Tag Archives: quality control

Industrial and collaborative robots have had a tremendous impact on the automotive industry, changing the standards for production, quality control and safety. In assembly, they have permanently shifted how workers and plant managers interact with machinery.

The State of Robots and Cobots in the Automotive Sector

Industrial and collaborative robots are foundational to the automotive sector. While they can seem similar at first glance, the two have fundamental differences. Their specialized designs and applications give them each a unique place in the industry.

Of course, industrial robots came first and have become the standard. They brought tremendous value to operations, leading to the automotive industry becoming one of the most mechanized industries. These heavy-duty machines outperform their human counterparts in tasks like material handling and part insertion.

Collaborative robots — often referred to as cobots — are meant to act as support rather than replacements. Their place on the factory floor is directly next to workers since they’re much safer than their industrial counterparts. They excel at precision-based tasks like bin picking, screw-driving and product dispensing.

Although traditional industrial robots have long been the industry standard, cobots have quickly grown in popularity. In the automotive sector alone, their combined global sales value was roughly 3.8 billion in 2022. Both technologies have significantly impacted worker safety, assembly efficiency and production yields.

The Rise of Robots and Cobots

In the automotive sector, the popularity of robotics is plain to see. Industrial robot installation increased by 31% between 2020 and 2021 alone, demonstrating how it has room to expand despite already being an industry staple. What makes this technology so highly sought-after?

Industrial robots have existed for ages and they are reliable. They are what’s known as mature technology, meaning their user base has eliminated most of their faults over the years. This consistency is crucial in the automotive sector, given the complex nature of the assembly line.

Cobots have quickly reached the popularity of industrial robots because they can adapt rapidly and outperform their counterpart regarding safety. Instead of being trapped in cages far away from humans, they work alongside employees on the factory floor. They open up many new opportunities for broadened automation and efficiency improvements.

Although most robot and cobot applications involve automation, worker safety and production capacity improvements have also proven significant. Humans no longer have to lift obscenely heavy objects or work in intense heat because their role requires it. Instead, the machines take over the dirty, complex and challenging tasks.

The Role of Robotics in Automotive Assembly

Robots and cobots have made a substantial impact on automotive assembly. Many factory floors now have humans and machinery working alongside each other instead of separately. Because of this development, plant managers have been able to automate duties they never previously could’ve.

Typically, monotonous manual work takes up most of the workweek. Across various industries, more than 40% of employees spend the majority of their workday on repetitive duties. Although the widespread adoption of industrial robotics has made the automotive sector somewhat of an outlier in this sense, there are still plenty of jobs left to partially or fully automate.

Even if demand changes, manufacturers can use cobots to continue automating whatever they need to. Since these machines are reprogrammable, their duties can adjust depending on a plant’s needs. For example, they could easily switch from bin picking to sealant dispensing to make up for an unexpected job vacancy or a sudden shift in consumer expectations.

Robots also protect the automotive industry from common pain points like labor shortages, human error and assembly line bottlenecks. This development is clearly visible with cobots, considering plant managers can support any manual duty with them and reprogram them at will.

These machines can safeguard production rates even in unforeseen circumstances. The COVID-19 pandemic impacted the sector significantly, causing unprecedented downtime. More than 50% of automotive companies experienced substantial disruption during this period. If facilities had a combination of robots and cobots, they likely could’ve avoided the effects of the sudden labor shortage.

The Impact of Robotics in Automotive Assembly

With robots and cobots, plant managers can fully or partially automate virtually any position in the assembly line. As a result, they can pursue highly-trained employees with more specialized skills. This development might eventually give rise to product quality improvements.

Robotics has also made labor condition improvements possible. In the past, workers had to do every hazardous or strenuous task by hand. Even with the introduction of industrial robots, they still risked injury and exhaustion. The development of cobots allowed them to work alongside each other.

Most importantly, robotics has vastly improved product yields. While Industrial robots are an industry staple, their large size, operational skill requirements and ability to injure workers hold them back. Cobots closed the gap, allowing plant managers to automate what was left.

Robotics Innovate Automotive Assembly

While cobots have quickly risen in popularity, traditional industrial robots are still vital parts of automotive assembly because they excel in heavy-duty tasks. A combination of both helps maximize efficiency, worker safety and product yields.

*This article is written by Jack Shaw. Jack is a seasoned automotive industry writer with over six years of experience. As the senior writer for Modded, he combines his passion for vehicles, manufacturing and technology with his expertise to deliver engaging content that resonates with enthusiasts worldwide.

