assessing the effectiveness of the quality assurance matrix qam and providing solutions to improve qam in the quality management system qms a case study of bosch vietnam co ltd

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION GRADUATION THESIS INDUSTRIAL MANAGEMENT ASSESSING THE EFFECTIVENESS OF THE QUALITY ASSURANCE

Rationale

Companies constantly encounter issues stemming from market, technological, environmental, and economic factors in a world that is constantly evolving and becoming more competitive To maintain a leading position, companies must learn to adapt and grow by applying rigorous quality strategies, being prepared for continuous learning, and implementing appropriate quality assurance measures That is why quality has become a decisive factor in product development It becomes a competitive factor when a company has competing counterparts This is particularly important when dealing with products or machinery that must operate continuously and flawlessly, such as automobiles, aircraft, or nuclear power plants Enhancing the quality of such products is necessary to mitigate risks

Nowadays, several types of software are being developed to meet the demands of many types of companies This is typically done in projects with tight deadlines and a large number of people involved To make this process as smooth as possible and to ensure that the required results are achieved, extensive research has been conducted to establish methods and strategies for ensuring quality during product development Convergence in quality is critical because practically all machines currently have supporting tools The implications of system failure in every situation are easily imaginable To obtain high-quality products and exceed customer expectations, ongoing innovation and quality assurance procedures are required Consequently, an abundance of instruments for quality assurance and improvement have surfaced Specifically, a new quality control tool called the Quality Assurance Matrix (QAM) tries to enhance and avoid issues in production A structured procedure for assessing quality concerns, whether real or possible, and prioritizing them according to significance is the Quality Assurance Matrix, a tool for problem-solving in manufacturing their significance in comparing them to actual or anticipated severity levels and assessing how well the production process is working

Bosch Long Thanh factory produces Continuously Variable Transmission Pushbelts (CVT pushbelt) that are trusted and recognized by the world's leading automobile brands To deeply understand the effectiveness of the quality assurance matrix in Bosch's factory quality management system and how it can improve production quality

Therefore, the author chose the topic “Assessing The Effectiveness Of The Quality Assurance Matrix (QAM) And Providing Solutions To Improve QAM In The Quality Management System (QMS): Case Study Of Bosch Vietnam Company Limited.”" When issues or possible mistakes arise during the factory's production process, assist in evaluating and displaying the current quality status, thereby evaluating the effectiveness of the quality management system Furthermore, suggest suitable tactics to enhance productivity and risk control to recognize and reduce possible hazards and guarantee the stability of the quality system As a result, Bosch Vietnam's QAM performance will eventually increase, in keeping with the business's dedication to quality and continuous improvement practices.

Objective

Exploring the quality management process at the Bosch Long Thanh Factory Assessing the role of the Quality Assurance Matrix (QAM), concerns related to maintenance operations, especially regarding supporting evaluation and displaying quality status while assessing advantages and limitations based on actual implementation

Proposing solution to enhance the quality management system at the Bosch Group

Assessing The Effectiveness Of The Quality Assurance Matrix (QAM) And Providing Solutions To Improve QAM In The Quality Management System (QMS).

Scope and object

Spatial scope: QMM ( Quality Management Methods), MSEx (Manufacturing sections) Department - Bosch Long Thanh Factory - Bosch Vietnam Co., Ltd

Time scope: Assessing the current status of the quality management system on the production floor (shopfloor), Bosch Long Thanh Factory from Oct 2023 to Mar

Quality Assurance Matrix tool in the Quality Management System at Bosch Vietnam Co., Ltd.

Research methodology

Data collection and analysis are guaranteed to be multidimensional and thorough when combined qualitative and quantitative research methodologies are integrated using a combined methodological approach To grasp how QAM affects quality management systems even better, we will also examine relevant documents like internal reports and training manuals

To extract important information and gauge the plant's quality management satisfaction, awareness, and efficacy using QAM, the gathered data will be subjected to content analysis and statistical analysis techniques The process of guaranteeing research quality will involve verifying and cross-referencing data from several sources and examining the analysis outcomes to ascertain the precision and dependability of the investigation

The future awareness skills of the organization's operators will be improved by using secondary documents and reports from the QMM department in 2022 and 2023 to learn about the current state of affairs and the causes of errors or faults in accordance with the quality assurance matrix (QAM) The QMM, MSEx department's document repository will house the current papers, and the technique of leveraging secondary documents will greatly streamline the information collecting process When the quality assurance matrix is used, the data updated and recorded in 2022 and 2023 will precisely reflect the frequency of occurrence of mistakes.

Structure of report

The report consists of 4 chapters, specifically including:

Chapter 1: Introduction to Bosch Vietnam Co., Ltd

In Chapter 1, the author will provide an overview of the company, its history, areas of operation, products, and organizational structure of departments This will help readers gain a general understanding of the enterprise

This section includes some concepts and theoretical foundations for the topic These include theories on quality, quality management systems, QAM, FMEA method, control plan, etc

Chapter 3: Assessing the status of QAM in the quality management system at the factory

The author will discuss a number of issues such as the current status of QMS at the factory, and how QAM is applied in the factory's quality management system This will help the reader easily understand the status of the quality management system currently in use as well as the need of a quality assurance matrix to be operated in the factory

Chapter 4: Proposing solutions to improve the effectiveness of the quality assurance matrix in the quality management system

Based on a real project that the organization is implementing, the author will present solutions at the end of the section on how to make the Quality Assurance Matrix in the system more effective, quality management becomes better Finally, the results of implementing these solutions will be evaluated to effectively improve product quality and employee perception at the factory

INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD

General introduction about Bosch Group

Bosch Group is one of the leading technology and service providers globally As of December 31, 2023; Bosch had employed approximately 429,400 associates worldwide Presently, Bosch has expanded its operations to numerous countries and is a frontrunner in the industry, with 468 subsidiaries in 60 different countries and regions worldwide, providing services and products to over 150 countries and regions globally The group's revenue reached 91.6 billion euros in 2023

Bosch is a leader in the Internet of Things (IoT) space, providing innovative solutions for Industry 4.0, Smart Homes, and Connected Mobility Bosch strives for an exciting, safe, and sustainable mobility vision By utilizing extensive knowledge of IoT cloud platforms, software, and sensor technologies, Bosch offers customers cross- domain and connected solutions from a single source

The strategic goal of the group is to create a connected life through the development and production of products and solutions utilizing artificial intelligence (AI) Bosch continuously enhances the quality of life worldwide through innovative products, services, and inspiring solutions In summary, Bosch aims to enhance life quality and protect natural resources through technology designed

1.1.1 History of formation and development of the Bosch Group

In 1886 Robert Bosch established the "Workshop for Precision Mechanics and Electrical Engineering" in Stuttgart, which was the beginning of the business that is currently active around the world The firm has been distinguished from its founding by its capacity for innovation and dedication to social responsibility When their goods were first used in cars in 1898, Bosch opened its first headquarters in England and began to grow globally Refrigerators were the company's first entry into the home appliance market, and they were joined by washing machines in 1958 and dishwashers in 1964

In 1978, Bosch achieved success with the production of the ABS anti-lock braking system, a feature incorporated into many modern automobiles

A breakthrough came in 1991 when a Bosch branch in Wales developed a superior alternator Subsequent innovations included the introduction of the LI-X alternator in 2003, building upon the success of its predecessor

In 2004, a Bosch branch at Blaupunkt introduced automotive radios, establishing the company as a dominant force in the market for vehicle safety and entertainment systems Presently, the Bosch Group boasts more than 193 manufacturing facilities and

119 research centers worldwide, along with approximately 440 branches and subsidiaries across 60 countries

In 2021, Bosch reported consolidated revenues of approximately €192 million in

Vietnam By the end of the year, Bosch ran a variety of business areas in the nation, including consumer goods, energy and building technology, mobility, industrial technology, and over 5,000 associates

In alignment with its motto, "Invented for life" Bosch significantly contributes to the Vietnamese economy through investments in the workforce, educational initiatives, and endeavors to combat climate change, alongside its production capabilities

1.1.2 Some brands and customers of the Bosch Group

Figure 1.3: Some of Bosch's brands

Figure 1.4: Some Bosch customers Source: Company website

The Bosch Group comprises various distinct brands, each providing products and services designed to cater to the needs of specific markets

Bosch's operations are divided into four business areas:

Mobility: Specializing in original automotive equipment, Bosch is involved in a broad spectrum of operations, structured across six divisions The company's portfolio also includes the Bosch eBike Systems and Mobility Aftermarket divisions Additional pursuits include two-wheelers, off-highway and commercial vehicles, as well as full engineering and software services

