For large corporations in the world to ensure increased output, increased profits, minimize waste and ensure product quality, manufacturers must focus on investing in quality assurance f
INTRODUCTION
REASONS FOR WRITING
Improving product quality is the most economical way, and it is also one of the important strategies to ensure the sustainable development of an enterprise, especially in the time when businesses are being severely affected from the COVID-19 pandemic The key for businesses to improve their competitiveness is to find ways to reduce costs in order to keep product costs as low as possible, and at the same time, to constantly improve to improve product quality and ensure products chemical Its services are of the best quality For large corporations in the world to ensure increased output, increased profits, minimize waste and ensure product quality, manufacturers must focus on investing in quality assurance from the raw material stage input materials until the product have been completed.
Through studying at school as well as internship at Bosch factory, the author understands the influence of quality control at production processes on semi-finished and finished products Having too many defects of semi-finished products in the long run will affect product quality and cause loss of reputation with customers.
Realizing that quality control at production lines is an extremely important topic, as well as to better understand the importance of quality, and want to learn directly about the quality control process at Bosch Long Thanh factory, so we decided to choose the topic “The implementation of the evidence- based decision-making principle at Loopline 5 in Bosch Long Thanh factory”
OBJECT AND RANGE OF THE STUDY
Subject: The “evidence-based decision-making” principle
Research scope: Bosch Vietnam Co., Ltd
RESEARCH METHODS
- Secondary information: Refer to relevant documents from the factory's departments, documents, textbooks, theses, graduation projects, information on
- Primary information: All data collected from personal survey and QMM3 department of Bosch Long Thanh Factory.
Methods of synthesis and analysis
All documents and information are analyzed, compared, and synthesized specifically to find the advantages and limitations to propose remedial solutions.
STRUCTURE OF THE STUDY
Chapter 3: Analyzing the implementation of the “evidence-based decision-making” principle in Robert Bosch Engineering and Business Solutions Vietnam Company Limited
THEORETICAL BACKGROUND
ISO PRINCIPLE
2.1.1 General introduction to the ISO principle
Asbari (2020) said that the ISO 9000 series is a quality management system first and foremost, a global system to optimize the quality effectiveness of an organization or company, by creating a framework for continuous improvement” ISO 9000 series includes several standards, namely ISO
9001, ISO 9004, and ISO 19011 Since it was first published in 1987, this standard has undergone four changes All ISO standards are regularly reviewed and revised to ensure that the requirements in them remain relevant to market conditions The latest version of ISO that is currently in effect is ISO 9001:2015, replacing the previous version, namely ISO 9001:2008 This revision aims to make the ISO 9001:2015 standard applicable to all types of companies The changes seen in ISO 9001:2015 compared to the previous version are that the structure is adjusted to the structure in Annex SL, namely the High-Level Structure (HSL) which is the basic reference for all system structures Quality management issued by ISO, making it easier for companies to use other management systems In addition, the articles contained in ISO 9001:2015 focus on risk-based thinking, where companies are expected to be able to understand risk-based thinking in more detail and be able to make it happen in the implementation and improvement of quality management systems and business processes The ISO 9001:2015 Quality Management System contains an emphasis on leadership involvement, directing company risks and opportunities in a structured manner, using common and simple language, structure and terms, making it easier for organizations that use multiple management systems, directing supply chain management more effectively, easier to use for service companies and knowledge-based companies, the International Organization for Standardization states that there are 7 principles that underlie the ISO 9001:2015 Quality Management System, namely customer focus, leadership, people involvement, process approach, improvement, evidence-based decision-making, and relationship management (Purwanto, 2020).
2.1.2 ISO 9001:2015 Quality Management System Principles
Customer Focus, the focus of quality management is to meet customer requirements and to strive to exceed customer expectations Continuous success is achieved when the organization attracts and maintains the trust of customers and other stakeholders Every aspect of customer interaction provides an opportunity to create more value for customers Understanding the current and future needs of the customer contributes to the continued success of the organization ISO 9001 principles, identify direct and indirect customers, understand the current and future needs and expectations of each customer, link organizational goals with customer needs and expectations, communicate
3 customer needs and expectations throughout the organization, Plan, design, develop, produce, provide, and support products and services to meet customer needs and expectations, Measure and monitor customer satisfaction and take appropriate action, Determine and respond to the needs and expectations of relevant stakeholders, which can affect customer satisfaction, Manage customer relationships to achieve success continuous
Leadership, leaders at all levels establish a unity of goals and direction and create conditions that make everyone involved in achieving the quality objectives of the organization The creation of this unified goal, direction, and engagement enables the organization to align strategies, policies, processes, and resources to achieve organizational goals Principles of ISO 9001 Actions that can be taken to enhance leadership: Communicate mission, vision, strategy, policies and processes throughout the organization, Create and maintain shared values, fairness, and ethical models of behavior at all levels of the organization, Implement a culture of trust and integrity, Encourage overall commitment to quality, Ensure all leaders at all levels can be good examples, Provide resources, training and authority so that everyone can act responsibly, Inspire, encourage, and acknowledge contributions of organizational members.
