Mechanical and plant engineering – optimising process and structural quality in development and production
Quality management in mechanical and plant engineering is particularly important in Germany. After all, the country has a reputation as one of the most innovative and productive in mechanical and plant engineering worldwide. German machines and technical plants are in demand all over the world, and even decades-old industrial plants can still be resold easily because of their high quality.
To secure this reputation, existing quality management and quality assurance systems must not only be maintained but continuously developed. New requirements from advancing globalisation, but also the specific demands of miniaturisation and the growing influence of embedded systems, must be taken into account in development and production through suitable quality management.
What does quality management mean in mechanical engineering?
Quality management covers all organisational measures aimed at ensuring and continually improving the quality of products and processes. In mechanical engineering, this concerns the entire life cycle of a product – from development and production to delivery and maintenance.
An effective quality management system ensures that:
- machines and plants function reliably
- legal requirements and standards are met
- production processes run stably and efficiently
- errors are detected and prevented at an early stage
- customer satisfaction is secured in the long term
Especially in mechanical engineering, where products are often complex and long-lasting, a systematic approach to quality assurance is indispensable.
The importance of quality management for mechanical engineering companies
In mechanical and plant engineering, it is particularly important that an implemented quality management system is as comprehensive and consistent as possible. In addition to development, design and production, the focus is on the requirements of the end customer and on the interfaces with suppliers and other parties involved in the process. The goal is an optimised overall process with equally optimised sub-processes – the only way to make the most of the value chain and achieve the highest possible quality with reasonable effort.
The most important reasons for a professional QM system in mechanical and plant engineering are:
1. Competitive advantages
Companies with stable quality processes can manufacture their products more reliably and efficiently, reducing costs while maintaining high quality standards.
2. Compliance with standards and certifications
Many customers require certified quality management systems. The best-known international standard is ISO 9001, which defines the requirements for an effective QM system.
3. Preventing errors instead of correcting them
Preventive measures make it possible to detect production errors early or avoid them completely – saving time, material and costs.
4. Higher customer satisfaction
Reliable machines, on-time delivery and consistent quality increase customer trust and strengthen long-term business relationships.
Key methods in quality management for mechanical engineering
In mechanical engineering, various methods and tools are used to ensure quality and improve processes.
Continual improvement process (CIP)
The continual improvement process describes the systematic optimisation of processes and products. Employees at all levels contribute suggestions for improvement, which are then implemented and reviewed.
A frequently used model is the PDCA cycle:
- Plan – analyse problems and plan measures
- Do – implement measures
- Check – review results
- Act – standardise improvements
This cycle is repeated continuously.
FMEA (failure mode and effects analysis)
FMEA is a preventive method of risk analysis. Potential sources of error are identified and assessed before they occur in production.
Typical areas of application in mechanical engineering are product development, design, production planning and process optimisation. The aim is to recognise risks early and define suitable countermeasures.
Six Sigma
Six Sigma focuses on reducing process variation and defects. Statistical analyses are used to optimise processes so that almost error-free results are achieved. In mechanical engineering, Six Sigma is often used to stabilise production processes, reduce scrap or lower process costs.
Statistical process control (SPC)
Statistical process control uses statistical methods to monitor production processes. Measurement data are evaluated continuously so that deviations are detected early. Typical instruments are control charts, process capability analyses and trend analyses.
Quality management along the supply chain
In mechanical engineering, quality management extends across all areas of the company.
Development and design
Quality standards are already defined in the development phase. Design errors can cause high costs later, so careful planning is crucial. Important measures are design reviews, simulations and tests, and prototype development.
Production
During production, process stability is the focus. The aim is consistently high product quality. Typical QM measures are inspection plans, sampling inspections or automated measuring systems, for example using artificial intelligence.
Supplier management
Many mechanical engineering companies work with numerous suppliers, so supplier quality is also decisive. Measures can include supplier audits, incoming inspections and long-term quality partnerships.
Service and maintenance
Quality management also plays an important role after machines and technical plants have been delivered. Maintenance, spare parts and technical support contribute significantly to customer satisfaction.
Quality management software as an important building block
Because actual and target states can be recorded very easily in the production of machines and plants, using quality management software is particularly effective here. States and objectives are usually clearly defined, and interfaces can be clearly mapped and therefore optimised particularly well. Suitable quality management software actively helps to optimise effort, costs and benefits. It prevents redundant processes, shortens waiting and idle times in all phases of product development and ultimately minimises possible sources of error that could lead to poor or defective products.
Optimised quality management in mechanical and plant engineering through process-oriented QM software is therefore one of the most effective ways to reduce development costs while maintaining or even increasing product quality.
Quality management consulting in mechanical and plant engineering with PeRoBa®
PeRoBa® Unternehmensberatung GmbH (Baldham/Munich) provides comprehensive support with the introduction and optimisation of quality management in mechanical and plant engineering. Whether you are aiming for initial certification, recertification or the transition of existing certificates, we help you analyse and implement a suitable quality management system. We analyse and optimise your processes, organisation and infrastructure, carry out internal audits, train employees in the practical application of quality management and provide expert advice on planning and carrying out certifications (for example to ISO 9001, VDA 6.3 or IATF 16949) – following the principle of help for self-help.
Book a free, no-obligation initial consultation or call us: +49 8106 / 2308992.
About PeRoBa®:
PeRoBa® Unternehmensberatung GmbH has specialised in management systems since 1991. The company has been headquartered in Baldham since 2011 and also maintains an office on Prinzregentenstraße in Munich. PeRoBa® advises, audits and assesses to support clients in introducing and implementing their management systems, and also offers audits, QM training, seminars and workshops. Since January 2016, the in-house, patented software iVision® – Smart Remote Audit Solution has been on the market.
Dr. Roland Scherb is the founder and Managing Director of PeRoBa® Unternehmensberatung GmbH, certified to DIN EN ISO 9001, ISO 14001 and ISO 27001 and based in Baldham. He is President of the Bundesverband der Auditoren e. V. (German Federal Association of Auditors), head of the ISO Certification Competence Forum at BVMW e. V. (German Association for Small and Medium-sized Businesses) and a member of the DIN working committee NQSZ NA 147-00-07 GA on the revision of DIN EN ISO 19011. He is also a book author as well as a trainer and lecturer at renowned educational institutions on management systems and the associated core methods.
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