International Conference on Auiomotive Industry 2024Mlaaa Boleslav, Czech Republic
Application of Innovative Quality Control Methods in
the Manufacturing Process of Components for Automotive Industry
Josef Brads/\ Martin Felt a'
Skoda Auto University''2
Department of Mechanical and I'JectricaJ futeinecring',
Department of Production, Logistics and. Quality Management1
Na Karmcli 1457, MLadi llolcslav, 293 01
Czech Republic
e-misit:}ostf.brudac^savs.s^1 marlin.fo!ut<^saes. cz?
Abstract
From today's perspective, it is increasingly important for component manufacturers
to set up and manage their production processes correctly, including monitoring and
verifying the final product quality. Ihe basic requirement is to produce parts efficiently
while maintaining the required manufacturing tolerances and final product properties
while respecting the specifics and limitations of the chosen manufacturing technology.
'Ihis is particularly true in the automotive industry, where increasing demands for
precision and a high level of quality can be observed, driven by specific industry
requirements. Ihis paper aims to show innovative approaches for the prevention of
quality problems in the production of cast components for the automotive industry.
Innovative quality management methods and tools will be presented, and their possible
applications will be explained. Furthermore, the possibilities of applying virtual and
augmented reality and other modern tools within Industry 4.0 to achieve more efficient
production and the desired quality of final products will be discussed.
Keywords: manufacturing technology automotive industry product quality, Industry 4.0
J E L Classification: 1 91, M i l , Q55
]. Introduction
In i competitive environment, as we know it nowadays, a focus on high quality and
product quality in general is a key prerequisite for competitiveness in all sectors,
whether manufacturing or non-manufacturing. Hence there is a need to introduce and
implement quality management systems in organizations. In addition, the industrial
sector is undergoing a period of change in the form of digitali/ation, the introduction
of autonomous systems, and the drive to connect all business activities in the context
of Industry 4.0. "Ihis is linked to the adjustment and adaptation of other related
processes such as Logistics 4.0 (Menti, 2023) and Quality 4.0 (Jokovic, 2023). I he
implementation of innovations {Kovacs, 2023) is also an important and long-term
trend these days, in all sectors (Alarcon-Martinez, 2023). Ihe automotive industry is
a sector where all these trends are applied, and it can be said that this sector is one of
the most dynamic. "Ihis is matched by the high demands on the quality of the final
product and the need to implement quality management systems in organizations.
In addition to the standard requirements, the automotive industry is characterized
International Conference on Automotive Industry 2024Mtaaa Boteshiv, Czech Republic
by increased demands for the application of modern quality management tools and
methods such as F M E A (Failure Mode and Effects Analysis), C - K diagram (also
known as Ishikawa diagram}, control and management plan, etc. Further, the required
and quite commonly used approaches in automotive quality management include
PPAP (Production Part Approval Process), which is an integral part of the product
approval process in mass production (Folta, 2015)- Ihe 8 D report is also a used and
very beneficial approach for solving quality problems in the automotive industry
(Barsalou, 2023)- Furthermore, it is important to apply the principles of continuous
quality improvement in the automotive industry, for example using the D M A 1 C
method within Six Sigma (Sumasto, 2023)i (Knop, 2023)- As far as the production
of automotive parts, each production area is mainly defined by the type of material
used and the production technology utilized. Ihus, the final shape of the product
and the level of manufacturing tolerances should be designed concerning the material
and manufacturing technology Ihis also applies to the production of castings for the
automotive industry, which are produced in metallurgical plants (foundries). Ihese are
specific and energy-intensive production plants. Iherefore, innovations and various
process optimizations (Scharf, 2021) are needed here, in line with the principles of lean
manufacturing (Saetta, 2020). Related to this is the high importance of implementing
modern quality management methods and tools. In the following part of this paper,
selected quality management methods and tools will first be presented in detail and
then applied to the example of a company producing castings for the automotive
industry. Furthermore, new trends in the automotive industry quality management
will be mentioned.
2. Q u a l i t y control methods and tools in the automotive industry
To improve any system using a systematic approach, there is a need to understand the
processes using the knowledge of simple quality tools and techniques. Ihe effective use
of these quality tools and techniques similarly requires that they must be applied by
people who have a good understanding of the ways they are used or applied to achieve
quality products and services; hence, there is a need to train all those involved in
their use and application adequately. "Ihe support and commitment of management in
the provision of adequate training is hence of immense importance to organizational
survival. Ihe main impact of using these quality tools and techniques is on a general
basis for the overall improvement of the produces and services by improving processes
and operational tasks. 'Ihey help in the understanding and provision of problem solutions
hence their use and application for the understanding of problems and providing solutions
for the improvement of quality. Various quality tools have emerged over the years, some
of them are numerically based while others are not (Ibidapo, 2022).
