MINISTRY OF EDUCATION AND TRAININGHO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION GRADUATION THESIS MAJOR: INDUSTRIAL MANAGEMENT INSTRUCTOR: NGUYEN THI ANH VAN STUDENT: TRAN THI
Introduction
In response to rising economic uncertainty, manufacturers are prioritizing efficiency and productivity across their operations, leading to increased investments in initiatives that foster manufacturing excellence (Patrick Lemay, 2023) Beyond acquiring advanced machinery and technology, quality management emerges as a holistic strategy, encompassing process optimization, waste reduction, and the empowerment and safety of the workforce.
Monitoring and analyzing measurement systems is a crucial quality management tool that plays a vital role in assessing, ensuring, and predicting quality levels, as noted by Salvatore Castro (2020) This approach focuses on the stability of employees, equipment, and plant operations, ultimately aiming to minimize costs and quality risks for both the company and its customers.
The Quality Management System (QMS) department at Bosch Vietnam is crucial for overseeing, assessing, and managing product quality Despite its significance, challenges persist in the implementation process, particularly regarding document usage, database collection tools, and optimizing employee evaluation time.
Therefore, the author chose the topic: " Optimize the operation activities in the measurement system analysis at Bosch Vietnam Co., LTD ".
Objectives
Analyze quality assurance monitoring activities in the measurement analysis system at the BQMS department of the method and quality management department at Bosch Vietnam Co., Ltd
Analyze and evaluate the capacity of operating staff (process 7 in the measurement analysis system) at Bosch Vietnam Co., Ltd
Analyze the main errors that operators missed failure mode, thereby providing solutions to optimize the operation of process 7 in the measurement analysis system at Bosch Vietnam Co., Ltd
Evaluate the effectiveness of the implementation process to optimize monitoring activities to ensure quality and achieved results
Scope and object
Research object: capacity of operating staff at Bosch Vietnam Co., Ltd
- Space scope: Bosch Long Thanh Factory - Bosch Vietnam Co., Ltd
- Time range: from January 2020 to January 2023
Research methodology
Utilizing a mixed-method research approach, which combines both qualitative and quantitative techniques, enables authors to effectively gather both primary and secondary data By engaging in qualitative methods, such as conducting interviews with operators and experts across various fields, authors can identify specific challenges within the manufacturing sector Additionally, employing quantitative tools like the 5 Whys, Pareto Chart, and other quality assessment instruments allows for a quicker resolution of issues and identification of root causes.
Table 1 1: DMAIC method in thesis
Project chapter Project scope Voice of customer DMAIC flow chart
Analyze Search for root causes using cause and effect studies
Validation of cause and effect relationship Process flow chart
Timeline RASIC matrix Fishbone PDCA cycle
Control MSA Master List ( Control Plan)
Standard operating proceduresDigital numerical controlThe meeting for final
Structure of thesis
Utilize the secondary data and documents through reports from the quality department from
From 2020 to 2023, the company analyzed past quality management issues by leveraging secondary documents stored in the quality department's folder This approach facilitated the collection of information, with data from the last three years providing insights into operators' quality awareness and their proficiency in identifying defective products.
To enhance operational efficiency and skill improvement in the factory, it is essential to employ quality control tools such as Pareto charts, fishbone diagrams, and Measurement System Analysis (MSA) for data collection and root cause analysis Engaging with quality experts through interviews provides valuable insights into the current state of measurement system operations This collaborative approach aims to strengthen the evaluation activities within the BQMS department of the Methodology and Quality Management division, ultimately leading to better error detection and resolution.
The report is divided into four chapters, in particular:
Chapter 1: Introduce Bosch Vietnam Co., Ltd
The opening chapter of the report offers a comprehensive overview of the company, detailing its foundation and growth history, business sectors, product offerings, and organizational structure, with a specific focus on the BQMS department This section aims to give readers a clear understanding of the company's operations and evolution.
The chapter presents some concepts and theoretical foundations of the topic, such as the theory of MSA, the PDCA cycle, and other concepts
Chapter 3: Analyze operational activities in the measurement analysis system at the Bosch Long Thanh factory
In this section, the author will present some issues and challenges in operations at the BQMS department
Chapter 4: Offer suggestions to implement solutions aim to improve operational efficiency in the measurement analysis system at the Bosch Long Thanh factory
The author proposes practical solutions to address the challenges faced by businesses in optimizing the operations of the BQMS department The article concludes with an evaluation of the outcomes achieved through the implementation of these solutions at Bosch Vietnam, highlighting improvements in operational efficiency and effectiveness.
INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD
Introduction about Bosch Vietnam Co., Ltd
When people hear the name Bosch, they often associate it solely with machines and hand tools However, Bosch is far more than just that; it is a global leader in technology and innovation In this article, we will explore the diverse offerings and impact of the Bosch Group, showcasing its role as a prominent technology corporation in the world.
On November 15, 1886, a workshop for precision mechanical and electrical engineering was founded in Stuttgart, Germany, marking the inception of a multinational corporation that has since expanded its global operations significantly.
In 1886, Robert Bosch began his journey as a young apprentice, immersing himself in mechanical processing and assembly tasks His passion and dedication led him to develop a groundbreaking magnet ignition system, marking the inception of his venture into manufacturing ignition systems—an essential innovation that has significantly impacted the modern automobile industry.
Since its inception in 1897, Bosch established itself as a pioneering supplier of ignition systems for automobiles, quickly gaining a reputation for its magnetic ignition devices By 1902, the company advanced the industry with the introduction of a high-pressure ignition system featuring spark plugs, a significant development that propelled Bosch from a modest workshop to the forefront of global automotive technology.
Figure 1 1: Robert Bosch (1861-1942) - the first founder of the group
The Bosch Group is a prominent global provider of technology and services, employing approximately 429,000 associates worldwide as of December 31, 2023 With a sales revenue of 91.6 billion euros in 2023, the company operates across four key sectors: Industrial Technology, Mobility Solutions, Consumer Goods, and Energy and Building Technology.
The Bosch Group, led by Robert Bosch GmbH, operates approximately 470 subsidiaries and regional companies across over 60 countries With a comprehensive global manufacturing and sales network, Bosch's presence spans nearly every nation The company's continued growth is driven by its strong commitment to innovation.
Bosch is a multinational corporation present in many countries around the world Above is the organizational chart of Bosch in Vietnam
Bosch commenced its operations in Vietnam in 1994 and established a fully owned subsidiary in 2008 In line with its business strategy, Bosch merged all its units into Bosch Vietnam Co., Ltd on July 1, 2014, with the headquarters located at its factory in Long Thanh, Dong Nai province.
Figure 1 4: Bosch organization chart in Vietnam
Vision to 2025, improving customer satisfaction and increasing profits factory by streamlining and digitizing the value chain Specifically:
- Aiming for the goal of having no defective products
- Use the System_CIP method to improve the value chain
- Digitize the value chain according to demand
- Regulate production from the assembly process
- Build a culture of self-learning
Bosch's mission statement: "Invented for life" demonstrating that the company always brings core values, high quality products and continuous improvement to customers row Bosch brands
Figure 1 5: Some brands of Bosch
Source: Company website Bosch customers
Figure 1 6: Some customers of Bosch
1.1.3 Bosch Powertrain Solutions Plant in Dong Nai
Bosch Powertrain Solution, located at Street 8 in Long Thanh Industrial Park, Dong Nai Province, Vietnam, is commonly referred to by employees as "HcP" (Ho Chi Minh City factory) The facility specializes in the continuous production of Variable Transmission Belts (CVT push belts) for automotive applications, with 100% of its output exported to five countries: Japan, Korea, China, Thailand, and Mexico The factory serves eight direct customers, including Sagw, Jatco, Wan Li Yang, and Pun Powertrain Hyundai, along with 20 final customers.
