DAAAM INTERNATIONAL SCIENTIFIC BOOK 2012 pp.

619-632 CHAPTER 51

QUALITY MANAGEMENT IN THE AUTOMOTIVE

INDUSTRY
GOICOECHEA, I. & FENOLLERA, M.
Abstract: The automotive industry has always been an example in the field of Project
Management and Leadership and, of course, as far as quality is concerned. An
established methodology is followed from product development through production.
The aim of this investigation is to set up a relationship between the different stages of
the Product Realization Process (PRP) and the most suitable quality tools for each
of them, so that it can be a support to the organizations interested when it comes to
choosing the most effective tools depending on the quality strategy they adopt.
This paper: sets out the development of the main quality standards in the automotive
sector; explains the most important characteristics of the PRP industry, obtaining a
proposal of project management phases or stages; makes a classification of the main
quality tools used based, on the one hand, on the extensive revision of specialized
bibliography, and on the other hand, on the authors’ experience; and finally uses a
qualitative method of data collection in order to analyze the most adequate tools and
to fit them in the different stages of the project.

Key words: automotive, project management, quality standards, quality tools, PRP

Authors´ data: Univ. Prof. Dr. Eng. Goicoechea, I[tziar]; Univ. Prof. Eng.
Fenollera, M[aria]; University of Vigo, School of Industrial Engineering. Campus
Lagoas Marcosende s/n Vigo. Spain, [email protected], [email protected]

This Publication has to be referred as: Goicoechea, I[tziar] & Fenollera, M[aria],
(2012). Quality Management in the Automotive Industry, Chapter 51 in DAAAM
International Scientific Book 2012, pp. 619-632, B. Katalinic (Ed.), Published by
DAAAM International, ISBN 978-3-901509-86-5, ISSN 1726-9687, Vienna, Austria
DOI:10.2507/daaam.scibook.2012.51

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1. Introduction

Increasing global competition over the past decade has forced automotive
companies to improve quality and efficiency. Using the management tools that are
relevant to the organization’s needs has become a strategic issue for companies in
today’s competitive environment.
The project quality can be viewed in different ways. The factor of who assesses
the quality, and what is the evaluation based on, is always decisive. However, the
bottom line is always determined by customers`or skateholders`requirements
(Nagyova & Pacaiova, 2010). By choosing and applying the best management tools
among too many management tools, companies can improve their performances and
then increase customer satisfaction and gain market shares.
Management is characterized because of its global and comprehensive
approach; it is and organizational strategy and management methodology that makes
the members of an organization participate with the basic aim of continuously
improving efficacy, efficiency and functionality. Automobile quality management
system is based on the ISO/TS standard that focuses mainly on processes (Jiménez,
2008), and on the satisfaction of customers (intermediate or ultimate); and by which
both employees and suppliers are involved (Fig. 1).

Fig. 1. ISO TS Process Approach

Quality management techniques and tools are instruments and methods that
help to solve specific problems at different organization levels (Automotive
Committee, 2004). There is a wealth of literature above all professional, on the
specific tools related to quality management (Juran & Gryna, 1998; Besterfield et al.,
1999; Dale et al., 2007). They have been grouped according to different criteria and
many classifications have been proposed, both in professional and academic
literature; Greene (1993) describes up to 98 tools, grouped by the objectives set by
companies. The entire automotive industry has embraced quality tools, such as
concurrent engineering, continuous improvement, and statistical process control but
the main difficulty lies in determining what quality practices are the most likely to
improve quality and overall firm performance. This work presents the hands-on

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experience of quality tools use and implementation at each PRP stage within a top-
level supplier company in the automotive industry. The objective of this study is to
explore the strategic implications of quality tools adoption with the aim of building
theory. Because the focus of this research is exploratory, the authors qualitative data
collection methods, primarily field-based collection- to help ensure that important
variables and relationships were identified.

2. Quality management frameworks and standards

Producing with “quality” is the philosophy of any company in this industry. It

has an extensive experience in quality management and this materializes in the form
of quality assurance standards that have arisen throughout the years, such as QS, TS,
VDA, EAQF, AVSQ, etc. Nowadays it has its own specifications, such as the ISO/TS
16949 standard, based on the ISO 9001 model, with specific requirements of the
automotive industry, raising the level of requirements and quality of this standard.

