Prioritizing quality problems in SMEs: a methodology

Abstract

Purpose – The purpose of this paper is to propose a new methodology to be used by small and medium enterprises to characterize their performance in quality, highlighting weaknesses and areas for improvement. The methodology aims to identify the main causes of quality problems and help to prioritize improvement initiatives. This is a methodology that intends to be easy to implement by companies with low maturity level in quality. Design/methodology/approach – Based on the literature review a methodology for diagnosing and prioritizing quality problems is proposed. Then two longitudinal case studies are performed to refine and validate the proposed methodology. The methodology is organized in six different steps which include gathering information about predetermined processes and sub-processes of quality management, defined based on Juran’s trilogy, and about predetermined results categories. Findings – The application of the methodology was successful in two case studies and a report was produced on the quality state of each industry, including a prioritization of the causes of poor performance. Research limitations/implications – The methodology may have to be adapted to better suit the needs of companies from different sectors, either by reviewing the processes, by integrating new tools or refining the existing ones. Practical implications – This paper presents a new methodology for identifying and prioritizing quality problems. Originality/value – Due to its simplicity and comprehensiveness, it is believed that the developed methodology can be applied periodically by companies as self-diagnostic and prioritization tool, aimed at continuous improvement.

Industry practices on the rework of defective products: survey results

“…Quality improvement programs often focus on defects to identify its causes and implement improvement actions. This allows the construction of lessons learned and the possibility of promoting knowledge (Borkowski and Knop, 2016; Carmignani, 2008; Chongwatpol, 2015; Teixeira et al , 2015; Wilson and Campbell, 2018).…”

“…The analysis of causes of defects and corrective actions aim to improve processes that cause those defects, preventing the next process from being affected (Borkowski and Knop, 2016; Carmignani, 2008; Chongwatpol, 2015; Teixeira et al , 2015).…”

“…There is also variation in automatic processes that should be considered, as instrument calibration, wear of mechanisms and components, software conflicts, sensor errors, etc. (Borkowski and Knop, 2016; Carmignani, 2008; Chongwatpol, 2015; Teixeira et al , 2015).…”

“…The samples inspected represent the statistical variance of the process. Sampling inspections allow optimizing the resource utilization in evaluation activities when a process is within the control limits without random variations (Borkowski and Knop, 2016; Carmignani, 2008; Chongwatpol, 2015; Teixeira et al , 2015).…”

“…Inspections are appraisal costs and must be allocated to strategic points of manufacture. The objective is to identify, as soon as possible, the defect, so that the post-defect processing increases the added value and decreases the cost of failure with the disposal (Borkowski and Knop, 2016; Carmignani, 2008; Chongwatpol, 2015; Teixeira et al , 2015).…”