Industrial Technology: This includes the Bosch Manufacturing Solutions business unit, which focuses on in-house assembly services, and the Drive and Control Technology division It also includes the Bosch Connected Industry business unit

Consumer Goods: This business sector comprises the two divisions Power Tools and BSH Hausgerọte

Energy and Building Technology: This sector includes the Robert Bosch Smart

Home business in addition to the Building Technologies, Home Comfort, and Bosch Global Service Solutions divisions

Vision: The strategic direction of the Bosch Group can be summarized as

Figure 1.5: Bosch's business areas follows: Provide creative, secure, and long-lasting mobility options By utilizing its knowledge of software, services, sensor technology, and IoT cloud, Bosch hopes to provide clients with integrated solutions from a single platform that span several disciplines

Mission: The corporate culture of the organization is defined by seven basic values, which are strongly associated with it These principles include profitability, variety of thought, and acceptance of cultural differences In order to guide the company's efforts and activities, these values must include responsibility and sustainability

LITERATURE REVIEW

Overview of quality and quality management system

Although QM has been defined in many different ways, it all comes down to a common definition: QM is a philosophy that includes tools, principles and practices (Dean and Bowen, 1994) includes values and principles such as customer focus, fact- based decisions and continuous product improvement (Hellsten and Klefsjử, 2000) In this sense, sustainability considerations can be considered a customer requirement There are 2 ways, method 1, environmental sustainability is now becoming a clear need for each customer; alternatively, some QM scholars have argued that society is a form of customer and stakeholder existence (Garvare and Johansson, 2010) According to (Luttropp and Lagerstedt (2006) and Maxwell and Van der Vorst (2003)) argued that

“sustainability considerations are more likely to be considered in daily operations if they are integrated in existing working procedures, rather than requiring development of new ones It can be argued that existing QM practices such as collecting information concerning customer needs should be applicable in identifying the environmental requirements of products, in addition to other customer requirements”

Crosby (2001) defined that “Quality is conformance to requirements” From this sentence we can understand that building the quality of a product must be based on analyzing customer needs and requirements for the product Furthermore, from the customer perspective, Juran (1950) also proposed requirements determined by customer needs as "Quality is suitability for use" From here, it can be understood that it is the key driving force that brings customer satisfaction, meets customer needs, brings solid profits and economic growth to countries around the world (Deming 1982; Kennedy 1987; Rust, Zahorik, and Keiningham 1995)

From the viewpoint of a manufacturer, Ishikawa (1990) argued that comprehensive quality control encompasses more than the product quality; it includes the quality of management, the organization itself, customer service post-sale, and the individuals involved Golder and Mitra (2012) categorized quality into three distinct phases: the relative performance of an offering's attributes during production, use, and either established by companies or expected by customers The process of quality production, primarily explored in fields like engineering, operations, and management, involves designing attributes and processes, selecting resources, and employing various production control techniques According to Kumar, S A., and Suresh, N (2006), there are three key stages a product must undergo before it reaches customers: selection of materials, the production process, and packaging

Quality management (QM) involves the supervision of all activities and tasks necessary to achieve a specific level of quality This process encompasses the establishment of a quality policy, the development and execution of quality planning and assurance, as well as the implementation of quality control and improvement measures Lagrosen (2005) identifies the four essential elements of Quality Management as quality planning, quality assurance, quality control, and quality improvement, collectively known as Total Quality Management (TQM) A study by Liu (2003) on the implementation of quality measures in public housing projects in Hong Kong found that adopting ISO 9000 led to greater customer satisfaction and a reduction in defects in projects managed by ISO 9000-certified companies compared to those managed by noncertified companies

According to Helmold (2022), the PDCA cycle is an essential element and tool in the field of quality management It describes the steps of the continuous improvement process (CIP), which aims for ongoing improvements and is the cornerstone of all quality management systems As a result, the business is dedicated to continuously improving its policies and practices in an effort to increase productivity, customer satisfaction, and staff happiness

2.1.2 Concept of Quality management system

In companies and organizations, a Quality Management System (QMS) describes the management responsibilities and organizational activities focused on improving the quality of processes and work, which ultimately enhances the quality of products and services QMSs integrate lean principles to promote improvements in processes

Table 2.1: Quality management systems (QMSs)

DIN ISO 9001:2015 General quality management system

A Quality Management System (QMS) is intended to organize and guide an organization's activities to satisfy legal and customer criteria while continuously enhancing the system's efficacy and efficiency International standards that the industry adheres to establish the structure and parameters of a QMS These guidelines outline the conditions that must be met by an organization in order to create and preserve a QMS With ISO 9001 being the most frequently used standard, the International Organization

Figure 2.1: Qualify Management: Deming Cycle (PDCA) for Standardization (ISO) is a global federation of national standards bodies It is relevant to a broad spectrum of companies and describes the requirements for a QMS

According to Doorsey, D J (2010) and Evans JR, Lindsay WM, (1993) mentioned that since the beginning of industrial operations this century, quality management systems (QMS) have been continuously evolving Both operational management and quality management systems have gradually come together to improve customer satisfaction and the output quality and productivity of manufactured goods This can be seen in a clear historical evolution These systems' journey may be seen through their historical growth Since QMS have continuously improved by including new methods and domains, it is crucial to remember that the dates in this history represent the conception of the idea rather than its continuation A large number of acronyms may be found in the vast vocabulary related to these systems Some well- known systems are highlighted to make understanding easier and to clarify the key elements required for an organizational system to provide the required quality and service while saving costs

Figure 2.2: History of operation and quality management systems

2.1.2.1 Overview Quality Management System in ISO

According to International Organization of Standardization, (2015) mentioned that The Process Approach, which is acknowledged as a fundamental principle in these standards and is similarly acknowledged in other standards, forms the foundation of a Quality Management System (QMS) is This international standard uses a process approach to quality management

According to the Process Approach, the best way to produce consistent and predictable results is to see activities as linked processes inside of a single, cohesive system In academic publications, this idea is also known as business process orientation, or BPO, and it has become widely accepted by businesses all over the world Organizations are progressively embracing and integrating a process-oriented approach to business in order to enhance their overall performance and maintain their competitiveness (Farazmand, E., Moeini, A., & Sohrabi, B., 2005; McCormack, K (2001)) A QMS consists of interconnected processes, and an organization can improve the system's efficacy by understanding how these processes yield results These processes are arranged into a logical framework by the Process Approach/BPO with the intention of accomplishing both operational and strategic objectives

Quality Management Systems (QMS) are a valuable tool for improving and optimizing administrative and industrial management processes, as they promote an ongoing improvement culture This is accomplished by the identification and tracking of several process-tracking quality indicators In recent QMS renewals, the pointers system has been redefined through enhanced current procedures and new process introductions The goal is to improve control tools and guarantee that the control process runs smoothly, producing the optimal process under customer-satisfied conditions Additionally well-known One of the best instruments available to businesses looking to boost their competitiveness is the quality management system Since Drs Edward Deming and Joseph Juran conducted their research and put quality management and quality thinking into practice in businesses sixty years ago, this topic has been extensively investigated Even though it was a long time ago, quality management systems are still in use, and scientists are continuously investigating this issue, so it is still very significant nowadays If we look at some recent publications than topical issues are: motives, benefits and strategic results from of ISO 9001 and impact on perception of customers (Casadesus, Karapetrovic, 2005, Zaramdini, 2007, Caro, Garcia, 2009,

Rusjan, Alié, 2010), strategic orientation and financial performance of firms implementing ISO 9000 (Dimara, Skuras, Tsekouras, Goutsos, 2004), comparison of ISO 9000 in manufacturing and service organizations (Singh, Feng, Smith, 2006), ISO

9001 certification forecasting models (Sampaio, Saraiva, Rodrigues, 2011), quality thinking and system thinking in quality management (Conti, 2006, 2010) and components of successful total quality management (Tari, 2005)

ISO 9001 and quality management are still important study topics Quantitative and/or qualitative information about events or processes is provided by quality indicators Because of this, it is essential to correctly locate them within a process, since improper placement could result in an inaccurate assessment of the real improvements that an organization is pursuing Developing a QMS approach that may successfully discover a collection of indicators capable of objectively analyzing the improvements made or identifying flaws in a production system is the aim of this study In order to authenticate this methodology, it has been integrated into the production procedures of a small to medium-sized business (SME) that produces highly personalized motor homes and caravans, much like a custom-built manufacturing model Over recent decades, the concept of Quality Management within organizations has progressed and is now embodied in the Quality Management System (QMS), which strives to improve organizational performance and lay a robust groundwork for ongoing sustainable development efforts (International Organization of Standardization, 2015) Internationally regarded as a standard for Quality Management Systems, ISO 9001 lays out the fundamental conditions that companies must satisfy in order to continuously improve performance and satisfy customers Several changes have been made to this standard since it was first published Introduced in 1987, the original version of ISO 9001:1987 focused on quality assurance procedures and was broken down into three separate models: ISO 9001:1987 for businesses involved in new product development, ISO 9002:1987 for businesses not involved in new product development, and ISO 9003:1987 for final inspection and testing Later, ISO 9001:1994 was added, which prioritized preventive measures even more (International Organization of Standardization, 2015)