Engagement of People, Organizations need to make sure everyone is competent, empowered, and involved in providing organizational values Competent, empowered and engaged people throughout the organization will increase the organization's capacity to create value To manage an organization effectively and efficiently, everyone, everyone needs to be involved and respected as individuals Recognition, empowerment, and improvement of skills and knowledge facilitate the involvement of people in achieving organizational goals Actions that can be taken to increase people engagement: Encourage understanding of the importance of individual contributions, Promote collaboration throughout the organization, Facilitate open discussions and knowledge and experience sharing, Empower people to determine barriers to performance and not to be afraid to take initiative, Acknowledge and reward contributions, learn, and individual improvement, Apply self-evaluation of performance against individual goals, Conduct individual satisfaction surveys, communicate results, and take appropriate action
Process Approach, consistent and predictable results can be achieved more effectively and efficiently when activities are understood and managed as an interrelated process that functions as an integrated system The quality management system consists of interrelated processes Understanding how an output is produced by this system, including all processes, resources, controls, and interactions, enables optimization of organizational performance Actions that can be taken to improve the process approach, Determine the system goals and processes needed to achieve these goals, Exercise authority, responsibility, and process management accountability, Understand organizational capabilities and determine resource limitations before taking action, Determine inter-process dependencies, and analyze the effects of modifications to a process on the whole system, Manage processes and inter-process relationships as a system to achieve organizational quality objectives effectively and efficient, Ensure the availability of information needed to run and improve the process, as well as to monitor, analyze and evaluate the overall system performance, Manage risks that can affect process output and the overall results of the quality management system
Improvement, a successful organization constantly emphasizes improvement Improvements are important for organizations to maintain current levels of performance, to respond to changing internal and external conditions, and to create new opportunities Actions that can be taken to increase improvement, Encourage the setting of improvement goals at all levels of the organization, Educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement goals, Ensure HR competency to carry out improvement projects, Develop processes for implementing improvement projects throughout the organization, Track, review, and audit planning, implementation, completion, and improvement project results, Integrate improvement considerations in the development of new or modified products, services, and processes, Acknowledge and reward improvements.
Evidence-Based Decision Making, Decisions based on analysis and evaluation of data and information are more likely to achieve the desired results Decision making can be a complex process and always involves uncertainty This process sometimes involves different types and sources of input, as well as interpretations of these inputs, which can be subjective An understanding of the cause-and-effect relationship and the potential for unwanted effects is required. Facts, evidence, and data analysis increase objectivity and confidence in decision making Principles of ISO 9001 Actions that can be taken to improve evidence-based decision making, Determine, measure and monitor key indicators of organizational performance, Provide necessary data to relevant people, Ensure that data and information are sufficiently precise, reliable and safe, Analyze and evaluate data and information with appropriate methods, Ensure competence of HR to analyze and evaluate data as needed, Take decisions and action based on evidence balanced with experience and intuition
Relationship Management, in order to achieve sustainable success, the organization manages its relationships with stakeholders, such as suppliers Stakeholders influence organizational performance This management of relationships with stakeholders optimizes their influence on
5 organizational performance Relationship management with suppliers and partner networks often has a particular interest Actions that can be taken to improve relationship management, Determine relevant stakeholders (suppliers, partners, customers, investors, employees, or communities) and their relationships with the organization, Define and prioritize relationships with stakeholders who need to be managed, Create relationships that balance shortterm with long-term benefits, Collect and share information, skills and resources with relevant stakeholders, Measure performance and provide performance feedback to stakeholders as needed to enhance improvement initiatives , Run collaborative development and improvement activities with suppliers, partners and other stakeholders, Encourage and reward improvements and achievements from suppliers and partners.
EVIDENCE-BASED DECISION-MAKING
As part of ISO 9001, top management are expected to review the QMS based on data – this is where the importance of evidence-based decision-making comes to the fore.
EBDM is a systematic and logical approach that can be used in any decision-making situation By basing decisions on data and evidence, top management are more likely to make decisions that are in line with the organisation’s goals and with the ISO 9001 standard.
Evidence-based decision-making is a process that:
- Relies on high-quality data
- Ensures important decisions are made with precision
- Uses multiple sources of information
- Considers the consequences of different decisions
- Identifies risks and opportunities early on
2.2.2 Importance of the “evidence-based decision-making” principle
There is no single definition of evidence-based decision-making (EBDM) However, at its core, EBDM involves using the best available evidence to inform decisions This can be done at an individual level (e.g., when a doctor makes a treatment recommendation for a patient) or at a population level (e.g., when policymakers develop public health interventions).
Some of the reasons why the “evidence-based decision-making” principle is important:
It increases the likelihood of successful outcomes
Evidence-based decision-making encourages professionals to think through their plans carefully before exacting them, reducing the likelihood of hasty decisions This approach also relies on hard data rather than feelings or opinions, making it easier to choose reliable methods that are known to lead to success Comprehensive evidence can help HR professionals and executives minimize risk when making company-wide decisions.