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Supply chain management is a crucial part of every business, which has a wide range of effects, from the streamlined transfer of goods and services to improved customer satisfaction. In this digital age, it has become easier to understand the complexities or risks that affect the supply chain. In general, the supply chain exists in both the services and manufacturing organizations. However, the risk of complexity varies in different organizations.

Managing it effectively is not a simple task. It consists of several challenges and demands to constantly develop a new skill and update the existing one. By implementing effective tactics, you can easily enhance high supply chain performance.

Supply-Chain Essentials Every Manager Should Know

Here are a few things managers should know about managing the end-to-end supply chain from raw material to finished products.

1. Business Communication

If you want to be a leader in supply chain management, you have to communicate well. Depending on whether your company is dealing internationally or locally, being an efficient communicator will surely help you to gain some position in the marketplace. As a supply chain leader, you should be aware of the terms like ROIC, EBITDA, and economic profit. These technical terms must be part of your everyday vocabulary as you would be delivering schedules with suppliers.

2. The Know-How To Negotiate

Negotiation is pivotal in supply chain management. If you want to be successful in this industry, you have to be a good negotiator. Whether you are a lead or participant in negotiation, your skill will influence the relationship of the opposite party.

If you have negotiation skills, you will enter into the discussions looking for an outcome that will satisfy the results. Ask as many questions as you can. It will clear the doubt. An excellent negotiator pays close attention to the opposite parties’ behavior.

3. Customer-First Thinking Is The Key

Supply chain organizations should think about the customer first. This means thinking for the customer when making a decision about the supply chain. In order to gain a good relationship with your customers, you need to spend some time with them and understand their needs and considerations. By focusing on these parameters, you can shape a supply chain that satisfies the customer.

Building a customer-centric supply chain is not easy. All the departments, from suppliers to manufacturers, are involved in the supply chain. You must find new ways to meet customers’ needs and exceed their expectations. In 2021, Assignment Assistance UK formed a customer-centric marketing campaign, and the results were amazing, as the sale ratio exceeded their expectations.

4. Understanding Cost-To-Serve

Cost-to-serve is basically a cross-supply chain method used to focus on process-based costs. It helps in calculating the cost-effectiveness of product and market routes along with the customer profitability. Furthermore, it provides you with a fact-based focus to make decisions on operational changes and service mix for each particular customer.

If you can understand the cost-to-serve, you will be able to make decisions to improve the customer’s outcome. Some supply chain leaders have gifted skills, while others need to train themselves and require practice.

If you apply the cost-to-serve concept to your company’s supply chain activity, then you will be able to build a profitable relationship with customers and the production team. That’s why ease with the cost-to-serve is a good skill that helps you to stand out as a competent supply chain professional.

5. Data Is Everything

Data is crucial in business to formulate strategies, streamline operations, introduce new services, and ensure customer satisfaction. But data is nothing unless it is analyzed. I have seen that most of the decisions in supply chain activities are instinct-based, neglecting data analysis.

Always keep a keen eye on cost and never assume something is great because everyone loves new deals. Look at the facts and data and do not rely on emotions and instinct when making decisions. While concluding a literature review, Bob Tucker describes supply chain analytics as the ability to use data in order to improve all activities across the supply chain.

Since data analysis has been utilized for years, the introduction of new technologies like machine learning or artificial intelligence has led to contribution in today’s supply chain forecasting.

Benefits Of Following Supply Chain Essentials

The supply chain plays a vital role in boosting several business processes, including your relationships. Supply chain management isn’t a simple experiment, but effective supply chain management offers several benefits that improve the bottom line. Let’s look at some of the benefits of effective supply chain management.

a) Better Collaboration

In order to resolve any problem, the supply chain team should be able to share information with stakeholders and communicate with the right people at the right time. Consistent communication improves the relationship, which results in better collaboration and boosted business.

b) Improved Risk Mitigation

Having knowledge of risk help companies in achieving their goals. For instance, 87% of companies believe they could reduce inventory by 22% if they have a better risk management system. This all can be achieved by following the supply chain essentials.

c) Better Quality Control

The quality control process improves once a manager starts following supply chain essentials. Since, data analysis is used for decision making, it helps in producing quality products.

Quality control in the supply chain helps to maintain the company’s reputation. In this modern age, the main goal is to gain a unique place in customers’ minds. For this, the quality control subcontractor gives suggestions to companies to increase their benefits.

