case study of Quality management

IOP Conference Series: Materials Science and Engineering

PAPER • OPEN ACCESS

Improvement of the customer satisfaction through Quality Assurance Matrix and QC-Story methods: A case study from automotive industry To cite this article: G M Sicoe et al 2017 IOP Conf. Ser.: Mater. Sci. Eng. 252 012045

View the article online for updates and enhancements.

Related content Service quality that improves customer satisfaction in a university: a case study in Institut Teknologi Indonesia L Theresia and R Bangun

-

Survival analysis for customer satisfaction: A case study M A Hadiyat, R D Wahyudi and Y Sari

-

Evaluation of User Satisfaction in Public Residential Housing - A Case Study in the Outskirts of Naples, Italy Fabiana Forte and Yvonne Russo

-

This content was downloaded from IP address 154.59.124.91 on 18/02/2020 at 18:37

1

Content from this work may be used under the terms of the Creative Commons Attribution 3.0 licence. Any further distribution of this work must maintain attribution to the author(s) and the title of the work, journal citation and DOI.

Published under licence by IOP Publishing Ltd

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

Improvement of the customer satisfaction through Quality Assurance Matrix and QC-Story methods: A case study from automotive industry

G M Sicoe1, N Belu1, N Rachieru1 and E V Nicolae2 1Department of Manufacturing and Industrial Management, Faculty of Mechanics and

Technology, University of Piteşti, 110040 Pitesti, Targu din Vale Street, no. 1, Argeş,

Romania

2Automotive and Transport Department, Faculty of Mechanics and Technology,

University of Piteşti 110040 Pitesti, Targu din Vale Street, no. 1, Argeş, Romania

Abstract. Presently, in the automotive industry, the tendency is to adapt permanently to the changes and introduce the market tendency in the new products that leads of the customer

satisfaction. Many quality techniques were adopted in this field to continuous improvement of

product and process quality and advantages were also gained. The present paper has focused on

possibilities that offers the use of Quality Assurance Matrix (QAM) and Quality Control Story

(QC Story) to provide largest protection against nonconformities in the production process,

throughout a case study in the automotive industry. There is a direct relationship from the

QAM to a QC Story analysis. The failures identified using QAM are treated with QC Story

methodology. Using this methods, will help to decrease the PPM values and will increase the

quality performance and the customer satisfaction.

1. Introduction In automotive industry the development of new products, involve complex engineering processes

subject to time pressures and fierce competition on the automotive market. The companies have to

adapt their products precisely to customer needs, and therefore parameters of manufactured products

are adjusted to the individual requirements of customers [1]. An important role in the development of

such projects it is user of the modern quality tools in the development of new products. Existing tools

and methods have become inadequate because they do not meet all additional requirements [2, 3]. It is

therefore necessary to look for new solutions or improve old and trusted methods. In this context, the

use of modern quality methods such as the Quality Assurance Matrix (QAM) and the Quality Control

Story (QC Story) is opportune.

QAM and QC Story are tools of IATF 16949. In October 2016, the IATF will publish a revised

automotive industry standard, and the first edition will be referred to as IATF 16949. This new

standard will supersede and replace the current ISO/TS 16949:2009, defining the requirements of a

quality management system for organizations in the automotive industry. IATF 16949 is aligned with

and refers to the most recent version of ISO’s quality management systems standard, ISO 9001:2015,

fully respecting its structure and requirements. According IATF, 10.2.3 Problem solving: The

organization shall have a documented process (es) for problem solving: c) root cause analysis,

methodology used, analysis, and results. Where the customer has specific prescribed processes, tools,

or systems for problem solving, the organization shall use those processes, tools, or systems unless

otherwise approved by the customer [4]. In this paper, we present the solution of a quality problem by

2

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

applying the QAM and QC Story methods for the manufacturing-assembly process of a subassembly-

axle for vehicles. Using QAM we identify the failures, then these are treated with QC Story.