This approach to decision-making can help expose you to new perspectives Considering a broad range of opinions, data points and anecdotes might expand your understanding of a given issue and help grow your empathy It is crucial to resist the urge to act based on personal assumptions, as everyone’s emotions, biases and circumstances might limit their thinking Evidence-based thinking encourages you and your teammates to challenge your beliefs and come to a well- founded conclusion.
It leads to unbiased decisions
This method helps organizations make objective decisions that are best for the group Carefully weighing the options and using numerical and historical data to support hypotheses can help you make impartial choices It can also help democratize decisions When key decision-makers rely on their own thoughts and feelings too heavily, it can lead to unbalanced or emotional decisions that could benefit some people more than others Evidence-based decision-making, alternatively, considers the opinions of experts and stakeholders to arrive at fair, justifiable conclusions.
It might increase employee engagement
Since this process encourages decision-makers to consider the thoughts and feelings of the workforce before implementing new measures or changing internal processes, it could increase employee satisfaction and engagement Many people appreciate having their opinions heard, and surveying the group before moving forward can help demonstrate that leaders care about the team's happiness and comfort Thoughtful, informed decisions about processes and environment can also improve morale by improving business outcomes, increasing efficiency, or improving the company culture.
It can be costly to test out solution after solution to learn what works best It might be advantageous to use evidence-based decision making, because it reduces the need for experimentation By reading case studies, exploring scholarly research, and learning how similar decisions affected other companies, you can increase your chances of making the best decision the first time This can save time and money when implementing HR initiatives.
Evidence-based decision making is becoming increasingly popular to make decisions about healthcare interventions This is because it considers all the available evidence, not just the evidence from clinical trials It also allows for different types of evidence to be weighed up against each other This way decision-makers can consider both the benefits and harms of an intervention.
There are improvements in the decision-making process, reducing the rate of error or risk. There are improvements in performance evaluation of the process, improve the ability to achieve goals by making the right and timely decisions.
Improving the effectiveness and the effency of the organization’s operations.
Ability to identify, review and change quickly within the organization It is the result of quick and right decision making.
IN BOSCH LONG THANH FACTORY
BOSCH VIETNAM COMPANY LIMITED OVERVIEW
The history of the Bosch group is a history of innovation In November 1886, Robert Bosch established the "Factory of Precision Mechanics and Electrical Engineering" in west Stuttgart This is the birth of today's globally dynamic Robert Bosch Company Limited.
Since 1897, Bosch began to install innovative magneto-ignition igniters for cars "manheto" with cross-voltages used in gas engines, which made Bosch a supplier of equipment The only and most prestigious magnet ignition In 1898, Bosch first entered the world with the first sales office established at Store Street, London In the following years, sales offices were quickly developed in many other European countries.
The period from 1960 to 1980 was marked by a transformation at Bosch, becoming a multi-industry corporation with autonomous units, a global company and market leader in automotive electronics. Started production of Lambda sensors in 1976, measuring the oxygen concentration upstream of the catalytic converter The data provided by the sensor allows the electronic fuel injection control unit to change the composition of the gas-fuel mixture, thereby maximizing combustion efficiency, allowing the catalytic converter to clean the exhaust gases optimally.
In 1978, Bosch introduced the anti-lock braking system (ABS), now a standard component, allowing the driver to steer with strong braking.
The Bosch Traction Control System (ASR) was introduced in 1987 This system prevents the wheels from turning at the start of movement and during acceleration on slippery roads.
The ESP, introduced in 1995, is a technological milestone It prevents skidding, ten million ESP brake systems have been consumed since its introduction In the same year, Bosch introduced the TravelPiot navigation system with voice routing.
The IXO electric screwdriver quickly became the best-selling power tool worldwide, and Bosch founded a new business in 2003 with compact, lightweight devices powered by lithium-ion batteries.
Bosch has always existed with its core values, with responsibility, assertiveness, openness and trust, fairness and trustworthiness, credibility, and legitimacy.
- Focus on the future and results
The company's activities are divided into four business areas including:
3.1.1.4 About Bosch Vietnam Company Limited
1 Name: BOSCH VIETNAM CO., LTD
4 Address: No.8 Street, Long Thanh Industrial Zone, Long Thanh District, Dong Nai Province, Vietnam
5 Email: bosch-infoteam@vn.bosch.com
6 Website: www.bosch.com.vn
7 Main job: Manufacture of spare parts and accessories for motor vehicles and motor vehicles.
In Vietnam, the Bosch Brand has also entered the market since 1994 Starting in 2007 is represented by Robert Bosch (Vietnam) Co., Ltd In which, the main office is in Ho Chi Minh and branch offices in Hanoi and Da Nang, and a Powertrain Solutions Factory is located in Long Thanh District, Dong Nai province to manufacture variable transmission belts continuous (CVT) in automobiles Not only that, but Bosch also operates a Research and Development Center for Technology and Business Solutions (Robert Bosch Engineering & Business Solutions Vietnam Co., Ltd.), Automotive Technology Research & Development Center in Ho Chi Minh City Ho Chi Minh City and Bosch Industrial Technical Vocational Training Center (Bosch TGA).