2.1 Quality standards development

The automotive industry began its activity in the 17th Century, using steam as
propulsion element. After significant progress in gas-powered engine design, the first
petrol engines emerged in 1889. In the early 20 th Century, mass production of
automobiles begins in the USA, being leaders in automobile manufacturing. Some
years later, European manufacturers learnt the lessons and built manufacturing plants
in the UK, France, Germany and Italy.
In the WWI and WWII period, most automobile manufacturing countries
drastically reduced their activity. In 1939, General Motors (mainly) and Ford were
the leading company in the US market, Opel and Mercedes-Benz in Germany,
Renault, Peugeot and Citroën in France, and Morris, Ford, Vauxhall (of General
Motors), Standard and Rootes (Jaguar, Rover and Rolls-Royce makes) in the United
Kingdom. Car production outside the USA survived mainly because General Motors,
Ford and Chrysler established manufacturing plants in other countries. After the war
(1945), there was a significant expansion of automotive sector. Large automobile
mergers took place to be more competitiveness among manufacturers.
Japanese car industry arose in the sixties, with a more competitive and
aggressive philosophy of work, based on quality principles. American manufacturers
decide to change their management strategy and form, and military quality standards
are adopted. Already in 1988, their supplies are requested specific requirements. Each
manufacturer has a manual containing his own requirements and suppliers have to
make an effort to fulfill them; this issue gets complicated when suppliers work for
several manufacturers at the same time. Aware of this working method not being
competitive, the Big Three U.S. automakers (Chrysler, Ford & General Motors,
1994) organize a working group whose aim is to unify their different requirement
manuals. This working group efforts became reality in 1994 with the publication of
QS-9000-Quality System Requirements standard, that derives from the 1994 version
of ISO 9000 (Kartha, 2004; Bandyopadhyay, 2005). Later, other American
manufacturers of the industry accepted this standard as well.

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The German automotive sector reconsidered this issue because of the increased
competence, the aim of being more competitive, costs reduction, etc.. This is how the
“Verband der Deutschen Automobilindustrie“(VDA) arose in Germany; this
organism makes the VDA 6 Qualitätsstandard der deutschen Automobilindustrie
standard; its core part is VDA 6.1 (1996) whose target is to allow for assessment
under comparable conditions of different quality management systems. Similarly to
the regulations that came into being in the USA and Germany, two more standards
also sprang up: the Evaluation Aptitude Quality Supplier (FLAA) in France (1994),
quality system standards for Citroën, Peugeot and Renault, with regard to their
suppliers and the Association of Quality System Evaluators (AVSQ) (1995) in Italy.
Lately, the automotive industry (like the rest of sectors), follow the globalization
tendency. Not only the main automobile manufacturers, but also their suppliers apply
alliance and fusion policies, thus, there is a need for harmonizing the different
regulations on quality management that had arisen in the automotive industry. The
latest result of this globalization effort is the UNE-ISO/TS 16949 standard, which
replaces the QS 9000 standard.
The first edition of this technical specification (year 1999) was mainly based on
the ISO 9000:1994 standard. In 2002, there was a second edition (UNE-ISO/TS
16949:2002) based on ISO 9001:2000. The current version of the specification is
ISO/TS 16949:2009 (2009). The IATF (International Automotive Task Force) was
established to create this standard. The main automotive manufacturers participated
in this working group together with national organizations like VDA and some
members of ISO TC 176 (technical committee of the ISO organization for quality-
related regulations). Its quality references are shown in Fig. 2.

Fig. 2. Quality references for the sector’s suppliers according to the IATF (source:
http://www.aiag.org)

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General Motors and Ford insisted on all its suppliers making the transition
from QS 9000 to ISO/TS 16949 before the end of 2006, whereas Chrysler requested
such transition in 2004. About 6,000 first and second-level suppliers around the
world have obtained the ISO/TS 16949 certification. American companies are on top
of the list, followed by German, French, Spanish, Italian, Chinese, Brazilian and
Indian firms (Davis, 2004).