2. Quality Assurance Matrix and QC Story - Quality problem solving tools

2.1. Quality Assurance Matrix Quality Assurance Matrix is a quality tool that is based on the principle that any failure

(noncompliance) to a manufacturing process that affects a customer (who may be the next process or

final customer) must imperatively be eradicated. The method ranks, for potential and existing defects,

the reliability limits of the control systems in the manufacturing process, thus allowing the

implementation a necessary corrective measures and achieving in this way a quality objectives [2,5].

Comparing to the Failure Mode and Effects Analysis (FMEA), it can be applicable in already

implemented production [6]. QAM permit a periodic quantification of the level of production

processes quality, verifying the reliability (in the sense of trust or even effectiveness) of means of

control existing in the production process, the necessity and the possibility of implementation of anti-

error systems (Poka-Yoke) or other nonconformities protection systems [5]. QAM is built on the Plan-

Do-Check-Act (PDCA) cycle structure [5,7,8]: Plan - Establish quality goals and defining the

technological process; Do - Making analysis; Check – Verifying the reliability of control set; Act –

Implementation of the corrective actions for the operations that do not guarantee the quality level

established.

2.2. QC Story The QC Story originated in the Seisakusho Li Tianjin plant, which is located in Komatsu, Ishikawa in

Japan. To improve the performance of the quality control circle - QCC, a structural process for the

activity of the QCC is presented. The output of the QCC can be arranged and presented based on the

process, namely, the QC Story [9]. The QC Story is a structural process for the presentation of QCC

activities. It is frequently used in practical problem-solving procedures and methods [10]. For

example, in the literature, QC Story methodology is used to improvement of Kaizen projects in local

governments [11]. Also, Sha et al. [12,13] proposed a creative problem-solving quality control story

(CPS-QC story) to improve the traditional quality control process. CPS-QC story consists of the

combination of the traditional QC story and TRIZ.

In automotive industry, QC Story is a problem solving method based on considering the facts and data,

without speculation, for a problem caused by several factors. It is applicable not only to quality

problems, but also to problems of productivity, costs, logistics, energy, security etc [14]. Therefore,

QC Story, which uses a different standard process and different tools, is applicable to different kinds

of problems. The method is applied using nine steps and basic principles of quality by taking into

account tools and techniques from various approaches based on the PDCA cycle structure, shown in

table 1.

Table 1. QC Story Method steps.

PLAN DO CHECK ACT

1. Choosing the subject 5. Analysis 7. Confirming the

effects

8. Standardization

2. Explaining the reasons of the choice 6. Applying corrective

actions

9. Synthesising and planning

future actions

3. Understanding the current situation

4. Choosing the targets

The approach used by QC Story applies to solving problems both as a group and as individuals.

Sometimes using the format is not essential but may be necessary at the beginning or to communicate

the results.

3

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

3. Quality Assurance Matrix application QAM application to analyse the manufacturing-assembly process of a subassembly-axle for vehicles is

shown in table 4. The main steps of this analysis are to determine the failure modes, the parameters

that may influence the occurrence of these failures and the proposed corrective measures to prevent

the occurrence of these failures. All failures modes are not given in this table. The proposed measures

presented in table 2 take into account the criticality (importance) of the failure for the client, as quoted

in table 3 [5,7].

Table 2. Quotations of different levels for quality guarantee.

Quotation Quality Guarantee

5 points 100% Automatic control; Impossibility of assembling or post machining;

Interdiction / control Poka Yoke

3 points Warning Poka Yoke; Frequency Control (measurements); Manual control 100% in the line;

Human control 100% with identification

1 point Frequency control; Human control 100% without identification; Periodically audit

Human control 100% with or without identification

Table 3. The criticality of the failure for the client. Degree Client impact Criteria for assessment Quotation

A Grave

Failure preventing use your product or creates a strong

dissatisfaction, with repair request

5

B Very embarrassing Fault for the customer expresses dissatisfaction in a survey 3

C Embarrassing Discovered fault of the customer, but tolerated 1

Table 4. QAM for manufacturing-assembly process of a subassembly-axle for vehicles. Failure modes Parameters

