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Industrial quality plays a central role in the world of modern industry. It aims to ensure that products and services meet customer requirements, while ensuring compliance with regulatory standards. This approach is not limited to controlling production processes, but also encompasses risk management, safety and continuous improvement. This article explores the principles, tools and practices that shape industrial quality today.

Introduction to industrial quality

What is quality in industry?

In the industrial sector, quality refers to the ability of a product or service to meet customer expectations while complying with regulatory requirements. It encompasses technical, safety and performance aspects. Industrial quality is based on methods and tools designed to guarantee product conformity and the efficiency of production processes.

The importance and challenges of industrial quality

Quality is crucial to maintaining an industrial company’s competitiveness. A well-structured quality approach helps minimize defects, improve customer satisfaction and control safety risks. What’s more, it promotes organizational efficiency, reduces the cost of non-conformance and compliance with environmental standards, while ensuring continuous process improvement.

The fundamentals of industrial quality

The 4 types of quality and their implications

The four types of quality are product quality, process quality, service quality and environmental quality. Each plays a fundamental role in satisfying customer requirements and ensuring regulatory compliance. By optimizing these dimensions, companies can better control production, improve performance and reduce risk.

The 4 pillars of industrial quality

The four pillars of industrial quality are control, continuous improvement, risk management and compliance with standards. Together, they form the basis of quality initiatives, ensuring the robustness of processes and the satisfaction of stakeholders. Implementing these pillars is essential to guarantee long-term industrial performance.

History and evolution of the quality approach in industry

The quality approach in industry has evolved over time, from simple product control to an integrated quality management system. The concept of Total Quality Management (TQM) emerged in the 20th century, emphasizing the participation of all teams and the responsibility of engineers in the continuous improvement of production processes and services.

Industrial quality standards and certifications

ISO 9001 standardization and certification

ISO 9001 is an international framework for quality management. It is designed to help companies organize their processes, improve customer satisfaction and guarantee product and service conformity. ISO 9001-certified companies benefit from recognition of their quality approach, which enhances their competitiveness in the marketplace.

Quality assurance and total quality management (TQM)

Quality assurance aims to ensure that production processes are under control and that products meet quality requirements. Total Quality Management (TQM) is based on the involvement of all employees in continuous improvement. This method enhances customer satisfaction and improves overall company performance, while limiting the risk of non-conformity.

Implications of quality for safety and regulatory compliance

Industrial quality is closely linked to safety and regulatory compliance. Quality standards ensure that products and services comply with legal requirements, thereby reducing risks to consumers and the environment. Rigorous process management helps prevent accidents and non-conformities, and ensures the safety of workers in the workplace.

Tools and methods for maintaining quality

In industry, effective methods for maintaining quality are essential. Industrial companies use a variety of tools and techniques to control production, guarantee product conformity and improve processes. These methods not only minimize defects, but also optimize overall performance. The aim is to enhance customer satisfaction while ensuring the safety and sustainability of operations.

What are the 7 quality tools?

The 7 quality tools are indispensable methods in industrial quality management: Pareto charts, cause-effect diagrams, histograms, control charts, scatter diagrams, control graphs and fishbone diagrams. These tools make it easier to visualize problems and identify areas for improvement within production processes.

Lean manufacturing and continuous improvement

Lean manufacturing is an approach focused on eliminating waste in production. By integrating continuous improvement techniques such as Kaizen, industry can improve its operational efficiency. This method relies on the participation of all teams and a rigorous organization to optimize processes and guarantee customer satisfaction while minimizing costs.

Roles and responsibilities in quality management

Quality management in an industrial company is based on a structured approach involving a wide range of responsibilities. Quality engineers play a central role in implementing procedures and monitoring standards. They work with all teams to ensure product compliance with customer and regulatory requirements. Optimizing these processes helps maintain business performance and safety.

Industrial quality management and engineering

Quality managers and engineers are at the heart of quality management. Their job is to oversee the implementation of standards, organize quality controls and coordinate teams. They also ensure product and process conformity, while overseeing continuous improvement, in an often complex and demanding industrial environment.

Key activities and skills

Industrial quality professionals need to master a number of key skills. These include risk management, implementing procedures, analyzing production data, and using control tools. These activities are essential to guarantee product conformity and improve overall company performance, by ensuring that all safety and compliance requirements are met.