2.2 Quality Management

The ISO/TS 16949 international standard establishes the particular
requirements of the implementation of ISO 9001:2000 in the automobile production.
This is a useful framework to understand the quality planning of the product in
general, the PRP, being one of the most important parts of the standard. Broadening
the project management concept, this standard requires the establishment of a method
so that the PRP is measured up by means of specific milestones, including the
corresponding management analysis and revision. Factors to be accounted for include
quality, risks, costs and deadlines.
Based on its working method, numerous companies of other sectors have taken
this model of management and have tried to apply it and adapt it to them. It is
because of this that quality management implementation in the best possible
conditions requires the support of some techniques that contribute to their
development.
While some of these tools can be used to reveal problems with the staff
participation, others can be drawn from measurements or data obtained from the
process to be controlled and, after analyzing such data, the intended results are
obtained. In some occasions, these results are used to control the process: if the
results are within the limits established for each process, the process is controlled;
otherwise, corrective measures will be needed to be applied to it. Some other times,
the only interest is to see the results of a process with a graphical representation. In
general, there is a wide number of ways (some of them complex) to control a process,
to find failures, to improve systems, to analyze risks, etc.
The automotive sector is managed by the Major Automobile Manufacturers
(MAM), like Ford, General Motors, Volkswagen,… Their working method or Project
management follows specific phases: offer, contract revision, product design, product
design validation with prototypes, industrialization, product validation and process,
and finally production optimization. MAM have Design Centres and Production
Facilities around the world.
Development projects of new vehicles take place at Design Centres; such
projects have an average 3-year planning for new vehicles and 1 or 1.5-year for
vehicle re-styling. Each vehicle component is perfectly designed in this Development
Projects: geometry, functionality, technical characteristics, as well as the interrelation
and interferences among them. Each component characteristics and determining
factors are recorded in the Specification (tender documentation), where drawings,
regulations, tests to be undertaken, etc. are specified.

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Many times at this design stage, MAM´s include some suppliers in their
working team because of their knowhow (experience), that this way participate in the
vehicle design. They are known as Development Providers. In the Production
Facilities, MAM only assemble components. An intermediate stage between design
and production is therefore necessary in the Project.
That stage is the suppliers’ allocation, which determines which suppliers are
responsible for the mass supply of the different components to production plants. The
so-called Buyer Leader is in charge of suppliers’ allocation. The allocation is
performed on the basis of different criteria: economic (offer), experience, quality
incidents in other supplies,…
Control and follow-up on suppliers (that reach up to mass supply of allocated
components) by the Manufacturer are critical at this stage. Considering the amount of
components, several Quality Supplier Engineers are appointed. They are responsible
for controlling that the supplier fulfills some milestones, such as the delivery of
prototypes to the Manufacturer (they are non-representative samples but show the
supplier’s capacity to make parts; at this point the supplier does not have the final
manufacturing resources) and the deliveries of initial samples (representative pieces
of production that have all the necessary working resources, prepared workstation,
documents, …).
The Quality Supplier Engineer appointed, carries out a Pre-Production audit
(Run at Rate), in which the Auditor checks that the Supplier can provide good parts
and complies with the frequency requested by the Manufacturer. In order to do this,
work stations are analyzed, together with all documents regarding both product and
process quality.
The manufacturer work is based on solid management skills of new vehicle
design project and a subsequent good logistics management; since the Production
facilities assemble components “just in time”, provided by a great variety of
suppliers, with almost zero stocks. Those suppliers that provide their products
directly to the “Production facilities” are called Tier 1 suppliers. Those who supply
parts to the latter are the Tier 2 suppliers, and so on and so forth: Tier 3, Tier 4
suppliers… In order to achieve this type of category, supply capacity and quality is
needed to be shown first; therefore, there are some steps or stages throughout the
Project that all suppliers in the automotive industry must follow in order to fulfill the
supply requirements or adequate levels. All these stages are reflected in a document
called “Product Quality Assurance Dossier” or “Production Part Approval Process”;
such document includes all quality requirements and stages to be complied with at
this stage of development of the supplier until mass production.
Because of what has been set out, it can be concluded that project management
in the automotive sector is characterized by the stages shown in Fig 3. At each of
these stages, it is essential and imperative that a range of quality tools are adopted as
working method. All these tools are mainly based on the philosophy of zero defects
and continuous improvement.

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Fig. 3. Project stages in the automotive sector

3. Examination and clasification of the quality tools

This report focuses on the most used tools in the sector and on those forced to be
used by the manufacturer as a general rule:
1. PDCA cycle or Deming
2. Q7: the seven basic tools of quality
3. M7: the new seven tools
4. Planning techniques
5. Control techniques
6. Improvement techniques

The DEMING or PDCA cycle

The PDCA cycle, is used as a work philosophy and is the core principle of ISO
TS. This methodology is inherent to the sector on a daily basis and it sets the steps to
be followed to undertake any improvement (Fig. 4).
 PLAN: Assortment of problems and planning of improvement actions → To know
the problem that is tried to be improved, to look for the root reason, solutions to
this reason,... Here, analytical tools like Q7 are used.
 DO: Realization of concrete actions to solve the problem → To put the necessary
means for improvement.
 CHECK: Validation of results and controlling of aims → To measure the obtained
results, to see if the aims are reached …
 ACT: Improvement of actions, of the situation, etc. → To extend the solutions to
other similar problems, families of pieces…