Since its establishment in 2008, Bosch has been producing CVT belts at its Dong Nai factory in Vietnam, achieving an impressive output of 1.6 million products in its first year By April 2024, the factory has surpassed the production of 100 million CVT belt products, making it the largest facility globally for manufacturing Continuously Variable Transmission pushbelts Bosch operates three production sites for CVT belts, located in the Netherlands, Vietnam, and Mexico The company's commitment to innovation is encapsulated in its slogan, "Innovation for life."
Figure 1 7: Bosch Powertrain Solutions Plant
Bosch's logo always includes the slogan "Invented for life"
“Invention of life” This slogan is very worthy of Bosch products - a brand that has stood firm for its high quality, reliability and durability
The logo design effectively evokes the image of a key, symbolizing the unlocking of potential in engine technology Bosch stands out as a premier manufacturer and retailer of high-quality motors for appliances Furthermore, the bold red lettering of "BOSCH" reflects the company's ambition for prosperous and fortunate growth.
The slogan “We LEAD Bosch” means that at Bosch, we believe in everyone
Figure 1 9: Slogan “We LEAD Bosch”
History of the foundation and growth
The milestones of Bosch Powertrain Solutions Plant:
- October-2007: The construction project of HCP factory was started
- August -2008: Establishment of Gasoline Systems Plant in Long Thanh, Dong Nai
- December-2010: Beginning to move operations to the finishing factory
- January-2011: The first time, Element production line released
- July-2012: For the first time, Bosch Powertrain Solutions Plant is able to produce Loops by itself
- November-2013: Inauguration of a Technical Industrial Apprentice (TGA) program is applied in Vietnam according to German vocational training standards
- June-2014: HcP marks the milestone of 10 million transmission belts produced
- March 2017: Marking the milestone of 20 million products manufactured in HcP
- November-2017: 10th years anniversary of Bosch Powertrain Solutions Plant in Long Thành, Dong Nai and establishment and marking the milestone of 25 million products manufactured in HCP
- April-2024: Bosch Powertrain Solutions Plant marks 15 years of delivering excellence in automotive manufacturing about 100 million pushbelts
Figure 1 10: Continuously Variable Transmission pushbelt (CVT pushbelt)
HcP specializes in the development and manufacturing of transmission belts for CVT transmissions, a critical component that ensures the vehicle operates efficiently A damaged transmission belt can prevent the car from running, making its role vital for optimal engine performance Additionally, the drive belt is designed to minimize fuel consumption and reduce CO2 emissions Composed of hundreds of individual steel elements arranged in two loops, a CVT belt is essential for maintaining the ideal functioning of the transmission system.
The organization of Bosch Vietnam Co., Ltd
Figure 1 11: Organizational chart of HcP
The Ho Chi Minh City Plant (HcP) is overseen by two key managers: Mr Andreas Abbing, the Technical Factory Manager (HcP/PT), who is responsible for eight departments—HSE, MFG, TEF, FCM, ETC, BPS, PRS, and QMM; and Mr Kohlenbecker Heiko, the Commercial Director Factory (HcP/PC), who manages five departments—LOG, HRL, TGA, CTG, and ICO.
The Health, Safety, and Environment (HSE) department prioritizes safety by leveraging advanced technology and promoting professional development for all associates This commitment includes providing annual safety training courses designed to enhance the overall health and safety environment within the organization.
- The production department (MFG) is responsible for element lines, line loops and The assembly line ensures the operator's qualifications and progress are on track technique
- Technical functions (TEF) are in charge of major process improvements and introductions new processes and sample production support for both internal and external customers
- The Facilities and Technical Equipment Management (FCM) department manages a number of services such as: electrical systems, infrastructure, communications, waste treatment systems, implement renovation and upgrade projects
- The current engineering, testing, and product (ETC) department is tasked with planning, executing test plans, and evaluating results
- Bosch Production Systems (BPS) optimizes every process (including people and machines), eliminating waste and streamlining daily operations
- The Protection and Security Department (PRS) is responsible for the security and safety of all members and assets
- The quality management and methods department (QMM) check the quality of the item materials, ensure quality during the production process, and have a quality improvement plan
- Logistics department (LOG) is responsible for meeting the needs of customers, supply deliver finished products at the right time, right place and in the right quantity
Human Resources (HR) plays a crucial role in managing employee benefits, overseeing recruitment and hiring processes, and providing training and termination support Additionally, HR is responsible for payroll management, time tracking, insurance administration, and maintaining employee data and documentation.
The Industrial Technical Apprenticeship Department (TGA) aims to develop the potential of associates at Bosch Vietnam through comprehensive training and development programs Upon completing the program, participants who have graduated from high school will be well-prepared for permanent positions within Bosch Vietnam.
- The Control Department (CTG) advises all levels of management on economic issues business, providing information related to management - and ensuring transparency in decisions determined
- Vietnam Information Organization and Coordination Committee (ICO) operates as a process IT encourages standardization, integration and optimization of IT processes and IT solutions.
Introduction about the Quality Department
The quality department at Bosch oversees quality management and factory methods, ensuring the continuous improvement of the company's quality system Its primary objective is to achieve the highest level of customer satisfaction.
Figure 1 12: Organizational chart of Quality Department
The Quality and Methods Department (PS/QMM-HcP) is structured into five groups, each tasked with overseeing and managing factory-wide quality standards in compliance with the IATF 16949:2016 system.
The PS/QMM1-HcP team is dedicated to quality control and maintaining consistent communication with key customers, including Hyundai, Punch, Jatco, and Bosch Their primary responsibility involves documenting customer feedback and addressing complaints regarding the company’s products and services This team is essential for ensuring customer satisfaction and fostering strong, trustworthy relationships with stakeholders.
The PS/QMM3-HcP team is dedicated to maintaining high-quality processes and monitoring performance on the production line They work closely with the manufacturing department to address and resolve process issues that lead to defective products, while also identifying areas for improvement.
16 and track defects to prevent the occurrence of non-conforming products due to the manufacturing of components, ring sets and drive belt assemblies
The PS/QMM6-HcP team specializes in measuring and analyzing chemical experiments associated with product development, alongside conducting measurements in metallurgy and welding They offer expert guidance on the testing, calibration, and measurement of drive belts used in manufacturing, ensuring that all inspection and measurement processes are executed accurately This commitment to quality guarantees that products are manufactured to the highest standards.
The PS/QMM7-HcP team specializes in quality system and process management, ensuring compliance with IATF 16949:2016 standards through internal audits and process guidance They utilize quality management methods such as FMEA, problem-solving, and SPC to promote innovation, customer satisfaction, and accountability Meanwhile, the Purchase Quality Inspection Department (PQA-HcP) is tasked with verifying the quality of goods from suppliers, ensuring that raw material suppliers for drive belt (CVT) production meet Bosch quality standards.
To enhance the quality control of processing machinery at Bosch Vietnam's HcP factory, the "Quality Management and Methodology" department (PS/QMM6-HcP) was established This department focuses on managing and supporting the development of machinery and quality inspection procedures throughout the production process While it may not directly generate revenue, PS/QMM6-HcP significantly contributes to the organization by ensuring machine and process quality and assessing process risks The emphasis on processes and continuous improvements is crucial for maintaining and enhancing product quality before delivery to customers.