Skills and training requirements

Training is essential for quality jobs in industry. Quality engineers need technical expertise and specific training in standards, continuous improvement methods and process management. A good command of quality management tools, combined with a sound knowledge of legal requirements, is crucial to ensuring product safety and conformity.

Impact of quality on efficiency and profitability

Integrating a quality approach into industry has a direct impact on operational efficiency and profitability. By optimizing processes and reducing defects, industrial organizations can boost productivity and strengthen their competitiveness. Continuous improvement also helps build customer loyalty by delivering products that meet quality standards, in a controlled environment.

Increased operational efficiency

Rigorous quality management improves operational efficiency. By identifying weak points in production processes and optimizing them, companies can reduce the costs associated with defects and non-conformities. This means rational use of resources and risk reduction, improving productivity and team performance.

Improving customer satisfaction

Customer satisfaction is central to any quality approach. By producing goods in line with expectations and standards, the company ensures reliable service. Proactive management of customer returns, combined with continuous improvement, not only builds customer loyalty but also strengthens the company’s reputation in the industrial marketplace.

Increased company profitability

Well-managed industrial quality has a direct impact on a company’s profitability. By limiting error-related production costs and improving product conformity, margins can be increased. Reducing risks and minimizing defects not only cuts costs, but also boosts the organization’s competitiveness in increasingly demanding markets.

Quality implementation challenges and solutions

Implementing a quality approach in an industrial company is not without its challenges. Internal resistance to change, the difficulty of measuring certain aspects of quality, and organizational obstacles can hamper the process. However, solutions do exist to overcome these obstacles, notably through team training, the use of appropriate management tools, and effective communication.

Internal resistance and problems adapting to change

One of the main challenges in implementing industrial quality is resistance to change. Some employees may see the new procedures as an overload of work, or as a challenge to their existing practices. To overcome this difficulty, it is essential to train teams, ensure transparent communication and involve all players in the continuous improvement process.

Difficulties in measuring and assessing quality

Measuring quality in industry can be complex, especially when the criteria are subjective or unquantifiable. Assessment tools need to be adapted to the specificities of each sector and process. The implementation of clear and precise performance indicators, and the analysis of production data, are essential elements in guaranteeing effective control and continuous improvement of products and services.

TEEPTRAK: A key solution for optimizing industrial quality

TEEPTRAK offers all-in-one systems for monitoring and improving quality in plants. Thanks to capture modules and intuitive user interfaces, companies can monitor machine stoppages, performance loss causes and quality indicators in real time. This data is automatically consolidated, facilitating the management of continuous improvement projects and guaranteeing greater product and process conformity in a wide range of industrial sectors.

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Ceci pourrait également vous intéresser :

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The Gemba Walk, or ‘factory walk’, is a management routine proposed by the Lean philosophy. It is a practice that can be used to improve the operation of any industry or factory, and allows company managers to see their processes and procedures in a new light, as well as getting in touch with their staff. Here’s our to-do list of 10 steps and tips to follow for a successful factory tour!

1. Prepare the route

The main aim of the Gemba Walk is to get all levels of managers and supervisors to visit the shop floor regularly and collaborate on continuous improvement. This starts with recognizing exactly what needs to be observed and evaluated.
Use existing data and performance indicators to determine where changes can or should be made.

2. Ask questions

Talk to operators in the field, prepare and ask them simple questions to help you understand the challenges they face in the field.
It’s all about getting the knowledge where it’s at, and operators will be best placed to help you do this and suggest improvements.

3. Surround yourself with managers at all levels

Include executives and managers of all levels in these tours. This way, employees realize that all levels of the company are involved, and take a closer look at the process, right up to the top management. It’s also an opportunity to highlight difficulties that could be resolved more quickly by taking stock of the situation.
The Gemba Walk gives you an accurate picture of the situation, so be receptive and listen carefully to get the most out of it.

4. Build trust to improve communication

Don’t risk your staff feeling under surveillance just because you’re practicing Gemba Walk. It’s not just about monitoring plant operations. The manager’s aim is for him and his staff to get together for a brief exchange and think about options for resolving the problems they encounter.
Indeed, operators need to feel comfortable, confident and ready to make adjustments. Once they understand that it’s just a review of how the shop is running, they’ll be more inclined to point out any difficulties they’re encountering, inefficiencies in processes, and even suggest ways of improving.

5. Listen and analyse

The Gemba Walk does not stop once the tour is over. It is essential to analyse the most important observations in order to draw useful conclusions.

