How do you handle production quality issues?

Given the complexity and potential impact of production quality issues, it is essential to approach them systematically. The first step is to define the problem clearly, gathering information to understand its nature, cause, impact, and frequency. This can be achieved through techniques like root cause analysis, fishbone diagrams, 5 whys, or Pareto charts. It is crucial to document the problem and communicate it to relevant stakeholders, including developers, managers, customers, and suppliers. This sets the foundation for effective resolution and prevention of similar issues in the future.

Firstly try to have a gemba visit at actual production line,collect all possible information and evidences. If parts are getting rejected then bypass that m/c. and start working on corrective action with CFT. To avoid line loss. If parts are reworkable then let the line run and post operation rework to be planned till issue resolved. parallelly go for corrective actions with CFT. Once the RCA is done,Corrections are done Then start working on actions to avoid recurrence above issue (Try to fix a pokayoke,Kaizen to minimise to occurence) Acknowledge & link the actions in PFMEA and have it's checkup at a set frequency. And update other documents accordingly.

Many already mentioned that defining the problem is the first step…What I’d like to emphasise is defining the problem is not always straightforward. Firstly, I’d determine whether it’s a problem or an issue. A problem in my interpretation is a known error or fault, and usually it requires a little time to find the root cause. An issue, on the other hand, is more complex, and sometimes the symptoms need to be tracked back to the fault or defect. That’s why it’s important to gather all information in the beginning of the investigation, otherwise we may try to resolve a different problem/issue. I’ve seen in many times people jump on the wrong conclusion, simply because they hadn’t put the effort in defining the problem/issue.

Handling production quality issues involves identifying, addressing, and preventing problems that arise during the manufacturing process. Here are some steps that can be taken: 1. Establish a quality control system 2. Use advanced technologies 3. Train employees 4. Encourage feedback 5. Investigate issues 6. Continuous improvement 7. Collaborate with suppliers By taking these steps, production quality issues can be effectively managed, resulting in fewer defects, reduced waste, and improved customer satisfaction.

Handling production quality issues requires a systematic approach to identify, address, and prevent recurring problems. Here are some steps that I take: -Define the problem -Investigate root causes -Develop solutions -Implement changes -Prevent recurrence Remember, effective communication among team members, transparency of information, and collaboration across departments are essential for successfully handling production quality issues.

This temporary fix process has to be documentary written and controled in production sheet or.a'y other mean. It has to be defined by design and quality department.

Implementing a temporary fix or workaround is a crucial step in managing production quality issues. It helps mitigate the impact of the problem while you work towards a permanent solution. When implementing a temporary fix, it's essential to carefully assess the risks and benefits involved. Consider the potential impact on the product or service, as well as the trade-offs in terms of time, resources, and customer satisfaction. Ensure that the temporary fix does not introduce new problems or compromise the overall quality of the offering. Monitoring the effectiveness of the temporary fix is equally important. Continuously evaluate how well it addresses the issue and track any feedback or issues that arise during its implementation.

In most cases temporary "solutions" or fixings are being assumed as "sufficient" if the problem is get rid of "appearently" with respect of continuation of production processes. Permanent actions generally need more effort, more investment and more time. Production managers are usually focusing on continuation of production. However quality managers are focusing on root causes of quality problems and solving them effectively and permanently... Therefore quality managers should take more responsibilities in companies to solve quality problems by applying systematic technical aporoach.

I agree, and I believe the temporary fix needs to be implemented as soon as possible after identification of the problem (non-conformance). The team, which should include all relevant parties, should decide on a temporary fix. The temporary fix, or containment, should be thoroughly trained out to operators and documented. However, it is important that the temporary fix is temporary and does not become a fixed step of the production process. This is important because temporary fixes, or containment processes, often include an extra step in the process and can temporarily increase processing time.

The stage of initial repair of the problem is the most dangerous stage, in my opinion, and it requires great experience and knowledge of the risks that the specialist will face. Each step in this stage must be calculated in mm. Because it will cost a lot of effort, time and money.

My approach involves a structured process: Closely monitoring incoming data and customer feedback to identify any emerging patterns, Initiate a thorough root cause analysis to pinpoint the underlying factors, Work with cross-functional teams to implement immediate containment strategies and short-term corrective actions to prevent further impact then gather and analyze data to validate its effectiveness. Long term action: Collaborate with various departments to develop comprehensive corrective and preventive actions, update process and procedures accordingly. Transparent communication with customers, verification of solutions, and continuous process enhancements remain pivotal in ensuring sustained product quality and customer satisfaction.

Based on the root cause analysis, develop corrective actions. These actions should directly address the underlying cause of the problem to prevent recurrence. Ensure these actions are specific, measurable, achievable, relevant, and time-bound (SMART).

A structured approach is ideal, having an agile management methodology, and ensuring implementation of cyclical evaluation steps to allow enhancement and improvement implementation.

Permanent solutions will bring technological improvements and various advantages although it needs investment, time and workforce. When a company have a good and talent quality problem solving team, this capability will turn into a sofisticated quality system that fully support production in all phases.

Develop a permanent solution by conducting a thorough analysis of the root cause. Collaborate with cross-functional teams, prioritize based on impact, and design a robust, scalable solution. Test extensively, gather feedback, and document the implementation process. Communicate changes transparently and ensure long-term sustainability.

Review and improve the handling of production quality issues by measuring and analyzing results, documenting lessons learned, and updating quality assurance practices. Continuously seek feedback, adapt your approach, and foster a culture of learning and improvement.

Regularly review and improve processes by soliciting feedback, analyzing performance metrics, and identifying areas for enhancement. Foster a culture of continuous improvement, encourage team collaboration, and leverage technological advancements. Implement changes incrementally, monitor results, and iterate for ongoing optimization.

Put the corrective actions into place. This might involve retraining staff, adjusting processes, updating equipment, or revising quality control procedures. Verify that the corrective actions taken have resolved the issue. This can involve further testing, inspections, or monitoring. It’s important to confirm that the problem is truly resolved.

Follow up activities are essential for strengthening the permanent solution for achieving better quality standards. Follow up activities requires additional investment, time and workforce after permanent solution for continuation of production. If company management is not pay attention to follow up activities backward poor quality stage will eventually form again...This means waste if time investment and workforce.

Risk analysis is crucial to dedicate limited resources to high impact activities. Pareto is a right tool to determinate the relevance of the occurrence. And related detection, try to put always work in occurrence versus detection. And finally design for manufacturing thinking and robust process.

-Toyota's manufacturing philosophy (TPS) emphasizes continuous improvement and building quality into the production process. -Addressing a recurring issue based on customer feedback improved the manufacturing process and prevented future defects. -Agile methodologies integrate quality assurance practices into each iteration for better product quality and faster feedback loops. -Poor quality can lead to financial losses, reputational damage, and decreased customer trust. Prioritizing quality and investing in process improvements can mitigate these risks. -Regular retrospective meetings help software development teams identify areas for improvement and enhance their practices, resulting in higher quality deliverables.

1-Update the learning n sharing methodology as per the time requirements. 2- Get certification from well known organisations. 3- Take feedback on time form the team. 4- keep innovating, trials be the first add personal experience. 5- Understand business requirement n plan training accordingly.

For addressing production issue act immediately once issue creat from the station / operation. Involve CFT team and take first interim action and used problem solving tool like 8D, QRQC, QC story & 7QC tool analyze the cause and take corrective action accordingly and monitor effectiveness.