Figure 1 13: Organizational chart of QMM6
In 2009, Bosch introduced the Belt Quality Monitoring System (BQMS) to enhance the quality of push belts in their manufacturing process This innovative system utilizes the visual inspection abilities of operators to identify and rectify defects during production Throughout the manufacturing process, operators are essential in conducting visual inspections, ensuring that quality standards are consistently met.
BQMS plays a crucial certification role by ensuring that operators involved in critical processes, including element lines, loops, and assembly, possess the necessary skills to identify production issues To maintain high standards, BQMS conducts quarterly tests to assess operators' visual inspection capabilities This proactive approach aims to prevent errors and guarantee that customers receive impeccable products.
BQMS assesses an operator's visual inspection skills using the false acceptance rate and false rejection rate Operators who successfully pass the inspection can remain on the production line, while those who do not will undergo re-training and must re-test If an operator fails the re-test twice, they will be reassigned to more suitable positions within the company.
BQMS utilizes a response plan that focuses on the false acceptance and rejection rates of operator test results to maintain high production quality and ensure fair evaluations This approach guarantees an objective assessment for all managers, facilitating the identification of areas that require improvement.
PS/QMM6-HcP Quality Management Methods Product Quality
PS/QMM6.2-HcP Geometrical Lab
PS/QMM6.4-HcPBelt Inspection (BQMS), Project Leading an Administration
18 production process BQMS is an important system that helps Bosch maintain its reputation for high quality products and customer satisfaction
LITERATURE REVIEW
Resource monitoring and measurement
IATF 16949:2016 emphasizes the importance of resource monitoring and measurement in organizations, requiring them to identify and provide necessary resources to ensure reliable and valid results for assessing product and service conformity Organizations must ensure that these resources are suitable for the specific monitoring and measurement activities conducted and are properly controlled to maintain their effectiveness Additionally, it is essential for organizations to retain documented information as evidence of the appropriateness of their monitoring and measurement resources.
Measurement System Analysis (MSA)
Before exploring Measurement System Analysis (MSA), it's essential to understand what a measurement system is and the common sources of variation MSA is a technique used to assess the acceptability of a measurement system For continuous response variables, MSA helps determine the overall variability of the measurement system, while for attribute response variables, it evaluates the consistency and accuracy of raters.
A comprehensive measurement system encompasses various components such as measuring equipment, software, fixtures, and trained personnel essential for validating specific units of measurement or assessing particular features or characteristics Additionally, it is important to recognize that sources of variation can influence the accuracy of measurements.
• Process – testing methods, technical specifications
• Personnel – operators, skill levels, training, and so on
• Tools or Equipment – measuring instruments, jigs, test equipment used and their associated calibration systems
• Items to be measured – part or material samples to be measured, planning samples, and so on
• Environmental factors – temperature, humidity and so on
Measurement system analysis is essential for any quality improvement initiative It is important to assess your measurement system prior to utilizing control charts, capacity analysis, or other analytical methods to ensure that your measurement system is both accurate and precise, thereby guaranteeing the reliability of your data.
According to IATF 16949 section 7.1.5.1 “Statistical studies are performed to analyze variations in the results of each type of inspection, measurement, and test equipment system identified in the control plan.”
- Capability studies are carried out to statistically describe the performance of measurement processes, machines and production processes The results are used to make predictions about future behavior
- Create external conditions according to a standard as well as a common basis for making decisions
- Evaluators become more confident when making decisions
- Reduce the rate of missed errors (risk) and unsatisfactory goods (cost)
- Results of analyzing problems during visual inspection as a basis for process improvement during production
- Eliminate defective and substandard goods before they lead to reduced quality costs
- Enhance the relationship between Bosch and Suppliers by collaborating on themes and goals
- To establish the necessary conditions and how to perform Measurement System Analysis: o Process 1 (Deviation) o Procedure 2, 3 (R&R study) o Process 4 (Linearity) o Process 5 (stability) o Process 6, 7 (Checking the ability to process using characteristic discrete)
Quality Management System (QMS)
A Quality Management System (QMS) is essential for organizations as it influences their operational effectiveness It encompasses the necessary structures, defined responsibilities, processes, and resources for effective quality planning, control, assurance, and continuous improvement By integrating these elements, a QMS ensures that organizations can systematically manage and enhance their quality management practices (Nancy, 2023).
Quality Policy
Quality policy and objectives are crucial for guiding an organization's focus and commitment, as noted by Tsim et al (2002) Developed by top management, the quality policy sets the overarching direction for quality within the organization By establishing a clear quality policy, organizations effectively communicate their understanding of quality and the principles that govern their operations.
Quality Goals
According to Tsim et al (2002), quality goals clearly define what the organization wants to achieve, they must follow the SMART model:
• Specific: the goal must be clear, not vague
• Measurable: measurable and consistent with the quality policy
• Achievable: expected results can be achieved
• Relevant: consistent with the quality policy including the organization's commitment to continuous improvement
• Time-bound: time limit for achieving expected results
Production Acceptance Standard (PAS)
In the manufacturing industry, a Process Acceptance Standard (PAS) outlines the essential criteria that a manufacturing process must meet for acceptance The primary aim of PAS is to guarantee that the manufacturing process yields products that adhere to technical specifications, quality standards, and regulatory requirements, as outlined in ISO 9001:2015.
PAS is crucial for maintaining the consistency and reliability of manufacturing processes by setting essential standards and requirements, including technical, quality, and legal regulations These guidelines are typically derived from industry best practices and recognized scientific principles.
PAS is applicable across various stages of the manufacturing process, such as machining, assembly, finishing, and packaging It encompasses specifications for raw materials, equipment, operating procedures, and testing and inspection methods Adhering to PAS allows manufacturers to enhance product quality and meet necessary compliance standards.
PAS is crucial in sectors like aerospace, automotive, and medical devices, where manufacturing errors can lead to severe repercussions It is employed to enhance the robustness and reliability of manufacturing processes, ensuring that products comply with essential quality and regulatory standards.
PAS establishes essential standards and requirements for manufacturing processes, ensuring consistency, reliability, and quality It is crucial for guaranteeing that products adhere to necessary quality and regulatory standards, ultimately fostering customer confidence.
Engineer Acceptance Standard (EAS)
According to ISO 9001:2015, Bosch Engineer Acceptance Standards (EAS) play a crucial role in manufacturing by ensuring that products meet specific quality and performance criteria EAS helps manufacturers establish design parameters, quality control benchmarks, and testing procedures, thereby guaranteeing that the final products adhere to essential safety and performance standards.
In critical sectors like aerospace, automotive, and medical devices, Engineering Assurance Standards (EAS) are essential for preventing serious failures EAS establishes rigorous material standards, tolerances, and testing methods, ensuring that products meet safety and reliability requirements.
Manufacturers widely implement EAS to comply with regulatory requirements, with the International Organization for Standardization (ISO) providing essential quality management standards, including ISO 9001 This standard ensures that products align with regulations and customer expectations By adopting these standards, manufacturers can effectively develop their own EAS to guarantee product quality and compliance.
In general, EAS plays a crucial role in manufacturing to make certain that products meet the required quality and safety standards, giving customers confidence in the products they are purchasing.