2.1.2.2 Overview Quality Management System in IATF

IATF 16949, rooted in ISO 9000, is a key international Quality Management System (QMS) standard for the automotive sector This standard, the first of its kind from the International Organization for Standardization (ISO), was created by the International Automotive Task Force (IATF) and the Japanese Automobile Manufacturers Association (JAMA) with backing from ISO Technical Committee 176 (TC 176) (C P Kartha, 2004) Each QMS adopts a unique approach toward establishing and certifying a quality system In order to meet international standards, efforts by IATF and JAMA, supported by TC 176, have been made to harmonize the automotive quality system standards of the US, Germany, France, and Italy with the IATF 16949 standard (G P N.M Vaxevanidis, Z.Krivokapic, S.Stefanatos, P.Dasic, 2006) The primary goals include aligning the system with global automotive industry standards and attaining a world-class product quality and efficiency This alignment helps organizations remain competitive through continuous improvement, and minimizing inconsistencies and inefficiencies in the supply chain The IATF 16949 standard is designed to foster ongoing enhancement, focusing on preventing defects and diminishing variation and waste throughout the supply chain Additionally, it integrates the QMS requirements for the manufacturing, servicing, and/or supply of automotive parts with relevant Customer-Specific Requirements (CSRs) The International

Automotive Task Force (IATF) mandates automotive organizations to undertake process evaluation and enhancement activities (R D Reid, 2017)

Overview of quality assurance and quality assurance matrix

2.2.1 The concept of quality assurance

According to Barker and Tofts, (1992); Firbank et al., (2000), Quality Assurance (QA) or sometimes also called quality control, where they represent the continuous quality assurance process to ensure that equipment maintains its most satisfactory performance

Manghani, K (2011) states that "the quality assurance department bears the responsibility for quality assurance" Establishing and maintaining an efficient quality assurance system is its principal goal, and it also aims to advise operational units It is crucial that the quality assurance department be adequately staffed with skilled, trained individuals who have excellent interpersonal skills Employees in quality assurance are better equipped to communicate and handle a variety of scenarios because to these abilities The department carries out routine quality control procedures, including internal and self-inspection audits, independently of operational units This guarantees conformity to local, national, regional, and worldwide legal, ethical, and regulatory requirements as well as business quality standards and GxPs (including cGMP, GLP, and GCP)

According to Biggs, J (2001), quality assurance can be classified as

"prospective" or "retrospective" based on the quality that it seeks to guarantee In Biggs' view, prospective quality assurance focuses on the present and future, highlighting quality as being suitable for purpose and encouraging progress, whereas retrospective quality assurance looks backward to evaluate accountability Quality enhancement, or the internal systems an organization uses to continuously assess and improve procedures, is one of the three components of quality that Biggs describes for an institution

According to Inglis, A (2005), the core idea of quality is predicated on conducting comparative analyses, which are distinguished by the kind of comparisons they entail:

● Quality assurance is the process of evaluating a good or service against a minimum standard that has been predetermined and can be specified externally or internally

● Quality improvement is the process of comparing the present standard internally to the standard that is being strived for

Quality assurance, or QA, is a methodical process created to stop mistakes and flaws in goods that are produced and services that are provided This way, high standards are maintained and client expectations are satisfied To establish trust that quality criteria will be met, ISO 9000 states that quality assurance (QA) is a crucial component of quality management In contrast to Quality Control (QC), which is detection-focused, Quality Assurance (QA) takes a prevention-oriented approach, stressing the value of addressing quality from the very beginning of the manufacturing process Although they are occasionally used synonymously, quality assurance and quality control refer to different but related components of an all-encompassing quality approach In order to make sure that the goals for the quality of the product, service, or activity are met, quality assurance (QA) entails a wide variety of administrative and procedural tasks that are put into place inside a quality system This entails using feedback systems to prevent errors as well as systematic monitoring, measurement, and assessment in comparison to a predetermined standard The concepts of "fit for purpose," which guarantees that goods and services are used for the intended purpose, and "right first time," which tries to prevent errors before they happen, are essential to quality assurance (QA) Raw materials, product assembly, production-related services, and the general management, manufacturing, and inspection processes are all included in the scope of quality management When it comes to creating new technological items, engineering concentrates on getting a thing to function once, while quality assurance makes sure it does so regularly

Quality assurance (QA) is a pivotal practice in both the manufacturing and service sectors, involving systematic measures to ensure that products and services meet defined standards of performance, design, reliability, and maintainability The goal is to prevent defects and errors in the production of tangible items like vehicles and footwear, as well as in service provisions such as vehicle servicing and the design of athletic shoes

As outlined in ISO 9000, quality assurance is a crucial part of quality management that enhances confidence that all quality requirements will be satisfied, thereby avoiding issues and delays in delivering products or services to consumers (ISO, 2005) Smith,

L (2001) notes that this proactive aspect of quality assurance is distinct from the reactive nature of quality control It represents a 'shift left' approach, which focuses on early intervention in the product development and production phases to prevent defects rather than addressing them after they occur, moving quality initiatives earlier in the process timeline

2.2.2 The concept of quality assurance matrix

A quality management tool known as the Quality Assurance Matrix (QAM) is founded on the idea that each error or nonconformance in the manufacturing process has an impact on the customer (who might be a person or an intermediate process) ultimate consumption) needs to be settled right away This method assesses a manufacturing process's control system's dependability threshold for both possible and actual mistakes, enabling the appropriate corrective action to be implemented This approach facilitates the efficient attainment of quality objectives (Ştirbu L., Belu N., Bondoc M.D., 2012; Belu N, Misztal A, Ionescu L M, 2016)

Based on Ştirbu L., Belu N., Bondoc M.D., (2012); Belu N, Misztal A, Ionescu

L M, (2016) mentioned that The Plan-Do-Check-Act (PDCA) cycle structure is followed by the Quality Assurance Matrix (QAM) Setting quality goals and outlining process technologies are part of the Planning phase; conducting analyses is part of the Doing phase; confirming the efficacy of control measures is part of the Checking phase; and putting corrective measures in place for processes that fall short of predetermined quality standards is part of the Acting phase

According to Schwab K (2013) metioned that The Quality Assurance Matrix (QAM) plays a crucial role in achieving the objective of meeting Customer Quality Expectations by enabling control over all critical, significant, and/or important aspects of the vehicle and serving as a valuable tool for identifying problems This tool finds application in both:

- Addressing current model quality concerns Quality Mapping, utilizing principles similar to Failure Modes and Effects Analysis (FMEA), focuses on risk assessment Its primary objectives include ensuring robust product designs, robust manufacturing processes via In-Station Process Control, facilitating operator interaction with processes and products to ensure quality output, and engaging the entire organization's expertise in pursuit of customer satisfaction

The QA matrix is usually related to a specific production line and is overseen by front-line management To facilitate knowledge transfer between projects, a QA matrix is conducted on each vehicle, component or division.