Im p

o rt

a n

c e

Type

of

control

Control process inside

the assembly workshop

Control process

outside the assembly

workshop

Oxidation of the

part

Paint appearance

nonconforming:

stains,

agglomerates,

matte paint,

orange peel,

exfoliated paint

C

Visual control 100%

Oxidation of the

part

Contact areas on

balance

C

Visual control 100% Control in the

workshop

cataphoresis 1/week

with calibre

Lack of articulation

and incorrect

orientation

Manual

articulation load

A

Present part in post

ensuring the orientation

of the part (the missing

part and no advance of

mobile arm in the work

area prevent the table

from rotating)

Lack of security

welding cords

Visual inspection

and marking of

security welding

cords

C

Visual control and

permanent marker

marking 10%

Diversity

nonconforming part

with the chosen gust

Axle type error A

100% automatic

(read axle grading in the

loading station)

4

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

Table 4. (continued) Failure modes Parameters

Im p

o rt

a n

c e

Type

of

control

Control process inside

the assembly workshop

Control process

outside the assembly

workshop

Pressing articulation

nonconforming

Pressing effort

nonconforming

A

Control 100% automatic

Impossibility to fix

the strings

Welding grids

fillet

nonconforming

C

Control 100% operator

(screwdriver and screw)

Sticking label

product

Reference error A

100% automatic SIP

MECA (in compliance

with Data Matrix post 1)

Axle without

sticker label

A

100% automatic SIP

MECA (in compliance

with Data Matrix post 1)

Control 100% present

label

Support shock

absorber broken

Lack of welding

grids

A

Control 100% present

marked cords

Control 100%

operator in the

welding workshop

Mixed parts in box Reference error B

100% automatic SIP

MECA (in compliance

with Data Matrix post 1)

Impossibility to read

serial number from

sticker label

Duplicate sticker

labels

B

Banning key removing

labels manually

Reference error

Galia

Reference error B

Zipping stickers 100%,

All proposed corrective actions aim to ensure a global quality assurance level of 94%. Applying these

control measures as a result of QAM analysis did not ensure the protection of customers against the

appearance of very embarrassing failures (B). After the start of production and delivery of parts to the

customer there was a complaint from a customer who found labelling with the same series of two

delivered axles.

Following the QAM analysis, the proposed measures for failure modes with impact on labelling were:

100% automatic SIP MECA (in compliance with Data Matrix post 1), banning key removing labels

manually and zipping stickers 100%.

Since the compliant labelling measures initiated following the QAM analysis did not eliminate the

possibility of this failure, it moved on to the use of the QC Story method which allows detailed

analysis of all the potential causes of a failure and the establishment of corrective and preventive

measures.

4. QC Story application The steps of the QC Story methodology involve the following:

Step 1: Choosing the subject. Removing the failure: Edison axle double labelling, appeared on week 27 at the Hambach customer two axles reference 591R labelled with the same serial number, zero.

Step 2: Explaining the reasons of the choice. Given the company’s quality policy by applying the QC Story method it is aimed to:

1. Eliminate the risk of the emergence of this failure at other customers.

2. Treat the problem quickly; deadline to solve the problem Week 28;

3. Reduce the costs generated by solving quality problems.

Step 3: Understanding the current situation. The current situation shown in table 5. Step 4: Choosing the targets (objectives). Given the company’s quality policy it was established that the goal of solving the problem would be Week 28.

5

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

Table 5. Current situation.

Personnel a. The operator did not respect the Standard

Operations Sheet – SOP- (took the piece off the

presser.

b. The operator did not respect the Standard

Operations Sheet (scanned the sticker label of the axle

in box and not on the working device).

Method c. There is no the Standard Operations Sheet roll

labels and ribbon change.

d. There is no traceability for the last record and the

first series after roll or ribbon change.

e. It is not mentioned in instruction sheet to clean the

printer head.

f. Lack of key point in the Standard Operations Sheet

(forbidden to apply sticker label with the same serial

number on two different axles).

g. Lack of key point in the Standard Operations Sheet

(forbidden to unload the part from the presser without

the sticker label stuck and scanned).

Means i. Printer (allows editing multiple labels with the same

serial number).

j. Printer edits (illegible labels).

Management k. Team leader did not explain to the operators what

unitary traceability means and what role this

traceability has.

Step 5: Analysis. The Ishikawa diagram has been used in order to establish the precise causes that led to the nonconformity, shown in figure 1.