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Fig. 4. Deming cycle

It is based on the principle of quality management continuous improvement,
one of the basis supporting the quality philosophy. It analyzes existing data and
focuses on historical process capability to know the problem, that is to say, on
obvious and quantified facts and problems.
Q7: The seven basic tools of quality
They are known by “The Seven Basic Statistical Tools” because they are
appropriate for people with little formal education in statistics (Ishikawa, 1985):
 Check sheet
 Flow charts
 Cause-and-Effect Diagrams (fishbone)
 Control Charts
 Histograms
 Pareto Charts
 Scatter Plot

A right approach to deal with issues is to see first if the issue exists by using
verified data (check sheet), quantifying its severity (Jiménez, 2010), if it is repetitive
and representative (histograms, Pareto charts) and using tools like cause and effect
diagrams intending to determine the root reason of the problem. Specifically, and as
an example, the scatter plot was used to pursue a test correlative to the hardness and
fatigue test applicable to polyurethane seats of any vehicle; such test is usually

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performed 36 hours after their production. A test correlative to the previous one was
found; it was totally significant, but carried out 6 hours before its production, with the
objective of knowing beforehand if the production carried out is correct or, if that
new test provides incorrect results, being able to tackle the problem in production
before the 36 hours where the problem would be encountered with the standard test.

M7: The new seven tools

This is an assortment of useful tools for decision-taking at management level

(Barker, 1989). They are not new, but their popularity has increased in the
engineering and manufacturing fields over the last twenty years (Omar & Kleiner,
1997). They are planning and management tools aimed at Management:
 Affinity Diagram
 Relations Diagram
 Tree Diagram
 Matrix Data Analysis
 Matrix Diagram
 Process Decision Program Chart (PDPC)
 Arrow Diagram
Planning techniques
These tools are aimed at preventing the manufacturing of defective parts
(Rodríguez, 2011). They are applied to plan the manufacturing process,
manufacturing tools, control frequency, personnel carrying out controls:
 Benchmarking: competence analysis; it is a systematic, continuous measurement
and comparison process to determine “best” practices in order to improve an
organization’s performance (Watts, 2012).
 QFD (Quality Function Deployment): The core of this approach is a chart called
house of quality. This technique identifies customer requirements and provides a
discipline to ensure that those requirements are included in product design and in
planning process. It reduces product development cycles, increasing quality and
reducing costs (Chan & Wu, 2002).
 Capability Studies. They are is used to know if manufacturing processes are stable
and capable. This tool is closely related to statistical process control.
 DOE (Design of Experiments): method used for process optimization. Its
implementation implies a reduction in the number of tests, so product
development can be organized more economically (Montgomery, 2004).
 FMEA (Failure Mode and Effects Analysis): systematized preventive method
intended to identify and evaluate the potential failure of a product/process and its
effects, as well as to determine actions which could reduce the chance of the
potential failure occurring (Carlson, 2012). It is a compulsory tool in the
automotive industry to be aware of the different failures that can arise at every
moment; the aim is to account for three aspects: seriousness of the failure, failure
occurrence or likeliness of occurrence, and failure detection or identification

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ability during the process. Once those aspects are valued, the criticality rating is
estimated as the multiplication of the three. If that value is higher than that
requested by the Manufacturer, actions are taken. Since the seriousness of the
failure cannot be changed, focus must be on occurrence or detection, in order to
diminish the criticality rating. The ideal thing is to deal with occurrence, by means
of elements called pokayokes or “mistake proofing” systems that avoid mistakes
made by human error. Some other times, it is not possible to focus on occurrence,
and prevention is then tackled, seeking systems that fully detect failures before
moving to the next stage. As far as costs are concerned, it is important to detect
failures at the beginning of processes and not at the end of manufacturing.
Control plan: document used to plan all controls to be carried out in a manufacturing
process, per job, as a result of the FMEA planning. They are mandatory in the
automotive sector.