Some other concepts of study
2.8.1 Internal service quality survey form
Bosch utilizes an internal service quality survey as a key quality management tool to assess employee satisfaction regarding internal services, including the working environment, promotion opportunities, and remuneration This survey is typically structured as a questionnaire, enabling employees to evaluate and express their opinions on various work-related aspects, such as the workplace environment and operational methods.
Internal service quality surveys are essential for organizations to measure and improve service quality, which leads to increased employee satisfaction and reduced turnover By gathering constructive feedback from associates, these surveys help refine organizational policies and procedures Ultimately, they contribute to creating a positive work environment and support employee development.
Cause-and-effect diagrams, commonly referred to as fishbone or Ishikawa diagrams, are valuable tools for systematically organizing the various causes associated with a specific outcome or problem These diagrams utilize a branching structure to illustrate the relationship between potential influencing factors, effectively creating a visual representation of the cause-and-effect chain.
The simplest type of diagram is created by brainstorming Another type of structure is made according to specific process steps Each step represents a branch with corresponding influencing factors
The structure of the remaining type is determined by various influencing factors, including materials, equipment, methods, personnel, and environmental conditions These elements collectively form the basis of the 5Ms, which represent potential influencing factors This concept has since evolved to include measurement and management, leading to the broader framework of the 7Ms The 7Ms serve not only as a structural guideline but also as a creative methodology for exploring all possible causes and solutions.
At Bosch, the Ishikawa Diagram is utilized not merely as a brainstorming tool for identifying potential causes, but rather as a method to organize the causes that have been determined through thorough fact collection and a series of fundamental considerations regarding cause-and-effect relationships.
The 5M or 7M structure helps to see whether it is complete or not, meaning all the basic parameters have been considered
- The author considers all factors and evidence regarding their possible relationship to the problem
- Detect and prioritize direct causes using the 5why method
As Burke & Silvestrini (2017) put it:
A Pareto chart is a graphical tool that displays independent values through ordered columns that decrease progressively, while a straight line represents the cumulative total values.
The "80/20 rule," introduced by Italian economist Vilfredo Pareto, illustrates how a small percentage of elements—approximately 20%—can be responsible for a significant majority, around 80%, of potential issues This principle enables users to identify and concentrate on the key factors that drive most of the problems, facilitating more effective problem-solving and resource allocation.
The Pareto chart serves to identify the most significant causes within a group of potential factors, particularly in quality control This chart effectively highlights the most frequent causes of errors, the types of errors that occur most often, and the primary reasons behind unexpected issues.
• Procedure for building a Pareto chart
- Determine the time element of the graph
- Collect data on errors during the time period determined in the step above
- Create a table with 2 columns: error name and number of occurrences (frequency)
- Sort errors in descending order based on number of occurrences
- Calculate the cumulative value for each error
- Calculate the cumulative percentage for each problem The total error rate is 100%, calculate the percentage for each type of error
- Draw a Pareto chart including the vertical and horizontal axis, dividing the distance corresponding to the unit on the two axes
To visualize the data effectively, create a series of columns that represent each error along the horizontal axis, arranged in descending order from left to right The height of each column should correspond to the recorded value on the vertical axis, providing a clear comparison of the errors.
- The width of the columns is equal
- Draw the cumulative curve for errors
Currently, there are a number of tools such as Excel, Power BI, Minitab that can support drawing Pareto charts as above to help save time and effort
When analyzing the Pareto chart, we will use the 80/20 Pareto chart rule, meaning that 20% of the problems lead to 80% of the consequences
According to Figure 2.2, issues positioned to the left of the red line are responsible for up to 80% of the consequences, indicating that these problems should be prioritized for resolution.
Many businesses identify significant problems and their root causes but struggle with where to begin addressing them Developing a Pareto chart can assist in eliminating redundant and trivial factors, allowing companies to focus on critical issues This approach enhances resource allocation planning, leading to substantial savings in both time and costs.
According to Nancy (2023), a flowchart, or process map, serves as a valuable tool for visualizing the sequential steps of a process This method is one of seven essential quality management tools utilized by numerous businesses for effective reporting and analysis of their operations.
The diagram can be created through the following steps:
Step 1: Choose the starting point and ending point
Step 2: List key steps or tasks and decision points
Step 3: Use standardized geometric symbols to document the process
The PDCA (Plan-Do-Check-Act) cycle, as highlighted by Johnson (2016), is a well-known model for continuous improvement that assists organizations in developing and executing action plans This cycle involves four essential steps: planning, implementing, evaluating the effectiveness of the plan, and making necessary adjustments to achieve the desired goals.
The PDCA implementation process includes the following steps:
Kocik (2010) emphasizes that this step involves acknowledging the potential for change, particularly in terms of planning and improvement It focuses on setting improvement goals and creating an actionable plan to achieve them This process includes problem identification, cause analysis, solution provision, and the development of an implementation strategy Various tools and methods, such as the Ishikawa (fishbone) diagram and Pareto chart, can support these activities effectively.
In short, according to Johnson (2016), this step is about recognizing opportunities and planning for improvement
To enhance productivity and quality while addressing underlying issues, companies should implement a well-developed plan supported by management This implementation phase can effectively utilize tools like action diagrams, process diagrams, and check sheets to facilitate the necessary changes in processes.
ANALYSIS OF THE OPERATION ACTIVITY STATUS IN
Automotive Industry Transformation
The automotive industry is undergoing a major transformation driven by digitalization, which includes connectivity, autonomous driving, and data-driven decision-making This shift optimizes operations, boosts production efficiency, and enhances customer experiences Consequently, automakers are integrating digital technology into all facets of their business, particularly in monitoring and quality control systems, leading to improved performance and streamlined production processes.
Importance of Push Belt in CVT
Figure 3 1: The composition of Push Belt
The Push Belt in continuously variable transmission (CVT) is crucial for ensuring smooth torque transmission and variable gear ratios It facilitates seamless and flexible power transfer from the engine to the wheels while continuously adjusting the gear ratio for optimal performance and fuel efficiency Its reliability and longevity guarantee stable operation across various driving conditions, making the Push Belt an essential component that enhances both performance and overall driving experience in CVTs.
BQMS Role in Quality Assurance
The BQMS Department is crucial for maintaining the quality of CVT transmission belts by conducting regular error detection and comprehensive assessments throughout the production process By monitoring and evaluating quality components quarterly, BQMS effectively mitigates potential error risks, ensuring minimal defects in CVT products while meeting partner requirements and enhancing overall satisfaction.
Problem statements
During the process of upgrading the management system, preparing and re-checking internal processes and documents at QMM6, the following risks were discovered:
In process: Fulfill Orders; Production, monitoring and measurement of product -(PA-208)- Assembly Manufacturing (AL14):
Kappa study (Procedure 7) is not evident for visual inspection associate working at visual inspection ringside station (Process no BND-010 901094)
This is not according to IATF 16949, section 9.1.1.1 and CDQ 0301
Figure 3 2: Total operators’ qualification both BQMS and MSA
- Based on CDQ 0301 Management of Characteristic, the operators must do the MSA test to release the visual inspection skill via procedure 7 – Attachment #8:
- Confident to show evidence and no further explanation to auditor or customer
- Analyze the result of Kappa in detail to learn more about the inspection system (eg Kappa
Total operators’ qualification both BQMS and MSA
No of Operators (BQMS test) No of Operators (MSA test)
Define the operation activities in MSA
Define actions to improve operation activities in MSA
Set target and kick off the project
Data collection and data analysis
Data collection
Based on secondary data and data on the BQMS system along with using MSA Master list, Pareto chart data, evaluation results of running MSA – procedure 7
Figure 3 3: Sources of data collection
Current status of BQMS
3.7.1 Visual inspection activities for operators
Flow chart: Operators inspect BQMS regularly four times per year (*) according to diagram (L1):
Figure 3 4: Inspection process at BQMS
Source: BQMS Department Timeline and reaction plan for special cases based on flowchart:
(*) For HcP/MSEx Operator conduct BQMS inspections every quarter with the following timeline:
- Quarter 1: From January 1 to March 31, expected completion date: before March 20
- Quarter 2: From April 1 until June 30, expected completion date: before June 20
- Quarter 3: From July 1 until September 30, expected completion date: before September
- Quarter 4: From October 1 until December 31, expected completion date: before december 20
Inspectors on maternity or long-term sick leave who have not completed the BQMS test must undergo retraining by HcP/MFO-TT-Trainer or PS/QMM-HcP trainer for QMM technicians They must also obtain BQMS certification before resuming their roles on the production line.