Conclusion

The supply chain manager focuses on a better relationship with all the members of the supply chain, including the customers. Today, the supply chain industry is growing rapidly. Hence, making a data driven-approach to supply chain management is a must.

Data is not only driven by effective supply chain management but there are also factors such as good vendor and supplier relationships, effective cost control, securing the right logistics partners and adoption of effective supply chain technologies. An efficient manager takes into consideration all these factors, which result in an improved supply chain process.

*This article is written by Claudia Jeffrey. Claudia is currently working as an Auditor at crowdwriter. She has previously looked after operations and customer service departments in the same firm. Claudia is keen to manage an effective supply chain process and believes in company growth with the customers. She loves to travel and explore the world.

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If you’re in manufacturing, you’ve certainly heard of two process methodologies, Lean and Six Sigma. Lean, which has been around forever and has recently migrated from the manufacturing floor into other industries (they’re even talking about Lean HR methods) and Six Sigma, a newer technique. Two sides of the same coin, Lean looks at making processes more efficient and reducing lead times, while Six Sigma focuses on cutting down on defects. Both are useful goals when aiming to optimize your processes, throughput and ultimately, your bottom line.

Lean vs Six Sigma, which is better? Which should you be investing in if you’re coming up against inefficiencies in your production, and can they be used together?

Let’s take a closer look at both methodologies to see who comes out on top in this operational improvement matchup.

Lean

The whole concept of Lean started with identifying and eliminating waste in manufacturing operations. Pioneered back in the day by Toyota… or by Henry Ford even earlier, depending on who you ask, Lean manufacturing is about cutting costs, eliminating waste in both processes and products, and generally becoming as “lean and mean” as possible to reach optimal efficiency. The heart of the process is identifying and eliminating what Toyota called the “seven deadly wastes.” (We happen to think it’s eight.)

• Overproduction. Making too much leaves you with unused product.
• Waiting. This includes waiting on the shop floor between steps on the line, or waiting on supply or even equipment.
• Transporting. This covers excessive movement of inventory, causing the possibility of damage, or even excessive movement within the manufacturing process itself.
• Processing. Do you have extra, unnecessary steps in the manufacturing process? Are you doing in two or three steps what you can do in one?
• Inventory. Too much stock on hand. During the pandemic, many companies combatted supply chain delays by stocking up on inventory. We think that’s a mistake.
• Excess motion. This means getting from Point A to Point B on the floor, extra walking, lifting, reaching. Can things be configured more efficiently?
• Defects. Defects in product happen to the best of us.
• People. This is the eighth waste, which Toyota didn’t identify. Are you using your people to their fullest potential? Or is there untapped potential for a great manager or supervisor you haven’t noticed?

Examining all of these areas of “wastes” in your operation will help you become more efficient and ultimately more profitable. In other words, lean and mean.

Six Sigma

Six Sigma, at its most basic level, is about quality control. Minimizing flaws and defects. But it’s much deeper than that. Six Sigma is data driven, statistical and aims to improve cycle time while eliminating or reducing defects in manufacturing. It’s about using stats, data analysis and also project management techniques to improve the whole process.

The Six Sigma process is defined by an acronym: DMAIC. Define, Measure, Analyze, Improve and Control. First, you define the problem that you want to improve. Then, the team measures the process and analyzes it by using data analytics to get to the root of the problem. From there, it’s about creating improvements and fixes, and setting up controls to make sure it doesn’t happen again.

Six Sigma requires rigorous training to get the process right, so rigorous that practitioners need a certification in the process. The certifications are ranked with a belt system similar to martial arts, with white belts being familiar with the basic process, up to black belts who become masters of the process and are certified to take on complex problems and projects, and to train others in it.

Lean Six Sigma: Better together?

Should it really be Lean vs Six Sigma? Or rather Lean AND Six Sigma? Can these two powerful methods be used together? Yes indeed. In fact, they’ve joined to become one methodology in some circles: Lean Six Sigma, or LSS, which aims to cut defects and shorten lead times.

But, here’s the tricky part.

Ironically, Lean and Six Sigma can clash if not deployed correctly. Defects can be reduced by slowing processes down — reducing speed. On the other hand, you can increase the defect rate by speeding up processes.

Getting it right, striking that perfect balance is imperative. That’s why it requires training and certification in the techniques. At USCCG, Dr. Frank Esposto is our Lean Six Sigma Master Black Belt and Senior Director of Quality. He is also a certified LSS instructor.

Dr. Esposto states, “When we employ the Lean Six Sigma methodology to help our clients’ operations, we don’t simply come in and do it for them. We train clients in these techniques so they can employ them long after we leave.”