Control techniques

The following quality techniques are widely used as control techniques:

 SPC (Statistical Process Control): in every production process, it is necessary to
know up to which extent the products meet the pre-established
requirements (Automotive Industry Action Group, 1995). The Voice of the
Process (variability observed), and the “Voice of the Customer” (Specification
limits) have to be compared. Therefore, Capability Studies provide indicators
called capability indices (Cp, Cpk, Pp, Ppk), that inform about the level of
compliance. On the other hand, process stability is to be guaranteed in order to
tackle them if they are out of control. Control charts represent the Statistical
Process Control (SPC) tool and notices when a process stops following the random
pattern of normal behaviour.
 Audits: there are many types of audits, classified by internal or made by the
customer. They are daily present in automotive companies, where there are several
auditors that plan audits of all kinds yearly: Production, Pre-production (Internal);
Run at Rate (Pre-production Customer); Quality; Product; Spic & Span (5-S
philosophy); Security and Regulations.
 Definition of indicators: Key Performance Indicators are quantifiable aspects that
reflect the critical factors. There are many important indicators related to quality.
They are defined during the different Project development stages, like control tool,
for example “quality incident indicators of suppliers”, of compliance of initial
samples and prototypes, those referred to delays in deliveries, suppliers’ quality
systems... The main goal is to find proper indicators for particular processes and
find methodology that helps to identify those indicators (Nagyova & Pacaiova,
2009).

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Techniques for improvement

Finally, the quality tools used as techniques for improvement are the following:
 Continuous improvement
 TPM: Total Productive Management
 Lean Six Sigma: methodology that firms can use to improve the output quality of a
process
 Poka Yoke: “mistake proofing” system that helps to prevent human errors.
 Improvement group. Collaborative working method between several production
workers, where there is a critical figure: the improvement group facilitator (usually
a quality-related person), that guides the group as regards some steps to be
followed to solve a problem. That person also provides workers with knowledge
and orientation on the use of quality tools.
 8D Tool (8 Disciplines): it is a method used to resolve customer-related problems;
customers are required to use them. The eight disciplines are followed for problem
solving. The disciplines comprise several data-collection tools, determine root
cause, …

Among them, the most used are the Pokayokes, improvement groups as team-
working method for problem-solving (Mari-García, 2009) and the 8D tool to resolve
customer-related incidents.

5. Research Methodology and Results

In order to analyze the most suitable tools and to fit them in the different stages
of the project, the idea of some follow-up project monitoring surveys came up, aimed
both at the Project Manager and the Project Quality Manager. The stages of the
Project relative to the offer and contract (Fig. 3) have been excluded from the study,
therefore the stages considered in the surveys are the 5 remaining.
Surveys took place in two types of companies: Tier 1 suppliers that
manufactured totally different products: seats and pipes, in order to ensure that
product type does not influence the chosen type of quality tool. Seventeen Projects
ended in 2011 were analyzed at each company; specifically, they were 10 projects of
one company and 7 of another. A structured interview protocol at all site visits were
used. The protocol covered a number of topics relating to different quality tool: if
they were used, which were the most popular, at which stages, which were the most
successful, which were verified not to be useful, etc.
Qualitative theory building research is an iterative process so the data collection
and data analysis should be done simultaneously: the data from one case is collected
and then analyzed before the next replication is performed. If needed, any
improvements in the protocol for subsequent replications. This ability to refine and
improve upon the protocol between cases is a significant advantage to this type of
research.

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Choosing each tool for each stage depends both on the experience and on the
intuition of each interviewed person, so the method used to validate the survey was
the descriptive statistics with the SPSS v. 18 program and correlative analyses to
identify each project stages with each tool.
Limitations of this study include generalizability, causality, and empirical
testing. The limited sample size and the industry involved constrains the
generalizability of the findings.
Some other surveys regarding Projects that began in 2011 have been initiated (3
in one company and 4 in another). Today, we already have results for the Project
design stages, and these data have been included to analyze and reinforce the quality
tools used at the first stage of design.
After the experience and implementation of such tools (previously summed up)
in a Tier 1 supply company of the automotive industry, it has been proven that the
best tools to be applied at each of the different stages of the Project are those included
in Table 1.

PROJECT STAGES QUALITY TOOLS USED

- FMEA
Stage 3: Quality in design
- Control Plan
Stage 4: Quality in prototype s - PPAP.Control Plan
- Pokayokes Design
Stage: Quality in initial samples
- Control Plan
- Pre-production audits. Run at Rate.
- Control Plan
Stage: Quality at series beginning - Design of quality indicators as
management tool
- Customer claim follow-up. 8 D Tool
Stage: Quality in series - Quality incident indicators of suppliers”,
- SPC. Control Plan
Tab. 1. Structural Theory and Industrial Structures

Suggestions for future research focus on the need for a quantitative assessment
of relationships identified from this study.

