Stärken und Schwächen von KVP zur Fehlerprävention in der Produktion

Abstract

Companies in the modern manufacturing industry are faced with the challenge of offering a wide range of variants while ensuring high quality standards. In order to ensure customer satisfaction despite these demands, companies must strive for continuous improvement. An effective management method for this is the continuous improvement process (CIP), which aims to analyse and continuously optimise operational processes. This bachelor's thesis analyses how CIP can be used specifically to prevent errors in production. It looks at how this can reduce rework and quality costs. In this context, the strengths and weaknesses of CIP are emphasised. By bringing together and analysing literature sources, it is possible to compare the theoretical findings and the findings from practice based on the use case of Rosenbauer International AG in Plant 2 Leonding. The reason for this work is the accumulated occurrence of errors from 2023 in the production process, which is to be reduced. This is to be achieved through suitable, cost-efficient and sustainably realisable measures in the sense of CIP. Quality management, as implemented at Rosenbauer in accordance with DIN EN ISO 9001, is required to improve quality in companies. The implementation of CIP optimises operating processes and working methods through continuous monitoring of production and the application of PDCA logic. Rosenbauer International AG has successfully implemented CIP in a similar way to that described in the literature. In monthly meetings in the form of a quality circle, quality problems are identified and solutions developed, which are tested for their effectiveness and implemented as new standards. The strengths of the CIP that have emerged during its application lie in the reduction of complaints within production and the associated quality costs, the promotion of teamwork and quality awareness and the low capital investment. Weaknesses can be seen in the high demands on time and personnel resources, the need for participation at all levels of the company and the risk of over-standardisation. In order to overcome challenges such as resistance to change and communication problems, a culture of openness and the active involvement of employees are essential. In order for the PDCA logic to be sustainably integrated, the CIP processes must be able to be viewed retrospectively, for which management must provide the necessary resources and assign clear responsibilities. This enables the CIP objectives to be harmonised with the company's strategic objectives. A positive error culture, in which errors are seen as opportunities, strengthens co-operation and reduces quality costs, which at Rosenbauer International AG is reflected in a reduction in the amount of rework. The application of CIP at Rosenbauer proved to be extremely successful, as solutions could be implemented for all identified problems. This will make a significant contribution to reducing rework and lowering quality costs.

Date of Award	2024
Original language	German (Austria)
Supervisor	Manuel Brunner (Supervisor)