Der Einsatz von Digital Mock-Up-Techniken (DMU-Techniken) ermöglicht es, die Produktentwicklung effizienter und effektiver zu gestalten. Das Ergebnis der Promotion stellt ein Quality Function Deployment-gestütztes methodisches Verfahren dar, mit dessen Hilfe DMU-Techniken in die Produktentwicklungsprozesse der Automobilindustrie eingeführt werden können. Das methodische Verfahren wurde innerhalb eines großen deutsch-amerikanischen Automobilunternehmens entwickelt. Vorteile des Einführungsverfahrens sind die geringeren Aufwendungen bei der Implementierung von DMU-Techniken. Weitere Vorteile des Einführungsverfahrens sind die strukturierte Dokumentation des Einführungsprozesses, die stringente Verwendung der Kundenanforderungen, die Konzentration des Expertenwissens auf einige wenige Visualisierungstechniken (House of Quality).

This thesis examines and develops a proposed manufacturing system methodology and quality control for the design, planning, scheduling and implementation of the Thermiculite 866 high volume manufacturing line, through the use of Lean Manufacturing, Total Quality Management and Change Management principles. The concept under investigation extends to the analysis of flow production benefits and restrictions considering specific characteristics of the product. A novel factory design methodology is proposed to achieve required production volumes and cost effective implementation. Furthermore, high product quality levels are warranted by developing a Strategic Alignment of Quality Function Deployment which brings commercial awareness to the early stages in the product/process development, and reduces the time to market it whilst promoting long-term solutions. The process and the layout design are supported by a proposed Batch/Flow Comparative Matrix. As a result, the proposed factory design methodologies and management of change introduced in the organization led to a successful production system design as well as controlled implementation according to stakeholders requirements. The design and partial implementation of the Thermiculite 866 production line illustrates the effectiveness of the methodology proposed in this thesis to manage and design the equipment and quality for the future Thermiculite production line. / Technology Strategy Board for the Knowledge Transfer Partnership (KTP)

Die Wettbewerbssituation hat sich für Banken in den vergangenen Jahren deutlich verschärft. Auf höhere Kundenerwartungen hinsichtlich Preis und Qualität, sowie auf steigende Betriebskosten müssen Banken mit einer klaren Kundenorientierung und einem effizienten Kostenmanagement reagieren. Das in der Arbeit dargestellte Konzept des Target Cost and Quality Management (TCQM) beruht auf den Grundüberlegungen des Target Costing, wird jedoch zu einem integrierten Instrument der Planung und Steuerung der Kosten und der Qualität von Bankleistungen ausgebaut bzw. adaptiert. In der Arbeit werden zunächst vor dem Hintergrund verschiedener Auffassungen in der Literatur bezüglich des Charakters und der Systematisierung von Bankleistungen das Verständnis der Bankleistung thematisiert. Im Anschluß daran werden die für das TCQM grundlegenden Konzepte des Target Costing und des Total Quality Management/Quality Banking erläutert und daraus ein grobes Phasenmodell des TCQM abgeleitet. Dieses Phasenmodell wird in einen strategischen Rahmen eingebettet. Nachfolgend wird, aufbauend auf einer allgemeinen Darstellung des Prozesses der marktorientierten Bankleistungs-/Prozeßgestaltung, die Festlegung von Preis-, Qualitäts- und Kostenzielen detailliert erläutert. Grundlage für eine marktgerechte Zieldefinition ist die Identifikation und Bewertung von Kundenanforderungen. Für den konkreten Einsatz der in der Arbeit dargestellten Instrumente und Methoden ist insbesondere die Differenzierung der Kundenanforderungen nach Basis-, Leistungs- und Begeisterungsanforderungen sowie nach merkmals- bzw. ereignisorientierten Anforderungen relevant. Mit Hilfe verschiedener, aufeinander abgestimmter Tabellen können dann konkrete Ziele abgeleitet werden. Den Ausführungen zur Zielfestlegung schließt sich eine Darstellung von Methoden zur Unterstützung der Zielerreichung an. Ein Schwerpunkt wird auf das bankspezifische Prozeßkostenmanagement aufgrund seiner erfolgskritischen Bedeutung für das TCQM gelegt.

Die Wettbewerbssituation hat sich für Banken in den vergangenen Jahren deutlich verschärft. Auf höhere Kundenerwartungen hinsichtlich Preis und Qualität, sowie auf steigende Betriebskosten müssen Banken mit einer klaren Kundenorientierung und einem effizienten Kostenmanagement reagieren. Das in der Arbeit dargestellte Konzept des Target Cost and Quality Management (TCQM) beruht auf den Grundüberlegungen des Target Costing, wird jedoch zu einem integrierten Instrument der Planung und Steuerung der Kosten und der Qualität von Bankleistungen ausgebaut bzw. adaptiert. In der Arbeit werden zunächst vor dem Hintergrund verschiedener Auffassungen in der Literatur bezüglich des Charakters und der Systematisierung von Bankleistungen das Verständnis der Bankleistung thematisiert. Im Anschluß daran werden die für das TCQM grundlegenden Konzepte des Target Costing und des Total Quality Management/Quality Banking erläutert und daraus ein grobes Phasenmodell des TCQM abgeleitet. Dieses Phasenmodell wird in einen strategischen Rahmen eingebettet. Nachfolgend wird, aufbauend auf einer allgemeinen Darstellung des Prozesses der marktorientierten Bankleistungs-/Prozeßgestaltung, die Festlegung von Preis-, Qualitäts- und Kostenzielen detailliert erläutert. Grundlage für eine marktgerechte Zieldefinition ist die Identifikation und Bewertung von Kundenanforderungen. Für den konkreten Einsatz der in der Arbeit dargestellten Instrumente und Methoden ist insbesondere die Differenzierung der Kundenanforderungen nach Basis-, Leistungs- und Begeisterungsanforderungen sowie nach merkmals- bzw. ereignisorientierten Anforderungen relevant. Mit Hilfe verschiedener, aufeinander abgestimmter Tabellen können dann konkrete Ziele abgeleitet werden. Den Ausführungen zur Zielfestlegung schließt sich eine Darstellung von Methoden zur Unterstützung der Zielerreichung an. Ein Schwerpunkt wird auf das bankspezifische Prozeßkostenmanagement aufgrund seiner erfolgskritischen Bedeutung für das TCQM gelegt.

