MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING CAPSTONE PROJECT INDUSTRIAL MANAGEMENTANALYSIS OF THE MEASUR
Rationale
Enhancing product quality is the most economically viable path and one of the crucial strategies to ensure the sustainable development of a business, especially in challenging economic times like today The key to improving a company's competitiveness lies in finding ways to reduce costs to maintain the lowest possible product price while continuously striving for quality improvement to ensure that its goods and services achieve the highest quality For large global corporations, to ensure increased production output, profit growth, waste reduction, and product quality assurance, manufacturers must focus on investing in quality assurance from the raw materials stage to the finished product Additionally, ensuring the quality of Measurement and Testing Equipment (MTE) is essential for the automotive manufacturing sector, such as Bosch
Through the learning process at the university as well as internships at Bosch's factories, the author understands the influence of MTE on production quality at production lines Failure to control the long-term measurement and testing capacity of MTE can affect product quality and erode trust with customers
Recognizing the importance of controlling the measurement and testing capacity of MTE and wanting to gain a better understanding of the significance of quality, the author decided to choose the topic: ANALYSIS OF THE MEASUREMENT AND TESTING PROCESS CAPABILITY FOR INSPECTION, MEASUREMENT, AND TEST EQUIPMENT AT BOSCH VIETNAM CO., LTD
Objective
Analyzing the current state of the MSA evaluation for MTE at Bosch Vietnam, and proposing solutions for implementing digitization in the management of SP elements and re-doing MSA inspection using Type 7 in Booklet 10 - internal documentation
Scope and object
Object: The measurement and testing equipment inspection and measurement process capability at QMM6 is achieved through the measurement system
- Scope of space: MTE falls under the management authority of the QMM6 Department within Bosch Vietnam Co., Ltd
- Scope of time: Analyze the current operational situation for MTE management at the QMM6 department from 2022 to 2023
- Scope of content: Quality control for the MTE units managed by QMM6 and the application of digitization for SM control in inspecting the inspection machine.
Research Methodology
Information was collected from managers and engineers involved in MTE at QMM6
- Data reported from departments in 2022, 2023 − Methods of synthesis and analysis
- Collect, synthesize, and analyze data from departments Interview engineers involved in the project Use analysis tools: Pareto, 5 Why
Structure of report
The structure of the report consists of 4 chapters
Chapter 1: Overview of Bosch Viet Nam CO LTD
Chapter 3: Current status of the MTE measurement and testing capacity assessment process at Bosch
Chapter 4: Proposed solutions for capacity assessment of measurement and testing processes for inspection, measurement and testing equipment
OVERVIEW OF BOSCH VIET NAM CO LTD
About Bosch Corporation
1.1.1 History and development of Bosch
The Bosch Group is one of the leading technology groups in the world with its headquarters in Gerling, Germany The group was founded in November 1886 by Robert Bosch with the foundation of the “Precision Machanics and Electrical Engineering Workshop”
In its early years, the Bosch Group achieved significant successes Starting from as early as 1897, Bosch began manufacturing and developing electronic devices, clock ignition systems, and other industrial products Robert Bosch consistently focused on quality and innovation, which propelled the company ahead of its competitive rivals
By 1898, Bosch had conquered the international market by establishing its first business office on Store Street, London The company continued to expand its operations to various countries worldwide Bosch not only opens new production lines but also invests in research and technology development This has resulted in the group maintaining a leading position in the industrial and technological sectors
The 1950s and 1960s marked a period of strong growth for Bosch During this time, the group has become one of the leading manufacturers of automotive technology and electronic systems, contributing significantly to the development of the global automotive and electronics industries
From 1960 to 1980, Bosch underwent significant transformations as it developed into a diversified corporation Lambda sensors, which detect the amount of oxygen present at the exhaust gas output of catalytic converters, were first produced by Bosch, which also held the top spot in the automotive electronics industry
In 1978, Bosch introduced the Anti-Lock Braking System (ABS), a technology that became a standard and allowed drivers to maintain control over their vehicles during emergency braking In 1987, Bosch further introduced the Traction Control System (TCS), which prevented wheel spin on slippery surfaces during acceleration With the Electronic Stability Program (ESP) system, Bosch reached a technological milestone in 1995 ESP prevents wheel skidding and has sold millions of ESP brake systems since its introduction
1.1.2 Overview of Bosch Vietnam Company Limited
Ho Chi Minh City became the home of Bosch's first representative office With two branch offices in Hanoi and Da Nang as well as a powertrain factory in the province of Dong Nai that manufactures continuously variable transmission belts (CVTs) for automobiles, Bosch has increased its presence in Vietnam since 2007 Furthermore, Bosch maintains an R&D center in Ho Chi Minh City for enterprise solutions and technology, as well as one for automotive technology In June 2022, the Center for Research and Development of Technology and Enterprise Solutions increased the scope of its activities in Hanoi
Bosch reported consolidated revenue in Vietnam for the fiscal year 2021 of about 192 million euros Bosch had more than 5,000 associates working for them as of December 31,
2021, and its business operations in Vietnam are diverse
Currently, operations are carried out in this nation by the four Bosch business areas:
Mobility Solutions, Industrial Technology, Consumer Goods, Energy Technology, and Construction
Source: Company website 1.1.3 Bosch's Product Range
The company's operations are divided into four business sectors:
Introduction of Bosch Vietnam Co., Ltd
- Company Name: Bosch Vietnam Co., Ltd
- International Name: Bosch Viet Nam Company Limited
- Address: Street No 8, Long Thanh Industrial Zone, Tam An Commune, Long Thanh District, Dong Nai Province
- Legal Representative: MAGANURU GURUMALLAIAH MALLIKARJUNA GURU
- Email: bosch-infoteam@vn.bosch.com
- Website: www.bosch.com.vn
- Primary Business: Manufacturing of parts and auxiliary components for engines and motor vehicles
Figure 1.2: Logo of 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, along with a manufacturing plant in Dong Nai Province that produces continuously variable transmissions (CVTs) for automobiles Additionally, Bosch operates a Technology and Business Solutions Research and Development Center, as well as an Automotive Technology Research and Development Center in Ho Chi Minh City The Technology and Business Solutions Research and Development Center expanded its operations to Hanoi in June 2022
