FUTURE CHANGES IN PRODUCTION FROM THE PERSPECTIVE OF
vi n F
INTERVIEW WITH MILOŠ HALBICH,
HEAD OF PF2 DIVISION – CAR
PRODUCTION MLADÁ BOLESLAV
What will the second action field of the
FORCE Program mean for employees?
WITH EFFICIENCY AND FLEXIBILITY
CHANGING MINDSETS TO
SECURE THE FUTURE
ŠKODA MOBIL MAY 2019
Will there also be any changes for the
employees outside of production?
Yes, of course. It’s teamwork. This action
field is also being dealt with in the Quality,
Planning, Construction and Design Department. After all, it’s the designers’ goal to design in such a way that a number of duplicate activities are eliminated.
reparing for upcoming changes, but remanufacturing activities. It concerns,
not only in the automotive indus- among others, the fitting of panel compotry. This, in short, is the FORCE Pro- nents, which takes place in welding shops,
gram, which comprises eight action fields. It coating shops, product flow, assembly and
is a way to introduce our well-developed tool checkpoints 7 and 8. It is also here where the
that should help ŠKODA AUTO and its em- carmaker aims to decrease the number of fitployees endure the demandtings as much as possible so
ing conditions of the autothat the component, after it
The second action
has been mounted, immedimotive industry and meet the
field of the FORCE
future goals set by the carately meets the required qualProgram targets
maker. This issue is dedicatity standards, with no need
ed to the second action field,
for any follow-up fitting.
process. It ensures that
Customer Oriented Qualiemployees perform their
ty. We can divide the field
3. Planned Additional
given activities correctly
into four subgroups that inWork
fluence production the most:
Primarily, the work is fostandards of control activcused on surfaces of sheet
ities, remanufacturing, planned additional metal pressings and determines whether
works and fits in assembly.
subtle corrugations, barely visible to the naked eye, are acceptable to the customer. The
1. Standards of Control Activities
new approach, for instance, monitors the imThese include control activities that workers provement of pressing tools and activities
in Quality Control and Technical Control, as that directly relate to the additional work on
well as employees of individual operations, car- pressings. The functional places (the finish,
ry out during product flow. As their work is of- among others), which used to number 20,
ten in duplicate, the carmaker is trying to pru- have been reduced by 14, and others are exdently improve particular operations in order to pected to go, too. We will get to know the rekeep the manufacturing productive. For exam- sults based on feedback from our customers.
ple, the integration, damage, functioning and
staining of seatbelts during the manufacturing 4. Fits in Assembly
process is observed by employees at four stag- The changes help to introduce the rules
es: quality checkpoint, checkpoint 6, road tests for component mounting, which will be
and checkpoint 8. The goal of the changes is to straightforward and prevent employees from
decrease the number of phases by 50 percent making mistakes. Employees will come, take
so that the checks may be carried out only at the right component and mount it in the decheckpoint 6 and in the road tests stage.
sired quality. There is nothing else to be
done with it. In other words, these are sim2. Remanufacturing, aka Follow-up Fitting ple and perfectly defined assembly actions
Individual inspections that reveal potential without any further controls or adjustments.
imperfections of products lead to follow-up ŠTĚPÁN VORLÍČEK
Assembly simplification, which means clear,
straightforward and even more transparent rules. There won’t be a lack of clarity,
where the employee doesn’t know whether
the given component is to be mounted with,
let’s say, a margin of 2 millimetres to the left
or to the right. This won’t be happening anymore. In addition, this will reduce the number of subsequent follow-up activities in the
What does it mean? It means quality
that gives products the added value
that the customer is willing to pay for.
There is one particularly important
idea permeating the whole action
field: Quality should not be controlled
but, in the first place, manufactured.
In particular, we are talking here about
assembly, where the worker takes
a component, mounts it and knows
that he or she did so in the right way. It
will be done in a way that makes future
controls unnecessary because the joints,
overlaps or fittings of the components
will immediately be done correctly.
What stage of preparations are we at
now? What has been achieved?
This year, we would like to focus on 4 percent of the activities that concern the action field. We began by analysing functional
places and defining the activities of individuals in particular subcategories (see the adjacent article). Right now, we’ve started implementing specific measures. Some of the
solutions are already being put into practice,
while others are planned and will be implemented over the course of this year. I believe
the goal of 4 percent of tasks will be met
and, quite possibly, even exceeded.
What is your long-term outlook and goal
In the upcoming five years, we would like
to decrease the time devoted to activities
in this field by 30 percent. We are planning
to introduce new technologies, control systems, because the digitisation of production
is advancing at great speed. The most important goal remains the same: to produce
great cars of top quality. The development
of technology in the following years will also
help to lift the unnecessary work burden off
our employees. ŠTĚPÁN VORLÍČEK