2.1 8D Report
Kach organization has its process for managing product quality issues. 8 D report is
considered one approach to problem-solving and is widely used in the automotive
industry. "Ihe 8 D problem-solving approach was invented by the American Ford Motor
Company in the mid-1980s and has also been updated several times. A n d it was the
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rnce on Automotive Industry 2024 Mlada Bolesiav, Czech Republic
latest update that added the ninth step, DO. I his approach is essentially designed to
eliminate defects so that they don't happen again in the future, "Ihe steps are labelled
1)0- 1)8. Ihe letter I) is from the word discipline and the numbers indicate the steps
in the process. Ihe steps of the 81) approach consist of (Stamatis, 2016):
• DO: Preparing for the 8 D process and establishing the needs for starting the
8 D method.
• 1)1: Creating a small team where the workers in the group will have the
necessary knowledge of the process, the appropriate skills, and the authority.
In addition, one team leader will also be identified.
• 1)2: Customer problem description. The more precise the problem definition,
the better the chances of a successful solution.
• 1)3: Creation o f an interim corrective action. A n interim corrective action
must be created so that the customer's problem does not persist until long-term
measures are deployed.
• 1)4: Diagnosis of the problem. A t this point, the root cause of the problem
must be discovered and defined.
• D 5 : Establish a permanent corrective action to address and contain the problem
and then verify the absence of adverse effects.
• 1)6: Implement the corrective actions and monitor the effectiveness and results
after the actions have been implemented.
• 1)7: Modify the necessary systems to prevent the problem in the future.
• 1)8: Highlighting the team and individual work of the assembled team
members.
It is advisable to check and verify the process once it is completed. It is clear from D 0 -
1)8 that these are basic but very effective measures that often lead to the elimination of
the problem (Stamatis, 2016).
Ihe 81) approach is also associated with many practical tools and methods used not
only in the automotive industry. Some of these main quality tools and techniques are
described below.
2.2 Cause and Effect Diagram (C-E Diagram)
'Ihe cause-and-effect diagram, commonly known as the fishbone or Ishikawa diagram,
serves as a tool for brainstorming and analysing the underiying causes of quality
management issues. Developed by Ishikawa, this method facilitates the examination
of factors contributing to a specific outcome, establishing connections between causal
factors and quality effects. By systematically organizing potential causes, the cause-andeffect
diagram aids in identifying the root causes of a given effect in a logical manner.
Ihe process of creating a C - K diagram can be defined by the following steps
(Malindzakova, 2019):
• clear definition of the problem,
• defining the main groups influencing the problem.
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International Conference on Automotive Industry 2024 Mladá RolesUv, Czech Republic
• identifying the causes o f the problem, which will be divided into the main
groups of the diagram,
• analysis of the diagram and causes.
"Ihe C - K diagram is dividc-d into main groups, organized according to Ishikawas
principle o f sequence and continuity o f the process in time: Materials, Methods,
Technologies, Measurements, M e n , and Environment. C-F, diagnostics is the basis for
the creation of K M RA {Malindzakova, 2019).
23 Failure Mode and Effect Analysis (FMEA)
F M E A is an extremely popular technique in improving product and process reliability
by analysing defects before they occur and taking preventive actions before possible
causes of defects {Stamatis, 2016). "Ihe main benefits of t his method include (Nenadál,
20 IS):
• a systematic approach to prevent poor quality,
• prioritization of actions based on quantification of the risk of potential defects,
• design optimization leading to a reduction in the number o f changes i n the
implementation phase,
• creating a valuable information database on the product or process,
• minimal implementation costs compared to the costs that could be incurred if
defects occur.
"Ihe implementation of F M K A depends on a multidisciplinary team of experts, usually
consisting o f process engineers, technicians, quality engineers, and design engineers.
For the team to work effectively, a facilitator is appropriate (Maisano, 2020). Each
F M E A is divided into four stages {Nenadál, 2013):
1. Analysis o f the cu rrent situation.
2. Assessment of the current situation.
3. Proposal of preventive measures.
4. Assessment of the situation after implementation of the preventive measures.
It is currently one of the most sophisticated risk management methods used in theprocess
of product and process quality planning and improvement.