In the fiscal year 2021, Bosch recorded a total revenue of approximately 192 million euros in Vietnam As of December 31, 2021, Bosch employed over 5,000 associates and had diverse business activities in Vietnam Currently, all four business sectors of Bosch, including Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology, are operational in the country
Bosch not only brings technological innovation but also establishes infrastructure and research centers in Vietnam, aiming to develop the automotive industry and provide top- quality technological solutions
Figure 1.3: Bosch Long Thanh Factory
Organizational Structure
Bosch organizes its company management based on a tightly-knit organizational structure, including management roles and departments, to ensure effective coordination and management This organizational structure is divided into two main blocks: the office block and the production block, all under the management and coordination of the Plant Manager
The Plant Manager plays a crucial role in overseeing the company's entire operations The Commercial Director also holds a significant role in managing the company's business activities
The departments and divisions within the company include:
- HcP/CTG (Control Operations Department): Manages the company's budget and finances
- HcP/ICO (Organization and Information Coordination Department): Handles information security issues, supports software installations on the company's systems
- HcP/LOG (Logistics Management Department): Manages inventory, incoming and outgoing raw materials, and the quantity of products delivered to customers
- HcP/TGA (Technical Training Center): Provides technical training programs to supply young, dynamic, and innovative internal workforce
- HcP/HRL (Human Resources Department): Responsible for training, recruitment, compensation, and benefits for employees
- HcP/FCM (Facility Management Department): Manages equipment and facilities to ensure they are well-maintained to serve the employees' needs
- HcP/HSE (Health, Safety, and Environment Department): Responsible for plant safety, organizes safety training for employees before entering the production lines
- PS/QMM (Quality and Methods Department): Ensures product quality through training in methods such as SPC, FMEA, and maintains customer satisfaction through internal checks and IATF certification
- PS CT/ETC (Communication Technology Center): Partners in developing testing techniques, supports existing products in communication technology for Bosch Vietnam Global South and Bosch Responsible for planning and executing testing plans and analyzing results Tests include: factors, product loop support, document control, risk assessment, technical changes, and 8D on existing products
- HcP/MSE1 (Manufacturing Department): Responsible for producing components
- HcP/MSE2 (Manufacturing Department): Responsible for producing control units
- HcP/MSE3 (Manufacturing Department): Responsible for assembling components and control units to create finished products
- HcP/TEF (Maintenance Department): Manages the maintenance of systems and machinery, addresses issues when machinery malfunctions affecting products on the assembly line
- HcP/PRS (Security Department): Manages the overall security of the plant, provides registration procedures and documentation when external partners enter the plant for filming, photography, and assists in card issuance along with other related documents
Bosch's organizational structure builds a clear management framework and divides clear responsibilities among departments and divisions to ensure the smooth and efficient operation of the entire company
1.3.2 Structure and functions of quality management departments
Currently, the HcP plant has divided the Quality Management department into 4 main sections:
The Quality and Methods Department (PS/QMM-HcP) consists of 5 groups with different functions in controlling and managing quality standards throughout the plant and the IATF 16949:2016 system The groups are named with job titles and have specific roles as follows:
PS/QMM1-HcP: Responsible for quality control with customers like Punch, Jatco, Hyundai, etc This group maintains continuous communication with customers to record any notifications or complaints about products They handle complaints from Bosch customers and other parties related to the products and services provided by the company
PS/QMM3-HcP: Responsible for ensuring quality processes They monitor performance and resolve issues in the production and distribution process, coordinating with the production department to address process-related problems causing defective products at various work stages
PS/QMM6-HcP: Conducts measurements and analysis of chemical experiments related to products Measures metal and welding processes Inspects belts, performs calibrations, and measurements as per guidelines used for belt production
PS/QMM7-HcP: Manage quality management system processes, guide internal inspection procedures, and check the IATF 16949:2016 quality system They support quality management methods (FMEA, SPC, problem-solving, etc.)
PQA-HcP: Responsible for inspecting the quality of purchased items from suppliers Ensures that suppliers adhere to Bosch's quality standards in providing materials used for belt production at the factory
Product
The company's main product is the Pushbelt The Pushbelt is a crucial component that constitutes the continuously variable transmission (CVT) automatic gearbox Without the Pushbelt, or if the Pushbelt is damaged, the vehicle won't be able to run The Pushbelt allows for the continuous transfer of power from the engine to the wheels Through this mechanism, the engine maintains operation at an optimal state, thereby reducing fuel consumption, enabling rapid acceleration, and minimizing noise
The Pushbelt is made up of hundreds of individual steel components (referred to as Elements) that are specially designed to interconnect and form a chain, which is then attached along two sets of high-strength steel alloy rings (referred to as Loops) This unique structure makes the Pushbelt extremely flexible and durable
To create a Pushbelt, two components are needed: Elements and Loopset
Element Structure: Elements come in two main types: Normal Elements and Filling Elements These types differ in size Typically, Normal Elements are assembled onto the Loop first, and any remaining gaps are filled with Filling Elements
Loop Structure: Loops are manufactured in various sizes and are then assembled together to form a Loopset The number of Loops in each type of Loopset depends on the type of Pushbelt product being produced by the plant
Currently, the Loop production line has three different types:
Conventional Line: This is the regular Loop production line that utilizes technology prior to 2010 It involves more manual labor, lower precision, and a higher rate of defective products
GU Line: This is a high-quality Loop production line that was installed after 2014 It incorporates advanced machinery and automated error control systems via computers It requires fewer manual laborers compared to the Conventional Line However, due to the new machinery, engineers lacked experience in handling and controlling errors initially Currently, the plant is operating GU Lines numbered 10 and 11
GU Light: Line number 9 is a combination of the GU and Conventional lines.
Development direction
The ultimate strategic goal of the Bosch Group is to create groundbreaking solutions for a connected life, applying technology to transform and enhance society In all the products and services that Bosch provides, their mission is consistently conveyed through a powerful slogan: "Invented for Life."
