For Continuous Improvement and Quality Managers considering digitalization towards the Factory of the Future and Industry 4.0, our article explores the crucial importance of stakeholder alignment in investment decisions. Managing consensus, overcoming risk aversion, and responding to increasing customization demands are essential aspects to ensure the success of this evolution through AI. Dive into our tips for balancing innovation and stakeholder satisfaction in this transition towards optimized and connected industrial operations. And if, of course, you are wondering what politics has to do with this: you can go straight to the conclusion. You will find the elements of this article there!

Key Stakeholders

We often encounter the following interlocutors at Scortex at various stages of innovation and investment projects, from their ideation to their production oversight. Of course, some of our clients have more "lean" organizations and have thus concentrated these roles.

●       Recommend:

○       Continuous Improvement Manager.

○       Production Manager.

○       Quality Manager.

●       Approve:

○       Chief Financial Officer.

○       Quality Director.

○       Operations or Industrial Director.

●       Implement:

○       Project Manager.

○       Operational or Implementation Team.

●       Contribute:

○       Operators on the ground.

○       Specialized Technicians.

○       Data Analysts.

●       Decide:

○       General Director (CEO).

○       Plant Director.

○       Management Committee.

○       Board of Directors.

Investment Objectives

In the complex context of industrial operations, clarity of project objectives is the cornerstone of successful alignment among stakeholders responsible for validating and steering the project. It ensures that every quality improvement initiative perfectly fits within the company's long-term objectives, thus fostering optimal use of resources and efforts.

In terms of quality assurance, clear operational objectives are essential to ensure compliance with industry standards. These quantifiable criteria provide a framework for evaluating the effectiveness of quality processes. For example, at some of our clients, a precise definition of key performance indicators (KPIs) and their threshold values (acceptable, drift, unacceptable) has led to a significant reduction in non-conformity rates from the first year due to an alert system triggered by consecutive defect detections through automated means. This approach is integrated into rigorous project management, including detailed planning, continuous monitoring, and strategic adjustments to ensure the achievement of set objectives.

Similarly, in aspects control, specific objectives are necessary to guarantee high standards of finished product quality. For instance, at a client from the automotive plastic injection industry, implementing a Spark control system has allowed for a threefold reduction in scrap rates. This success results from effective project management, integrating close coordination between production and quality control teams, constant monitoring of performance indicators, and flexibility to adapt strategies based on results obtained. Setting quantified objectives within a well-structured project management framework enables rapid measurement of the investment's relevance and validation of subsequent phases.

Communication and Transparency

With the proliferation of communication channels such as emails (sometimes with over 1000 unread emails in certain inboxes), chats, and phone calls, it is imperative to recognize the crucial importance of transparency in communication with all stakeholders. This transparency plays a vital role in the success of projects and in establishing strong relationships, whether internal or external to the organization. Maintaining an open dialogue throughout the decision-making process is fundamental to ensuring alignment of objectives, promoting engagement and collaboration, and minimizing the risks of misunderstandings or potential conflicts.

Furthermore, the establishment of regular project rituals between clients and suppliers is of paramount importance in effective project management. These periodic meetings provide a valuable opportunity to discuss progress made, obstacles encountered, and necessary adjustments. They also cultivate a common understanding of project objectives and strengthen trust among stakeholders.

In parallel, introducing a "senior review" midway through the project represents an essential strategic step. This review, involving key players, including respective management of stakeholders, aims to assess progress, identify potential risks, and adjust strategy accordingly. This approach ensures continuous strategic oversight and high-level support throughout the project's duration.

Risk and Opportunity Analysis

Stakeholders, notably industrial integration teams and machine retrofitters, bring essential expertise in identifying and analyzing risks and opportunities related to investment. Their deep understanding of industrial processes and existing equipment allows them to detect potential risks associated with integrating new technologies or retrofitting machines.

By incorporating the FMEA methodology (Failure Mode and Effects Analysis), they rigorously assess risks associated with these changes, identify critical points, and propose suitable solutions to ensure project success. This close collaboration fosters proactive risk management by implementing effective preventive and corrective actions to secure the investment and maximize its profitability potential.

For example, in an FMEA concerning the integration of a vision system into a packaging machine, several risks can be identified:

1. Equipment Failure: Components of the vision system (camera, lighting, sensors) may exhibit technical failures, leading to production disruptions.

2. Software Incompatibility: Compatibility issues between the vision system's controller and that of the packaging machine may arise, resulting in malfunctions or data processing errors.

3. Inadequate Calibration: Incorrect calibration of the vision system could lead to inaccurate measurements or erroneous decisions, affecting the quality of packaging or the accuracy of operations.

