AUTOMOTIVE INDUSTRY
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INTRODUCTION
atistical scorecard on freedom from defects or the measurement of fit and finish.
certain elements of what is known as “production quality”, related to the maker’s
g to them, The other important change is the increase in closeness between automak
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INTRODUCTION
resulting quality was high, but expensive and inconsistent. Only the wealthy coul
as a quiet, smooth ride, controlled climate.
cond ensures operational quality, which is the plant’s ability to introduce new mo
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INTRODUCTION
rst function. In it, our progress is measured from the sales experience through ea
tates. Under the pressure of cost and currency differentials and government urgin
rigorous testing required and the frequency of design change. Thus design and man of which offer more than one manufacturer’s products.
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INTRODUCTION
change for its own sake—change more likely to involve fashion than function. Cons
came to market, including advanced passive-restraint devices, antilock brakes, ener
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INTRODUCTION
have had to become more cautious not only in product design and manufacturing bu
rnment regulations also mandate certain fuel-efficiency standards for motor vehic
ollowing the oil crises of the mid seventies and early eighties and the rise of a
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INTRODUCTION
uct and process became the keys to consistent, high-quality production, certain co
eductions that accompanied the lean-production, just-in-time philosophy, have radic
ave been experienced by both manufacturers and suppliers as they order, build, and
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PRODUCT PLANNING
se. Thus the concepts of chief engineer, product platforms, and simultaneous engin
le. To design and produce vehicles efficiently, the chief engineer is encouraged t
phase. Parameters include the vehicle type, such as sedan, coupe, or station wagon;
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PRODUCT PLANNING
must provide data to support this activity and track its timely completion.
sions that are concurrently being developed. Drawings are developed, and considera in detail. The team verifies and identifies safety and critical characteristics
w suppliers. With supplier participation in such testing, critical characteristics
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PRODUCT PLANNING
ot depend solely on laboratory tests. This activity is important to warranty or l
at includes variations of head-on impact at differing angles. Much of this informa
s the steps of the feedback process that supports such activity. In this process,
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PRODUCT PLANNING
ordinate pilot production either at a separate facility or at the production line
and complexity. The larger the company and more complex the change, the larger is
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SUPPLIER MANAGEMENT
development—a big step in the partnering philosophy. This also requires agreemen o support the manufacturer’s objectives. the manufacturer to develop the required trust and support. This cooperation is
omer’s decisions. In order for the partnership to work properly, the customer must
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SUPPLIER MANAGEMENT
rt also can be reduced, thus lowering costs. The supplier list can be reduced in a components, improves production efficiency.
ecific parts, as long as they uphold their portion of the partnership. Communicati
expertise, it may make sense to join forces with a supplier who is an expert in p
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SUPPLIER MANAGEMENT
e, etc.)
eed on, designed, developed, and prototyped, four basic steps are key to ensuring c
ions. The supplier must understand the manufacturer’s expectations and be able to d come from production lots, not from laboratory or prototype production. clude a check of the compatibility of test methods.
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SUPPLIER MANAGEMENT
h other suppliers and the experience of the auditor. Also, suppliers may have proc
plier’s reaction.
help spearhead continuous improvement throughout the supplier firm by making avai
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SUPPLIER MANAGEMENT
ier quality assurance, take place before production. Others take effect after deli
sampling quantities are increased and action taken as needed. If random sampling
lans in system testing and document control activities. By contract, suppliers mus
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MANUFACTURING
fer devices demanded improved uniformity of input components to maintain continuo
e used, and other aspects of production technique. Included in this step is an exa
y standards continue to be met as volume production proceeds. The variability or d
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MANUFACTURING
roduction functions rely on older, conventional processes subject to human variabi
ess conditions, it can be useful to maintain a record of process capability and t
gulation of processes without human intervention. Maintenance of such systems doe
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MANUFACTURING
s and received relatively little recognition.
factor diagrams, histograms, control charts, and correlation diagrams.
facturing and transportation. Kanban is usually a printed card in a clear plastic
rts are used, in the right quantities and at the right time. You might look at it
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INSPECTION
foolproof product quality. The information is used primarily for immediate opera
isy operation of engine or brakes.
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INSPECTION
tems not leading to customer complaints, such as crooked labels or stripes, underb
mally will be returned, and C defects are almost never returned if they are the on
hree types commonly used in automobile plants:
ning, molding); equipment temperature, pressure, and timing (casting, forging, moldi nd the vehicle is complete. Many functional checks, adjustments, and verifications
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FIELD SERVICE
develop procedures to support dealer sales and service.
y the manufacturer. Dealerships must satisfy customer needs during the warranty p
se after the warranty period, but during the warranty, manufacturers require the u
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FIELD SERVICE
to continuous-improvement activity on current parts and future designs, it is vit
nformation is extremely helpful for improvements to parts, decisions to launch a
an be used to support product or process improvements. Also, quick reactions by th
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QUALITY AUDIT
mponent correctness, function tests for setting within specified ranges such as pa
and functional or dynamic problems such as front end or wheel balance.
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THE OUTLOOK FOR AUTOMOTIVE QUALITY
product quality. Better processes, materials, equipment, and worker training yielde
and environmental acceptability. Further quality gains will come from team produc
rtunities. Distance sensors, “smart” cruise control, onboard navigation systems.
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THE OUTLOOK FOR AUTOMOTIVE QUALITY
roup comments show that automobile buyers associate quality not only with the pro
er any aspect of the design/production/distribution/sale process. Although the manu
of these opportunities, since manufacturers can do much to raise the level of know
et. Growing numbers of automobile buyers are gathering information about motor ve
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