For Bosch, sustainability is not just about ensuring the long-term success of the company, but also involves safeguarding natural resources for future generations The group continually strives to make renewable energy more popular, safer, cleaner, and more efficient, while also developing environmentally friendly products
Bosch is committed to delivering innovative solutions, aiming for a sustainable and proactive future, alongside society and the world, in the endeavor to create a better living environment The company reshapes life through innovation and creativity,
12 driving progress and prosperity for everyone, while also providing comprehensive benefits for both people and our planet
LITERATURE REVIEW
Measurement
According to AIAG (2010), measurement is formally defined as the process of attributing numerical values to tangible objects to depict their interrelationships concerning specific characteristics or attributes This definition highlights the fundamental role of measurement in quantifying and understanding the attributes of physical properties, which are essential in fields such as science, engineering, quality control, and analysis Furthermore, measurement is also defined as "the assignment of numbers (or values) to material things to represent the relations among them with respect to particular properties" (Eisenhart, 1963, p.21 )
Rabinovich (2006) points out that measurement is the process of determining the value of a physical quantity using specialized technical tools known as measuring instruments These measuring instruments are essential for quantifying the characteristics of objects, emphasizing their critical role in the measurement process The result of a measurement is a numerical value with a unit that specifically matches the measured property, representing the true outcome of the measurement
The provided definitions emphasize three important aspects of measurement:
• A measurement result must always be a specific numerical value expressed in approved units of measurement Essentially, the goal of measurement is to convey an object's characteristics through numbers
• Measurement instruments are always necessary for all measurements; they are essential
• Measurement always follows a systematic approach to ensure reliable results
To sum up, Measurement is the process of assigning numerical values, typically in specific units, to describe and understand the attributes or properties of physical objects It involves the use of specialized measuring instruments and follows a systematic approach to ensure reliable results In essence, measurement quantifies the characteristics of objects by representing them with numbers and units
Measurement system
Senvar and Firat (2010) showed that measurement system is a comprehensive assembly encompassing measuring instruments, operators or appraisers, varying conditions or time points for instrument use, the measurement environment, standards, procedures, methods for setup and measurement, locating and orienting tooling and fixtures, intermediate calculation software, and underlying assumptions used to quantify units of measure or the entire measurement process The primary objective of a measurement system is to differentiate one component from another
Potter (1996) emphasizes that measurement systems should never be used “as is” when they arrive from the supplier, nor should the vendor’s published values for accuracy be accepted without verification as the accuracy that will be experienced in a production environment
Otherwise, according to Gupta (2004) measurement system encompasses instruments, standards, methods, fixtures, software, personnel, environmental factors, and underlying assumptions used to quantify a unit of measure or assess the characteristics of a measured feature It represents the entire process for obtaining measurements
To wrap it up, Measurement systems are complex assemblies involving various components such as instruments, operators, environmental factors, standards, and software Their primary purpose is to distinguish one component from another It’s important not to use these systems exactly as they are or to take the accuracy values supplied by suppliers at face value without checking them Measurement systems, which represent the entire process of obtaining measurements, essentially include everything required to quantify units of measure or assess measured features.
Measurement system analysis
Senvar and Firat (2010) showed that measurement system is a comprehensive assembly encompassing measuring instruments, operators or appraisers, varying conditions or time points for instrument use, the measurement environment, standards, procedures, methods for setup and measurement, locating and orienting tooling and fixtures, intermediate calculation software, and underlying assumptions used to quantify units of measure or the entire measurement process The primary objective of a measurement system is to differentiate one component from another
Potter (1996) emphasizes that measurement systems should never be used “as is” when they arrive from the supplier, nor should the vendor’s published values for accuracy be accepted without verification as the accuracy that will be experienced in a production environment
Otherwise, according to Gupta (2004) measurement system encompasses instruments, standards, methods, fixtures, software, personnel, environmental factors, and underlying assumptions used to quantify a unit of measure or assess the characteristics of a measured feature It represents the entire process for obtaining measurements
To wrap it up, Measurement systems are complex assemblies involving various components such as instruments, operators, environmental factors, standards, and software Their primary purpose is to distinguish one component from another It’s important not to use these systems exactly as they are or to take the accuracy values supplied by suppliers at face value without checking them Measurement systems, which represent the entire process of obtaining measurements, essentially include everything required to quantify units of measure or assess measured features
Van Wieringen and De Mast (2008) state that Measurement Systems Analysis (MSA) is the process of thoroughly assessing a measurement process, frequently through experiments, to pinpoint and quantify sources of bias and variation Measurement and data collection procedures can introduce errors and variability, just as manufacturing processes
15 can change and affect the quality of the product Measurement systems are evaluated by MSA to make sure they are appropriate for the purposes intended
Gage Repeatability and Reproducibility (Gage R&R) (Iyer, 2010; Gupta, 2004) is the term used to describe MSA It is an essential method for assessing the accuracy and consistency of any system that measures parts or specimens Any measurement technique can use this assessment to pinpoint and attribute the sources of variability The degree of detail required for the measurement itself must not be met by the precision of the measuring apparatus
According to Al-Qudah (2017), MSA is a useful technique for addressing doubts about the dependability of measurement systems through system qualification It entails computing errors related to stability, accuracy, and precision By doing this, MSA offers a way to recognize and lessen the impact of these errors in the measurement systems on overall variability
According to Ramu (2016), MSA was mostly used in measurement laboratories before the early 1990s, and it was largely unknown in industrial settings However, the automotive industry saw a major change with the introduction of the QS-9000 standard, which is now ISO/TS 16949 This significant event increased awareness of the value of MSA and expanded its application beyond the automotive industry to a variety of other industries It emphasized how important MSA is to maintaining measurement accuracy and high-quality data
Measurement systems analysis (MSA), commonly referred to as gauge repeatability and reproducibility (Gage R&R), is a crucial procedure that assesses the accuracy and consistency of measurement systems that are used to evaluate parts or specimens
The statistical study of measurement data variation resulting from bias, linearity, repeatability, accuracy, precision, stability, and repeatability is known as measurement systems analysis (MSA) (Ramu, 2016)
Accuracy: proximity between a reference value and a measurement average
Precision: It refers to the degree of agreement or consistency between multiple measurements taken under consistent conditions from the same system
Stability: It refers to the extent to which a system's stability can consistently maintain the same average value over prolonged durations, with minimal variation, and using the same gauge and appraiser to repeatedly assess the same component
Figure 2.2: Illustration of the definition of Stability
Bias: The difference between the absolute value and the actual value compared to the standard base value at different measuring points of the measuring range In practice, accuracy and bias are often used interchangeably Understanding bias during the Measure
17 phase helps process owners understand why equipment is inaccurate and may need to be corrected Calibrate and adjust the deviation closer to the real value
Figure 2.3: Illustration of the definition of Bias
Linearity: It represents the evaluation of bias consistency throughout the measuring device's entire range It involves examining the accuracy of measurements at different points within the equipment's measuring range
Figure 2.4: Illustration of the definition of Linearity
Repeatability: It refers to the variation observed in measurements when a single measuring instrument is used several times by an appraiser to assess identical characteristics of the same part Examining repeatability in the Measure phase helps process owners determine if the equipment is suitable
Figure 2.5: Illustration of the definition of Repeatability
Reproducibility: It is the difference in the average value of measurements made by different appraisers, using the same equipment, while measuring identical characteristics of the same part Considering reproducibility during the measure phase helps process owners understand the variability caused by human inconsistency in replicating measurements consistently from test-to-test other experience
Figure 2.6: Illustration of the definition of Reproducibility
Accuracy, precision, stability, repeatability, reproducibility, linearity, and bias are essential factors for comprehending measurements and conducting various types of Measurement System Analysis (MSA)
As stated of Iyer (2010), GRR, which stands for "repeatability and reproducibility," serves three key purposes:
(a) It helps us figure out how much of the overall variation in measurements is caused by the measuring tool itself
(b) It allows us to break down and understand the various sources of variability in our system
(c) It helps us determine if the measuring tool is suitable for its intended use
The two "R's" in GRR show us whether the measuring tool consistently gives the same reading when we measure the same thing multiple times in ideal conditions (repeatability) and how much the measurements vary when different operators or time periods are involved (reproducibility)
For measurement systems intended for process analysis, the following general guidelines apply to assess the acceptability of the measurement system:
Source: AIAG (2010) 2.2.4 when should MSA be applied
As stated by Gasper and Savage (2016), MSA is applied when:
- Introduce new measurement system or equipment:
- When measurement systems/equipment are utilized for Statistical Process Control (SPC)
- For measurement systems/equipment used at critical decision points
- Ensure consistency in measurement methods between you and your customers
- Promote consistency in measurement methods between you and your suppliers
- Maintain consistent measurement methods across different organizational locations
- Evaluate the measurement system before and after repair
- Prevents deterioration of measurement accuracy
- Provide comprehensive training for new testers
- Compare and evaluate two distinct testing methods Assess the effects of changing environmental conditions.
