According to EN ISO 9000:2015, quality planning is: “Part of quality management that is aimed at defining the quality objectives and the necessary execution processes as well as the associated resources to fulfill the quality objectives.”
In quality management, clearly defined objectives are often required in order to establish a sustainable quality management system (QMS). Defining these objectives is the task of quality planning, which develops them with the help of quality techniques. Quality techniques include all tools, procedures and methods that are used in the field of quality management and quality assurance at all product development levels to solve specific problems. 5 of these quality techniques are explained briefly and clearly below.
APQP – Advanced Product Quality Planning.
Advanced Product Quality Planning, also known as Advanced Product Quality Planning and Control Plan, was developed by Chrysler, Ford & Feneral Motors Supplier Quality Requirements Task Force. The APQP comprehensively describes the steps and activities to be carried out before the start of production in order to guarantee a high-quality product for the end customer. It ensures that the product to be realized actually meets the customer’s requirements. This means that quality is already determined during the definition and development of the product and not just during production.
FMEA – Failure Mode and Effects Analysis.
Failure Mode and Effects Analysis (FMEA) is a method that deals with the early detection and treatment of potential errors. In the context of quality management, FMEA is used to minimize the risk arising from the occurrence of errors. Errors in processes, systems and designs are analyzed and measures are derived to detect them as early as possible.
The identified risks are evaluated and countermeasures are then formulated. By addressing sources of error at an early stage, the foundation of a sustainable strategy for error prevention is pursued instead of inefficient error elimination.
The most important factor in FMEA is the risk priority number (RPN), which makes a statement about the probability of a defect occurring and its consequences. This is formed from the probability of occurrence (A) and the probability of detection (E) of a specific error and the significance of the consequences of the error (B). All factors can assume values between 1 (error to be assessed as low) and 10 (error to be assessed as high). This results in maximum result values for the risk priority number (RPN) between 1 and 1000.
Depending on the respective area of application and purpose of the FMEA, a distinction is made between system, design and process FMEA. These build on each other, but have completely different questions. The classification helps to reduce the complexity of a problem and maintain an overview.
Phases of an FMEA:
The implementation of an FMEA is teamwork. The exact distribution of tasks and deadlines are jointly defined and continuously monitored by the project manager.
Phase 1: System analysis (system & functional structure)
Phase 2: Error analysis
Phase 3: Risk assessment
Phase 4: Optimization
The aim of the FMEA is to detect a defect at the development stage and determine the risk of failure based on the RPN. The risk can be reduced with the help of the FMEA methodology. The success of an FMEA depends largely on the team spirit and motivation of the employees.
The advantages of an FMEA include
- Universal applicability of the method
- Standardized and simple documentation
- Improvement of the object
- Increase in productivity
- Exchange of information between departments is promoted
- Quality awareness of employees is increased
Disadvantages of an FMEA include
- High expenditure
- Costs for errors that did not occur cannot be specified / are difficult to specify
- Employees evaluate individual criteria intuitively
QFD – Quality Function Deployment method.
Quality Function Deployment(QFD) is a quality assurance method. The aim of the method is to develop products that the customer really wants. The method was originally developed by Yoji Akao from Japan.
As a method, QFD is intended to help convert market and customer requirements into technical characteristics in order to derive a product or service within the company. Customer requirements for products or services can be specified by both external and internal customers (production, assembly). The derived requirements must be taken into account in every area and every phase of service provision.
The application of the QFD method is based on the W questions
- What is expected/required? (demands?)
- How do we do it? How do we fulfill the requirements (characteristics)?
- How much? What value should the WIEs have? (characteristic values?)
- Why? How well do competitor products fulfill the WASs?
The objective of QFD is to simplify the problematic translation of the “Voice of Customer” into technical and constructive specifications and features on the basis of early team-oriented cooperation between product planning/development, production and marketing/sales.