Inspectors who fail to participate in the scheduled BQMS inspection without a valid reason will be prohibited from working on the production line starting from the first day of the next quarter until they receive approval from a qualified BQMS L1.
Inspectors who miss the scheduled BQMS inspection without a valid reason will be prohibited from working on the production line starting from the first day of the next quarter, until they receive approval from a qualified BQMS L1.
To obtain a BQMS certificate, conduct visual inspections related to process control using BQMS testing Achieve GOOD results in two consecutive inspections (one per year) to qualify for certification, which can be issued via webform HcP-000316-011 Additionally, results rated as "ACCEPTABLE" may also be considered.
"GOOD/ACCEPTABLE" results in the test
Upon test completion, the BQMS supervisor(s) will assess the results according to the classification outlined in the diagram and the web form HcP-000316-007/008/009 specified in the Work Instructions (WI) for each test procedure.
• The test results will be GOOD if class 1 achievement: FAR = 0% and FRR ≤ 15%
• The test results will be ACCEPTABLE if class 2 achievement: 0% < FAR ≤ 16% and 15% < FRR ≤ 25%
• The test results will be UNACCEPTABLE if class 3 achievement: FAR > 16% or FRR > 25%
• FAR effects quality to customer (missing failure mode)
• FRR effects quantity of production (redundancy check)
• FAR = (quantity of wrong acceptance(s)/ Total defects) *100%
• FRR = (quantity of wrong rejection(s)/ Total OK samples) *100%
Table 3 2: Classify and reaction plan results
FAR = 0% 0% < FRR ≤ 15% Qualified visual inspection
FAR ≤ 16% 15% < FRR ≤ 25% Review the error samples and record the evaluation results
FAR > 16% FRR >25 % -Inspectors who fail will have to stop visual inspection at the lines below the workshop and inform the relevant HCP/MFO departments for re-training
- If the inspector fails two consecutive times, the appraisal will stop Request for another position
❖ Regulations when taking the test at BQMS:
Inspectors must comply with regulations when performing inspections at BQMS:
- Inspectors participate in inspections according to schedule
- Be serious when testing, do not exchange any information related to the test
- Do not use phones to take photos or pens to mark results on the test form
- If any inspector does not comply with the regulations, the inspection will have to stop and BQMS will notify the management department of the unsatisfactory results
BQMS is implementing a range of documents that adhere to essential factory standards, including Process Acceptance Standards (PAS), Engineer and Employee Acceptance Standards (EAS), Control Plans, and reports from the Automotive Industry Action Group (AIAG MSA) PAS guarantees that the manufacturing process aligns with established quality standards and is monitored throughout production Bosch utilizes these standards to enhance process improvement control and ensure high-quality products EAS verifies that Bosch engineers and employees possess the necessary skills and knowledge to meet customer requirements Additionally, BQMS will archive documents detailing product error causes and images of common errors for easy reference by interested parties.
At HcP, the implementation of BQMS has significantly enhanced the visual inspection skills of operators, enabling them to effectively identify errors in power transmission belts This proactive approach prevents the delivery of defective products to customers, ultimately leading to improved product quality in the factory.
Currently, the measurement evaluation system at HcP does not align with Bosch's AIAG MSA standards BQMS is conducting measurement analysis with at least three individuals simultaneously, randomly selecting three from each department, with a minimum sample size of 25 and three independent assessments per person for each skill, which is not in line with the quality commitment outlined in Booklet 10, Procedure 7, Section 5.2 This standard requires at least three people running concurrently, a sample size of 50, and three independent evaluations per person for each skill, ensuring all examiners are assessed The discrepancy between the established standards and BQMS's practices poses significant risks, including undermining the reliability of measurement analysis and evaluations, which could damage Bosch's reputation and lead to potential nonconformities identified by internal and external quality appraisal departments.
Why 1: Kappa study ( procedure 7) is not evident for visual inspection associate working at visual inspection ringside station
Why 2: Associates’ name was only mentioned in the result of BQMS test report
Why 3: MSA report didn’t mention associates’ name/ code in at Final belt inspection process (TRC- Technical Root Cause)
Why 4: WI-839 did not guide how to in input the associate’s name in at Final belt inspection process (MRC- Managerical Root Cause)
Why 1: Not detect “ Kappa study ( procedure 7) is not evident for visual inspection associate working at visual inspection ringside station”
Why 2: Solara template did not fill the associates’ name into report ((TRC- ND)
Why 3: MSA reporter did not know how to fill the associates’ name into Solara template (MRC- ND)
1 TRC-OC: Redo MSA report includes all visual inspection associates at at Final belt inspection process
2 MRC-OC: Update WI-839: guide how to fill the associate’s name in at Final belt inspection process
3 TRC-ND: Write down the associates’ name in comment
4 MRC-ND: Sharing how to input associates’ name in Solara template software
3.7.2 How to assess MSA of BQMS
Measurement System Analysis (MSA) involves a series of experiments and evaluations to assess the performance, capabilities, and uncertainty levels of a measurement system concerning the measured values It is essential to consider both the measurement data collected and the methods and tools employed in the data collection process.
The objective is to evaluate the effectiveness of the measurement and analysis system in assessing data variability and identifying its potential sources It is essential to analyze the quality of the collected data concerning position and width variations Furthermore, the evaluation must include precision, missed rates, false rates, and overall effectiveness to meet the specified requirements.
In MSA operations, it's essential to assess measurement uncertainty for each gauge or measurement tool specified in the Process Control Plan For a comprehensive understanding, refer to the article on developing a Control Plan in accordance with IATF 16949 Each measurement tool must possess appropriate discrimination and resolution to yield valuable data Furthermore, the evaluation encompasses the process, tools (such as gauges and fixtures), and operators, focusing on accuracy, precision, repeatability, and reproducibility.
Measurement accuracy can vary significantly, impacting individual measurements and data-driven decisions Measurement system analysis (MSA) is categorized into two types: variable MSA and attribute MSA Understanding the degree of variation is essential before implementing any subsequent applications.
Figure 3 5: Overview of MSA processes at Bosch
ISO section 7.1.5.1 emphasizes that priority MSA research should concentrate on the significant or unique characteristics of a product or process Consequently, BQMS exclusively implements procedure 7, aligning with the department's impact and objectives The subsequent section outlines the research process as defined by procedure 7.