Some other concepts
Edition (1990), a flowchart is a visual, graphic representation of a process or a series of connected activities from beginning to end It allows for the step-by-step progression of events in a process for a product or service By using standardized symbols, flowcharts make it easy to understand the process clearly
To create a flowchart, follow these six steps:
Step 1: Start by defining the process and writing its title at the top of your workspace
Step 2: Determine the process's boundaries, including where it begins and ends, and decide on the level of detail to include
Step 3: Brainstorm and list the activities involved, using cards or sticky notes
Step 4: Organize the activities in the correct sequence
Step 5: Once all activities are in place and the sequence is agreed upon, connect them with arrows to indicate the process flow
Step 6: Review the flowchart with others involved in the process, such as workers, supervisors, suppliers, and customers, to ensure accuracy and consensus
According to Serrat (2017), the 5 Whys analysis technique is employed as a problem- solving approach by repeatedly asking the question "Why?" in relation to the issue until the underlying root cause is identified The act of posing this question encourages deep and systematic examination of the problem at hand
In order to maintain a systematic approach, three key factors need to be ensured: firstly, the problem presented must be described accurately and comprehensively; secondly, honesty should be maintained when responding to each "Why" question; and thirdly, the problem identified must be fully resolved after each stage of identification It's worth noting that this technique was conceived and developed by Sakichi Toyoda (1867-1930) and has been effectively employed in the production processes of the Toyota Corporation
Source: Taproot.com 2.3.3 Fishbone diagram
Fishbone diagrams, also referred to as Ishikawa diagrams or cause-and-effect diagrams (Coccia, 2018, et al.), serve as a tool for pinpointing the underlying causes of a problem Kaoru Ishikawa, a Japanese statistical quality control specialist, is credited with coining the term "Ishikawa chart" and popularizing its use in the 1960s For example, fishbone diagrams are used to determine the causes of poor product quality The primary factors contributing to this issue often stem from discrepancies in management aspects, technical processes, workforce, machinery, materials, and the working environment (Loredana, 2017)
When to use a fishbone chart:
Employ it when seeking to identify the root cause of a problem
Use it when it's necessary to analyze potential causes for an ongoing issue
How to construct a fishbone chart:
According to Ilie & Ciocoiu (2010), creating a comprehensive fishbone diagram involves seven key steps:
- Identify the primary and potential causes of the problem
- Have the chart approved by management and document it
The Pareto chart is a valuable tool attributed to the economist Vilfredo Pareto, who observed that 80% of Italy's wealth was held by only 20% of the population (Berger, 2006
23 et al.) Studies have also indicated that 80% of a company's profits originate from 20% of its products, and 80% of customer complaints arise from 20% of its customers
As explained by Berger and Hart (2020), the Pareto chart is alternatively known as the
Pareto principle or the 80/20 principle, with the numbers reflecting this rule The 80/20
Principle aids in recognizing and concentrating on roughly 20% of the factors responsible for approximately 80% of potential issues This, in turn, facilitates the identification and prioritization of the critical issues, allowing for improvements and measures to reduce errors
According to Schnell (2020), the Kappa Statistic, also referred to as Cohen's Kappa, is a statistical metric used to assess inter-rater reliability, particularly for categorical variables In essence, it is closely associated with and often used interchangeably with the concept of inter-rater reliability
The test decisions are analyzed on pair-wise agreements of the individual ratings The parameter [κ] (“Fleiss´ Kappa”) is used as a quantitative measure:
Figure 2.10: Formula to calculate kappa
CURRENT STATUS OF THE MTE MEASUREMENT AND
Status of the measurement system at Bosch
With many various types of MTE to support production, QMM6 currently has two main team responsible for ensuring the quality of MTE: Calibration team and Stability Check team
- Ensure that MTE are periodically checked and calibrated accurately, maintaining the standard parameters of the equipment
- Establish and maintain a calibration database to ensure accurate equipment information, procedures performed, and proper storage
- Adhere to quality standards for MTE as defined by international standards such as IATF 16949 and internal Bosch standards
- Ensure that the measurement parameters of MTE do not deviate from standards based on regular testing activities for MTE with varying frequencies (every 3 days, 5 days,
1 week, etc., depending on the type of MTE)
- Carry out maintenance activities for MTE if there are malfunctions or if they are not functioning properly, based on information received from the production departments
For equipment that is newly released or relocated, the Calibration team will conduct MSA (Measurement System Analysis) to ensure the stability and accuracy of the equipment, based on measurement characteristics Bosch has established an MSA procedure with the following system:
For MTE that can be quantified and measured using numerical values, the Measurement System Analysis (MSA) is conducted using procedures 1, 2, 3, 4, and 5 However, for MTE assessed based on the results as either "pass" or "fail", MSA will be conducted using procedures 6 and 7 Details of each procedure are described in the table below:
Procedure 1: Systematic measurement error and repeatability
- Characteristic with tolerance (natural or defined lower and upper tolerance limit)
- Resolution of measurement equipment ≤ 5% of tolerance
- Long-term stable master part (calibrated serial part or normal representative for characteristic)
Cg ≥ 1.33 and Cgk ≥ 1.33: measurement process is capable
Procedure 2: Repeatability & reproducibility with operator influence
- Process influenced by operator (handling, clamping, reading…
- Procedure 1 has to be used
• %GRR ≤ 10%: measurement process is capable
• 10% < %GRR ≤ 30%: measurement process is conditionally capable
• %GRR > 30%: measurement process is not capable
Procedure 3: Repeatability & reproducibility without operator influence
- Process not influenced by operator (automatic handling, clamping, reading…)
- Procedure 1 has to be used
• %GRR ≤ 10%: measurement process is capable
• 10% < %GRR ≤ 30%: measurement process is conditionally capable
%GRR > 30%: measurement process is not capable
Procedure 4: Linearity - Usually checked by equipment supplier and not required Maximal systematic deviation from reference ≤ 5%T: capable
Procedure 5: Stability (Long-term behavior of a measurement system)
- Cgk and %GRR capable, active maintenance plan for equipment X̅S-chart with values in upper and lower control limits
Procedure 6: Test decisions for discretized continuous characteristic
- Measurement of continuous reference values for all 50 parts • %GRR ≤ 10%: measurement process is capable
• 10% < %GRR ≤ 30%: measurement process is conditionally capable
%GRR > 30%: measurement process is not capable