Figure 1. Ishikawa diagram for: double labelling with the same serial number on two different Edison axles.

D

Double labelling with the same serial number on 2 different Edison axles

MANAGEMENT METHOD

Operator took the part off the

pressing device without sticking

the sticker label

Did not respect SOP

Operator insufficiently

trained

Printer allows editing several

labels with the same serial

number

SOP incomplete

Lack of instruction sheet (forbidden to unload the part

before applying the sticker label on the axle and

scanning it)

Lack of instruction sheet (forbidden to apply the label

with the same serial number on 2 different axles)

Operator scanned the

sticker label of the axle in

box and not on the device

Did not respect SOP

Operator insufficiently

trained

Operators do

not know

what unitary

traceability

means

Team leader did

not train operators

on unitary

traceability

PERSONNEL MEANS

Lack of instruction shhet (after scanning the label

visualize the torch screen and make sure it is recorded)

Lack of printer protection

Lack of SOP printer

head cleaning

Lack of SOP roll and

ribbon change

Illegible label

Uncleaned printer

head

Lack of action in

PMP printer head

cleaning

A

B

C

D

E E

F

G

6

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

Step 6: Applying corrective actions. The corrective actions and their efficiency – quality, cost and deadline are shown in table 6.

Table 6. Corrective actions.

No Problems Action Efficiency Responsible Deadline

Q C D All

A Printer allows editing several labels with

the same serial

number

Blocking operator access to

re-edit labels

9 6 6 324 Resp.1 W 28

B Standard Operations Sheet incomplete

Introducing key point in

the Standard Operations

Sheet (forbidden to unload

the part before applying the

sticker label on the axle

and scanning it)

6 6 6 216 Resp.2 W 28

Introducing key point in

the Standard Operations

Sheet (forbidden to apply a

label with the same serial

number on two different

axles)

6 6 6 216

Introducing key point in

the Standard Operations

Sheet (after scanning the

label visualize the torch

screen and make sure it is

recorded)

6 6 6 216

Using it for the pressing

articulation connecting rod

post too

6 6 6 216

C Lack of the Standard Operations Sheet

ribbon and sticker

label change

Editing the Standard

Operations Sheet ribbon

change, sticker label and

using on all posts

6 6 6 216 Resp.3 W 28

D Lack of the Standard Operations Sheet

printer head cleaning

Editing the Standard

Operations Sheet printer

head cleaning and using on

all posts

6 6 3 54 Resp.4 W 28

E Insufficiently trained operator

Training operator in three

stages after the Standard

Operations Sheet modified

analysis, ribbon change,

printer head cleaning

6 6 3 54 Resp.5 W 28

F Team leader did not train operators on

unitary traceability

Training operators on

unitary traceability

6 6 3 54 Resp.6 W 28

G Lack of action printer head cleaning

Introducing action in the

instruction sheet and using

it for all printer-equipped

posts

6 6 3 54 Resp.7 W 28

Q = 9 – high quality; Q = 6 medium quality; Q = 3 minimum quality

C = 9 – high costs; C = 6 medium costs; C = 3 minimum costs

D = 9 – time > 5 days; D = 6 - 3 < time < 5 days; D = 3 – time <3 days

7

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

Step 7: Confirming the effects In order to achieve this step the current situation is compared with the initial conditions, using graphs,

Pareto diagram, figure 2.

Figure 2. The number of cases occurred in workstation.

Step 8: Standardization To avoid other similar cases the following standardizing actions were established:

1. Editing the Standard Operations Sheet and ribbon and sticker labels change.

2. Editing the Standard Operations Sheet and printer head cleaning.

3. Introducing in instruction sheet printer head cleaning.

4. Introducing key point in the Standard Operations Sheet (forbidden to unload the part before

applying sticker labels on the axle and scanning it.

5. Introducing key point in the Standard Operations Sheet (forbidden to apply a label with the same

serial number on two different axles).

6. Introducing key point in the Standard Operations Sheet (after scanning visualize the torch screen

and make sure it is registered).