The reference lot used in the study is made up of reference parts whose discrete characteristic values have already been established and recorded before starting the study
• Reference parts with continuous characteristic values
To ensure accurate measurement of continuous characteristic values of reference parts, it is essential to determine these values through precise measurement techniques The associated measurement uncertainty (U) for the measured values must be clearly understood Reference parts should possess characteristic values that span a range starting just below the Lower Specification Limit (LSL) minus U and extending just above the Upper Specification Limit (USL) plus U Each measurement result for the reference parts must be thoroughly documented for future reference.
44 allocated unambiguously to a countable rating category which corresponds to the measurement result (discretizing): e g “within tolerance” / “out of tolerance” or “good” /
“bad” or corresponding numeric codes such as “1” / “0” The discretized results (i.e the reference ratings) are documented
• Reference parts with discrete characteristic values
A reference standard, or boundary samples catalogue, is essential for comparing test objects to accurately identify their characteristics in a consistent manner This catalogue serves as a comprehensive list of all properties that the testing procedure aims to recognize It can function as a physical collection of components with similar attributes or as a visual reference through corresponding photos, sound samples for acoustic assessments, and more.
Assess the current status of BQMS activities
1 Where it is ensured that operators work in critical manufacturing processes such as Loop, Element and Assembly lines, where even the smallest defects or errors can have a significant impact on quality The quality of the final product is capable of detecting errors
2 BQMS is responsible for maintaining and evaluating the quality of the production process in an objective and fair manner It does this by implementing a Response Plan that takes into account the False Accept Rate and False Reject Rate of the operator's test results This ensures that each operator is evaluated fairly and that the system can identify areas where production processes can be improved
3 Enables operators to understand how the production process is performing and identify any areas requiring improvement This information is important to make necessary adjustments, streamline processes, and improve production efficiency
1 BQMS need coordination between departments, especially production and engineering The inspection goes smoothly when the plan given from the MFO-TT department is produced, monitored and supported for inspectors to inspect
2 Excessive workload leads to not meeting assessment needs if there are cases where operators do not meet standards or a large number of new employees need to be assessed
3 It is difficult to quickly set up many processes according to Bosch standards due to lack of samples
4 Not updating data promptly when new error cases occur
5 Difficulty in maintaining and analyzing data: The limitation of long test times makes updating and analyzing data difficult This can lead to delays in identifying faults, longer times to take corrective action, and a negative impact on the overall quality of the conveyor belt Currently, every year at the factory there are many products that fail but the root cause has not yet been found
Timely communication of new data is crucial, especially when a new failure mode is identified as a potential cause of production issues Delays in disseminating this information can hinder employees' ability to stay informed, ultimately impacting the quality of products on the production line Ensuring that all staff are updated on recent developments is essential for maintaining high production standards.
PROPOSED SOLUTIONS OPTIMIZING THE OPERATION
Enhancement project "Quality Mindset enhancement" - Quality Talk at HcP
The annual enhancement of the Quality Mindset at HcP is a pivotal project aligned with our strategic objectives of achieving customer satisfaction and a zero-error strategy Our aim is to foster a Quality Culture within the factory, utilizing a systematic approach to develop a Q Culture ecosystem and elevate the Q mindset among all associates To support this initiative, Quality Talk was introduced to motivate employees and reinforce the commitment to maintaining a strong Quality Culture at HcP.
3 PS/QMM7-HcP Project Leader
4 PS/QMM3-HcP Project team
5 PS/QMM6-HcP Project team
The project will follow the Deming cycle, or PDCA, which consists of four phases: Planning, Implementation, Checking results, and Taking Action for improvements Over a span of four months, the project will focus on continuous improvement across all departments.
Source: QMM Department 4.1.2 Solution content:
- Objective: Raise awareness of striving for excellent quality; Quality is attention to detail; Quality is a team spirit focused on standards Promote company culture
- Target audience: All direct employees
In activity 1, participants will be introduced to quality thinking through videos related to quality awareness and will be introduced and viewed error types from element, loopset and assembly
Figure 4 1: Overview Quality awareness room
In the 14Q area, employees are trained on the essential 14 quality principles established by QMM3 department experts to enhance the production process These foundational standards, developed from past mistakes, are crucial for integrating quality throughout the value chain, enabling Bosch to achieve superior quality in its operations.
Customer complaints will be communicated throughout the manufacturing plant and displayed at each relevant workstation It is essential to utilize technical and problem-solving skills to address customer complaints efficiently and systematically.
• Q2 - Stop when there is an abnormality
In case of quality deviation or exceeding control limits in the value chain (materials, production, delivery), employees must flexibly stop the process or notify superiors
Comply with instructions and regulations on health, safety, production and inspection 5S standards are established and tested
Target/tolerance values within each process parameter must be monitored
Test and measurement equipment should be calibrated and calibrated at intervals that must be observed
The “Test Equipment Test” principle must be applied and the suitability of the test equipment must be assured
Maintenance standards are established and observed at each process
Each tool operates within a specified timeframe, and its current status is easily accessible It is essential to assess the quality of the tool during installation, removal from the system, or disassembly.
Restart after each interruption must be specified for all machinery and production equipment
Products and product containers must be labeled with appropriate standards
Control of rejected defective products and products requiring repair must be clearly specified
Any product that falls on the floor, falls into a machine or cannot be identified must be discarded
Only the right raw materials are supplied for production
Control of remaining products/quantities must be issued according to clear regulations
At the final station, a quality game centered around 14Q will take place, where staff will match images to corresponding errors displayed on the board Five teams will participate, with each team given 15 minutes to complete their task The team that answers correctly and the fastest will receive a reward.
Activity 2: Sharing about Quality Methods
- Objective: Associates understand Q methods; Associates know how to apply the Q method in their work
- Target group: Direct and indirect associates
During this engaging activity, employees can participate online or in person to explore the implementation of quality-related tools and topics through in-depth discussions of real-life cases Typically, these sharing sessions range from 2 to 4 hours, depending on the complexity of the subject matter.
- Objective: Quality is attention to detail Quality is a team spirit focused on standards
- Target group: all direct employees
Figure 4 3: Overview Quality skills competition
Employees can collaborate with production department heads to enhance quality assurance, address unusual errors, and improve practical visual skills through error checking during skill competitions.
Figure 4 4: Product quality inspection skills competition questions
Employee training is essential for fostering a quality mindset in the factory, moving beyond traditional paper-based methods to practical, engaging formats such as error sample displays, videos, 14Q, and quiz games Leadership involvement underscores the significance of quality and highlights each employee's role in enhancing product quality Additionally, employees are motivated to engage in improvement programs focused on 5S, 14Q, and enhancements in their specific production processes, further reinforcing a culture of continuous improvement.
Figure 4 5: Before and after result of Quality Mindset enhancement survey
The survey results indicated that departments ICO, MFG3, and TGA initially had low quality awareness, with scores below 80% Although there was slight progress over time, it was not significant enough to warrant major changes This highlights that enhancing quality awareness is a gradual process that necessitates a structured annual implementation program to consistently improve each employee's understanding of quality standards.
