Task:

• Evaluation of existing quality processes and development of an optimization strategy
• Conducting vulnerability analyses and developing recommendations for action
• Preparation of regular (weekly/monthly/semi-annually) reports
• Relocation of approximately 500 items
• Optimizing process flows from activities, coordinating with other plants, and providing training (production stoppages, supplier management, PPAP, etc.)

Measures:

• Successful merger of the two shop floor departments: QA and VV (many synergies and time savings)
• Consistent implementation of shop floor procedures, including quality alerts
• Holding crisis meetings with customers
• Introduction of regular joint meetings with QA staff
• Transparent communication at the employee level
• Development of an AI-based noise testing station
• Introduction of a practical PPAP checklist (systemic requirement was over 200 points)

Successes:

• Visible improvement (through transparency) in the complaint rate (Dead On Arrival) by 42% (annual average of the last two years compared to 2025, down from 69 to 40)
• Implementation of a lived (complaints visible) shop floor in production
• Initial positive tests with the AI-based noise testing station
• Successful customer and production facility audit
• TÜV surveillance audit without major deviations
• Established understanding of quality planning within the company

Special Challenge:

• The interim quality manager was no longer available within 3 days.
• The team existed only in small groups and not as a whole.
• High number of complaints (Dead On Arrival).
• Staff departures led to a bottleneck in addressing outstanding issues.
• Numerous job interviews were conducted to manage the workload.
• Quality assurance with limited resources.
• Relocation of approximately 500 items to our own facility.