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Succeeding in quality improvement at Bucher Municipal
In today’s rapidly evolving industrial landscape, staying ahead requires continuous adaptation. At Bucher Municipal, a renewed focus on quality and operational excellence led to the launch of an ambitious improvement program — combining Lean, Six Sigma, and strong team collaboration.
From recurring defects to cross-functional collaboration, follow the team’s journey as they tackled key challenges, empowered their workforce, and built lasting routines to support operational excellence.
From operational friction to a quality-first mindset
Prior to launching the improvement program, Bucher Municipal faced a series of critical challenges that were negatively impacting product quality, internal efficiency, and customer satisfaction.
Among the most pressing issues were:
- Persistent paint-impacting defects such as grinding marks, spatter, and scratches on metal components.
- Lack of reliable, real-time defect data, hindering prioritization and decision-making.
- Inconsistent engagement in team routines and difficulty maintaining regular improvement meetings.
- Frequent breakdowns and high maintenance costs associated with electric grinding tools.
- Damage to raw metal sheets during internal transport due to insufficient protection.
- Project scope and ownership misalignment, resulting in unclear responsibilities and diluted outcomes.
A structured Lean and Six Sigma approach to quality improvement
In response, Bucher Municipal launched a comprehensive program focused on capability building, process optimization, and cultural reinforcement. The initiative included:
- Kaizen and quality circle training, promoting collaborative problem-solving and shared learning.
- Introduction to Six Sigma for leadership and formation of Green Belt and Black Belt teams.
- Visual data tools such as tally sheets, measles charts, and a fault board to enable real-time issue tracking.
- Regular team and management meetings to reinforce accountability and ensure consistent follow-up.
- Tooling upgrades, including the replacement of electric grinders and protective sleeves for forklift forks.
- Structured root cause analysis through Pareto and Ishikawa diagrams and targeted A3 problem-solving efforts.
- Governance and project management, with 14 quality circles actively leading initiatives and monthly steering meetings aligning project teams with senior leadership.
This integrated model not only resolved quality issues but also embedded a sustainable, problem-solving mindset across production teams.
“The quality circles gave the guys an opportunity to share individual skills and work as a team — that really helped.” – Andy Miller, Production Engineer
Impact of the transformation
The results of the improvement program were both measurable and far-reaching:
- Approximately 50% reduction in internal customer-reported defects, such as grinding marks and scratches.
- 30–50% reduction in paint defects like overspray.
- Improved tool reliability and reduced maintenance costs after switching to compressed air-powered grinders.
- Significant cost savings driven by lower rework rates and process efficiency gains
Beyond the metrics, the program fostered stronger collaboration through quality circles, reinforced a culture of structured problem-solving, and aligned improvement efforts with strategic business priorities.