M TEF LOG MFL FCM ETC ICO MFG
3 HRL PRS HSE CTG TGA Average (Before) 85% 80% 80% 85% 81% 87% 77% 83% 81% 79% 80% 85% 81% 87% 79% Average (After) 86% 85% 85% 85% 85% 89% 81% 86% 87% 85% 87% 86% 86% 87% 86%
Result of Quality Mindset enhancement survey
Project "Annual improvement of BQMS"
- Optimize the assessment and certification of operators, making the assessment easier and accurater
- Complete the entire operators’ qualification and optimize evaluation processes quickly, reasonably and still maintain high reliability
1 Tran Ngoc Huu Dat PS/QMM6-HcP Sponsor
2 Doan Van Anh PS/QMM6-HcP Sponsor
3 Nguyen Thi Giang PS/QMM6.4-HcP Project Leader
4 Ho Thi Hao PS/QMM6.4-HcP Project team
5 Tran Thi Tu Quyen PS/QMM6.4-HcP Project team
6 Nguyen Thi Thu Hoai PS/QMM3-HcP Support
7 Thai Moc Nguyen HcP/MFG1 Support
8 Vo Van Don HcP/MFG2 Support
9 Bui Thi Bich Huyen HcP/MFG3 Support
10 Vu Hoang Chau HcP/MFO Support
11 Nguyen Phuong Mai HcP/TEF4 Technical support
- Author's role in the project
During his internship, the author contributed to a project by gathering and visualizing essential data, including standards and work instructions, to analyze project trends and issues He assisted in supervising and guiding operators, addressing their questions during the assessment process, and conducting interviews with operators and shift leaders for a comprehensive understanding of factory operations The author coordinated meetings with process and line engineers to evaluate relevant data and calculations before implementation He dedicated time to researching historical and current data processing methods to enhance assessment efficiency at BQMS Additionally, he prepared PowerPoint presentations for department heads to communicate project progress His efforts aimed to improve reliability and accuracy in operational evaluations, ultimately enhancing factory quality and production efficiency, particularly within the QMM6 department.
❖ Detailed timeline for phase 1 and similarly for the remaining stages
Phase 1: Perform the MSA test for Operators (Op) at Final belt inspection process
Figure 4 6: Detailed timeline for phase 1
Source: BQMS department Phase 2&3: Perform the MSA test for all remaining Op
Figure 4 7: Detailed timeline for phase 2,3
Test samples will be collected by the author at factories MSE1, MSE2, MSE3 Normally, BQMS will try to get the latest actual error samples to establish an assessment
BQMS must prioritize sample preservation by wearing gloves during handling and storing samples in a dehumidifying refrigerator with humidity below 15%, while maintaining a room temperature of 24-26 degrees Celsius.
Figure 4 9: Source of reference document and Measurement report
Measurement reports provide project leaders and team members with both an overview and detailed insights into test samples To create these reports, the author must first collect samples by filtering for failure modes.
Step 2: Send it to the sample testing department (QMM6.2) to measure error status parameters
Step 3: BQMS evaluates the error by using the manual master to look up the PFMEA of each failure mode process
Reaction plan if failed tests
For new associates: need MSA test to release to production line
+ For current associates who are working in production line: test frequency is four times per year
❖ Testing plan for each indivual
MFO-TT will distribute the operator schedules to all relevant departments, particularly BQMS and MSE, ensuring they understand the timelines and can effectively organize their resources to support the evaluation of operator performance.
Review failure mode list & samples
The MSA BQMS tests implementation:
Run an MSA assessment after collecting enough data for each process through Solora software
- Operator(s) will be evaluated and released by MSA BQMS test one time after completed training
- The MSA BQMS tests implement by at least 03 random operators and 03 times for each operator Based on appropriate Acceptance Standards, operators will fill “Accept” / “1” or
“Reject” / “0” via BQMS testing forms HcP-000316-007/ HcP-000316-008/ HcP-000316-
009 through visual samples with or without instruments After that, BQMS controller(s) use records of these BQMS testing form for the MSA operator test database
All collected data will be put in the Q-DAS/Solara software This will show the result of the Kappa calculation
- Operator’s name will be written on MSA report
The calculation of Kappa-value implements by Q-DAS/Solara software as below:
Step 1 New files creation To create a new file by select the File / New in menu bar
Step 2 The fulfillment of MSA BQMS tests information
• The “create new characteristics” appears in the window Choose characteristic “ type-7 Study by fill “1” and tick “Apply the strategy’s settings”
• Click OK in “create new characteristics” There are 03 windows are available in workspace, including Parts/ Characteristics list, Parts mask and Characteristics mask
• Fill in the necessary information in the Characteristics mask and Parts mask
Step 3 The input of the operator results into values mask
• Open the values mask window by select the Start / Values mask in menu bar
• The “Values mask” window appears in workspace After that, we input all data in database file (is conduct in Kappa-Value calculation) into Values mask
• Click the icon “Execute evaluation” in the icon bar and Click “Excute evaluation”
• The result of kappa will show in 3 windows:
+ Fleiss’ Kappa: Compare all test runs of each individual operator without comparing to the reference
+ Fleiss’ Kappa versus reference: Compare all test runs of each individual operator to the reference
+ Form sheet - Design 3: According to Bosch standard, the minimum of all determined Kappa values is relevant for the final classification of test process
Q-DAS/Solara software report creation: The way to export the MSA report (type 7):
• Report creation in Print report
+ Select icon bar “Print report.”
+ Select the suitable report according to Bosch Standard
+ Select “Microsoft Print to PDF” in print interface, click “OK”
+ Choose the address for saving the report
- After completing the annual improvement project, it will help improve processes, optimize work but still ensure certification quality is always guaranteed and even more reliable than in previous years
- Helps all employees from operations staff, engineers, and managers to always be motivated to improve as well as be aware of problems in the working and improvement process
- Besides BQMS make sure that qualification of operators is always up to the standard as well as meet customer delight
Figure 4 16: Before and After Operators' MSA test and Result in May Q2
The number of Before and After Operators' MSA test and Result in
No of Operators ( Acceptable) No of Operators (Good)Target ( After) No of Operators (MSA test - before)
In May (Q2-24), the MSA running report revealed that most processes attained a 100% success rate among operators, with three operators completing the MSA for each process However, two processes—Facet inspection (with three operators) and Combo 2A-2B-2C (with ten operators)—failed to meet the standards set by MSA certification regulations at BQMS A re-evaluation of these processes is necessary.
The project is managed and assessed using a Process Release Checklist and the MSA Master List, alongside regular monitoring of employee attendance on a daily and quarterly basis through the BQMS system.
Source: BQMS department Note: N/A: Not Application
Figure 4 17: Monitor employee status in BQMS system
At BQMS, we utilize an MSA Master list to manage assessment processes, distinguishing our approach from the typical Control plan used by most departments for quality control While the structure of the MSA Master list parallels that of a Control plan, it allows for customization of field names to better fit departmental needs For instance, while production departments refer to the scrap rate, BQMS uses the term "Kappa" to represent the same concept.
Figure 4 18: Measurement System Analysis Master List
Solution to minimize missed errors on the Loopset process
- Discover the underlying reasons of the high slip through rate in loopset each year
- Offer ways to reduce slip through and enhance operator proficiency, both of which will raise the caliber of the final output
In 2022, the findings from the Failure Quantity Slip Through in Facet revealed critical insights into failure modes that production line operators and BQMS testers struggle to identify.
Figure 4 19: Missed defect rate in Loopset at lines in 2022
Figure 4 20: Missed defect rate in Loopset at BQMS in 2022
The analysis of the two tables reveals that the same five types of errors frequently overlooked in both the production line and the BQMS inspection room are consistently identified This insight allows the authors to gain a deeper understanding of the underlying reasons for the recurring issues.
In 2022, an analysis of production data and discussions with shift leaders revealed six key causes of slip-through in the loop testing process To address the high slip-through rate, it is essential to gather additional data and utilize Pareto analysis to identify the primary factors contributing to the issue and enhance the overall process.