Procedure 7: Test decisions for discrete and discretized characteristics
- Defined test process (test procedure, workplace setup and trained employees)
- Reference lot available k ≥ 0.9: test process is capable
0.9 > k ≥ 0.7: test process is conditionally capable k < 0.7: test process is not capable
3.1.2 The role of conducting MSA for MTE at HcP
Quality Assurance: Measurement system accuracy and dependability in production processes are guaranteed by MSA This is essential to preserving the consistency and quality of the product
Process Validation: MSA confirms that the MTE apparatus is capable of precisely measuring the features and attributes of goods Validating manufacturing processes requires this
Data Integrity: It guarantees that the information gathered from MTE is reliable and suitable for use in process optimization, quality assurance, and decision-making
Cost Reduction: MSA enables targeted improvements by identifying and quantifying sources of measurement variability, potentially reducing the need for expensive rework or excessive inspection
Compliance: By proving the dependability of measurement systems, MSA assists HcP in adhering to industry standards and laws, such as IATF 16949
Continuous Improvement: Any problems with the MTE can be found and fixed with MSA, which helps with continuous process improvement initiatives
Risk Mitigation: By ensuring that the measurement equipment is operating accurately, it helps reduce the chance of producing defective products or components
In summary, MSA for MTE at HcP plays a pivotal role in maintaining product quality, process validation, data integrity, cost reduction, compliance, continuous improvement, and risk mitigation.
Status of MSA application at Bosch
At Bosch, the QMM6 department analyzed and classified the list of equipment groups according to each MSA type to easily conduct MSA assessment as shown in Appendix 1, Appendix 2
The reassessment process for MSA in relation to MTE:
Figure 3.3: The reassessment process for MSA
After receiving information about the relocation or relay-out of machines and equipment, QMM6 will collect data measured by TEF technicians Subsequently, an MSA analysis will be conducted using the Solara software If the results meet the specified parameters in the table, the machine will be approved for release and use If the parameters are not met, QMM6 and TEF will conduct a root cause analysis, make necessary fixes, and then release the machine (if the root cause is identified)
During 2022, with Rearrangement and relocation, the QMM6 department conducted MSA assessments for the following devices:
Table 3.2: Results after evaluating MSA for Loop line
Equipment Characteristics Characteristic type Cg Cgk %
Length of chop Length 14.05 7.05 6.43 Release
Length of chop Length 14.07 20.05 6.45 Release
Delamination in the profile Radius 25.6 19 5.94 Release
Angular transition in Angle 8 18 6.72 Release
Angular transition out Angle 8.9 19.04 7.29 Release
Rough texture _L1 Within the loop Roughness
Rough texture_L2 Within the loop Roughness
5.32 3.9 28.51 Conditional release Dimension_L1 Diameter Diameter 91.73 83.25 3.26 Release
Figure 3.4: MSA results at Loop line in 2022
In 2022 on the Loop line, it is evident that the quantity of MTE has been put into normal use, as indicated by the favorable values of Cg, Cgk, and GR&R, all of which fall within the permissible range Specifically, for 22% of the MTE units with "conditional release" but having Cgk > 1.33, all MTE units are released without requiring any additional actions
Table 3.3: Results after evaluating MSA for Element line
Equipment Characteristics Characteristic type Cg Cgk %
Seating elevation_E1 Height Length 10.8 8.8 4.4 Release
Seating elevation_E2 Height Length 9.75 11.26 2.67 Release
3D settee Flail angle Length 6.02 30.6 2.24 Release
Separate by tearing Length 15.1 Conditional release Hardness evaluation The surface rigidity HrC 5.6 7.02 23.91 Conditional release Broad roughness Abrasiveness Roughness 6.77 6.46 7.17 Release
Hooping head Hooping head Length 89.56 87.94 0.68 Release
Figure 3.5: MSA results at Element line in 2022
During 2022 on the Element line, the quantity of MTE has been effectively integrated into regular operations This is substantiated by the positive values of Cg, Cgk, and GR&R, all of which are well within the acceptable range More specifically, for 20% of the MTE units labeled with "conditional release" but having Cgk values exceeding 1.33, all MTE units are released without necessitating any further actions
At assembly line, Bosch have the attributive testing machines (in brief: Inspection machine): Eddy Current, Automatic Optical Inspection, and Torsion Head filters which inspect the defects on the element (NOK element) by 100% This means every element will be checked when it goes through the inspection system
Below is a list of elements' failure modes detected by inspection machine:
Table 3.4: Element defect mode at inspection machine
Station No Defect mode Torsion head
Transport damage, Impression Back, Impression Back Wide Stone wedging, Stone pocket Chipped Back
7 Surface roughness, Tear saddle impression, Abrasion
PM “Principle of Maximum” method:
So far, to carry out the MSA evaluation, they employs the PM method: “Principle of Maximum” to release those inspection machines above The PM definition is as below:
Collect a set of elements with maximum possible sizes, ensuring that their values fall within and outside the tolerance range Employ this set to evaluate the machine's performance four times
The examination machine may be released after four objections of all products whose values fall outside
If the machine accepts elements with a value that surpasses the tolerance limit on at least one occasion, a no-release condition will be entered
This approach does not permit False Acceptance, but it does permit False Reject False rejections are acceptable due to the infrequent occurrence of errors
PM will be conducted to evaluate the following cases:
Table 3.5: Assess PM for MSA at the inspection machine
Inspection system ED AOI TH filter
Yearly calibration PM PM PM
First time introduction new inspection system PM PM PM
Periodical check of the inspection system 1/2 PM 1/2 PM 1/2 PM
Change hardware inspection system 1/2 PM 1/2 PM 1/2 PM
For the development of yearly calibration and the first-time introduction of a new inspection system, which means conducting MSA, each defect mode will pass through the inspection system four times
For specific cases other than this:
- Periodical check of the inspection system: When TEF implements machine maintenance inspection
- Change hardware inspection system: When parts are been changed moved or temporarily replaced
- Software changes: When software parameters are changed Only on the station that has been changed
In the specific cases, each elements failure mode only needs to pass through the inspection system two times Specifically, for items that require a 1/2 PM assessment, they will use NOK samples to check the inspection system
After conducting the PM check on the inspection machine, the data is manually recorded in the MS result table
Station Failure Mode Status Remark
Eddy Soft Element Yes: No: N/A:
Station 1 Saddle edge damage Yes: No: N/A:
Ear-saddle distance Yes: No: N/A:
Crushed Frontal Chip Yes: No: N/A:
Crushed Frontal Chip Yes: No: N/A:
Crushed Frontal Chip Yes: No: N/A:
Impression Back Wide Stone wedging Yes: No: N/A:
Stone pocket Chipped Back Yes: No: N/A:
Depth of Hole Yes: No: N/A:
Torsion Head Torsion head Yes: No: N/A:
There are two scenarios to consider when dealing with elements' failure modes in our inspection process after recording data:
In the first scenario, an element's failure mode is originally marked as OK, indicating that it meets the required standards However, the inspection machine, for some reason, classifies it as NOK, or not meeting the standards In this situation, the engineers will assess whether corrective actions are needed to reduce the error rate They aim to keep the error rate within an acceptable range, typically around 2% This means they will investigate if the inspection machine's criteria for identifying NOK elements are too strict and if adjustments are necessary to align it more closely with the established standards
In the second scenario, elements' failure modes are initially labeled as OK but are later changed to NOK, indicating that they are no longer meeting the required standards In such cases, the engineers follow a systematic process They begin by retesting those elements to confirm whether they are indeed not meeting the standards If the elements are still incorrectly identified as NOK after retesting, the TEF3 engineers will reach out to QMM6 This collaboration aims to pinpoint the issue and determine the necessary actions to rectify it The actions taken and the entire problem-solving process are carefully documented for reference
Following these procedures diligently ensures that they maintain a comprehensive record of NOK issues and the steps taken to resolve them This, in turn, helps guarantee the reliability and accuracy of inspection system, aligning it with plant's commitment to quality and continuous improvement in plant’s operations
This report serves as the final evaluation of the MSA for the inspection machine
Figure 3.6: MSA report accoding PM method
Case of PM release Inspection machine fail in 2022:
According to the internal report for the year 2022, the MSA was conducted four times using the PM method, and it failed on each occasion The specific instances of failure were as follows:
Table 3.8: Case of PM release Inspection machine fail
No Case of PM release Inspection machine fail Number of occurrences
1 Lost of element defect mode 1 300
2 Element filling had been swapped to set of
3 On the PM element box, the label on the side of the box had been changed and does not match the actual Element defect
In the cases mentioned above, QMM6 provided the following solutions:
1 For the issue of "lost element defect mode":
On October 28, 2022, at 5:08 AM, a technician in the TEF3 department borrowed an
PM set to conduct machine checks When they opened the PM set, they noticed that one element lacked a serial number This particular element was part of the PM set designated for machine checks and was marked as 'NOK'
The temporary actions taken are as follows: The TEF3 department promptly contacted the QMM3 department to request the blocking of all 484 belts as soon as the inspection machine was checked and confirmed to have passed the last daily PM check
Consequences: This led to the QMM3, QMM6, MFO3, and MSE3 departments having to invest additional hours in rechecking all 484 belts to ensure that no elements were without serial numbers
Long-term action: QMM6 conducted a 5Whys analysis, which identified the root cause as 'One normal element remaining in the reject bin at inspection machine As a solution, they proposed implementing a procedure to check and empty the reject bin before commencing the PM in both tracks (Track A & Track B)
Furthermore, QMM6 introduced Work Instruction to define the process for borrowing and returning elements, as well as recognizing unnornal elements within the defect mode box
Figure 3.7: Warning: Abnormal PM element
2 For the case of Element filling being swapped from set of Element Normal, and in the case of PM element box, the label on the side of the box had been changed and does not match the actual Element defect
For this situation, QMM6 has undertaken standardization of the defect modes on the boxes to prevent this type of error from happening Both the borrower and the QMM6 coordinator will also thoroughly inspect the elements failure modes before accepting them
Figure 3.8: Standard PM element storage box
Assess the status of the measurement and testing process capability
HcP uses an internal "Manual Master" web document system to maintain accurate and current documentation of systematic procedures Every measurement-related document and work instruction is written thoroughly and updated on a regular basis Bosch HcP furthermore makes use of digital systems like iQ-PMV and Leepa to track the development
Check excel file manually for the upcoming maintenance plans
Input data to excel records/reports
Update human capacity in LEEPA
43 of MTE measurements, facilitate equipment calibration with automated reports, and guarantee that work procedures are not only thoroughly recorded but also continuously enhanced and quality-controlled
By implementing a thorough personnel training program, HcP guarantees that staff members possess a solid understanding of job-related topics Prior to performing duties involving measurements, employees are required to obtain certifications such as those related to electrical safety, chemical safety, equipment calibration, etc Through certification, employers can be sure that their workforce has the skills and preparation needed to do their jobs well In addition, the organization boasts a group of exceptionally skilled professionals with years of experience who are invaluable in handling and resolving complicated problems Their expertise and understanding are crucial for preserving the machinery's dependability and efficiency
Germany is where the majority of Bosch's MTE equipment is made HcP currently has relatively new MTE equipment that uses the newest technologies MTE equipment's sophisticated design and dependability guarantee that malfunctions happen rarely This minimizes interruptions and guarantees effective production processes by creating ideal conditions for them to run smoothly
First: Related to NC - the execution method doesn't meet the standards
For inspection machines, which are special devices that automatically capture 100% of error modes through cameras, it is necessary to progressively meet the requirements set by the standards Those working in the QMM6 department should always be in a learning mindset to develop methods and procedures to meet these standards Conducting MSA evaluations for inspection machines is a step to encourage QMM6 employees to delve deeper into the measurement system
Second: Element failure mode management system is still manual
Digitizing the entire QMM6 department in line with the group's vision is essential to minimize manual work and paperwork This digitization goal is currently being
44 implemented for the entire QMM department The management of PM is still somewhat manual at present
PROPOSED SOLUTIONS FOR CAPACITY ASSESSMENT OF
Building the digital web app: PM and DC check
In 2022, there were three instances where the PM release inspection machine failed, and troubleshooting took a significant amount of time for QMM6 With a manual management system using MS Office and paper forms, tracing back information from the system is quite challenging Additionally, updating and verifying old information lacks flexibility