5. Conclusion By applying the QC Story method, ten additional corrective measures have been established and

implemented in relation to the control plan that emerged as a result of the QAM method, which led to

the elimination of the failure: labelling with the same series two delivered axles.

The conclusion of this study confirms the complementarity of the two methods and the need for their

separate application. QAM is applied in the process preparation stage and allows the identification of

failure modes on the manufacturing flow and the parameters that influence these failure modes. The

quantification of the impact of these failures on the customer allows establishing the type of control to

ensure the delivery of compliant parts after each operation of the manufacturing stream. These control

measures include frequency control for low-impact (embarrassing) failures on the customer up to a

100% automatic control or Poka Yoke system for major impact failures that prevent the operator from

making mistakes (to perform a non-compliant operation).

By applying the QC Story method as a result of a failure with a serious impact on the customer, there

was identified a series of seven nonconformities that could generate the failure: labelling with the

same series two delivered axles, there were established nine corrective measures which were

implemented to eliminate the possibility of occurrence of this failure. As well, the corrective actions

(documentation preparation) were standardized in order to avoid the occurrence of failures.

In the situation of implementing of a new products line in a company from automotive industry, taking

in consideration decorative parts, is necessary a good correlation between Quality Assurance Matrix

and QC Story methods.

6. References [1] Doshi J A, Desai D 2016 Overview of Automotive Core Tools: Applications and Benefits J.

Inst. Eng. India Ser. C pp. 1-12 [2] Belu N, Misztal A, Ionescu L M 2016 Quality Assurance Matrix as the advanced, generation of,

quality control Proceedings of International Conference on Economics and Management Innovations (ICEMI 2016) China pp 251 -256

8

1234567890

CAR-2017 IOP Publishing

IOP Conf. Series: Materials Science and Engineering 252 (2017) 012045 doi:10.1088/1757-899X/252/1/012045

[3] Misztal A, Bachorz S 2014 Quality planning of parts machine production based on housing of

cylinder head milling machines Applied Mechanics and Materials 657 pp 986-990 [4] IATF 16949:2016, Automotive Quality Management Systems Standard- Quality management

systems requirements for automotive production and relevant service parts organizations

International Automotive Task Force (IATF) [5] Stirbu L, Belu N, Bondoc M D 2012 Quality assurance matrix in automotive industry Annals of

the Oradea University. Fascicle of Management and Technological Engineering XI (XXI) pp 5.117 – 21

[6] Hrbackova L 2016 Risk-based thinking in the production process using the methods of Quality

Assurance Matrix and the FMEA process Journal of Systems Integration 1 pp 21-28 [7] Boroiu A, Grigore J, Bălteanu A, Bâldea M, Boroiu A A 2015 Possibilities to weighting the

global indicators of quality determined with the Quality Assurance Matrix The Scientific Bulletin of Valahia University – Materials and Mechanics 10 pp 154 - 156

[8] Nicolae V, Boroiu A, Vieru I, Dobrescu I 2007 Utilization of Quality Assurance Matrix for

Reducing the Non-Conformities within the Manufacturing Process Volume of International Congress “Automobile, environment and farm machinery”, AMMA 2007 pp. 103 - 105

[9] Sugiura Z, Shantian J 2003 QC Story Utilization Method, Corporate Synergy Development (Center Press, Taipei, Taiwan)

[10] Yang P J 2004 The Practical Manual on Enhancing the Problem Solving on Shop Floor:

Problem-Solving QC-Story Corporate Synergy Development (Center Press Taipei Taiwan) [11] Suárez-Barraza M F, Miguel-Dávila J A 2014 Assessing the design, management and

improvement of Kaizen projects in local governments, Business Process Management Journal, 20 3 pp. 392 – 411

[12] Sha D Y, Hsu S Y, Chen H Y 2016 Creative Problem-Solving QC Story Based on Systematic

Innovation TRIZ Journal of Quality 23 pp 25 - 42 [13] Hsu S Y 2014 A new problem-solving procedure based on TRIZ methodology and QC story

Proceedings of the 5th International Asia Conference on Industrial Engineering and Management Innovation (IEMI 2014) China pp 289 – 293

[14] Bidault F 2001 QC story, Manualul stagiarului 1.1