Figure 4 21: The main causes of slip through in Loopset
To illustrate the relationship between causes and results, a straight line is drawn from the 80% mark on the right vertical axis, parallel to the horizontal axis, intersecting the cumulative percentage line (red) This intersection indicates that approximately 80% of the outcomes are derived from around 20% of the causes, highlighting a significant concentration of results stemming from a limited number of factors.
The three primary causes affecting performance include the operator's visual inspection skills, which account for 29.25%, followed by training deficiencies at 26.34%, and sample errors at 21.51% To enhance the company's value, it is essential to prioritize resource improvement and minimize errors annually.
During the internship, the author analyzed the manufacturing processes at the plant and engaged with workers to uncover the reasons behind operators' unawareness of faults in the loopset The production department provided several insights into these issues.
Cause and effect of visual inspection skill operator
Figure 4 22: Cause and effect of visual inspection skill operator in Loopset
Product quality varies across production lines due to the differing skills of employees, leading to mistakes and non-compliance with inspection procedures This variability often goes unnoticed during testing Workers rely on their senses, including visual inspection and microscopy, to assess loopsets, but some struggle to identify small details or color differences Additionally, prolonged periods of continuous inspection can result in fatigue, causing operators to miss defects and overlook critical quality checks.
Operators often neglect proper techniques and fail to follow established loopset test processes, leading to rapid cycling of loops out of habit without considering potential failure modes Additionally, the visual inspection methods used by operators have proven ineffective due to the declining quality of older machinery and equipment, as well as a lack of access to advanced technology.
Prolonged use of observation equipment has led to diminished quality, resulting in workers facing inadequate lighting conditions Additionally, operators often overlook the importance of adjusting their chairs for comfort, which affects their posture and productivity The distance between operators and product defect inspection equipment also plays a crucial role in their efficiency Proper training can address these issues, ensuring that workers are equipped with the knowledge to optimize their work environment for better performance.
Figure 4 23: Cause and effect of training for operators in Loopset
Operators often exhibit boredom, inattentiveness, and a lack of cooperation during training sessions, which can hinder their motivation and performance on the production line Furthermore, the effectiveness of training is heavily influenced by the trainer's expertise and competence; unfortunately, not all trainers possess these essential qualities, complicating the learning process for operators.
Currently, there is a lack of specialized equipment for training in the field, forcing students to frequently transition between the training room and the production line This situation often requires trainers to lend visual aids to students working under the operator's line, which can be time-consuming As a result, if time is limited, learners have fewer real samples available for practical experience.
Current lecturer training techniques are ineffective due to insufficient instructor-student interaction, with educators often relying on assigned readings that require independent study This approach limits opportunities for students to seek clarification on complex concepts Additionally, the lengthy operator training program, which spans a year, hinders skill development, as operators need more time to refine their abilities and consolidate their knowledge Reducing the training duration could enhance the effectiveness of the program.
Paper documents are commonly used as teaching materials, with trainers printing them for students to reference during instruction However, trainees often struggle to view and understand the information presented on these printed materials, especially when failure mode photographs are included, as they can be unclear and difficult to interpret.
In conclusion, discussions with the production team revealed that certain failure modes were visually apparent due to their shape and color, yet operators either overlooked them or failed to recognize the specific errors Additionally, some failure modes were too small or challenging to detect, or they deviated from the standard appearance, leading to operator negligence and missed detections.
After conducting a root cause analysis, the plant's backlog of constraints was assessed, involving consultations with stakeholders and quality specialists at QMM6 The author identifies training materials and failure samples as the main contributing factors to the issues observed.
Project "BQMS Digital Library"
- Set up a common application for BQMS to easily monitor, track, look up and export data information
- Increase work efficiency and save time by quickly checking/finding error modes/codes on different document systems or making reports
- Improve document control with centralized and standardized error modes and digital libraries
- Visualize BQMS reports and link with other departments in library
Pipe Welding Unloading GU loopset Loop Weld
Slip through rate loopset from MSE2 to MSE3
Table 4 5: Detailed plan BQMS Digital Library
- Author's role in the project
During the final implementation stage of the project, the author engaged in critical tasks including data collection, classification, and filtering They coordinated meetings with production and engineering teams to assess and approve sample errors, such as common mistakes and error images Additionally, the author updated the actual image data, relevant documents, and essential processes within the BQMS management system.
BQMS digital library was built to meet the needs of all employees at the factory related to production, specifically operations staff
Figure 4 25: Main screen of the BQMS Management System
In general, there are 2 display types: center display and navigation pane display BQMS management system includes 3 main functions, BQMS Navigation (1), BQMS library (2) and Add new failure picture (3)
Figure 4 26: Items in the BQMS Management System
Clicking on "Instructions" will provide a summary of Work Instructions for all processes related to MSA within BQMS, covering MSE1, MSE2, and MSE3, as well as the Reaction Plan for evaluating and testing BQMS operators.
BQMS staff can utilize the web forms feature to set up tests, enabling them to prepare quarterly questionnaires for operational purposes.
The Acceptance Standards feature allows users to view all relevant documents pertaining to PAS and EAS directly on the main screen BQMS utilizes these standards to establish testing protocols for operators, ensuring compliance and quality assurance.
Source: Author + BQMS test results All tests in the processes will appear on the system and stored at BQMS testing results
Figure 4 30: BQMS test results screen
The BQMS report has streamlined the data visualization process, allowing staff to quickly and easily extract reports immediately after the operator's evaluation, significantly reducing the time previously required for synthesis.
The BQMS library has transformed the accessibility of BQMS-related documents, making it easier to synthesize and store information systematically The library encompasses five key document types: Instructions, Webforms, Acceptance Standards, BQMS Test Results, and BQMS Reports, streamlining the retrieval process for users.
Figure 4 32: Items in the BQMS Management System
When users access the "Add New Failure Picture" screen, they can input detailed information regarding the failure mode and upload an accompanying image After completing these steps, users simply need to click to proceed.
“Submit” and relevant departments including ( Process Engineer, MSEx, ETC)
Figure 4 33: Add new failure picture screen
This article aims to enhance user understanding of the application's primary purpose, the software owner, and key project members, highlighting their achievements Additionally, it provides guidance on how to address any issues or upgrades related to the application, encouraging users to reach out for assistance when needed.
The BQMS management system streamlines administrative tasks, alleviating pressure when addressing urgent assignments while maintaining evaluation standards It effectively minimizes the rise in headcount by up to 0.2 FTE, resulting in reduced costs associated with hiring additional personnel Furthermore, users benefit from the ability to visualize and automatically update BQMS results in real time.
Table 4 6: Before and after consuming time and FTE
The BQMS management system enhances opportunities for employees to explore and implement digital transformation in their work, serving as a crucial foundation for the future development and deployment of various applications.
For businesses, achieving quality alongside profitability is a long-term commitment that requires dedication from both leadership and staff At Bosch, our mission focuses on meeting customer expectations with minimal defects in our products Effective monitoring and evaluation of quality not only enhance product standards and reduce costs associated with defects but also ensure customer satisfaction with our belt products This approach lays the foundation for fostering a sustainable quality culture across the organization The graduation thesis titled "Optimize the Operation Activities in the Measurement System Analysis at Bosch Vietnam Co., LTD" examines the current state of operations within Bosch's measurement analysis system, highlighting both strengths and limitations, and proposing solutions for improvement during the evaluation process.
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