2.4 5Why method
Ihe 5 W h y method is an in-depth root cause investigation technique that is often used
in quality management and process improvement. Ihe principle of this method is to
repeatedly ask "Why?" questions to identify the hidden or deeper causes of a given
problem. When a specific problem is identified, the team or person asks, " W h y did
this happen?" and then continues asking "Why?" questions until the root cause of the
problem is reached. Typically, five iterations are used because experience shows that, on
average, the root cause of the problem is revealed after the fifth question. However, the
number of questions may not be fixed and may vary depending on the complexity of
the problem and situation. "Ihe aim is to uncover the real factors that led to the problem
so that effective measures can be put in place to prevent its recurrence. 'Ihe 5Why
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ihiHwttve Industry 2024 cpublk
method is not just a tool for identifying the surface causes of problems but rather serves
to uncover deeper causes that might otherwise remain hidden, lhis enables effective
problem-solving and strengthens continuous process improvement in the organization.
2.5 New trends in automotive quality control
"Ihe literature shows that in most cases Quality 4.0 is seen as a subset of Industry
4.0. For example, Jacob (2017) and some other authors simply see Quality 4.0 as the
integration of "new technologies with traditional quality methods to achieving new
optimums of performance, operational excellence, and innovation".
Ihe wave of digital transformation embodied by Industry 4.0 has brought the industry
into an era where the fusion of physical and digital systems is not only likely but
essential to increasing operational efficiency. Ihe centre of this fusion is virtual reality
(VR), augmented reality (AR), and mixed reality (MR) technologies, each with distinct
capabilities and applications. To better understand the basic differences between the
three technologies, see Figure I (Osorto, 2021). O n one hand, V R immerses the user
in a completely digital environment and separates them from the physical realm. O n
the other hand, A R maintains a connection to the physical world but overlays it with
digital content, allowing a moderate level of interaction with digital overlays. M R
belongs between these two extremes and embodies the strengths of both, creating
a realm where digital and physical entities interact in real-time (Ibidapo, 2022).
Figure 1: Differences between A R , V R , and M R
• Reality-Virtuality Continuum
I vV
I Real Environment (RE)
Real Environment (RE) v
Virtual Environment (VE) |
AR
AUGMENTED REALITY
MRMKEOREALITV
•A4 tflUract with • « n ol n* r
VR
VIRTUAL RIAUTY
immoruv* virtual •rviironmanti
•Ivul out I h# r»»l wof Id
0*g,t»l confer* Iron, tlrlual world
V I ; f l - » . > l l « | . ' C - " - | V
provrfno. information
Source: (Ibidapo, 2022)
Quality control is one of the many applications where M R can be used effectively. M R
devices alert workers to critical points and guide them through the inspection process
while recording the steps taken and the findings. Ihis form of inspection can be used
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Internaliotial Conference on Automotive Industry 2024 Mladú Boleslav* Czech Republic
at any stage of the manufacturing process and the collected data are stored, interpreted,
and can be used to generate inspection reports.
Despite the promising prospects, several obstacles hinder the widespread adoption of
M R in the industry. One of the main problems is the high cost of implementation.
Acquiring modern hardware, software and the necessary infrastructure for M R can be
costly, especially for small and medium-sized companies.
Technical constraints also pose significant challenges. Accuracy and reliability of M R
systems are paramount and any inconsistency in the real world like tracking or digital
overiay can lead to wrong decisions and operations. In addition, latency issues can
negatively impact real-time interactions, a critical requirement for many industrial M R
applications.
Augmented, virtual and mixed reality tools can be practically used in the automotive
industry in various areas of operation. Mich as warehouse picking. .i.>scm:ily process,
hands-free logistic processes, quality control (product audits), tool changes, maintenance,
and repairs.
3. Practical application of quality management methods in a selected
manufacturer o f castings for the automotive industry - Case study
"Ihe quality control management tools and methods described in the previous chapter
were applied to an organization producing foundry products. "Ihis company produces,
among other products, mainly grey cast iron parts that are used after machining in
the assembly process of turbochargers in the automotive industry. Turbochargers are
often used, especially in high-performance engines and in the pursuit of better vehicle
economics. It is therefore clear that the technical requirements for the quality of all
parts (meaning turbocharger parts) and their compliance during the manufacturing
process are essential. "Ihese are defined by the engine manufacturers in the automotive
industry in the relevant technical specifications (drawings, standards, simulations,
etc.). While monitoring the production process, the company observed a relatively
high incidence of parts that had a problem with the water passage in the turbocharger
body. "Ihe same problem was also identified in one of the parts the company received
from a customer who subsequently machined the cast parts for the final assembly of
the turbocharger. Subsequently, analyses of the claimed parts were carried out using
a horoscope and the water channel obstruction was confirmed (see Figure 2 - indicated
by green arrows).