Some other concepts

Failure mode and effects analysis (FMEA) was originally developed by NASA in 1963 to meet their rigorous reliability requirements Since then, it has become a prevalent tool for assessing the safety and reliability of systems across multiple industries, including aerospace, nuclear, automotive, and medical sectors (Ebeling, C., 2001)

Based on Lo HW, Liou JJ, Huang CN, Chuang YC, 2019; Su X, Deng Y, Mahadevan S, 2012; Sakthivel G, Ikua BW, 2017; Wang Z, Gao J, Wang R (2018) metioned that The inception of Failure Mode and Effects Analysis (FMEA) dates back to the 1950s within the US aviation manufacturing sector, initially addressing quality and reliability concerns of military products As the pursuit of enhancing product quality persisted, FMEA gained widespread adoption across various industries such as machinery, electronics, and the chemical industry Serving as a potent instrument, FMEA facilitates the meticulous examination and enhancement of system quality and reliability It functions as a pivotal control mechanism utilized by numerous sectors to scrutinize and refine system quality and reliability In essence, FMEA enables the independent assessment of product design, manufacturing, and service phases, preemptively identifying and evaluating potential failure modes at each juncture This proactive approach enables the timely proposition of enhancement strategies during the early stages of implementation, consequently curbing the time and expenses associated with product development while ensuring sustained product quality throughout its lifecycle

According to Bouti and Kadi (1994) mentioned that FMEA documents specific failures within a system by identifying their modes, causes, and effects on system functionality, and it also provides appropriate detection techniques and corrective actions When integrated with the Criticality Analysis (CA) method to classify different failure modes, it evolves into Failure Mode Effects and Criticality Analysis (FMECA)

AIAG (2018) states that written descriptions of the systems used to minimize and control variation in both products and processes, as well as control plans that specify process monitoring and control methods (e.g., special controls) used to control special characteristics, are represented These documents are living documents that must be reviewed annually, as problems arise, and as process knowledge grows in accordance with ISO/TS 16949 requirements

An developing document that describes the methods used to guarantee the quality of necessary inputs to generate outcomes that meet customer expectations is called a control plan A thorough description of the measures, checks, and verifications put in place to oversee the production processes and parts is also included This document is used in PPAP situations, either when a new process is introduced or when changes are made to an existing one Control plans are revised often to appropriately reflect recent changes

Control Plans are firmly implemented to ensure adherence to product quality standards via the elimination of product and process variability across a variety of industries, including heavy equipment, aerospace, automotive, and many more (Quality One International, 2020).

ASSESSMENT OF THE QUALITY MANAGEMENT SYSTEM

Introduce

The primary objective of this chapter is to provide an overview of the quality management system at the factory, a review of QAM at the facility, an assessment of the situation at the plant, and take a specific example of the production line at Bosch to assess the fault situation before applying the QAM tool To facilitate a clear and systematic understanding of how QAM is used in the factory, this chapter is divided into two main sections:

The first part is an overview of the quality management system, quality assurance methods, and the definition of the factory quality matrix: Initially, a brief introduction to how QMS works at the facility Next is an overview of quality assurance for the home too and why it is important to apply quality assurances to most of HcP's transmission belt manufacturing processes And how is the factory quality assurance matrix strategy defined?

The next part is how the factory's production line is when QAM is not applied.

Overview Bosch’s quality management system

Comply with the established quality management system:

Bosch Standard (RBGF, CD,…) HcP Process Compass * HcP Local Docs (procedure, form,…)

The Quality Management System (QMS) at Bosch Vietnam is a key component of their business operations and reflects their dedication to quality It is assured that all goods and services meet client needs as well as relevant legal and regulatory criteria through the procedures of the QMS (Quality Management System) outlined for HcP The Plan-Do-Check-Act (PDCA) cycle, which guarantees ongoing enhancement and operational effectiveness, is the foundation of the system's design

The procedure starts with meticulous planning and record-keeping This first stage establishes the QMS's structure by outlining the goals, tactics, and materials needed to meet quality standards The planned activities are then carried out in accordance with the established protocols and standards throughout implementation This is essential for converting theoretical frameworks into real-world results that satisfy Bosch's exacting requirements for quality

The crucial stage that follows is monitoring, which entails routinely analyzing and comparing the ongoing operations to the quality criteria This stage finds any discrepancies or potential areas for improvement and makes sure the implementation follows the intended parameters The information gathered in this stage is essential for the cycle's last part

The final stage, improvement, is motivated by the knowledge gathered from monitoring Its main objectives are process improvement, problem solving, and process refinement Planning, executing, monitoring, and improving continuously guarantees Bosch Vietnam's QMS is strong and efficient, resulting in consistently high-quality products and satisfied customers A Quality Management System (QMS) is an assemblage of corporate procedures intended to fulfill client expectations by accomplishing quality policy and quality targets It is defined as the processes, resources, policies, procedures, and organizational structure required to put quality management into practice

The (Quality) Management System (QMS) HcP Process Compass is implemented in terms of processes and maintained according to regulation based on the basis of:

- The basis of the requirements of DIN EN ISO 9001 Quality Management Systems – Requirements (ISO 9001:2015)

- The amendments by the IATF 16949 – Quality Management System Requirements for Automotive Production and Relevant Service Parts Organizations

The quality management system at HcP has the following components:

+ HcP process compass is the quality management system for the Bosch Long Thanh Factory

+ The Mobility Process (MP) and its attachments, the Mobility Instruction (MI) and its attachments, the Process Area Sheet (PAS), and the Customer Specific Requirements (CSR) are all legitimate and appropriate documents If any of the previously specified items is referenced, then all other contents apply Moreover, the HcP Process Landscape The foundation of HCP's quality management procedures is ISO 9001 and IATF 16949, which is a necessity unique to the automotive sector These processes are then visually represented

Figure 3.2: Interface of HcP Process Compass Tools

Figure 3.3: Some contents element on HcP Process Compass

+ Based on the cornerstone of Bosch Quality Principles, the Quality Manager and Plant Manager establish the HcP Quality Policy As highlighted in the HcP

Vision and Mission, its objective is to produce push belts of the highest caliber to please customers This is a crucial component of the factory's quality control system

Sources: Internal Document + HcP Key performance Indicator: The monitoring process performance of the QMS are controlled by HcP Key Performance Indicators

Figure 3.5: Key Performance Indicators on HcP

Sources: Internal Document + Environmental, Health, Safety, and Sustainability - EHS HcP Management System: The Continuously Variable Transmission (CVT) Push-Belt Manufacturing (Address: Road No 8, Long Thanh Industrial Zone, Tam An commune, Long Thanh District, Dong Nai Province, Vietnam) and Technical Industrial Apprenticeship (TGA) (Address: Road No 5, Long Thanh Industrial Zone, Tam An Commune, Long Thanh

District, Dong Nai Province, Vietnam) are included in the scope of the environment, occupational health, and safety management system Production and supply to distributors are included in the life cycle phases; raw material procurement, design, consumer use, and disposal are not

+ In addition, in HcP QMS there is a system called the Manual Master Database, which is an internal Bosch website, where people can access essential information in the group such as Search in Document System, webform, What’s new, etc

Overview Bosch Quality Assurance

Verify that all goods and services fulfill client needs as well as relevant legal and regulatory requirements by using the QA (Quality Assurance) procedures that are outlined for HcP Because of this, a large portion of HcP's transmission manufacturing process makes use of cutting-edge automation technology that is of the highest caliber, always evolving, and outfitted with the newest machinery available worldwide Due to the growing demand from consumers, push belts are consistently produced in large quantities and are trusted by them

The evident outcome of this is that customers all around the world consistently recognize and trust the belt goods' quality Since the products delivered to the customer must meet the contracts and various agreements on the performance, design, reliability, and maintenance expectations of that customer at the plant, quality assurance has therefore always been of the utmost importance at the factory For this reason, quality assurances must be implemented consistently The plant is in the best shape and produces products that satisfy customers because of the quality assurance procedures

In recent years, HcP factory has not only tried to improve product quality and machine performance to create greater output to meet customer needs, but also tried to ensure the quality of the factory to promptly detect remaining problems in the factory and provide timely remedial measures Problem Prevention and Solving: There are many methods or tools applied such as FMEA, 8D, Control Plan, QAM, etc These methods or tools ensure that the product will satisfy the customer Ensure the quality of the factory's products before they reach the customer, at the factory, by creating an ecosystem of interconnected quality tools/methods, thereby providing appropriate measures solutions to overcome or resolve problems that occur during the production process That's why at HcP's factory in Long Thanh, we have built a system called Preventive Quality Management @HcP

Figure 3.7: Preventive Quality Management @HcP

Source: Internal document One of the important methods that the author will talk about nowadays is QAM Methods, which is also an important method to ensure product quality when it comes to customers.