In 2008, Bosch started producing CVT belts in Dong Nai, the Bosch Powertrain Solutions factory was the first Bosch powertrain belt production site in Southeast Asia As of March 2018, the plant has produced more than 25 million continuously variable transmission (CVT pushbelt) products for auto manufacturers in Asia Pacific and North America.
Figure 3.1 Bosch Long Thanh Factory
Nguồn: cnd-aluminium.com.vn
Figure 3.2 The diagram illustrates the organization of departments at the Bosch factory
The company's organizational structure includes:
The whole company is divided into 2 main blocks: office block and production block All are under the management and coordination of the factory director.
QMM – Quality Management: quality inspection department with HcP/QMM1: Customer Relations, HcP/QMM3: Process Quality Control, HcP/QMM6: Lab, HcP/QMM7: Project Department
MFG – Manuafacturing: department responsible for production with HcP/MFG1: Element manufacturing, HcP/MFG2: Loop manufacturing, HcP/MFG3: Assembling element and loopset to form pushbelt, HcP/MFG9: Support for production system
PS/QMM1-HcP: Quality management department with customers (Customer Activities)
PS/QMM3-HcP: Process Quality Management
PS/QMM6-HcP: Measurement Lab Division
PS/QMM7-HcP: Training courses, organizing events, organizing workshops
The company's main product is Pushbelt Pushbelt is one of the important components of a CVT (Continuously Variable Transmission) automatic transmission If there is no Pushbelt, or the Pushbelt is damaged, the car will not run Pushbelt allows continuous transmission of power from the engine to the wheel In this way, the engine maintains optimum performance, thereby reducing fuel consumption, allowing rapid acceleration, and minimizing noise.
Pushbelts are made up of hundreds of individually designed steel components (called Elements) that are linked together in a chain and attached along two sets of high alloy steel rings (called Loops) With such a structure makes Pushbelt extremely flexible and solid
To produce one Pushbelt needs to go through the main stages:
To create a Pushbelt requires Element and a Loopset.
Element consists of two main types: Normal Element and Filling Element, these Element types have different sizes Normally, the Normal Elements will be assembled into the Loop first, the open positions will be installed with Filling Element.
Loops are manufactured in a variety of sizes, then assembled called Loopset The number of Loops in each type of Loopset depends on the type of Pushbelt product the factory is producing Currently, the Loop production line has 3 different types:
- Conventional Line – Conventional loop production line: Using pre-2010 technology, using many stand-up workers, accuracy is not high, product defect rate is high.
- GU Line – New high-quality loop production line installed since 2014, using more hightech machines, automatic fault control system on computer, using less workers than conventional line However, because the machines have just been put into use, engineers do not have much experience in handling and controlling errors Currently, the factory has been running GU No.10, 11.
- GU Light – line 9 is a combination of GU and Conventional lines.
CURRENT STATUS OF LOOPSET QUALITY MANAGEMENT AT LOOPLINE 514 1 Loop Overview
Loop is a combination of different rings, in different sizes Depends on the respective Belt type
Nguồn: Bộ phận Chất lượng
Figure 3.4 Steps to produce a Loopset
3.2.1.2 Description of Loopset manufacturing process
Nguồn: Bộ phận Chất lượng
3.2.2 Quality management process of each period
Table 3.1 Production output statistics of Loopset types at Loopline 5
Product name Productivity Percentage Cumulative percentage
Nguồn: Bộ phận Chất lượng
Figure 3.6 Pareto chart analysis of production output at Loopline 5
Nguồn: Bộ phận Chất lượng
Make a Pareto chart to determine the scope of the analysis Based on the results on the chart, we can see the most produced Loopset 072 at Loopline 5 Loopset 072 is so in this article, the author will focus on analyzing common types of errors at LS072 Loopline 5.
3.2.2.1 Quality assurance of input materials
The product quality management process starts from checking the quality of the pipes, then checking the quality of the semi-components at the stages of Slitting, Rolling until the product is completed At each stage, there are Quality Technicians to check the quality, the semi-component after each stage must be checked by the staff before being transferred to another stage for further processing.
The Loopset after being finalized will be transferred to the Assembly procedure to be attached to the Elements to be made into a complete Pushbelt Therefore, if quality control at the Loop production process is not ensured, leading to errors in the product will affect not only the Loopset but also the final output of the complete Pushbelt product Therefore, strict quality control at this process is extremely important Quality control of input materials (Pipe).
After receiving the order from the customer, HcP/LOG inform MFG2 about the Loop set production plan in the next month, as described in the diagram the Loop will be made up of the PIPE Therefore, PIPE is considered as an input material of the Loopset manufacturing process. 3.2.2.2 Pipe production process
At the coil discharge stage to cut into sheets, the operator will order the coil material from the MFG2 shift leader Within 2 hours of receiving the order from the shift leader, the LOG will transfer the coil to the tube line placed on the rack.
