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Quality | Automotive

Quality Management Consulting for Sustainable Quality Improvement

A leading Tier 1 supplier of automotive interior components was facing a rising number of quality complaints from the OEM—triggered by nonconforming parts and inadequate assurance of product quality through integrated inspection systems. KBC was commissioned to establish a structured quality program to sustainably improve product quality while simultaneously laying the groundwork for a gradual de-escalation of issues with the OEM. This case study demonstrates how a systematic quality program can deliver measurable results even under significant cost and escalation pressure.

Quality Management Consulting by the Numbers


's measures in structured action tracking

von >6% auf <1%

Reducing the gap between nok parts and OEM parts 
Effectiveness
of the first corrected error patterns 

The Customer

A leading Tier 1 automotive supplier

The client is a leading global Tier 1 supplier of automotive components with production facilities in Europe, North America, and Asia. The company supplies complex automotive components to leading vehicle manufacturers—including global premium OEMs. The product quality of the parts supplied is of central strategic importance to the client, as quality complaints from the OEM have a direct impact on the business relationship. At the start of the project, the company was under considerable pressure to escalate the issue: The OEM had demanded the implementation of an external Q-Gate, which underscored the urgency of a structured quality program. 

The Project

Quality Management Consulting Through a Structured Quality Program

The goal of the project was to sustainably improve the product quality of complex automotive components and lay the groundwork for a gradual de-escalation at the OEM. KBC first established a standardized reporting system that provided transparency regarding all relevant quality metrics—including rework, scrap, and defect pattern Pareto analyses—across the entire production line. At the same time, KBC’s consulting team developed an interactive dashboard for the visual analysis of defect patterns and their frequencies—featuring a heat map, time series, and Pareto analysis. Based on this data, the KBC team conducted systematic root cause analyses using methods such as Ishikawa, 5-Why, and fault tree analysis. To ensure long-term quality, a structured tracking system for corrective actions was implemented, and standardized inspection procedures were introduced at critical control points.

Portrait photo of Maximilian Klee, Senior Partner at Kemény Boehme Consultants (KBC). A man with short, dark brown hair combed back, smiling broadly and warmly at the camera. He is wearing a navy blue suit over a white shirt without a tie, with both hands in his pants pockets.
Portrait photo of Maximilian Klee, Senior Partner at Kemény Boehme Consultants (KBC). A man with short, dark brown hair combed back, smiling broadly and warmly at the camera. He is wearing a navy blue suit over a white shirt without a tie, with both hands in his pants pockets.

This Is How We View Quality Management Consulting

True quality management doesn't come from producing reports, but from understanding processes. We go to the production line, talk to the workers, and identify the root causes of errors that don't show up in any statistics. Only then can corrective actions have a lasting effect.

Maximilian Klee, Senior Partner at KBC

The result

Sustainable improvements in product quality and preparation for OEM de-escalation

The Q-Program culminated in an integrated solution combining structured error management, data-driven transparency, and a higher degree of standardization. In an initial package of measures, 41 individual measures were identified and systematically implemented—ranging from optimizing test bench surfaces and introducing ionization bars to revising inspection instructions and training concepts. From an initial pool of 68 collected error hypotheses, 8 key causes of error were verified and prioritized through targeted process walkthroughs and worker surveys. 

The first resolved issues achieved a verified effectiveness rate of 100%, measured over a two-week period. Systematic defects were permanently resolved—supported by an established defect management process that continues to provide guidance to the customer even after the project has ended. In addition, KBC prepared for the gradual de-escalation with the OEM: As a result of the sustained improvement in quality performance, the process of phasing out the external quality gate required by the OEM was initiated. 

Other Projects That Make a Difference

Portrait photo of Maximilian Klee, Senior Partner at Kemény Boehme Consultants (KBC). A man with dark brown hair combed back, smiling broadly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a white shirt without a tie, both hands in his pockets, with a relaxed and confident demeanor.
Portrait photo of Maximilian Klee, Senior Partner at Kemény Boehme Consultants (KBC). A man with dark brown hair combed back, smiling broadly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a white shirt without a tie, both hands in his pockets, with a relaxed and confident demeanor.
Maximilian Klee
Senior Partner

Facing a similar challenge? Talk to us

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