4. Connectivity Failure: Connectivity problems between the vision system and other components of the machine (controllers, actuators) may occur, resulting in production delays or unexpected stops.

5. Training and Skills of Personnel: A lack of adequate training for personnel tasked with using and maintaining the vision system could lead to handling errors or misdiagnosis of problems.

6. Data Reliability: Errors in the acquisition, processing, or interpretation of data by the vision system could lead to incorrect decisions or product defects.

By identifying and assessing these potential risks, the FMEA enables the implementation of preventive and corrective actions to reduce their likelihood of occurrence or their impact on the functioning of the packaging machine.

Thus, the expertise and experience of the vision system provider and their support for project teams in the factory are critical in reducing risk levels and consequently in the teams' ability to gain validation for the launch of the automation control project.

 Return on Investment and Value Creation

In the context of an investment in quality control digitalization, measuring return on investment (ROI) should be done along the lines of the total cost of quality.

The project team examines potential savings arising from reductions in non-quality costs, such as:

●       scrap,

●       product returns,

●       repairs and recalls.

Additionally, they assess gains in terms of:

●       customer satisfaction,

●       loyalty and brand image,

●       improvements in productivity by reducing labor associated with quality control,

●       operational efficiency by increasing production capacity and rates.

By integrating these elements, they can determine whether the investment has generated the expected benefits and contributed to optimizing the company's quality-cost ratio.

Real-Time Data: Your Best Asset for Project Success

The use of quality data visualization is crucial for monitoring sorting performance during qualification and fostering continuous improvement. By consulting real-time quality data on a dedicated web platform, teams can access customized dashboards and detailed analytical reports from anywhere, even the images of inspected parts, providing a comprehensive view of sorting performance.

 Moreover, through the automatic storage of control reports, traceability of inspected parts is ensured, thus offering greater transparency and better management of quality processes.

 This allows for proactive monitoring of key performance indicators and rapid identification of emerging trends or issues. This approach facilitates collaboration among internal teams, the supplier, and even the end customer, promoting a culture of continuous improvement and enabling constant optimization of production processes.

 Finally, integrating a visual inspection solution capable of generating detailed images of each part with unique traceability via a datamatrix represents a significant advancement in quality management and traceability in the industrial environment.

By combining these two technologies, manufacturers can benefit from granular quality monitoring throughout the production process. Each part is uniquely identified via a datamatrix, and the information associated with this identification is directly linked to the control reports stored in the MES system. This approach offers complete visibility on the quality of each part, facilitating early detection of defects, informed decision-making, and continuous improvement of processes. Furthermore, it ensures accurate and reliable traceability, thus meeting regulatory requirements and ensuring the quality of the final product.

 Conclusion

 In a world where politics seems to intrude into every aspect of our lives, you might wonder if it also has a place in the field of continuous quality improvement in industry. Well, the answer is rather amusing: no, one should not engage in politics to succeed in a continuous improvement project, but you will have to juggle another type of politics, that of stakeholders!

 Indeed, for your continuous quality improvement project to be successful, it is essential to align all stakeholders, from the continuous improvement manager to the general director, including the operators on the ground. Managing consensus, overcoming risk aversion, and responding to customization requests are challenges to meet to ensure a smooth transition to the Factory of the Future and Industry 4.0.

 Once the key players are aligned, it is crucial to define clear and measurable investment objectives. This ensures that each quality improvement initiative effectively contributes to the company's long-term goals while maximizing the use of available resources.

 Transparent communication also plays a vital role in project success. With the proliferation of communication channels, it is essential to maintain an open and constant dialogue with all stakeholders. Regular project rituals between clients and suppliers, as well as a "senior review" halfway through the project, can greatly contribute to ensuring continuous alignment of objectives and quickly resolving any conflicts.

 Finally, managing risks and opportunities is essential to secure the investment and maximize its profitability potential. Utilizing FMEA helps identify and evaluate potential risks related to integrating new technologies, while ROI analysis must consider not only cost savings but also intangible benefits such as customer satisfaction and improved brand image.

 So, while politics may sometimes seem unavoidable, in the world of continuous quality improvement in industry, it's more about the art of juggling with stakeholders and navigating between risks and opportunities that leads to victory!

 As for Scortex in all this: we have been navigating for 7 years between Large Groups and SMEs, helping our interlocutors in project teams to always have reliable inspection solutions in hand, generating real-time data and thus visibility. The management team's control towers have a new asset: real-time quality data!

 Here are other articles that might interest you: 

 ·       Our case study on electronic printed circuits

·        Applications of automated quality control with AI in the cosmetics industry