The QFD thus supports, among other things:
- customer orientation in product planning
- the combination of different areas of knowledge, such as marketing & development
- the structuring of complex relationships
- highlighting interconnections and interrelationships
- Simulations and stability tests
- Communication within the development team
- the creation of a common and transparent
- Objectives and definition of action measures
Advantages of QFD:
- Simultaneous task execution
- Increase in internal company communication
- Increase in employee & customer satisfaction
Disadvantages of QFD:
- High expenditure
- Long lead time until first (countable) successes
- Risk of confusion if the “House of Quality” is too large
Benchmarking.
Benchmarking is a frequently used method for the systematic comparison of products, services and processes within a company or with other companies. The aim is to sustainably secure or increase competitiveness.
Improvements can be achieved through comparisons. Benchmarking is based on a comparative evaluation of product features, organizational procedures, costs, manufacturing processes, etc. The aim is to find out design tips, facts and figures and to adopt the best approaches. Benchmarking means localizing hidden potential in your own company. Making your own competitive position transparent helps to reduce internal resistance to change in your own company and increase employee motivation.
The benchmarking process can be divided into 5 phases:
Phase 1: Objectives
Phase 2: Internal analysis
Phase 3: Comparison
Phase 4: Information evaluation, measures
Phase 5: Implementation
Types of benchmarking.
Internal benchmarking:
- Comparison of companies that all belong to one group. Related processes, e.g. customer service in different companies, are examined.
General benchmarking (external):
- Comparison of company divisions and processes that have similarities despite being in different sectors.
Functional benchmarking (external):
- Comparison between companies from different sectors. However, the partner companies should have similar characteristics in terms of company size, form and structure.
Competitive benchmarking (external):
- Comparison with the “best” in the industry or with the direct competitor. Fairness plays a major role in this form of benchmarking, as both companies want to benefit.
Benchmarking is a continuous process. Internal benchmarking takes place within a company. External benchmarking, on the other hand, is more difficult to implement.
Results of the benchmarking.
- Information on the status and performance of competitors and the “best” in a sector
- Identification of performance levels that a company must achieve in order to remain competitive. (Where & how big are your own deficits?)
- Identifying characteristics to achieve such a level of performance (learning from others)
- Through continuous benchmarking, the company is developing into a learning organization
Weaknesses in connection with benchmarking are difficult to formulate. There are rather problems or obstacles that need to be overcome, e.g. finding suitable partners or building trust in order to disclose internal data. However, the following problems can be formulated:
- Internal BM: Limited perspective
- External BM: Difficult data collection; time-consuming analysis; disclosure of information
Poka Yoke.
People who work in an automated production process that requires a high level of concentration easily make mistakes. The systematized, repetitive activities tempt people to underestimate them. It is clear that forgetfulness and inattention are responsible for the majority of errors. This realization is the starting point for Poka Yoke, because no human being is able to completely avoid unintentional mistakes.
Poka Yoke is an error-oriented, simple technical aid that, for example, forces the correct insertion of a workpiece by means of a device. The device can be designed in such a way that, for example, an asymmetrical part can only be inserted in one direction, i.e. Poka Yoke is design-related and prevents incorrect actions by employees.
Types of Poka Yoke.
Checking
The correct preparation of the process must be checked before starting work. When inserting a part, for example, a switch can confirm or signal the correct position of the workpiece
Monitoring
The process sequence must be constantly monitored. For example, a sensor can count the correct number of holes in a drilling plate and emit a warning signal (signal tone, signal lamp) if the number of holes does not match
The self-examination
After the operation, the worker checks that his work is free of errors. This can be done using a template, for example.
Examples of Poka Yoke.
Hard poka yoke: avoid mistakes or incorrect actions
- Form fit
- Sizes
- Belt stop
- Same material
- Tests in the process with shutdown
Soft Poka Yoke: detect a mistake or incorrect action
- Colors
- Checklists
- Luminaires
- Honk, Summer
- Notes
Poka Yoke is a simple method that is mainly based on mechanical conditions. The main advantage of Poka Yoke is that it shortens the quality control loop. Incorrect actions are detected at an early stage so that errors do not occur in the first place. This keeps quality costs low. The disadvantage is its limited usability.