6. Give your feedback

Communicate.
Continue to give feedback to your teams once the Gemba is over. Share your observations and suggestions for improving their operations. You will then be able to take action, and inform your employees, who will then be able to understand the process. They will then be able to recognize the usefulness of the practice, and will be all the more motivated and interested in participating in the process.

7. Draw up a timetable

Le Gemba Walk ne doit surtout pas être un événement exceptionnel ou ponctuel. Il doit s’inscrire dans un processus de suivi sur le long terme et d’adoption du Lean management, qui exige qu’elle soit répétée régulièrement et à différents moments.

8. Don’t forget the follow-up

Gemba Walking is not a one-off event, it’s an ongoing journey that should be part of your daily routine. For it to be effective, you need to make sure you follow up regularly with your team.

9. Be flexible

The Gemba Walk is a flexible tool that can be adapted to all types of organisation. It’s important to remember that there is no one way to do this. The key is to find what works best for your business and your employees.

10. Finally, have fun!

The Gemba Walk is a great way to get to know your employees and find out more about their work. But it’s also an opportunity to have fun. So don’t forget to enjoy the process and the people you meet along the way.

To keep up to date with all the latest TEEPTRAK news, join us on LinkedIn :TEEPTRAK

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TRS or OEE? What indicators should you use to measure your performance?

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The OEE (Overall Equipment Effectiveness) and the TRS (Taux de Rendement Synthétique) now coexist in our French workshops. They are the benchmark for measuring machine performance. But what are the differences between the two? Do you have to change your calculation method to switch from one indicator to the other? Let’s find out together. When a plant is integrated into a group, for example, it is often necessary to change the indicators in question. Adapting them is not always easy, so we’re going to detail the steps involved in calculating them.

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What is TRS?

The Synthetic Efficiency Ratio (SER) is a key indicator in the manufacturing sector that measures the efficiency of production equipment. In concrete terms, the SRR is calculated to assess the capacity of a machine or production line to generate products in line with expectations, in a given time and without interruption. This calculation takes into account three fundamental elements:

1. Availability: Evaluates the actual machine operating time compared to the planned production time.
2. Performance: Compares the current production rate with the optimum rate.
3. Quality: Proportion of compliant products in relation to the total number of products manufactured.

In the manufacturing sector, TRS is essential because it enables production managers to detect inefficiencies and identify opportunities for improvement. By analysing losses in availability, performance and quality, companies can implement continuous improvement strategies to optimise the performance of their equipment.

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What is the OEE?

Overall Equipment Effectiveness (OEE) is a universal metric used to measure the efficiency and quality of industrial production. Like TRS, OEE combines three key indicators to assess the overall performance of machines:

1. Availability: Evaluates the actual machine operating time compared to the planned production time.
2. Performance: Compares the current production rate with the optimum rate.
3. Quality: Proportion of compliant products in relation to the total number of products manufactured.

OEE is particularly valued in industry because it provides an accurate picture of operational efficiency. It is often used to support strategic decisions, such as improving maintenance processes, increasing production capacity and improving product quality. Using OEE allows companies to benchmark against industry standards or past performance, making it easier to identify areas requiring urgent improvement.

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Why implement a TRS?

The Synthetic Efficiency Ratio (SER) is vital for production managers and quality engineers in the manufacturing sector, offering crucial benefits for process optimisation and product quality:

Production Optimization: TRS identifies inefficiencies, enabling production cycles to be optimized, costs to be reduced and production capacity to be increased. Quality Improvement: This calculation integrates product quality, helping to quickly detect and correct manufacturing defects to maintain high quality Predictive Maintenance: TRS monitoring anticipates potential breakdowns, enabling preventive maintenance that reduces unplanned downtime and extends equipment life. Cost reduction: By eliminating waste and optimizing processes, TRS contributes to significant savings in materials, time and labor. Data-driven decisions: TRS data provides a solid basis for justifying investments and improving production methods, facilitating communication with stakeholders. Standards Compliance: TRS helps to meet industry and regulatory standards, satisfying quality and safety requirements.[/et_pb_text][et_pb_text _builder_version=”4.27.2″ _module_preset=”default” text_font=”|300|||||||” text_text_color=”#000000″ text_font_size=”16px” header_2_font_size=”28px” global_colors_info=”{}”]

How is the OEE calculated?

The prerequisites for measuring your OEE or your OEE are very similar. In fact, they are strictly identical. You will need standard production times for the products manufactured on your machine. You will also need the opening time of your workshop. This corresponds to the time during which the machines are likely to be running.