Overview about define QAM in QMS at Bosch Long Thanh Factory

In order to assess the effectiveness of the QAM system inside Bosch's quality management system, this part will give an overview of how QAM at Bosch serves as a prerequisite for the in-depth discovery of QAM within Bosch in later sections

The Quality Assurance Status for Primary Failures and (Potential) Failures in Production may be evaluated and visualized using the QAM approach For instance:

● The present status of quality and any failures

● Significant possible flaws, such as those discovered through experience sharing and FMEA

● The time span between a defect's occurrence and discovery

● Prioritized failures from supplier, plant to plant deliveries, spare part deliveries, product audits

The QAM technique provides transparency in failure prevention and detection, which enhances the manufacturing workshop's quality awareness QAM needs to be set up in the workshop and included into regular communications, including shift changes, weekly meetings, and morning meetings every day

The QAM's objective is to assess and display the state of quality assurance for both main failures and (potential) failures in production

Thus, the QAM aids in:

+ Educating and raising the awareness of workshop management staff;

+ Including them in the process of continuous improvement

+ To identify patterns of failure and track the effectiveness of remedial measures

In the interests of the incorporation of expertise into series production, it is advisable to create a QAM in the prototype phase when employing near-series prototype manufacturing processes/facilities

The QAM of a production line analyzes failures which can be prevented or detected on this production line, including those occurring in a previous process:

+ Failures from 0-mileage complaints and prioritized failures from field complaints

+Prioritized failures (e.g regarding pass-through characteristics) from supplies (supplier failures), plant-to-plant deliveries, spare part deliveries, product audits

+ Prioritized internal failures (e.g by process steps which cause the TOP3 of failure costs from a Pareto analysis)

+ Prioritized potential failures from process FMEA

+ Potential failures based on information from the workforce

+ Failures which have occurred in identical or similar production processes at the same or other plants (“lessons learned” within the manufacturing network)

As a rule, failure prioritization is done in agreement of Production and QMM by way of Pareto analysis for example

The following sources supply crucial input data on the composition and contents of the QAM:

- The process FMEA (possible failures),

- Control Plan (inspection steps, strategy, and process stages),

- 8D (failures that happened, remedial measures),

- Value stream Q-Basics (such as an Andon cord or stop sign)

Figure 3.8: The Connection Between QAM, FMEA, Control Plan, and 8D

In addition to providing all parties involved in the production with visualization and information (a compact compilation of information ranked according to importance from the quality methods previously mentioned), the QAM is a tool for routine on-site evaluations of the efficacy of the protocols established to enhance failure detection and prevention The QAM presents a very good opportunity to perform a first cross-check of the failure analysis and the efficacy of containment and improvement actions from 8D, the effectiveness of prevention/detection actions from the Process-FMEA, and the defined requirements from the Control Plan in comparison to the actual situation on-site at the production line because it is created directly ahead of the SOP (standard operating procedure)

Further on-site checks (in the ongoing series production) should be initiated by the complaint procedure (8D) and carried out in conjunction with the corresponding update of the QAM once the QAM has been created The on-site/reality check at the line may be developed as an iterative 4-step technique (PDCA), and the QAM in charge of it should carry it out with help from QMM and manufacturing (operation & planning)

Figure 3.9: Create QAM base on PDCA

In summary, QAM involves several quality methods among which FMEA, Control Planning and 8D must be emphasized

+ At least every 6 months, if necessary, as a part of the FMEA updating

+ Adjustment of FMEA evaluation on the basis of experience

+ Operative implementation by QAM responsible

- For structuring the QAM by definition of quality gates and assignment of the failures to process steps

- Information for the assessment of the failures on the basis of the inspection strategy

+ On measures to improve failure prevention and detection

Assess the current status of QAM at Bosch Long Thanh Factory

3.5.1 Strength of current QAM in QMS at Bosch Long Thanh Factory

At Bosch Long Thanh Factory, the effectiveness of the Quality Assurance Methodology (QAM) in the Quality Management System (QMS) can be evaluated through a number of distinct strengths

A key component of the quality assurance matrix at the Bosch Long Thanh production is the regular meetings with all stakeholders These conferences guarantee that information on any mistakes that occur during manufacturing is disseminated promptly and accurately Proactive communication improves the factory's capacity to promptly adjust and address these problems, creating an atmosphere that supports creativity and flexible problem-solving in process manufacturing

Figure 3.10: Regular QAM meetings with departments

Sources: Internal Document Well-established reporting channels provide a roadmap for addressing challenges from failures occurring in manufacturing processes from the factory This channel supports the creation and conditions for exchanging information about failure in Products between staff and the QAM coordinator, helping to quickly update inaccurate information and details every day It allows to achieve quantitative results while ensuring transparency in all revision procedures The company is able to maintain high standards in both product quality and manufacturing operations thanks to its methodical approach to problem solving and quality management.

Figure 3.11: QAM activity reporting channel

Figure 3.12: A place to exchange information

3.5.2 Limitation of current QAM in QMS at Bosch Long Thanh Factory

At Bosch Long Thanh Vietnam Factory, the Quality Assurance Management (QAM) system is encountering some weaknesses that need to be overcome

(1) Firstly, Lack of a clear agenda and duties for participants in QAM board meetings at the factory is a major issue when introducing QAM boards in technician work zones on the shop floor To be more precise, there is no formal notice or unambiguous assignment of tasks, even though meetings and troubleshooting connected to production failures necessitate the assignment of particular responsibilities to each department vague or devoid of detailed rules defining each department's duties This circumstance results in the tendency for members to shift blame onto one another when taking part in routine meetings, assessing the outcomes of mistakes that occur, or working through issues Additionally, occasionally there are too many persons present at meetings, including unneeded attendees like interns or departments unrelated to the discussion The factory's quality management system is then negatively impacted by this ignorance, which further impairs QAM's application in production

Figure 3.13: The Number Of Meetings With Participants Attending Weekly Meetings

Sources: Internal Document Because there are no specific requirements on participation rules, departments participate infrequently Meetings are required once a week It shows that you must regularly attend meetings, but from the data, there are some departments that do not even participate within 1 month such as (QMM3 engineer, MFO supervisor, ) The consequence of not attending regular meetings to update the latest information is poor work efficiency According to statistics over 6 months, due to not fully participating departments, information was not promptly updated in periodic QAM meetings to report defective product status, statistics in the table "Missing information" shows that the rate of missing information each month is very high

The Number Of Meetings With Participants

QMM&MFGx HoD QMM&MFGx GLs QAM CoordinatorMFO Supervisor QMM3 Engineer CKD QAM CoordinatorPQA QAM Coordinator MFGx Engineer MFGx Shopfloor

Source: Internal Document (2) The secondly the current quality assurance process (QAM) is facing some pressing issues of lack of detailed and clear guidance In particular, there is no specific documentation or guidance system that describes the steps of the problem-solving process or specifies specific tasks for departments and individuals involved in managing and updating the QAM table The lack of a standard ink pattern that highlights what needs to be on the QAM table, as well as the steps needed to import and process data into and from this table, is creating a huge challenge

Moreover, current processes do not clearly define how to enter, analyze and report results or how to adjust and improve processes based on information collected from the QAM table This leads to employees being uncertain about the correct implementation of the steps and compliance with the processes that have been set out when applying the QAM table in the production environment This lack of detailed work guidelines not only makes it difficult to monitor and ensure quality, but can also lead to unnecessary misunderstandings and errors, reducing the overall performance of the factory When there are no specific steps and responsibilities defined for each part of the QAM process, identifying and implementing remedial action for production failures becomes more time-consuming These delays can create a slow feedback cycle, affecting the time it takes to define and implement improvement measures for manufacturing errors Every

Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24

Lack of information step in the manufacturing process involves a certain amount of time to identify problems, analyze causes, and develop solutions When there is no specific guidance, employees may not know how to take these steps effectively, or even not know where to start This not only creates a delay in defining the necessary actions, but can also cause delays in the implementation of solutions, as it is unclear who is responsible for each part of the recovery process The time to define action, or the time needed to identify and initiate remedies, is an important factor in minimizing the impact of manufacturing accidents Delays in this can lead to increased inventory of faulty products, prolonged machine deadlines, and higher production costs due to delays in handling problems The ultimate consequence is a decline in overall productivity and quality, which negatively affects the company's reputation and business performance Therefore, in order to improve the quality and effectiveness of the QAM process, it is necessary to develop a detailed, understandable and easy-to-apply set of guidelines, with specific steps that are easy to follow and implement At the same time, there is a need for continuous training and support for employees on how to use the QAM table effectively, as well as how to identify and solve problems that arise, to ensure that everyone understands and is able to contribute toning the quality of products and services

Figure 3.15: Average problem resolution time per day at Loopline 12 of MSE2

Source: Author Because of the above weaknesses and limitations, we must propose measures to improve and overcome this situation to complete the factory’s QAM system

Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24

Average Issue Resolution Time in Day

PROPOSED SOLUTIONS TO IMPROVE THE QUALITY

Project Initiation and Planning

- Core team: QMM7, QMM3, PQA, MFGx,

Figure 4.1: Project role of members

Author’s role in the project:

The author participated in a number of projects during his internship at the Bosch factory in Vietnam However, this is a project in which the author directly participates with the project leaders in the role of support coordinator During the project implementation, the author acts as a support representative of the Project Manager, assisting the main team leader in connecting and preparing the initial stages of set up materials as well as checking the number of participants attend with other project members Additionally, the author is responsible for developing the project process and actively scheduling meetings related to this effort