The training course Frank teaches is rigorous and hands-on. When participants complete the course, they are certified. Being certified in Lean Six Sigma is a highly sought-after skill.

To summarize, it is not Lean vs Six Sigma, but rather Lean Six Sigma – two complimentary methodologies that when balanced properly reduce operating costs, increase throughput, and achieve overall improvement to your bottom line.

Are you interested in learning more about how these powerful methodologies can work to optimize your processes? Give us a call today. In the meantime, read much more about LSS in our eBook: “Lean Six Sigma: Do You Really Know These Methodologies?”

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How can manufacturers improve QC cycle times while still performing everything they need to stay compliant?

At a glance, the mission of a quality control specialist working in fields like chemical, medical device manufacturing, or life sciences seems different to that of a production manager at the same company. After all, isn’t quality control all about ensuring the safety of the products no matter how long it takes, whereas production itself is far more concerned with meeting quotas and demand on a tight schedule?

Yes and no – while quality control standardizes the manufacturing process to avoid variances harmful to customers and the reputation of the organization at large, QC microbiologists and technicians no doubt have work orders of their own to fill and capacities to reach when it comes to testing. And although production managers or other manufacturing specialists may have output on the mind, they understand without a high standard for quality in operations, their businesses wouldn’t likely have any customer demand in the first place.

Optimizing QC laboratory processes in the manufacturing sector involves a level balancing of both safety and speed without compromising one another. How can manufacturers improve QC cycle times while still performing everything they need to stay compliant?

All QC specialists should follow the same guidelines for greater risk prevention and cycle time preservation.

Drill down the basics
Good risk management in a QC lab should outline all methods for quarantining and reversing conditions adversely affecting manufactured goods. That way, microbiologists and lab technicians save resources, perform speedy investigations, and set QC processes back on track after an out-of-specification (OOS) event. However, there’s something to be said about avoiding trouble in the first place when cycle times are at stake.

To that end, the QC lab should take a page from lean manufacturing, particularly on the subject of process standardization and uniformity. The sequence in which technicians prepare for work, process samples, dispose spent resources, or clean lab equipment matters greatly to both the success of the testing and the prevention of widespread contamination. An audit of testing operations performed by laboratory supervisors may reveal areas where technicians’ actions or inactions potentially subvert the constancy of QC processing and production.

If possible, supervisors should look to documentation on past OOS events for hints on where to start looking first to minimize time and resources spent investigating. That said, any small discovery that preempts a contamination event, whether found in either historical data or through careful observation, saves production considerably in cycle time.

Bring in automation
Research published by The Royal Society of Chemistry analyzing the most common errors in chemical laboratories uncovered the greatest threat to QC cycle time stability: humans. The study found problems like sample preparation, uncalibrated equipment, miscalculation, and general human error made up the majority of OOS incidents. While insightful, these findings should come as no surprise to manufacturers, especially those who witnessed the age of manual production give way to automation.

“Manual processes anywhere open businesses up to risk.”

Truth be told, manual processes anywhere in the production cycle open businesses up to risk, perhaps even unnecessarily. The burgeoning field of rapid microbiological and rapid microbial methods devotes itself entirely to finding a solution to this very issue. Manufacturers should likewise devote their time to investigating and investing in innovations that target low-value, high-risk laboratory activities like data keying or slide movement between processing stations and incubators. Focusing on these areas mitigates the risk of production downtime due to contamination, frees up microbiologists for more value-added opportunities and reduces the overall time spent performing these tasks, all supporting better cycle times for the rest of the plant.

Go digital for smarter oversight
There’s a reason why many QC labs have gone digital with laboratory information management systems (LIMS). LIMSes aggregate and galvanize all QC processing data stored therein, so laboratory workers can utilize information in ways that complement faster, more consistent cycle times. Dashboards and other visualizations immediately come to mind. When technicians can easily interpret their workloads and capacity demands at a moment’s notice, they spend more time applying their talent to testing.

Manufacturers should remember to align their investment strategies with cycle time improvement initiatives established above. For instance, if a QC lab still finds value in manually keying data directly into an LIMS, perhaps it should purchase software with manipulable value fields. A single misplaced decimal point could send a laboratory on a costly wild goose chase attempting to find the phantom catalyst that caused an OOS reading. Some LIMS software has the power to prevent technicians from entering numbers or symbols based on prearranged value ranges, so an error in the QC lab doesn’t carry over onto the production floor in the form of downtime.