Everything else is done with a stopwatch. In both cases, you’ll have to keep track of the machine’s rate. With your PLC as orchestra conductor, you will measure the quantity of parts produced, the time during which the equipment is not producing, and you will count the good parts, as well as those scrapped.

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How is the OEE calculated?

Calculating OEE (Overall Equipment Effectiveness) is an essential process for measuring the overall efficiency of equipment in the industrial sector. This indicator is crucial for identifying opportunities to improve machine performance. Here are the detailed steps for calculating OEE, using accurate production data:

Collection of necessary data :

1) To calculate the OEE, you need to gather the following information:

• Planned Production Time : The total time during which the machine should be operational.
• Planned and unplanned downtime: Includes breaks, planned maintenance and unplanned breakdowns.
• Actual Production Time: The actual time during which the machine has been running without interruption.
• Total Quantity Produced: The total number of units produced during the actual production time.
• Quantity of Compliant Products: The number of units meeting the quality criteria.

Calculation of the Three Main Components of the OEE :

2) The OEE is made up of three elements, which are calculated as follows:

• Availability: (Actual Production Time / Planned Production Time) x 100
• Performance: (Total Quantity Produced / Maximum Theoretical Quantity) x 100
• Quality: (Quantity of Compliant Products / Total Quantity Produced) x 100

Calculation of OEE :

The OEE is the product of the three components mentioned above, expressed as a percentage:

OEE = ((Availability × Performance × Quality) / 10000) × 100

3) This calculation gives you a percentage that reflects the overall efficiency of the equipment.

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Interpretation of results

Today, there are some excellent solutions for measuring your TRS or OEE. The IoT (Internet of Things) makes it possible to connect machines of all ages. The possibilities are immense. Once calculated, your OEE will give you an overview of the state of production. The real benefit of a LEAN approach is to answer the following question: ‘What are the sources of my performance losses, and how can I deal with them?

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Key differences between TRS and OEE

Since the question has been asked, here is the answer. The OEE and the TRS are strictly identical. One is the French version, the other the English version. So don’t panic, if you want to convert your TRS into an OEE, or vice versa, all you have to do is leave things as they are.

The French standard NF E-60-182 defines TRS. Published in 2002, it has not been revised since it was first published. It standardises the definitions of TRS and TRG (Taux de Rendement Global). The latter is translated as OOE (Overall Operations Effectiveness).

Thanks to this standard, it is possible to compare yourself with other similar workshops. However, there are a few limitations. These rules apply only to the manufacture of parts, and not to continuous operation. However, it is ‘easy’ to adapt it to measure the OEE of a continuous production machine.

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Best practices for optimisation

Tips for improving TRS and OEE?

How do you measure up to the standard?

The standard is available on the AFNOR website. There is a lot of information from this standard on the Internet. This offers a significant number of alternative sources. Certain players have become essential. They allow us to measure ourselves, while focusing our vision on continuous improvement. TeepTrak has used the standard to create a real-time performance measurement system. You can find information from the official document here: AFNOR standards

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The solutions offered by TeepTrak

Today, TeepTrak specialises in the creation and development of performance monitoring solutions. With a clear vision of the needs of continuous improvement, the above question is always answered.

PerfTrak is the dedicated solution for measuring TRS/OEE, TRG, or any other indicator you may wish to implement. Using a dedicated interface, the operator enters all the causes of stoppages. These are measured to the nearest second.

You can enter tomorrow’s world today. At a time when it is becoming increasingly difficult to compete with global industries, optimising machine performance is one of the solutions to consider.

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The importance of corporate culture

Company culture is a key factor in the success of performance indicators such as OEE and TRS. A culture focused on continuous improvement and quality facilitates the adoption of these measures. Engaged and informed employees are more likely to participate in process optimisation. Open communication and welcoming suggestions for improvement lead to innovations that enhance overall performance.

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Conclusion

TRS and OEE are vital for assessing and improving the efficiency of industrial operations. Their proper understanding and application enable precise adjustments to be made to increase productivity. In addition, a solid corporate culture that is consistent with these objectives is essential. It transforms the perception and use of these indicators, thereby strengthening the company’s competitiveness. To maximise their potential, it is crucial to maintain a culture that supports continuous learning and process optimisation.