Perform a visual inspection of the coil as prescribed Then sign the coil delivery and inspection form.
2 Some common faults and how to fix them at the Slitting stage
Table 3.2 Common faults and how to fix them at the Slitting stage
Order Common faults Acting on raw materials/products
- Remove those rings from the manufacturing process.
- If the problem occurs too 3 rings or loop/shift, notify Shift Leader.
- Stop the machine, notify facet inspector to double check the faults related to this case.
- Check the cutter for contamination or breakage.
- If the problem persists, notify, and suggest a knife change.
2 Ring is cracked or broken
- Remove the faulty ring or loop from the process.
- If the problem occurs not more than 2 rings or loop/shift, notify Shift Leader.
- Check Slitting machine for anomalies.
- If the problem occurs too 2 rings or loop/shift, notify Shift Leader.
Table 3.3 Common bugs and troubleshooting at Deburring stage
Abnormal condition Action for Product Action for the process
1 White spot-on ring surface after grinding (occurs due to long ring in external environment)
- Check 100% ring for rust or not?
- If the ring is rusted, remove this ring If no rust, use normally because these white marks will be washed off at the ring washing.
- Check the time of these rings after grinding located in the external environment.
- Check nozzles at the stone floor.
2 Ring falls at deburring machine output (Ring has been deburr)
Remove all dropped rings - Check trolley position at deburring machine output.
- Reposition the trolley, if it is misplaced.
- Continue production and monitor the status.
3 Ring is not well sharpened causing
Eliminate all ring errors - Check the settings for the Deburring machine.
- Check if the amount of grinding wheel is enough.
- Tank 1 washes with ultrasonic waves
- Wash Ring with Surtec chemicals
- The basket containing the Ring is rotated 360 degrees, while moving up and down
- Wash time 60 seconds/per tank
- The basket containing the Ring is rotated 360 degrees, while moving up and down
Table 3.4 Acceptance criteria at Ring Washing stage
Errors How to recognize How to check
Ring does not dry and has stains
Ring surface is not completely washed, Ring is not dry and has sticky residue.
Ring is rusty and oiled.
Ring is deformed Visual inspection
All edges are damaged; Ring is deformed.
For all Ring quality errors in the Ring Washing process as mentioned in the table above or quality errors related to damaged machines, quality errors related to problems causing machine stoppage, power outage, restart Defective Rings will be cancelled as follows:
- Counting the number of Rings with quality errors.
- Take the faulty Ring to the red reject bin and put it in the storage basket.
- Record the number of rejected Rings for the Ring Washing machine Specify the cause of removal, quantity, and time of removal.
5 Rolling stage a Visual inspection without magnifying glass
- Wipe the Loop clean with primtex wipes and Ethanol chemicals.
- Check the outer side of the Loop according to the acceptance criteria in the document.
- Drag the Loop slider on your hand at least 5 times to see the entire outer circumference of the Loop.
- Repeat according to the partner with the inner side of the Loop. b Visual inspection using magnifying glass
- Adjusting the magnifying glass. c Loop test (the same way as the visual test without glasses) d Check the facet of the Loop e Confirm the inspection
If errors are found, see the resolution guide as in the standard document
Stages of the Loop Washing process:
Loops after being washed will be checked for surface quality by inspection Steps to check Loop surface quality after washing:
Table 3.5 Steps to check Loop surface quality after washing
Using a cotton rod dotted with ink and a line about 3-6 cm long on the Loop surface, wait 3-4 seconds after the line, observe the profile of the ink streak.
Nguồn: Bộ phận Chất lượng
If the ink stain has the same shape as the picture.
Conclusion Loop OK (Loop is rinsed).
Nguồn: Bộ phận Chất lượng
If the ink stain has the shape as shown.
Loop conclusion NOK (Loop not washed).
Record the test results in the prescribed form.
Nguồn: Bộ phận Chất lượng
At the beginning of each shift, the loop after the incubator will be checked for visual characteristics according to regulations.
- Take one loop per track.
- Record the results on the form.
- Record information about the number of loops discarded.
Table 3.6 Acceptance criteria at Loop Annealing process
Appearance characteristics of Loop annealing
Color Loop comes in different colors.
Other colors (not white) are not accepted
Geometrical characteristics of Loop annealing
Nguồn: Bộ phận Chất lượng
Nguồn: Bộ phận Chất lượng
Table 3.7 Elimination standard at Loop Annealing process
Type Illustrating images Fault form Recognition How to confirm
Geometrical characteristics of Loop annealing
Geometrical characteristics of Loop annealing
Shape Loop twisted at one edge.
The goal of the Calib machine is to pull loops into loops of different sizes depending on the type of loop specified, then these loops will be inserted into the Measuring & Selecting machine to select loops of the same size and form a complete set of Loopset.
