As part of our process optimization efforts, we have merged the Quality Assurance and Grinding departments. The two now work together seamlessly—with a single department head overseeing both processes.

The background: Until now, the two areas have operated separately, with their own handoffs and their own routes through production. Especially for components with tight tolerances—as is common in gear manufacturing—every additional handoff costs time; the parts sit idle instead of being machined or inspected.

The new structure eliminates one handoff step. The result: shorter paths between machining and inspection, reduced parts storage time, faster inspection immediately after grinding, and—if necessary—faster rework, because feedback flows directly back into the process without detours. A small change in the organization makes a big difference in the workflow.

We didn't implement the change overnight, but rather over the course of several weeks with targeted test runs. Now that the summer months are over, it is firmly established.

This case illustrates a principle that extends beyond our two departments: Often, two departments in manufacturing are more closely linked in terms of their work than the existing organizational structure suggests. Whenever one department depends directly on the results of the other, it is worth taking a closer look at the separation between them.

Want to learn more about our manufacturing and process optimization in gear cutting? Contact us.