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Summer in industry: challenges and opportunities

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We’re already in mid-July; the summer that seemed so far away is now here, and the fine weather is just around the corner. That’s good news! It’s the start of the holidays, for those who aren’t already enjoying them. For the others, the numbers are gradually shrinking. You’re going to have to deal with the consequences of the summer, on your own or in a reduced team. What happens in industry during the summer, and what are the consequences for the plant?

A number of factors have an impact on the industry during the summer. Some obviously depend on your trade. Other repercussions of the season are more generic and apply to everyone. But between constraints and holidays, how can you have a good industrial summer?

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Workforce management, additional constraints during the summer

Going on holiday is (or was) seen in two ways in a factory. For the hierarchy, it’s a constraint. On the other hand, there’s the point of view of the person who goes on holiday, who is happy about it. Let’s be serious, although it’s a bit of a caricature, this view still exists in industry. What we’re going to see here is that, apart from being compulsory, holidays are part of a whole that enables the factory to function at its best during the rest of the year.

While the number of employees is falling, can’t the same be said of the order book? With the exception of industries in tense sectors, such as pharmaceuticals, demand falls during the two summer months. Even more so in August.

This year has been different again. With these difficult times, a general fatigue is being felt. At all levels, but especially for operators, technicians and workshop managers who have seen their working conditions deteriorate as a result of health measures. It’s often no longer possible to eat with colleagues without a plexiglass divider. Mandatory masks make communication difficult. Breaks are staggered and social relations are affected.

As well as being well-deserved, these holidays will be an opportunity for your teams to take advantage of the window that will allow us all to enjoy ourselves. We’re talking about a holiday that will allow us to get back to work rested. A well-prepared back-to-school period is a successful one. But how do you prepare for the start of the new year?

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Preparing for the start of the new school year, the key to a worry-free summer

One of the consequences of the summer on industry is the slowdown in orders and therefore in machinery. There are a number of ways in which you can make the most of this time, and prepare as well as possible for the upturn in September. If your machine is not producing because the people in charge are on holiday, why not take advantage of this time to carry out maintenance?

During the rest of the year, machine load and staff availability are two factors that postpone maintenance operations. We sometimes end up with temporary solutions that remain in place for several months. The human mind gets used to this kind of problem, and no longer sees them as such over time. Before going on holiday, you can ask the person in charge of the machine if maintenance is necessary. They’ll probably say yes, but will they be thinking about the countermeasure (which works in spite of everything) that has been installed since February?

If you want to restart your production with peace of mind at the start of the new school year, don’t hesitate to take a look at your critical equipment. Ideally, you should rely on the breakdown history of each piece of equipment. That way, you can check every point that has already caused a stoppage. Don’t hesitate to open the technical documentation beforehand. Often overlooked, it’s full of advice from the manufacturer. This will enable you to make the most of the back-to-school period to deliver all your orders on time, thanks to reliable machines. But what if that’s not enough?

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When your industry doesn’t stop in the summer

While some people take a dim view of their holidays being at the same time as school, this can be an opportunity for you. Even if the workshop is less full, it can still produce. And what about arriving in September with a head start on your orders? For people you trust, it’s easy to work independently. This may allow you to leave a few people in production during the slack period. Quite often, productivity increases even during these periods. With less pressure and fewer disturbances, our producers can concentrate on value-added tasks. Be careful, however, that the reduction in the workforce does not lead to a relaxation of safety and quality rules.

In larger structures, it can be complicated to allow operators to work autonomously, but the question of a small team with a small hierarchy is still conceivable. Here again, there are many advantages. It avoids stopping the machines for too long, binds the remaining teams together and keeps you producing. It will still be important to find time for maintenance.

Another point to watch out for is consumables. It can be more difficult to obtain supplies of consumables during the summer. You’ll need to anticipate the needs of the remaining staff. This can be easy when you’re talking about pairs of gloves or simple tools. When maintenance has dismantled a machine to check that it’s working properly, and a component is missing that needs to be replaced periodically, the story won’t be quite as simple.

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In conclusion

This summer in the industry will be different for everyone involved. The most important thing to prepare for, and be comfortable with, is communication. You don’t want to be disturbed when you’re on holiday. You can be sure that your colleague who is still at work doesn’t want to interrupt your peace of mind either. The best way to avoid this happening is to make sure that the things that need to be done get done. To do this, you need to prepare for this period. Sit down around a table to discuss your needs and plans. An hour spent at the right time can save you several at the worst time.

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