The author also bears the responsibility of providing updates on the project's status to any other interested parties and the engineers working on the project In order to proactively arrange adaptable training programs to increase quality awareness for every worker and management, it is also imperative to get in touch with the training department

The structure for creating QAM has also been defined WI in the Manual Master (an internal company website that helps find documentation when you need) When operations can quickly and regularly access knowledge, everyone will rapidly increase their understanding and efficiency to the maximum level, while significantly reducing the costs associated with mistakes made by employees This allows us to save time and costs in training and correcting employee errors Therefore, the author has put a lot of effort into this to ensure quality for the company's products

The project's goals are to increase staff members' professional knowledge and the efficiency of the QAM matrix in the factory's quality management system, which

Planning and preparing 21 1-Feb-2024 22-Feb-2024

Get approval for QAM expert capacity 6 1-Feb-2024 7-Feb-2024

Prepare internal material of QAM data by slide 2 7-Feb-2024 9-Feb-2024 Prepare review current QAM status material 2 9-Feb-2024 11-Feb-2024

Prepare concept proposal planning 3 11-Feb-2024 14-Feb-2024

Meeting invitation with QAM expert 1 14-Feb-2024 15-Feb-2024

Present OPLs with QAM expert 1 15-Feb-2024 16-Feb-2024

Meeting invitation with project team and HoDs 4 16-Feb-2024 20-Feb-2024 Present detail of roadmap's project team and HoDs 2 20-Feb-2024 22-Feb-2024

Define and make a list of common machine failure 2 23-Feb-2024 25-Feb-2024 Consider QAM Methods to add-in or remove 2 25-Feb-2024 27-Feb-2024 Update QAM instruction for Preventive Quality Project Event 2 27-Feb-2024 29-Feb-2024

QAM start ( define target) 4 3-Mar-2024 7-Mar-2024

QAM layer process confimation 3 7-Mar-2024 10-Mar-2024

Visualizing record data 1 15-Mar-2024 16-Mar-2024

Feedback and improvement 2 17-Mar-2024 19-Mar-2024

Task name Duration (day) Start Finish

Planning and preparing 21 1-Feb-2024 22-Feb-2024

Get approval for QAM expert capacity 6 1-Feb-2024 7-Feb-2024

Prepare internal material of QAM data by slide 2 7-Feb-2024 9-Feb-2024

Prepare review current QAM status material 2 9-Feb-2024 11-Feb-2024

Prepare concept proposal planning 3 11-Feb-2024 14-Feb-2024

Meeting invitation with QAM expert 1 14-Feb-2024 15-Feb-2024

Present OPLs with QAM expert 1 15-Feb-2024 16-Feb-2024

Meeting invitation with project team and HoDs 4 16-Feb-2024 20-Feb-2024

Present detail of roadmap's project team and HoDs 2 20-Feb-2024 22-Feb-2024

Define and make a list of common machine failure 2 23-Feb-2024 25-Feb-2024

Consider QAM Methods to add-in or remove 2 25-Feb-2024 27-Feb-2024

Update QAM instruction for Preventive Quality Project Event 2 27-Feb-2024 29-Feb-2024

QAM start ( define target) 4 3-Mar-2024 7-Mar-2024

QAM layer process confimation 3 7-Mar-2024 10-Mar-2024

Visualizing record data 1 15-Mar-2024 16-Mar-2024

Feedback and improvement 2 17-Mar-2024 19-Mar-2024

Task name Duration (day) Start Finish Feb 2024 Mar 2024 knowledge, the author has used digitalization in the deployment and exploitation of document sources as well as standardized storage techniques Another significant advantage is that regular paper QAM matrices won't be lost or destroyed thanks to this This is also done to make document retrieval easier The main goal of this project is to improve the effectiveness of the QAM matrix in the factory's quality management system so that it can be applied reasonably and conveniently to each process related to projects Other innovations of QMS

The factory's whole production line is used to carry out the project Three primary manufacturing regions, designated MSE1, MSE2, and MSE3, are under the control of maintenance engineers who are involved in fault identification and improvement of the QAM matrix board Assure quality procedures with the help of the QMM3 support team by keeping an eye on and addressing production line outage issues, collaborating with the project leader from the QMM7 department to assess the system's quality, and following the internal evaluation guidance process Furthermore, in production sectors, constant collaboration with Operators and shift supervisors is required.

QAM Update Status Implemented, Structure meeting: Agenda, role and

When it was discovered that there was no connection clearly between the QAM Coordinator and QAM PIC and the scope of the QAM Coordinator's role (JD, WI, RASIC) was not clear The capabilities of the QAM Coordinator need to be developed to delegate authority This is why the QAM Owner at QMM7 thought of establishing a structure to visually align everyone and release this on Manual Master to everyone can access and read This involved creating a structured guideline for the new QAM process in the manufacturing shopfloor, detailing the agenda and standardizing participant roles Consequently, participants can rely on this structure to clearly identify their responsibilities and arrange their own meetings efficiently to participate on time and understand their roles and responsibilities within the QAM meeting

Table 4.1: Role and Functions PIC QAM

Plant QAM coordinator • Ensure QAM process running sustainable

• Ensure quality issues happened was capture in QAM

• Evaluate effectiveness of measure/action by QAM

QAM Responsible • Update measure/action for quality issue

• Follow-up implement time of measure/action

• Update last week defects - QAM department coordinator

Open discussion of actual problem

This is the place where regular QAM meetings are held on the shopfloor This place is equipped with additional televisions to facilitate presentations or bring information to listeners in the most convenient way

In addition, to accurately grasp the number of participants, the QAM attendance List table has been created, tracking participants' progress for timely updates if problems occur.

Sources: Intern Document Based on the "QAM attendance list" from the images provided, the proposed solution seems to focus on ensuring that key personnel are present at QAM (Quality Assurance Manager) meetings and thus contribute to the quality management process Here is a suggested approach to using this attendance list:

- Consistent score tracking: Use the list to track the attendance of key participants from different departments This ensures that the required stakeholders regularly participate in QAM meetings, providing detailed information and their feedback

- Clear Roles and Responsibilities: Clearly allocate roles and responsibilities to each participant, as suggested by the list of participants, such as QMM Engineer, MSEx, MFO and Chief This helps individuals be responsible and ensures that every aspect of the quality assurance process is addressed

- Regular updates: Always update the scoreboard for each meeting to reflect the latest attendance status This will help identify forms of participation and solve any issues related to non-participation

- Reminders for each meeting: Set up a system to send reminders to participants before each meeting to increase attendance This could involve emails or automatic notifications through the company's internal communication platform

By closely monitoring attendance and participation with this QAM attendance list, the company can ensure that its quality assurance meetings are effective and contribute significantly to maintenance and improvement Improved quality standards.

Information Work Instruction in QMS

In order to improve the effectiveness of the QAM matrix when it is used on the shop floor and guarantee that manufacturing processes function properly, this QAM project will be extensively standardized Errors that happen on the production lines can be stopped or fixed Thus, the most important thing is to create a thorough and informative QAM Job Guide diagram that covers every topic to aid employees in understanding the implementation

4.3.1 QAM framework in Process Turtle Diagram

Sources: Author The solution described in the QAM framework in this chart can be described as follows: The QAM system is designed to be the central control and coordination point for quality assurance measures in an organization This framework is supported by many different components in four categories: With What, Input, With Who and Measure, leading to specific Outputs a) With what: The QAM system uses tools like tables and paper as well as technical tools like Excel and PowerPoint to support its operation b) Input: It collects input from a variety of sources including quality issues raised both internally and externally, lessons learned from past experiences and FMEA assessments, potential risks in the Control Plan c) How: The focus is " Tracking and release channel", which implies the use of an intuitive management tool or panel to track quality data and project status in real time "Annual Maturity Assessment" indicates that there is an annual evaluation process to assess the effectiveness and maturity of the QAM system itself, ensuring that the system develops and improves over time

Figure 4.8: Tracking and release channel

Source: Author d) With whom: It involves various stakeholders including QAM PQA and MSEx coordinators, group leaders (QMM, MSE) and PQA It also attracted the participation of heads of departments such as QMMx, further integrating the QAM process throughout the organization e) Output: The output expected from the QAM system is quality cost (reduction of waste and cost), production without preventable complaints, intuitive flow modeling to simplify and make processes transparent as well as monitoring effective measures to ensure continuous improvement f) Measures: Effectiveness and compliance with QAM is measured through the organization of weekly meetings