Table 3.8 Remediation options at the Calibrating process
Orde r Abnormal Action for Product Action for the process
1 Loop lying on top of each other on the conveyor
- The overlapping loop (contact facet) is damaged and must be removed.
- Check which calibrating machine caused the error
- Report to the staff of the TEF department.
2 Loop position in Looprack is uneven, Loop falls off rack, Loop is loose (does not fit) in rack
Eliminate Check if the looprack is correct for the product running.
At this stage, the staff will check each half of the Loopset Check the perception by gently tapping the Loopset on the inclined plane at the test table, then check the outer and inner sides of the Loopset, then the staff put the Loopset under the magnifying glass and conduct a visual inspection Finally, these Loopsets will be placed on the weighing tray to ensure the correct weight And record the data in the prescribed form.
Table 3.9 Standard provisions for each Loopset
Lootset Quantity Number of Loops per set
With Facet Inspection, through collecting information from colleagues and employees working directly in Facet room, the author noticed some advantages and disadvantages as follows: Successes achieved
- The Loopset test has a standard document that specifies each step of the test, making it easy for employees to work.
- Workers who, during their work in the room, comply with the glove and hood regulations.Existed limitations
- At this stage, the method of visual inspection is carried out in its entirety by human, so if the worker is not focused during the work, the spirit is uncomfortable, under pressure, unsecured health will easily lead to the negligence to confuse the Loopset causing Mixed up Loop error.
- Workers do not comply with the regulations on 5S, the workplace does not contain.
- It is still the case that the worker does not clean the desk at the end of the shift or before leaving the position, causing confusion.
Statistical table of common deviations and errors at Loopline 5:
Table 3.10 Statistical table of common deviations and errors at Loopline 5
Figure 3.9 Pareto chart of error types
Based on the Pareto chart and the 80:20 principle, we find that the common errors in Loopset at the Loopline 5 production process are Mixed up Loop errors (37.8%) Matt facet damage (30%) accounts for 67.8% of all types of errors Therefore, workers and Quality Management Engineers should also pay special attention to these errors The root cause of Mixed-up Loop error.
At HcP, each type of Loop produced meets the requirements of each customer, so each type of Loop will be different in size, diameter, thickness Observing the Pareto chart, we see that the Mixed-up Loop error accounts for the most rate Confusion here often occurs at most stages of the production process Cases of Loop confusion include: mixing Loop types with each other, mixing Loop OK and NOK, mixing Loop of different tracks, taking the wrong trolley Mixing the loops will result in loop damage, reducing the life of the loop and the belt, and causing waste due to errors, affecting the production productivity of the whole factory, and affecting the quality of the finished product.
APPLY ISO 9001 PRINCIPLE 6
The listed figures and pictures show that Bosch's production process has many errors, so the company has applied ISO 9001 - Principle 6: Evidence-based decisions to improve the production process, reduce error rate, Bosch has come up with 14 Quality Principles Bosch is to provide a set of measures and codes of conduct to help prevent fundamental errors in the manufacturing process that can cause customer complaints and dissatisfaction.
When complaints occur, employees must be promptly informed of the location of the error, making the relevant parties aware of the problem In this case, a standardized process for communicating customer complaints is helpful Stop signs are a suitable method Using problem-solving techniques like 8D… greatly reduces the time it takes to solve a problem Repeated errors are effectively prevented The STOP symbol along with elements of the 8D is displayed in the factory A customer complaint review process should involve the production/shipping manager and the quality manager.
Andon Cord, allows employees, if they detect a deviation, to take action to prevent the transition to the next stage/prevent the continuation of production (stop the line/blocking) and report to the superior for handling physical.
Working, production and inspection instructions should be clearly displayed in the work areas Production and inspection instructions should be clearly visible in each area, including work instructions, forms, and acceptance standards (AS) AS for special failures are shown directly to employees in the workplace.
All process parameters that affect product quality are systematically identified and checked against the Control Plan All testing requirements are conducted according to the standard, any deviations must be systematically recorded and permanently eliminated.
Measuring and testing devices must be calibrated and used within their validity period only In case of doubt as to the functioning of the equipment or of suspected failure of the equipment, the relevant department shall be notified.
The principle of “Inspection of inspection equipment and visual inspection personnel” must be applied and the suitability of the person/equipment to be inspected must be ensured For each
“checker,” the inspection/ maintenance plan must include the frequency of inspection/ maintenance/ replacement Validation procedures for inspection/ maintenance are specified and performed by a third party and the results must be documented.
The four pillars of the total productive maintenance model, especially the standard of routine and preventive maintenance, are built for each machine, equipment, and vehicle This includes both the roles and responsibilities of production and support departments Maintenance activities in HcP fall into two categories: routine maintenance and preventive maintenance.
Damaged or worn tools can affect product quality Tools should be recorded and controlled (e.g., service life), each type of tool should be checked for abnormalities (damage, wear) In the event of a deviation, prescribed actions must be followed to ensure that quality is maintained.
