Quality Control Process Development : Active Quality Control Process for Bladefence Oy
Salmi, Tomas (2021)
Salmi, Tomas
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021052611397
https://urn.fi/URN:NBN:fi:amk-2021052611397
Tiivistelmä
The goal of this thesis was to create, implement and verify the best possible quality control process for the client company. The study focused on creating the most resource efficient quality control approach for a medium to small client company, with secondary focus areas concentrated on scalability, effective quality feedback loop, and on-site auditing.
The thesis was conducted using Action research methodology, and a separate project for creating the process was run in the client company. The project team consisted of five to six individuals that were mainly from the operational management level. The main method used for the process creation and validation was the Six Sigma method, supported by theory from a range of theoretical sources and industry best practice.
The development part of the thesis includes the initial process creation, the process implementation and three separate cycles where the process was first used, and then improved in an empiric trial-and-error phase. The development part was based on a series of semi-structured interviews with the internal stakeholders relevant to the focus areas of the study.
After conducting the research cycles and interviews, the final assessment was done by comparing the metrics and data gathered and assessing the results of the research project. The results were measured by the number of non-conformities found; time spent in the quality control tasks, time spent correcting non-conformities and resources spent on auditing. The assessment was based on data, subjective experiences of stakeholders, and feedback collected during the research cycles.
By implementing the quality control process, the team was able to tackle an actual non-conformity, improve overall reporting quality, and create a functioning feedback cycle between the operations management and field technicians. The quality control process and other recommendations were adopted as a permanent part of the client company operations.
The thesis was conducted using Action research methodology, and a separate project for creating the process was run in the client company. The project team consisted of five to six individuals that were mainly from the operational management level. The main method used for the process creation and validation was the Six Sigma method, supported by theory from a range of theoretical sources and industry best practice.
The development part of the thesis includes the initial process creation, the process implementation and three separate cycles where the process was first used, and then improved in an empiric trial-and-error phase. The development part was based on a series of semi-structured interviews with the internal stakeholders relevant to the focus areas of the study.
After conducting the research cycles and interviews, the final assessment was done by comparing the metrics and data gathered and assessing the results of the research project. The results were measured by the number of non-conformities found; time spent in the quality control tasks, time spent correcting non-conformities and resources spent on auditing. The assessment was based on data, subjective experiences of stakeholders, and feedback collected during the research cycles.
By implementing the quality control process, the team was able to tackle an actual non-conformity, improve overall reporting quality, and create a functioning feedback cycle between the operations management and field technicians. The quality control process and other recommendations were adopted as a permanent part of the client company operations.
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