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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Sec 29 AUTOMOTIVE INDUSTRY
 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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Sec 29 AUTOMOTIVE INDUSTRY
 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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