Figure 4.1: Overall about PM system management
In terms of the maturity level of "Quality Digitalization," the QMM department is currently at level 1 To advance to level 2, QMM needs to eliminate manual processes that require excessive waiting and effort QMM6 should invest in developing a web app that allows relevant users to access the system and receive notifications about the progress of each step in the process
With its wide range of capabilities, the system can effectively manage the whole PM Elements database, including different aspects like EL types, defect modes, calibration reports, and historical data This thorough control makes it possible to streamline management in addition to centralizing important information
In addition, the system gives users a visual depiction of PM and DC Elements' current state, giving them instant access to information about their state Using this visualization facilitates expedient decision-making concerning resources and equipment
To minimize time lost during troubleshooting and investigations within the inspection machine process, the system also optimizes the layout of storage cabinets, making it simpler to locate and access the necessary elements As a result, daily tasks take a great deal less time
By automating and simplifying tasks, the system effectively reduces the need for manual steps, enhancing operational efficiency and minimizing the risk of errors
Additionally, the development of a web application ensures consistent control of the database in alignment with system of Bosch, promoting standardized practices and data management
Finally, the system is designed to seamlessly link with other systems within the MFG3 and TEF3 environments, fostering integration and data sharing across different facets of the manufacturing process This interconnected approach enhances overall productivity and data accuracy throughout the operational spectrum
The project follows the PDCA continuous improvement cycle, encompassing the project planning phase (Plan), the implementation phase (Do), the checking phase, and concluding with the action phase (Act) for implementing enhancements The project spanned a duration of 5 months for its execution
Table 4 1: Team forming for digital web app project
No Dept Name Supportive Functions
1 PS/QMM6-HcP Tran Ngoc Huu Dat Sponsor
2 PS/QMM6.4-HcP Nguyen Kim Duy Project leader
3 PS/QMM6.4-HcP Nguyen Van Binh Project team
4 PS/QMM6.4-HcP Tran Ngoc My Linh Project team
5 PS/QMM6.4-HcP Nguyen Sy Hoang Project team
6 PS/QMM6.4-HcP Pham Anh Linh Project team
7 PS/QMM6.3-HcP Nguyen Thi Kim Ngan Project team
8 HcP/MSE3 Nguyen Nhat Hoang Technical support
9 HcP/TEF4 Mai Hung Anh Technical support
10 HcP/TEF4 Nguyen Phuong Mai Technical support
Table 4.2: Timeline for digital web app project
Kick off meeting for the Process
Creating the follow chart for PM/DC process
Book meeting the Introduction of the controlling PM/DC Web App project
Creating the specification for new system
Solution template for items Tue 5/16/23 Fri 5/19/23
Create new set ID Thu 6/8/23 Thu 6/15/23
Matrix sample draft Thu 6/1/23 Tue 6/6/23
Borrow and return Wed 7/12/23 Thu 7/13/23
Borrow and return Thu 7/13/23 Thu 7/13/23
Photobook detail Search, new create, new create format 1, 2
PM form old line, new line Wed 7/26/23 Wed 8/2/23
Discussion for Solution template Thu 8/3/23 Mon 8/14/23 Project leader
Requirements specification for PM & DC
Technical support and Project team
Meeting with team Tue 8/15/23 Tue 8/15/23
Kick off meeting Wed 8/16/23 Wed 8/16/23 Project team
Get approve and start Thu 8/17/23 Fri 8/18/23 Sponsor
Work with developer team Mon 8/21/23 Thu 9/21/23 Technical support and Project team
Feedback and improvement Mon 10/9/23 Wed 10/18/23
49 Figure 4.2: Tracking the project steps for the PM&DC web app
Author’s role in the project:
Information gathering following meetings: Following each project meeting, the author is tasked with gathering pertinent information Taking notes on important points, choices, and instructions made during the meeting is part of this The author is also aware of any modifications made to the project plan and its status following the meeting
Notifying project participants of important information: Following meetings, the author is in charge of notifying project participants of important information This guarantees that all parties are aware of the choices made and any modifications to the original plan Notes from meetings, assignments, and due dates are a few examples of this information
Tracking project advancement: Another duty assigned to the author is keeping an eye on the project's advancement This entails keeping tabs on the project team members and making sure they complete their responsibilities in line with the plan The author may request team members to provide information about the progress of their tasks and report any delays
Assisting engineers in using the web application: The author plays a role in helping engineers understand how to use the web application related to the project After gaining a clear understanding of how to use the application, the author's responsibility is to write Work Instructions (WI) to guide relevant departments on how to use the application
Contents of the digital web app:
Below is an image of the PM and DC Web App:
Figure 4.3: PM & DC web app interface
Master Data Management: Administrative users have the authority to create new entries in the inventory, element types, stations, and defect modes Stations are linked with defect modes to facilitate data usage Additionally, administrative users can modify and upload form templates for PM and calibration
Figure 4.4: PM & DC web app interface (Master data management)
Database: Display all the relevant information of elements within the sets managed in the database
Matrix Limit: Show all defect description information for all element types Allow the user to adjust the tolerance limit and initiate an approval workflow for the modification Once the change receives approval, update and store the new tolerance limit in the Matrix Limit
Calibration Certificate: Enable users to search for and export calibration certificates for any PM or DC set
Measurement Record: Allow users to select either calibration or create new profiles for various elements and enable users to review the history of previously approved element profiles
- PM Form: Apply to the HcP/TEF3 and HcP/MFE3.1 departments to create an annual calibration report or generate a release report for a new product type after it has been approved at the assembly line
- PM Information: In the "PM Information" section, users select "Filter." Here, the data is saved as a "Draft" for users to review the results or continue recording inspection data for the element on the production line
Re-do MSA for all type of belt at Assembly line
Table 4.4: Team forming for Re-do MSA for all type of belt at
No Dept Name Supportive Functions
1 PS/QMM6-HcP Tran Ngoc Huu Dat Sponsor
2 PS/QMM6.4-HcP Nguyen Van Binh Project leader
3 PS/QMM6.4-HcP Nguyen Kim Duy Project team
4 PS/QMM6.4-HcP Nguyen Sy Hoang Project team
5 PS/QMM6.4-HcP Pham Anh Linh Project team
6 HcP/TEF3 Nguyen Thi Huynh Nhi Project team
7 HcP/MSE3 Nguyen Huu Hoang Project team
Direct cause: The execution PM method doesn't meet the standard of MSA for the inspection machine
Why the execution of the PM method does not meet the MSA standards for the inspection machine?