Restarting after each interruption must be strictly followed as standard for all production machinery and equipment.
Products and product containers must be labeled in accordance with the set of standards.
Rework or Scrap products must be handled according to regulations to ensure that they meet the requirements to avoid providing defective products to customers.
Any product that falls on the floor, falls into the machine or cannot be identified must be discarded.
Only the correct products are provided for disassembly and assembly.
The control of the remaining products/quantities must be clearly stated.
3.3.1 Applying 5S standards at the factory
The purpose of the 5S standard in the Bosch factory is to create a standard system for all employees, creating uniformity in the factory At the same time, it is also a standard for employees to optimize the workplace to improve performance and minimize unnecessary errors. a 5S standard for stamps/box labels
Stamps/Box labels are used to identify an object/ material/ appliance/ equipment/ tool contained in that box/ container In order to provide users with information about the whereabouts of a certain item, helping them find the item they need easily and quickly, avoiding the case of confusing products with each other.
The content of the stamp/label needs to have full material code and product name information, printed on white paper, black text, font Bosch Office Sans, laminated and glued between one side of the box/container For the case of no material code, just describe the item name.
The stamps/box labels are displayed clearly and full of information, which will help limit confusion in the working process. b 5S standard for labels of vehicles and equipment
To determine which media, equipment belongs to which part, which process is used, where is the storage area To make it easier to control vehicles and equipment in the unit, use and store it in its proper place.
Method: Identify the serial number of the device, the part owned, the process name, the product name, printed on white paper, black text, font Bosch Office Sans, laminated and pasted between the device where it is easy observe.
Labels for moving vehicles such as trolley vehicles are clearly displayed, helping workers clearly identify which vehicles contain which Loop items, which line, and the status of that product Avoid the situation of mistakenly putting the Loop into an inappropriate trolley vehicle or mistakenly moving a trolley containing NOK Loopset into the Facet test table area. c 5S standard for gluing position, stamping desk area
THE RESULTS ACHIEVED WHEN IMPLEMENTING THE RULE NUMBER 6
The company appreciates that quality control is a very important requirement leading to prestige as well as success Due to the characteristics of production according to the requirements of customers and large companies, along with the current common electrical cables, the company always must strictly ensure product quality control Moreover, the Company has paid great attention and strengthened the control of product quality in each specific process
In general, the inspection and control of products is strictly regulated by the quality control department In addition to controlling materials, semi-components, processes, equipment, and products that directly affect consumers' health, they also strictly control regulations on safety and working environment, learning materials to ensure good manufacturing at each stage and the final product is safe and in compliance with requirements.
Inspections are carried out from the beginning to the end of the production phase, at all stages of the production process Therefore, it is easy to remove nonconforming products at each stage Avoid defects discovered during final inspection with defective goods after finished product, which causes a lot of waste as well as production costs Besides, the quality control department will coordinate with the production department to take timely action to correct the problems that occur and find the root cause, if they are detected and resolved early, it will does not affect other phases.
With the leading market share along with the strong development over time, has invested and equipped with modern machinery and equipment system to improve product quality and satisfy the increasing demands of customers products, expand production to developed countries while increasing the competitiveness of products in the international market Closed and automated production line system with machinery and equipment imported from leading countries in the world specializing in the production of all kinds of machinery and equipment, automation lines such as America, Europe Europe and developed countries in the region.
Besides the advantages achieved, the quality control work also has some limitations as follows:
- The company's policy and objectives of quality and development orientation have not been widely disseminated to all employees.
- The weekly and monthly quality reports are still lengthy, unfocused, and difficult to evaluate due to the lack of full application of current statistical tools.
About the Company's human resources:
- The force operating the production process and checking product quality has not yet understood the criteria and requirements in the customer's evaluation table The inspection and recording of results have not been carried out in accordance with the issued regulations and is not really objective.
- Although the company has applied to carry out quality control according to the production process of each product, the fact is that quality control still focuses on the inspection of the school team and the control department quality control to detect defects at each stage of production and take remedial measures for quality problems The frequent product defects/defects occur in part because workers have not performed well and have not really followed the quality inspection plans of the stages: pulling, twisting, wrapping The company has not paid too much attention to encouraging production workers to check the quality of their own products before moving to the next stage.
3.6 SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF QUALITY CONTROL ACTIVITIES
Raising awareness of employees about quality management:
Production activities are carried out thanks to a combination of factors: people, machinery and equipment and labor objects In which, human is the most important factor, being creative and receiving knowledge logically Therefore, the essence of management in general or quality management is people management Thereby, we see that the perception of employees has a great influence on product quality.
To ensure and improve quality, first, it is necessary to raise the awareness of employees in the factory Whether the person directly or serving the production are all involved in the process of creating products, because quality is formed from many different stages of the production and business process Therefore, in order to manage quality in a comprehensive way, the quality problem must be understood by all employees of the factory that to achieve the quality standards is
31 to detect and prevent, dealing with problems promptly, not allowing problems to occur, rather than detecting and correcting errors/defects once they have occurred.
