Open AccessQuality improvement: reduction of defective parts in the stamping department of an automotive company
Author(s) -
Elizabeth González-Valenzuela,
René Daniel Fornés-Rivera,
Adolfo Cano-Carrasco,
América Guadalupe Escalante-Celaya
Publication year - 2019
Publication title -
journal-macroeconomics and monetary economy
Language(s) - English
Resource type - Journals
ISSN - 2524-2040
DOI - 10.35429/jmme.2019.4.3.1.11
Subject(s) - dmaic , automotive industry , root cause analysis , quality (philosophy) , process (computing) , six sigma , stamping , manufacturing engineering , operations management , productivity , quality management , root cause , bodywork , process management , business , computer science , reliability engineering , engineering , lean manufacturing , mechanical engineering , medicine , management system , philosophy , aerospace engineering , epistemology , alternative medicine , macroeconomics , pathology , operating system , economics
Complying with the quality that customers require is an essential part of an organization, whether they are internal or external customers. This investigation was carried out in the Stamping and Body Departments of an assembled car company, these have performance indicators that impact both, one of them is Body Bining to Stamping, which represent the incidents in R / 1000 of defective parts released by Stamping found in Bodywork. During the analysis of the report, an increase in the indicator from 30.43 R/1000 to 44.14 R/1000 was noted, limiting the flow of parts of the manufacturing process, influencing productivity and the use of resources to repair parts with defects. Therefore, the objective is to reduce the number of defective parts of the Body Bining to Stamping indicator to increase the quality of the parts in the department studied. The procedure to be followed was DMAIC methodology, using the following activities: define the project to be attended, measure the process, analyze the causes of origin, improve the process, control the improved process and document the problem-solving process. The results that obtained show a decrease in the amount of defective parts of DPMO sending to the internal customer in approximately 65%. The goal of the Closures indicator was to send 28 R/1000 monthly incidents and managed to send 15.39 R/1000.