Because the PM method does not process the collected data
Why doesn't the PM method process the collected data?
Because: The data collected is not measured using GR&R (Procedure 1, 2, 3, booklet 10)
Why can't the inspection machine measure GR&R?
Because the "inspection machine" is a type of machine that automatically detects defect modes using a camera (Go or not go)
After conducting the 5 Why technique, the team has identified the root cause as the inspection machine being a specialized type that detects errors using a camera Furthermore, the values obtained are limited to "Accept" or "Reject." When compared to the procedures outlined for assessing MSA in Booklet 10, the team has not found a point of alignment to carry out an MSA evaluation based on these internal requirements
In essence, the root cause for the MSA evaluation challenges is the unique nature of the inspection machine's operation, which only provides binary results (Accept or Reject), making it difficult to align with Bosch's internal MSA evaluation procedures outlined in Booklet 10
4.2.3 Explanation of the measuring technique
After conducting in-depth research, in booklet 10, Procedure 7: Test decisions for discrete and discretized continuous characteristics, there are instructions:
“If handling and/or subjective decisions are irrelevant (e g in case of automatic test systems), the test objects must be tested in multiple test runs (6 test runs are recommended)”
“Lot size: The lot size should be as large as possible (100 to 200 reference parts are recommended; at least 50 reference parts are required according to [AIAG MSA]) The lot size should follow the optimum between partly conflicting general conditions such as
57 requirements for the statistical power of the test, acceptable effort, available capacities and economy.”
Based on the research conducted by engineers at QMM6 regarding MSA for the inspection machine, the team will statistically analyze the defect modes for the ED, AOI, and TH Filter machines Subsequently, for the ED and TH Filter machines, as they capture fewer error modes compared to the AOI machine, a minimum of 50 reference elements will be used as per the regulations In the case of the AOI machine, which has 6 stations and detects various error modes, 140 reference elements will be employed (ranging from
Team put the reference elements into the rail of inspection machines and then they will run through the inspection machine 6 times The NOK reference elements must be rejected it to reject bin, the OK element must be passed through or can be rejected Record the status for each element at each run time, these data will be used to calculate the Kappa value
For Eddy Current: The team utilizes 50 reference elements, consisting of 24/9 and
24/9AVO types, with a minimum of 10 elements NOK and the remaining being
The data collected following the MSA conducted at assembly line 14 for Eddy Current track A is documented below:
Table 4.5: Data of MSA at Eddy Current track A
The data collected following the MSA conducted at assembly line 14 for Eddy Current track B is documented below:
Table 4.6: Data of MSA at Eddy Current track B
For Automatic Optical Inspection (AOI): There are 18 defect modes that will be detected for elements 24/9 and 24/9AVO in this assembly line 14, they will use at least 4 reference elements for each defect mode (2 NOK and 2 OK elements) For both 24/9 and 24/9AVO, the total is 140 reference elements
The data collected following the MSA conducted at assembly line 14 for AOI track A is documented below:
Table 4.7: Data of MSA at AOI track A
The data collected following the MSA conducted at assembly line 14 for AOI track B is documented below:
Table 4.8: Data of MSA at AOI track B
For Torsion Head filter: The team used 50 reference elements of 24/9 and 24/9AVO for both characteristics which are inspected in this machine The reference samples have at least 10 NOK elements and the rest are OK elements
The data collected following the MSA conducted at assembly line 14 for Torsion Head filter track A is documented below:
Table 4.9: Data of MSA at Head filter track A
The data collected following the MSA conducted at assembly line 14 for Torsion Head filter track B is documented below:
Table 4.10: Data of MSA at Head filter track B
After applying the Kappa calculation formula, the team has computed the Kappa values for the inspection machine across different tracks of the machines, with the following results:
Table 4.11: MSA results at assembly line 14
All the ED, AOI, and TH Filter machines have yielded results greater than 0.9 This indicates that the inspection machines at the assembly line are functioning well and meet the requirements for release
4.2.5 Author’s role in the project
The author plays a significant role in assisting the team in searching for documents related to the MSA inspection process on Bosch's internal website Subsequently, the author will consolidate information from these documents and data shared on other plant websites, which are published on the internal website The author's responsibilities also include recording and storing these documents and tracking standard requirements to support engineers in implementing MSA for the inspection machine
The author will serve as the point of contact with MSE3 to determine machine downtime and schedule QMM6 for the PM inspection procedure on the inspection machine During the PM execution, the author will assist engineers in recording data from the MSA result table
After successfully completing the MSA process for the inspection machine at assembly line 14, the author will take on the role of creating a Microsoft PowerPoint for engineers to share with relevant departments regarding the application of the new method in MSA to approve the inspection machine
In conclusion, ensuring the accurate assessment and quality of Maximum Passed Principle (MTE) is crucial for the management team at QMM6 This is based on standardized guidelines within the automotive industry, as outlined in Bosch experts' internal document, such as Booklet 10
By analyzing various influencing factors and assessing the suitability of the current Measurement System Analysis (MSA) methods at Bosch Vietnam, the author clarified that the "inspection machine" at Bosch had not been evaluated according to the standards The benefits of evaluating the "inspection machine" according to these standards include enhancing precision and ensuring that any faulty elements passing through the machine are detected and removed It also helps in recording and calculating the rate of false positives, where elements that are actually okay are incorrectly flagged as not okay This contributes to finding timely solutions before releasing the machines
Additionally, digitizing the management of Principle of Maximum (PM) for MSA with the "inspection machine" is a positive change for QMM6 It involves transitioning from paper documents and reducing reliance on software like Excel and Word This reduces waiting times and makes borrowing and returning PM more flexible
In summary, following MSA standards ensures the quality of MTE, increases customer satisfaction, and strengthens competitiveness in the market
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