Operational Quality Excellence
We embed excellence in your processes – for stable quality, sustainable improvements and the highest customer requirements.
Quality is produced, not controlled
Excellent quality is created in the process – through responsibility, standards and clarity on the shop floor.
- Are errors detected too late or only "caught" by final checks?
- Is your quality department fighting symptoms, while the causes are on the line?
- Are you looking for a quality control system that works in the factory, not at your desk?
We at T.A.S. FORCE are convinced that quality is not a matter of control, but is the result of stable processes, competent teams and responsibility in everyday life.
Our mission: We support companies in anchoring their quality where it is actually created – in the production process. Through clear standards, real-time control, operational responsibilities and a culture in which quality is part of daily work.
Our core services for operational quality excellence
Quality control on the store floor - away from control and towards process responsibility
- Development of a quality control system at line, division and plant level
- Introduction of SQDCM boards and daily management routines with a focus on Q topics
- Visualization of relevant KPIs such as first pass yield (FPY), reject rate, defect classes, PPM
- Integration of deviation management into daily teamwork
- Linking with existing store floor, lean and OEE structures
We establish quality as an integral part of the production system – not as a correction mechanism.
Systematic deviation management - making errors visible & solving them in the process
- Development of an escalation system with clear response levels and responsibilities
- Introduction of structured problem-solving methods (e.g. 5-Why, immediate measures, root cause analysis)
- Digitalization of deviation recording & action tracking (via digital boards, apps, MES interfaces)
- Establishment of a continuous improvement process (CIP) along the causes of errors
- Application of the Gemba approach: problems are understood and solved where they arise - directly on site
The closer the solution is to the problem, the more sustainable it is – quality depends on the place where value is created.
Anchoring roles, responsibility & ownership in day-to-day line work
- Definition of clear Q-roles for shift supervisors, foremen, line managers & employees
- Introduction of management standards for quality in day-to-day business
- Development and qualification of quality multipliers in production
- Coaching and sparring for managers to strengthen quality responsibility
- Promotion of personal responsibility & problem awareness at store floor level
We are putting an end to the idea that “the Q department is responsible for quality”. Responsibility starts in the team.
Process robustness as the basis for quality - ensuring standards instead of increasing rework
- Identification of critical process steps & quality features
- Implementation of Poka Yoke, SPC, limit patterns & standard operating procedures
- Reduction of testing effort through process-integrated validation methods
- Qualification of employees in Q-relevant methods (e.g. control plan, handling of test equipment)
- Use of process data for early detection of instabilities
Robust processes are the true origin of quality – not multiple checks at the end of the line.
Cultural change & leadership behavior - Quality starts in the mind
- Development of a quality culture in which mistakes are seen as a learning opportunity
- Empowering managers to actively manage Q in everyday life
- Integration of quality into management routines, store floor discussions and target systems
- Introduction of structured feedback loops and lessons learned
- Building a culture in which care, transparency and responsibility are practiced
Quality is not created by processes alone – but by attitude, example and consistency.
Track record - Our customers benefit from quality in practice
- FPY increase by 20% in only 3 months through process stabilization & escalation routines
- Reduction of rework by 40% through prpreventive measuresmeasures in the process
- 80% faster response times in the event of deviations thanks to the store floor escalation system
- Significantly improved collaboration between production, maintenance & quality
- Sustainable strengthening of personal responsibility and leadership quality in the Q context
FAQ - Frequently asked questions
"Why T.A.S. FORCE?" Your questions, our answers
Why T.A.S. FORCE for operational quality excellence?
- We bring quality to where it is created – in the production process
- We understand the reality in the factory – not theories, but practical systems
- We combine methodological expertise with operational realisation power
- We create clarity, structure and reliability – for managers and teams
- We deliver measurable results – not just presentations
When do you need operational quality excellence?
- You want to avoid mistakes, not just find them
- Their responsibility for quality is not clearly anchored in everyday life
- Your teams work reactively – instead of proactively
- You have too many escalations and too little systematisation
- You are looking for a practical solution that works quickly and sustainably