Table 3.13 Contents of staff training
1 Heads, deputy heads of departments, team leaders of each shift
- Participating in short-term training courses on quality management at centers.
- Send key staff to participate in seminars, thematic reports on quality management issues.
- Invite well-known external experts about the company to teach.
- Provides an overview of quality management.
- The role of leadership in quality management.
- Apply methods and tools in quality control.
- Design LSS project models to improve human resource quality.
- Training courses at the Company are taught by quality experts.
- Meetings to share and discuss quality management issues chaired by leaders and departments.
- Organize contests, check, and evaluate product quality monthly.
- Focused knowledge on the importance of quality and quality control.
- Meaning and usage of each type of statistical tool in quality control.
- Apply PDCA circle in continuous quality improvement.
3 Technical staff, maintenance staff, shift staff…
The team leaders of each shift and the quality control staff are responsible for training and communicating to other employees through face-to-face meetings, early hour meetings, etc.
- The importance of product quality.
- The best quality assurance is to limit causing defective/ defective products.
Staff training is always an urgent task, decisive to the success of the company Therefore, the company needs to regularly organize training programs, short courses at prestigious centers, professional training courses to suit each group of employees in the company The company's aim is to improve skills and cultivate new knowledge for all employees Qualified, skilled, and experienced technical staff are responsible for imparting and instructing other employees with group learning practices through online sharing sessions or one-on-one methods if necessary.
However, it is very necessary to invest in employees to participate in these training courses, on the one hand, to help add new knowledge, on the other hand, to improve skills and professional qualifications, contributing to improving the quality of life Improve the quality of products and improve the quality control activities in the workshop Therefore, it is possible to divide employees into departments and groups of employees so that they can take turns participating in them After consulting with Mr Tuyen, the author proposes a training schedule for employees as follows:
Table 3.14 Content of training schedule
Order Training subjects Training frequency
1 Head of department, deputy head of department, supervisor, head of production shift
International Management Technology Research and Training Center - iRTC, UCI Quality Management Training Institute…
2 Quality control staff Twice times a month
At the company, trained by experts in quality management or maybe the head of the quality control department, the QA team leader.
3 Technical staff, mechanical staff, maintenance staff, shift staff, production staff, administrative staff, etc.
At meetings at the beginning of the week, weekly and monthly meetings of the Company Leaders of production shifts, supervisors and quality control staff are responsible for training and sharing knowledge about quality management from the course.
The cost for the training is estimated as follows:
Table 3.15 The cost for the training
Order Expense Unit price Amount Frequency Total
The author proposed this solution to Mr Thinh - Head of Manufacturing, he commented: "Paying for knowledge, training and coaching staff is very important and necessary.” Therefore, all costs
33 related to this training will be covered by the company However, the author found that, before participating in the training course, for the heads and deputy heads, there should be a commitment to study, will actively participate in the course and apply the trained knowledge and share them back to their subordinates, serving the company to avoid the situation that officials and employees participate in the course superficially, giving away, wasting time, effort and money Besides, Mr Thinh also said: “During the training course, employees will still be paid by the Company in accordance with the law cultivate new knowledge and reap high results.”
The quality control department should also work with the company's manufacturing industry to build a system of product quality evaluation criteria so that workers can immediately assess the quality of their products In addition, training for employees of related departments should also be conducted with additional training on the work of other groups to be able to respond and handle issues promptly when there is a problem sudden personnel change.
[1] Indeed Editorial Team (2022) What Is Evidence-based Decision-Making? (And Why It’s Important) Indeed - Career Guide.
[2] Randall Lester (2022) Importance of Evidence-Based decision-making in Business B2B Marketing Blog.
[3] Rinto et al (2020) Did Quality Management System ISO 9001 Version 2015 Influence Business Performance? Evidence from Indonesian Hospitals, 11(8), 499-507 A multifaceted review journal in the field of pharmacy.
[4] Ly Ba Toan (2018) “Các hệ thống quản lý và công cụ cải tiến năng suất chất lượng nội dung cơ bản và hướng dẫn áp dụng,” 72 – 74, Hong Duc Publishing Company, Ha Noi.
[5] Giới thiệu Bosch tại Việt Nam (2022) Retrieve frombosch.com.vn.
[6] 14 Quality Principles for The Value Stream Bosch (2018).
Go to course ôn tập quản trị chất lượng
Chất lượng 100% (4) 23 ÔN TẬP QUẢN TRỊ CHẤT LƯỢNG
TÀI LIỆU THAM KHẢO Nlmar
Chất lượng 100% (2) 72 bộ đề thi trắc nghiệm
Bộ từ vựng chủ đề Purchasing tu vung tieng anh 100% (3) 27
Ly thuyet quan tri van hanh quan tri van hanh None
QUAN TRI HOC - quan tri hoc quan tri hoc None 47
Bộ từ vựng chủ đề
Of ces tu vung tieng anh None
Speaking-lop 4 - ôn tập Tiếng Anh 4