{"id":8257,"date":"2026-05-06T07:24:16","date_gmt":"2026-05-06T05:24:16","guid":{"rendered":"https:\/\/leanandsmartpro.com\/?page_id=8257"},"modified":"2026-05-11T10:11:49","modified_gmt":"2026-05-11T08:11:49","slug":"studija-slucaja-upravljanje-projektom","status":"publish","type":"page","link":"https:\/\/leanandsmartpro.com\/en\/studija-slucaja-upravljanje-projektom\/","title":{"rendered":"Studija slu\u010daja – Smanjenje \u0161karta"},"content":{"rendered":"
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\u00a0<\/h4>

Case study: improving quality and reducing scrap in automotive manufacturing<\/h4>

Introduction<\/h5>

An automotive company, part of an international group and a Tier 1 supplier to premium vehicle manufacturers, was facing rising scrap rates and unstable production processes. It operates in a demanding environment where customers expect high quality, repeatable processes and strict adherence to delivery schedules.<\/p>

As the company produces components for the premium automotive segment, every process deviation directly affects costs, production efficiency and customer satisfaction.<\/p>

Process analysis identified higher nonconformity rates, inconsistent working practices between shifts, insufficient standardisation and a lack of systematic performance monitoring.<\/p>

The organisation launched a process improvement project using Lean principles, PDCA and Six Sigma to address the problems systematically and sustain the results.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Challenges identified<\/h5>

The process analysis identified the following main challenges:<\/p>

  • high levels of scrap and rework<\/li>
  • inconsistent process parameters between shifts<\/li>
  • different working methods among operators<\/li>
  • insufficiently standardised procedures<\/li>
  • delayed monitoring of deviations<\/li>
  • poor coordination between production, process engineering and quality<\/li>
  • rising production and customer complaint costs<\/li><\/ul>

    Alongside these operational problems, the company faced demanding premium automotive customers, for whom quality and process stability are essential to long-term cooperation.<\/p>

    The project approach<\/h5>

    The complexity of the problem and the need to coordinate several departments led the organisation to form a multidisciplinary team covering production, quality, process engineering, maintenance and project management.<\/p>

    The project covered:<\/p>

    • detailed process analysis<\/li>
    • defining KPIs<\/li>
    • standardising work<\/li>
    • employee training<\/li>
    • introducing visual management<\/li>
    • daily monitoring of deviations<\/li>
    • applying Lean and Six Sigma tools<\/li>
    • regular progress reporting to management<\/li><\/ul>

      The objective was to reduce scrap and establish a stable process management system that could be sustained over time.<\/p>

      Methods and tools used<\/h5>

      The team used a range of tools to analyse and stabilise the processes:<\/p>

      • the PDCA cycle<\/li>
      • Six Sigma DMAIC methodology<\/li>
      • 5S workplace organisation<\/li>
      • visual management<\/li>
      • KPI monitoring systems<\/li>
      • Pareto analysis<\/li>
      • Ishikawa analysis<\/li>
      • statistical process control (SPC)<\/li>
      • standardised work<\/li>
      • Layered Process Audits (LPA)<\/li>
      • root cause analysis using the 5 Whys<\/li>
      • FMEA risk analysis<\/li>
      • Lean Daily Management meetings<\/li><\/ul>

        Particular attention was given to involving employees in the changes and developing a culture of continuous improvement.<\/p>

        Project results<\/h5>

        Corrective and preventive actions delivered the following results:<\/p>

        • a substantial reduction in scrap<\/li>
        • lower rework and customer complaint costs<\/li>
        • improved process efficiency<\/li>
        • more stable process parameters<\/li>
        • better communication between departments<\/li>
        • improved OEE<\/li>
        • less waste and lower energy consumption<\/li>
        • better process visibility and faster decisions<\/li>
        • greater employee involvement in improvement activities<\/li><\/ul>

          The project also established a standard way of working that could be applied to other production processes and sites.<\/p>

          Long-term impact<\/h5>

          Alongside operational improvements, the project had longer-term effects:<\/p>

          • a stronger quality culture<\/li>
          • greater organisational competitiveness<\/li>
          • better readiness for new projects and customer requirements<\/li>
          • development of a continuous improvement system<\/li>
          • more stable production<\/li>
          • better work organisation and process monitoring<\/li><\/ul>

            The project showed how Lean, data analysis and active team involvement can deliver practical, measurable results in a demanding automotive environment.<\/p>

            Conclusion<\/h5>

            In automotive manufacturing, quality, stable processes and a fast response are essential to competitiveness. Organisations that connect reliable data, standardised processes and continuous improvement build a lasting market advantage.<\/p>

            This case study shows how project management, Lean tools and systematic problem-solving can improve production efficiency, reduce losses and stabilise complex manufacturing processes.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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            \u00a0 Studija slu\u010daja \u2013 unapre\u0111enje kvalitete i smanjenje \u0161karta u autoindustriji Uvod Kompanija iz autoindustrije, dio me\u0111unarodne grupacije i Tier 1 dobavlja\u010d za premium proizvo\u0111a\u010de vozila, suo\u010dila se s pove\u0107anom razinom \u0161karta i nestabilno\u0161\u0107u procesa u proizvodnji. Organizacija posluje u izrazito zahtjevnom okru\u017eenju gdje kupci o\u010dekuju visoku razinu kvalitete, ponovljivost procesa i strogo po\u0161tivanje rokova […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-8257","page","type-page","status-publish","hentry"],"_hostinger_reach_plugin_has_subscription_block":false,"_hostinger_reach_plugin_is_elementor":false,"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/pages\/8257","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/comments?post=8257"}],"version-history":[{"count":23,"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/pages\/8257\/revisions"}],"predecessor-version":[{"id":8469,"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/pages\/8257\/revisions\/8469"}],"wp:attachment":[{"href":"https:\/\/leanandsmartpro.com\/en\/wp-json\/wp\/v2\/media?parent=8257"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}