6. Conclusions

In today globalized world, there is a growing need for tools that make it
possible to measure up the quality processes used by each of them, since the
manufacturers of final products are committed with users to provide quality products,
putting the company’s prestige at risk. Because of this reason, having quality

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guarantees of the materials and components provided by suppliers can determine the
success or failure of a product, or even of a company.
Considering this situation, the idea of developing a global standard at the
different project stages arose; it would allow companies to determine the quality that
they could offer on real grounds. The goal is to be able to define a standard to be
followed by the companies of the sector, either because of the good results of its
implementation or because of its compulsory nature regarding automotive quality
regulations.

7. References

Automotive Industry Action Group, Chrysler Corporation, Ford Motor Company,

General Motors Corporation (1995). Statistical process control (SPC):
reference manual. Automotive Industry Action Group
AVSQ ’94 ANFIA Valutazione Sistemi Qualità (1995). Edizone 3 plus Addendum
QS 9000 all AVSQ, edizione Marzo 1997
Bandyopadhyay, J.K. (2005). The global supply chain assurance practices of United
States automakers: a survey. International Journal of Management, Vol. 22,
No. 4, 582–694
Barker, R.L. (1989). The seven new QC tools. Proceedings of the First Conference
on TQM Tools and Techniques. IFS Publications, 95-120
Besterfield, D., Besterfield-Michna, C., Besterfield, G. (2003). Total Quality
Management (3rd edition), Prentice-Hall, ISBN 9780130993069, New Jersey
Carlson, C. S. (2012). Effective FMEAs: Achieving Safe, Reliable, and Economical
Products and Processes using Failure Mode and Effects Analysis. John Wiley
& Sons, Hoboken, ISBN 9781118312568, New Jersey
Chan, L., Wu, M. (2002). Quality function deployment: A literature review.
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0377-2217
Chrysler Corporation, Ford Motor Company and General Motors (1994). Quality
System Requirements QS-9000 1st Edition, AIAG (810) 358-3003
Comité de automoción (2004). Herramientas para la calidad. AEC, Asociación
española de la calidad
Dale, B., Van der Wiele, T. & Van Iwaarden, J. (2007). Managing Quality (5th
Edition), Blackwell Publishers, ISBN 9781405142793
Davis, B. (2004). One Standard fits all. Professional Engineering, Vol. 17, No. 9, 43–
45
EAQF ’94 Evaluation aptitude Qualité Fournisseur (1994). Edition plus QS-9000
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Greene, R. (1993). Global quality: a synthesis of the world's best management
methods. ASQC Quality Press, ISBN 9781556239151, Milwaukee, USA
Ishikawa, K. (1985). What is Total Quality Control? The Japanese way, Prentice
Hall, ISBN 9780139524332, New Jersey, USA

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ISO/TS 16949:2009 (2009). Quality management systems: Particular requirements

for the application of ISO 9001:2008 for automotive production and relevant
service part organizations. ISO 9000, Quality Management Systems, ISO
Website
Jiménez, J.M. (2008). El coste de la variabilidad de los procesos. Proceedings of the
XIII Congreso de Calidad y medioambiente en la Automoción.
Jiménez, J.M. (2010). El valor de los datos. Proceedings of the XV Congreso de
Calidad y medioambiente en la Automoción
Juran, J. & Gryna, F. (1998). Juran´s Quality Handbook, McGraw-Hill, ISBN
9780139524332
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9000, ISO/TS 16949 and Baldrige criteria. The TQM Magazine, Vol. 16, No. 5,
331 – 340, ISSN 0954-478X
Mari-Garcia, J. (2009). La gestión de los recursos humanos: gestión del talento en el
sector de automoción. Jornada sobre innovación y mejora de procesos en el
sector de automoción
Montgomery, D.C. (2004). Design and Analysis of Experiments (6th edition), John
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Nagyova, A. & Pacaiova, H. (2009). How to Build Manual for Key Performance
Indicators –KPI, Chapter 15 in DAAAM International Scientific Book 2009,
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978-3-901509-69-8, ISSN 1726-9687, Vienna, Austria
Nagyova, A. & Pacaiova, H. (2010). Quality Evaluation Methodologhy for Research
projects, Chapter 22 in DAAAM International Scientific Book 2010, pp. 219-
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