In short, this QAM framework aims to streamline quality management processes by clearly identifying the tools, input, contributors, evaluation measures and desired results The structured approach ensures that quality assurance is proactive, integrated and continuously improved, reflecting the perfect quality management environment

4.3.2 Information to define QAM work instruction

❖ Steps to define action on QAM matrix

•Evaluate the effectiveness of prevention

•Assess the effectiveness of detection

•Monitor the effectiveness of improvement

•Standardize and re-evaluate the

Figure 4.10: Steps to define action on QAM matrix

HcP/MSEx shift leather QMM3

Confirm defect is real or not

MSE3 shift leader issue the “PDCA” card and send to QMM3 technician to confirmed

Post on “PDCA” card on shift book

Update QAM board soft and hard copy

1.Update Q-sheet performance (for loopline)

2 Consider issue NC for new defect Follow reaction plan

QAM coordinator QAM processing (process owner)

2 Update QAM tracking file with information & PIC

3 Share information – tracking file & “PDCA” with Sub/LE (slip through topic)

Update MSE-QAM board (transfer from soft copy to hard copy)

1 Update the initial action & due date in QAM file

2 Update the long-term action (after week with new PIC)

Review weekly GLs/month ly with HoDs

Timeline ≤ 1 working day and before Thursday

The solution described in the chart provides a systematic approach to Quality Assurance (QA) within the framework of Quality Assuring Management (QAM) Here's a step-by-step guide to the process:

+ Step 1 – Description of the failures: Start by describing the exact nature and specific details of the quality failures encountered

+ Step 2 – Assess the effectiveness of the fix: After you have done the fix, assess the efficiency of the troubleshooting

Step 3 – Assessing the effectiveness of actions: A deeper evaluation of actions to ensure that they are not only an immediate remedy, but also an effective prevention of recurrence

+ Step 4 – Assessment of QA level: Test the overall quality assurance level to understand the impact of actions on the organization's quality standards

Step 5 - Take action: Put the necessary actions into practice to solve the quality problems that have been identified

Step 6 – Monitoring the effectiveness of actions: Continuously monitor the actions taken to ensure they are delivering the desired results

Step 7 – Standardization and re-monitoring: Once an action has proven to be effective, standardize it widely and continue monitoring to ensure consistency and long-term effectiveness

+ Step 8 – Paynter Chart: Use the PAYNTER Chart, which is a graphical tool, to track the occurrence of errors over time and visually show the effectiveness of corrective actions

+ Step 9 – QAM Update: Update QAM to reflect the changes, improvements and status of quality assurance practices

+ Step 10 – Create a record: Carefully record all the steps, actions taken and results to retrieve sources and references in the future

This strategic process ensures that quality problems are not only addressed in the short term but also analyzed for long-term improvement and prevention The steps form a cycle that promotes continuous improvement and sustainable quality management within the organization

This is work instruction to define detail QAM instruction:

• Contents of the QAM template

1 Station Fill the production area (such as assembly, element washing, loop inspection, and input material inspection at the customer site) where there is a chance of a failure

2 Process step Fill detection method or describe the situation detect the defect (e.g when measuring in 3D machine, take a sample, crowning, …

Origin of input: Complaint with 8D number, internal failure, Process FMEA, information from workforce, Lessons Learned

4 Entry date Fill current date of input of failure (count at the moment fill the information)

5 Failure Verbal description of failure Add cause of failure in parentheses if necessary

Evaluate the effectivene ss of prevention

The effectiveness of failure prevention for the failure described is assessed on the basis of the verbal description in Table "Assessment of effectiveness of failure prevention” The last column in the table "Assessment of effectiveness of failure prevention" assigns the rating "O" from the process FMEA to the QAM assessment scale for information purposes

Assess the effectivene ss of detection

List of all test/measurement operations in the production flow on the basis of the control plan, including in-production sample inspections and the process steps in which a described failure is detected, e.g., "next operation cannot be implemented"

Effectiveness of failure detection for the failure described for each applicable test operation is assessed on the basis of the verbal description in Table “Assessment of effectiveness of failure detection”

The last column in the table assigns the rating "D" from the process FMEA to the QAM assessment scale for information purposes

8 Quality assurance status (QA status)

Overall assessment of quality assurance for a described failure in the production line under consideration The QA status is assessed on the basis of Table “Assessment of the quality assurance status” The QA status is only awarded the assessment "green" if the effectiveness check is positive

QA level is “red”: must improve prevention/detection Effectiveness of ation of action based on

QA level improvement has to drive the QA level to

“yellow” or “green” level after at least 3 months ã QA level is “yellow”: depend on the capacity of current system to do the further improvement action or maintain the current method (must have the approval from higher manager) but they must be evaluated the effectiveness ã QA level “green”: continue the current method for failure preventive/ detective Practice to drive the failure detective method close to process that occur the defect

Fill “P”: If the intended countermeasure improves current prevention method

Fill “D”: If the intended countermeasure improves current detection method

10 Description Description of the main points and type of the improvement measures stipulated as per Section 3 (immediate/long-term measure, preventive/detection measure)

Indication of responsibility for the measure (department + name)

Target date Scheduled completion date for the measure described

Monitor the effectiven ess of

Information about the effectiveness proof of the measure The effectiveness check of a measure is done in agreement of plant QMM and Production

Date of completion of the measure including effectiveness check improvem ent

Standardiz e and re- evaluate the QA level

Indication of whether information originating from the QAM is to be transferred to the master documents (e.g., FMEA, CP) and if so, whether this has been done

16 Comments Additional information as required, e.g., reference documents

Number of parts (with the described nonconformity) complained about by the internal customer (e.g., plant-to-plant delivery, complaint with QI notification / 8D) and external customer (e.g complaint with QC notification / 8D) and visualizing the time when measures were introduced and their effectiveness using the traffic light colors A regular (e.g., monthly) update is sufficient

In the cells the number of parts (with the described nonconformity) complained by the internal/external customer are entered; the cells are marked according to the color code in

Update directly to QAM table Update as soon as possible Ensure readability and clarity

Determine whether information originating from QAM is transferred to master documents (e.g., FMEA, Control Plan…)

Status is recorded necessary implementation

Unnecessary Comment column for additional information upon request

For example: references For example internal error number QAM Archive

In original format (Excel) New version of file with each print Storage period 3 years

Table “Assessment of effectiveness of failure prevention assigns the rating” "O" from the process FMEA to the QAM’s color code regarding failure prevention

Table 4.4: Assessment of effectiveness of failure prevention

(Failure occurrence probability very low) 1 – 2

Yellow Moderately effective failure prevention

(Failure occurrence probability moderate to low) 3 – 6

Table “Assessment of effectiveness of failure detection” assigns the rating "D" from the process FMEA to the QAM’s color code regarding failure detection

Table 4.5: Assessment of effectiveness of failure detection

(Failure detection probability very high) 1 – 2

Yellow Moderately effective failure detection

(Failure detection probability moderate to high) 3 – 6

Red Failure detection hardly possible

White No provision for failure detection at this quality gate

"White" failure detection corresponds to a non-provided failure detection and is therefore assessed in the same way as "red"

Table 4.6: Assessment of the quality assurance status

Failure detection (Best assessment of detection of failure described)

Reliable process improvements to be examined

Reliable process improvements to be examined

Improvements necessary and to be given high priority

Red Inadequate improvements to be examined

Improvements necessary and to be given high priority

Improvements necessary and to be given high priority

Benefits of the project

The strategic initiative to evaluate and enhance the Quality Assurance Matrix (QAM) at Bosch Vietnam brings countless benefits to the entire organization and extends to the customer base as well as market positioning As an important component of the Quality

Management System (QMS), QAM is not only a procedural checkpoint but also a catalyst for excellence and innovation

Improving product quality and customer satisfaction:

First of all, the project's commitment to improving QAM processes is directly related to producing products of superior quality By capturing and solving quality issues more effectively, the company minimizes the risk of customer error, improving customer trust and loyalty A consistent level of supply of these quality products will strengthen the brand’s reputation in the market, potentially leading to increased demand and market share growth Moreover, high quality standards can lead to higher prices and profitability, as customers are often willing to pay more for products they trust

Through clearly defined roles and responsibilities as well as the implementation of training programmers, the project empowers employees, providing them with the tools and knowledge they need to contribute effectively to the company's quality goals This empowerment increases job and mental satisfaction, because employees see the direct impact of their work on the company's success High employee spirit is associated with increased productivity, reduced revenue, and a positive corporate culture, all of which are beneficial to the organization

Promote a culture of continuous improvement:

Promote a culture of continuous improvement: Improvement of QAM is not a one- time project, but a continuous effort to imbue the mind of continuous improvement at Bosch Vietnam This mindset permeates the organizational culture, drives innovation and drives the company to pursue continuous product, process and system improvements In addition to encouraging employees to have creative improvement ideas, a number of workshops are also organized to evaluate the strengths and suggest many ideas for QAM improvement in production

In short, the QAM Advanced Project brings profound benefits far beyond quality improvements It touches every aspect of the business, from the operating platform to the strategic levels, creating a harmonious ecosystem based on quality, efficiency and continuous improvement As a result, Bosch Vietnam is not only a manufacturer of high- quality products, but also a leader in quality management and innovation This leadership is reflected not only in the company’s products and processes, but also in its position in the market and the value it brings to its customers, stakeholders and employees

Assessing the effectiveness of the Quality Assurance Matrix (QAM) within the context of the Quality Management System (QMS) at Bosch Vietnam presents a multifaceted approach towards achieving excellence in quality Through this case study, we gain insights into the operational challenges and strategic solutions that Bosch Vietnam employs to enhance its QAM and thus, strengthen its overall QMS

Firstly, the assessment of the current state of QAM reveals critical areas of focus The primary challenge identified is the lack of a structured problem-solving process that impairs the ability to identify, address, and prevent quality issues effectively Moreover, the ambiguous definition of roles and responsibilities within the QAM process has led to confusion and inefficiencies The absence of clear communication channels and adequate documentation further exacerbates the problem, leaving gaps in the continuity of quality assurance efforts

To address these issues, Bosch Vietnam has adopted a series of solutions aimed at refining the QAM and fortifying the QMS A crucial step in this direction is the establishment of a clear, step-by-step framework that delineates every aspect of the QAM process, from failure description to the standardization of successful corrective actions The implementation of visual tools such as Paynter Charts aids in tracking defects and assessing the effectiveness of interventions over time

A noteworthy strategic move is the reinforcement of defined roles and collaborative efforts Through detailed QAM flowcharts and meticulously maintained attendance lists, Bosch Vietnam ensures that every stakeholder—from shift leaders to department heads—is accountable and contributes effectively to quality management These tools not only facilitate better tracking of involvement and ownership but also help standardize meeting protocols and improve attendance consistency

The adoption of technology for real-time tracking and dashboarding further solidifies the QAM's robustness It fosters transparency and enables quick responses to emerging quality concerns Furthermore, the company places a strong emphasis on continuous monitoring and updating of the QAM system, highlighting its commitment to dynamic improvement and adaptation

In conclusion, Bosch Vietnam's case study exemplifies a proactive and structured approach to enhancing the effectiveness of QAM The solutions implemented reflect an earnest endeavor to not just meet but exceed quality standards They signify an investment in continuous improvement, leading to a QMS that is resilient, responsive, and reflective of the highest quality benchmarks The evolution of the QAM at Bosch Vietnam is a testament to the company's unwavering pursuit of quality excellence and its pivotal role in sustaining competitive advantage in the manufacturing industry

1 Caro, L.M., Garcia, J.A (2009), "Does ISO 9000 certification affect consumer perceptions of the service provider?",managing Service Quality, VOL 19 No 2, pp 140-161

2 Bosch Viet Nam: from https://www.bosch.com.vn/en/

3 Casadesus, M., Karapetrovic, S (2005), "The erosion of ISO 9000 benefits: a temporal study", International Journal of Quality & Reliability Management, Vol 22 No 2, pp 120-136

4 Conti, T (2010), System thinking in quality management", The TQMJournal, Vol 22 No 4, pp 352-368

5 Conti, T (2006), "Quality thinking and system thinking", The TQMMagazine, Vol 18 No 3, pp 297-308

6 Dimara, E., Skuras, D., Tsekouras, K., Goutsos, S (2004), "Strategic orientation and financial performance of firms implementing ISO 9000", International Journal of Quality & Reliability Managelnent, Vol 21 No 1, pp 72-89

7 Garelli S (2006), "Changing the mindset of competitiveness", On-line: http: www.imd.cll/ research/challenges/TC060-06.cfm

8 International Organization of Standardization ISO 9001:2015 Quality Management Systems—Requirements; ISO: Geneva,Switzerland, 2015

9 International Organization of Standardization ISO 9000:2005, Clause 3.2.11

10 International Organization of Standardization ISO 9004:2018 Quality Management—Quality of an Organization—Guidance to Achieve Sustained Success; ISO: Geneva, Switzerland, 2018

11 Farazmand, E., Moeini, A., & Sohrabi, B (2005, March) Main Categories of Information Technologies Systems Regarding Process Orientation and Knowledge Orientation In Proceedings of the 6th WSEAS International Conference on Mathematics and Computers in Business and Economics (MCBE’05), Buenos Aires, Argentina (pp 1-3)

12 McCormack, K (2001) Business process orientation: do you have it? Quality

13 Barker, G J and Tofts, P S 1992, Semiautomated quality assurance for quantitative magnetic resonance imaging, Magn Reson Imag., 10, 585–595

14 Firbank, M J., Harrison, R M., Williams, E D and Coulthard, A 2000, Quality assurance for MRI: practical experience, Br J Radiol., 73(868), 376–383

15 Manghani, K (2011) Quality assurance: Importance of systems and standard operating procedures Perspectives in Clinical Research, 2(1), 34

16 Doorey, D J (2010) In defense of transnational domestic labor regulation Vand J Transnat'l L., 43, 953

17 Evans JR, Lindsay WM (1993) The management and control of quality St Paul, MN: West Publishing Company

18 Smith, L (2001) Shift-Left Testing Dr Dobb's Journal: Software Tools for the

19 Lo HW, Liou JJ, Huang CN, Chuang YC (2019) A novel failure mode and effect analysis model for machine tool risk analysis Reliab Eng Syst Saf 183:173–183

20 Su X, Deng Y, Mahadevan S (2012) An improved method for risk evaluation in failure modes and effects analysis of aircraft engine rotor blades Eng Fail Anal 26:164–174

21 Baghery M, Yousefi S, Rezaee MJ (2018) Risk measurement and prioritization of auto parts manufacturing processes based on pro- cess failure analysis, interval data envelopment analysis and grey relational analysis J Intell Manuf 29(8): 1803–1825

22 Sakthivel G, Ikua BW (2017) Failure mode and effect analysis using fuzzy analytic hierarchy process and GRA TOPSIS in manufacturing industry Int J Prod Qual Manag 22(4):466–484

23 Wang Z, Gao J, Wang R (2018) Failure mode and effects analysis using Dempster-Shafer theory and TOPSIS method: application to the gas insulated metal enclosed transmission line (GIL) Appl Soft Comput:633–647

24 Bouti, A., & Kadi, D A (1994) A state-of-the-art review of FMEA/FMECA

International Journal of reliability, quality and safety engineering, 1(04), 515-

25 Ebeling, C (2001), “An Introduction to Reliability and Maintainability Engineering”, Tata McGraw-Hill, New York, NY

26 Helmold, M (2021) Kaizen, lean management und Digitalisierung Mit den japanischen Konzepten Wettbewerbsvorteile für das Unternehmen erzielen Springer

27 Helmold, M (2022) Strategic performance management Achieving Long-term Competitive Advantage through Performance Excellence Springer

28 C P Kartha, “A comparison of ISO 9000:2000 quality system standards, QS9000, ISO/TS 16949 and Baldrige criteria,” TQM Mag., vol 16, no 5, pp 331–340, 2004

29 H Hernandez, “Quality audit as a driver for compliance to ISO 9001:2008 standards,” TQM J., vol 22, no 4, pp 454–466, 2010

30 G P N.M Vaxevanidis, Z.Krivokapic, S.Stefanatos, P.Dasic, “An Overview and a Comparison of ISO 9000 : 2000 Quality System Standards With Related Automotive Ones (Qs9000 , Iso / Ts 16949) and Tqm Models ( MBNQA and EFQM),” Quality, no May, pp 155–166, 2006

31 R D Reid, “Keys to IATF 16949:2016.pdf.” Quality Progress; Milwaukee, pp 48-50., 2017

32 IATF 16949:2016 “Quality management system requirements for automotive production and relevant service parts organisations,” 1st edition, 2016

33 ISO (2022) International Organization for Standardization https://www.iso.org/standards.html

34 Advanced Product Quality Planning and Control Plan APQP, Reference Manual, 2nd Edition, AIAG, 2018

35 Quality One International Quality-One International Retrieved December 2nd,

2020, from https://quality-one.com/control-plan/