Here's how you can measure success in Automotive Manufacturing by focusing on key metrics.

Yes Completely agree ! Balance Volume with quality is crucial. But it's only crucial when production started without process validation and improvements action completion. We can meet quality requirements with Volume if process is validated properly during development and APQP conducted effectively. Once above activities performed then we can run high volume production with quality assurance. I have seen many production lines where process parameters fridged and production has to adhere is and produce volume only, if anything gets disturbed again they need to maintain fridged process parameters and they will get good quality & volume. Key to make smooth production with quality while high volume in demand is APQP & Process validation.

Actual I disagree with the statement. It’s crucial to setup the parameters before supplier selection. Selection process should not be based primarily on purchase price but on reliability and quality aspects. If the purchased parts meets the quality requirements high production numbers can be accomplished with limited (internal) quality controls. Key are supplier selection and supplier development

From experience, an effective way to truly have a scalable operation is to first define your manufacturing process flow and its capabilities. Scheduling and Workforce Planning are the two most critical elements to ensure your process has "flow". From there you can start looking to continuous improvement to better address your current demand and workout scenarios of scalability. Process Standardization, Documentation and Training are mandatory in order to successfully scale production to growing market needs. Metrics need to be built around performance to the production schedule while at the same time address quality outputs of product.

From my point of view, one of the metrics par excellence to guarantee the balance between volume and capacity is the OEE. Let's look at 2 cases: 1-If the volume is increased because the production unit has excess capacity, and the OEE decreases, it means that the process is not prepared to maintain its quality or effectiveness. 2-If volume is increased by purchasing another production line, the compared OEE should be the same or better, otherwise, the new process is not as robust, evidencing an imbalance between volume and quality. :)

Focus on internal / external: -manufacturing operation key controls: material, method, man, machine, facility, environtment, condition and time.

Quality Control doesn't start on the production line but rather at the Supplier. Developing a Supplier Quality Purchasing Program will help save on quality defects and failures downstream in the supply chain. When quality suppliers are chosen who have internal quality programs for the parts they sell, that quality is passed through the organization and allows production to start off on the right foot. This also helps narrow down where quality events may arise and allows additional buffer to prevent field recalls.

Any Quality issue must be resolved and contained within the process of manufacturing or max before leaving the plant after that its not a quality issue its a customer complaint and a loss of credibility.

Quality must be 1st priority of all functions from day one of development to project end. Stop call wait must be performed in each quality concern to address issues with CFT for better solutions. Most of the time people focusing on quick fix instead of CAPA. There is no alternative of Gemba and and Prevention to generation. If we want to meet customer requirements without concerns we should focus on Prevention of generation on priority instead of quick fix action to make action plan against concerns.

The journey of Quality starts even before the birth of the product i.e when the product is in the concept stage. The early the DFMEA is done, the better product you develop. Most of the time Quality is only linked with process strengthening but it is equally important with respect to design. More the past learnings of design failures, DFA, DFS points are considered, lower will be the defect rate in the process. Any OEM that deals with quality faces a major challenge of keeping their product both a cost effective and a good performance solution.

Quality is presented well in the manufacture industry,when everyone in manufacturing practice or process is given the tools, proper training, tested skills for that specific job, approved environment and layout for full understanding of the expected outcome that is the end product, knowing supporting departments when unforeseen circumstances arise.

Efficiency in the supply chain isn't just about speed; it's about optimizing every aspect to enhance overall performance. Evaluating supplier performance isn't solely about punctuality; it's about assessing quality, reliability, and responsiveness to adapt to your evolving needs. High-quality suppliers not only meet deadlines but also contribute to innovation and risk mitigation. Inventory turnover rates indicate how effectively you're managing your inventory. But it's not just about moving stock; it's about balancing supply with demand, minimizing excess inventory, and avoiding stockouts. Analyzing turnover rates helps identify slow-moving items, allowing for targeted strategies like promotions or liquidation to prevent obsolescence.

In Procurement, cost should not be seen as the only efficiency driver to the bottom line. While some suppliers may have higher costs for products it is best to understand what their performance is against that cost. Quality Defects and Shipping Lead Times are just as important as the Purchase Price. Suppliers with higher purchasing costs but who put emphasis on their quality and inventory programs can develop additional value that can be seen in the form of the buyers own inventory management and JIT delivery schedule. These supplier relationships tend to be more strategic and return long terms results vs short term gains.

Another advantage of optimizing the supply chain is that the wip effect is avoided. There is no need to order more just in case, and therefore supplier 1 does not buy more inventory, and then neither does supplier 2, in the end, the inventory of the process is reduced making it more competitive. :)

The key of customer satisfaction is positive response, communication with transparency on time without delay/reminder and escalation. Delivery with quality and above action is key to translate into repeat business.

In the competitive automotive industry,?customer satisfaction?is a critical factor for success. Satisfied customers are more likely to remain loyal to a brand and continue investing in its products. Let’s explore some strategies to enhance customer satisfaction in the automotive sector: Focus on the Automotive Customer Journey by Digitizing: Recognize that premium car owners encounter an average of?8.9 touchpoints?during the purchase process, with?5.5 of those occurring online1. Prioritize your?online presence?by keeping your website updated with essential information. Ensure easy booking for test drives, service appointments, showroom visits, virtual tours, and mobile accessibility.

Your consumer satisfaction is an indicator that helps companies ensure they stay aligned with their audience's expectations. So you must ask your customers to be part of the solution, and do not see them as part of the problem, since satisfied customers will contribute to the long-term success of your company.

A cost efficient industry adds value to Climate changes, ESG as well as PPP. Lean manufacturing, Six sigma and TPS improvement processes can be used to achieve this. A 10 minute gap between processes which can be reduced in the processes. 10 minute gaps in a year can amount to a lot of time depending on your processes whether it be batch or continuous process.

- I believe, success in manufacturing is cost competitiveness… I mean not cheap, but right price for the right quality.. especially, in cost conscious countries, cost drives the manufacturing/over all business - Also, let’s not forget main ingredient of manufacturing people..right people…people who ensures all the developed technologies are implemented on the shop floor????

The end game is profitability in business. To do so in the most effective and efficient way is the challenge. Getting Customer’s priorities right and an optimum balance of QCD (quality, cost and delivery) is most critical.