employees to detect potential issues early in the production process, enabling timely corrective actions, and utilizing predictive analytics to identify trends and patterns that may lead to defects The zero-defect strategy will ultimately contribute to the production of high-quality push belts, ensuring optimal performance and reliability in CVTs.
The project aims to boost customer satisfaction by delivering superior quality push belts that meet or exceed customer expectations This involves regularly collecting and analyzing customer feedback, monitoring key performance indicators, and continuously refining the BQMS to address any identified issues By focusing on customer satisfaction, the project will help foster brand loyalty and drive long-term success for 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.
Increase the work efficiency and save time when referring to failure mode documents Integrate acceptance standards from different document systems (BQMS,PAS, EAS) into a unified platform, allowing for seamless data exchange and efficient collaboration between 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 is conducted according to the PDCA continuous improvement cycle including the project planning phase (Plan); implementation phase (Do); the check phase and the final stage is the action phase (Act) to introduce improvements The project implementation period lasted for 5 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:
I played an important role in this project during my internship at the company, all the necessary data for the project on standards and data were collected by me, then normalized into a unified form I also go around the factory, observe all the processes and collect samples and data of each production line so that I can give specific causes to solve some of the problems that cause the failure of the factory.
Besides, I am the one to schedule meetings with process engineers, TEF department, and related departments to discuss the progress of the project I also had to spend time learning all the documentation about possible failure modes at the factory to collect samples and take all pictures of those failure modes to update to the BQMS management system.
In addition, I am the designer of all the interfaces of the app so that users can manipulate and use the app easily and aesthetically When presenting progress as well as presenting to HoDs and supervisors about project content, I also prepare powerpoint slides and present them to them When the project was completed, I was also the one to organize meetings and workshops to widely introduce this useful system to all employees throughout the factory Therefore, I have spent a lot of time and effort on the project to help the company in general and the BQMS department in particular to approach digitalization, thereby improving the quality of products in this 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) andBQMS Navigation (2) There are also other items that also contribute to improve the operational efficiency of the BQMS department (3, 4, 5, 6, 7).
(1) BQMS Library: In this part, BQMS staff will collect all images and information about failure modes in all processes in MSE1, MSE2 and MSE3 All of these images are taken by BQMS from real samples collected directly from production lines, each failure mode with many different shapes is collected and updated with the image with detailed information about that failure mode in full at BQMS library With this library, factory employees, especially operators working directly on the line, can quickly update their knowledge with clearer and more detailed information instead of waiting for training or viewing paper material resources.
(2) BQMS Navigation : All documents related to BQMS including Instructions,
Acceptance standards, Web forms, BQMS Test results, BQMS report are fully aggregated at BQMS Navigation Employees at the BQMS department and related departments wishing to view documents or reports just need to select the items available here to view them quickly.
(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.
(4) Update failure mode complained: All failure mode images complained by customers are updated here after the relevant parties find out and resolve the issue. People can select this item to view information quickly without waiting to hold face-to- face meetings anymore.
(5)This is the menu bar displayed on the left side of the main page so that the user can select the items there when entering the details inside without pressing back to the main page In addition, there are two more items here: Failure mode change logs (6) and About (7).
(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
BQMS library will aggregate all failure mode images in different forms of all processes including MSE1, MSE2 and MSE3, currently there are more than 300 different failure modes applied for visual inspection check.
When any MSE1, MSE2 or MSE3 is selected, a view of the failure mode images and information for all MSE1 processes will appear Users will be able to quickly see the image captured on the actual sample and the failure mode information is also clear and detailed Users can quickly find the failure mode they want to view by typing the failure mode name in the search box or selecting it in the process box The image below illustrates the interface of the BQMS library when used.
There are all 5 types of documents in BQMS Navigation, in the old days it was in many different places making it difficult to find, all documents related to BQMS are aggregated at BQMS Navigation including Instructions, Acceptance standards, Web forms, BQMS Test result and BQMS report Below is an illustrative interface for each specific document type.