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Republic
Figure 2: Turbocharger b o d y w i t h an impassable water channel after
horoscope analysis
It was then necessary to find out the causes of the main problem in the form of water
passage in the turbocharger body. Iherefore, further analyses were carried out. Using
X-ray inspection and analysis of the parts in the section, the problem of residual sand
inside the water channel was identified (see Figure 3).
Figure 3: Residual sand inside the water channel after X-ray analysis
and in the real turbocharger body section
As part of the structured problem solving (using the 8 D report) it was important
to find the cause(s) of the residual sand in the water channel. To fulfil this aim,
a multifunctional team was created consisting of personnel from different/relevant
departments (e.g. engineering, quality, technology, production). Ihis team defined the
probable causes of the problem using the C - F diagram. Ihe outputs from the diagram
are summarised in Table I.
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International Conference on Automotive Industry 2024 Mtadä Rotesiav, Czech Republic
Table 1: R o o t causes outputs from C - E diagram
M A N M E T H O D E N V I R O N M E N T
Work instruction for shot blasting is
Poor positioning o f
the part
not properly defined (how to control
the water channel if the circuit is
blocked)
Too small workplace
for the operator
During shot blasting
skip part operation
Too short time for shot blasting Poor lighting
Not performed
vibrating operation
Not enough o f shot blasting media
Damaged shot blasting pipe
Too low pressure o f compressed air
during shot blasting
Blocked shot blasting nozzle
M E A S U R E M E N T M A C H I N E M A T E R I A L
O f all the probable causes listed in Table 1, the team agreed that those marked in green
were the most important. These are:
* vibrating operation was not performed - the root cause of the defect,
* work instruction for internal shot blasting was not properly defined (how no
control the water channel during shot blasting if the circuit is blocked) - the
root cause of the non-detection.
Based on knowledge of the root causes for the defect itself and non-detection the
corrective actions were defined first and implemented afterwards. Ihose were:
installation of a robot for automatic feeding into the vibrating machine.
* additional quality control during inside shot blasting of water channel if the
circuit is blocked.
The team took an F M K A method focused on the casting vibration process. "Ihe
aim was to confirm that this production step is very important for the quality o f
the final product. "Ihe F M K A analysis showed that the quality control o f the water
channel permeability by the horoscope is insufficient and therefore very risky for the
manufacturer (see R P N = 4 4 £ ) . A l l information can be seen in Table 2.
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International Conference on Automotive Industry 2024 Mlada Boiesiav, Czech Republic
Table 2 : F M E A method focused on the casting v i b r a t i o n process step
Process step Vibration (castings)
Potential failure Mode Omitted operation of vibration
Potential liffeci ol E'jilurc Sand residues inside the water channel
S (Severity)
Potential Clause [he operator missed a product
O {Occurrence) 8
Current Control Quality control by boroscope
D (l>c(ection} S
R r N (Risk Priority Number) 44B
Actions for improvement
Installation of a robot for automatic feeding into a vibrating
machine
Atcerchc successful insi .illation ol thi-_ .anoiiuule feeding rohoi i:i ihc vi^riulni; machine,
the risk of water channel clogging has been reduced based on the re-calculation of
R P N .
4. C o n c l u s i o n
As far as we know* this is the first paper that analyses the impact of Kuropean emission
standards on the value o f Kuropean car manufacturers in the stock market and the
paper leads to a clear result. Stricter emission standards have negative effect on the value
of car manufact jrers in the stock market. Comparing the year overyear performance
of car manufacturers shares to the stock indices, it is apparent that since the emission
standard Kuro 6 was introduced, the stocks of car manufacturers perform worse than
the indices that they are part of even though they did better until the introduction of
the Kuro 6 emission standard.
This paper can therefore be used as a proof that the tightening of emission standards in
automotive must corelate with the technological advancement i f the regulation wants
to be successful. Once the tightening o f emission standards is too quick, many car
manufacturers might get into problem and as automotive industry is very important
in Hurope, this might bring serious problems. Looking at the development of the share
price o f selected car manufacturers and their comparison with stock indices, it can be
argued that even investors in the stock markets are aware of the difficulties that the
Kuro 6 emission standard brings with it.
A c k n owledgemen ts
"Ihis paper was created within the project 1GA/202470I kpplicaiion oj innovative irendi
in the automotive secior.
Disclosure statement: N o potential conflict of interest was reported by the authors.
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International Conference on Automotive Industry 2024 Mladá Boíestuv, Czech Republic
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