Detta examensarbete är utfört på Astrazeneca Södertälje inom Meto-försteg som är en del av fabriken API, med syftet att effektivisera underhållsarbetet. En kartläggning av det förebyggande underhållet genomfördes, i syfte att identifiera underhållsarbete som utförs dubbelt av både operatörer inom API och underhållsleverantören Caverion. Examensarbetet presenterar en redogörelse för begrepp inom underhåll, TPM (Total Productive Maintenance) och beslutsmodellen QFD (Quality Function Deployment) vilka utgör den teoretiska utgångspunkten för resultat och analys. Examensarbetet bygger på insamlade observationer och intervjumaterial från personal verksamma inom drift och underhåll. Studiens resultat visar att det genomförs överlappningar i underhållsarbetet, exempelvis inom veckotillsyn och förebyggande underhåll (FU) inom fabriksdelen Meto- försteg. Både operatörer och Caverion genomför underhållsåtgärder som innefattar visuell kontroll av oljenivåer, läckage, missljud, vibrationer för ett antal maskiner. En tydligare fördelning av underhållsåtgärder mellan operatörer och Caverion kommer bidra till effektiviseringen av underhållsarbetet. / This thesis was carried out at Astrazeneca Södertälje within Meto-pre stage, which is part of the factory API, intending to streamline the maintenance work. Apreventive maintenance survey was carried out, to identify maintenance work that was performed twice by both API operators and the maintenance provider Caverion. The thesis presents an account of concepts in maintenance, TPM (Total Productive Maintenance), and the decision model QFD (Quality Function Deployment) which constitute the theoretical starting point for results and analysis. The thesis is based on collected observations and interview materials from staff active in operations and maintenance. The results of the study show that there are overlaps in maintenance work, for example in weekly supervision/inspections and preventive maintenance (FU) within the factory part Meto-pre stage. Both operators and Caverion carry out maintenance operations that include a visual control of oil levels, leakage, noise, vibrations for several machines. A clearer distribution of maintenance measures between operators and Caverion will contribute to the streamlining of maintenance work.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Continuous improvement is a consensus theme used by many industries for improving product quality and service. In the last decade a new quality philosophy known as Six Sigma has become well established in many companies, e.g., Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express, etc. Some have suggested that the Six Sigma quality improvement philosophy is not only impacting the global business sector, but will also re-shape the discipline of statistics. The Six Sigma philosophy for improving product and service quality is based upon existing principles established by other well-recognised quality experts, (Le. Deming, Juran, and Ishikawa). The significant departure of the Six Sigma philosophy from existing quality philosophies is that it promotes a stronger emphasis on monitOring production yield and manufacturing costs associated with any quality improvement effort. The other significant contribution that Six Sigma makes to the quality movement is the detailed structure for continuous improvement and the step-by-step statistical methodology. The goal of any Six Sigma improvement effort is to obtain a long-term defect rate of only 3.4 defective parts per million manufactured. Lean and Six Sigma are recent developments in continuous improvement methodology that have been popularised by several high-profile companies. The success and complementary nature of these methodologies has led to their combination into a single methodology, commonly called Lean Six Sigma (LSS). Although there is considerable literature available and many implementations of LSS, very little published research addresses the practical experiences of companies that have implemented LSS. To formalise a Lean Six Sigma implementation strategy for MeG Industries the focus of this research was to answer the research question: "How and why are certain implementations of LSS successful or unsuccessful?" To answer this question, this research investigates the implementation processes of organisations by addressing the following investigative questions: .:. How has LSS been deployed and implemented in organisations? .:. What are barriers to LSS deployment and how are they overcome? .:. What are challenges experienced during a LSS implementation and how are they overcome? The investigative questions further focused the research question and identified several factors that appeared to significantly contribute to implementation success; these factors are: .:. Fusing business strategy with continuous improvement strategy .:. Leadership commitment and involvement in the deployment and implementation processes .:. The use of consultants that are proficient and experienced .:. A defined organisational model and infrastructure which links the continuous improvement efforts with the performance measurement system and senior leadership .:. Defined and standardised personnel selection criteria This research's purpose is to assist MeG Industries to structure a continuous improvement program that abates or eliminates the negative effects caused by deployment barriers and implementation challenges. / AFRIKAANSE OPSOMMING: Deurlopende verbetering is 'n eenstemminge tema gebruik deur menige nywerhede vir die verbetering van produkgehalte en diens. Gedurende die afgelope dekade is 'n nuwe kwaliteitsfilosofie, bekend as Six Sigma, goed gevestig in verskeie maatskappye, bv. Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express ens. Sommige het voorgestel dat die Six Sigma kwaliteit verbeteringfilosofie nie alleenlik impak maak op die globale besigheidsekor nie maar sal ook die disipline van statistiek herskep. Die Six Sigma filosofie vir die verbetering van produk en dienskwaliteit is gebasseer op bestaande beginsels gevestig deur welbekende kwaliteitdeskundiges (bv. Deming, Juran en Ishikawa). Die betekenisvolle afwyking van die Six Sigma filosofie vanaf die bestaande kwaliteitfilosofie is die bevordering van 'n sterk klem op die moniteering van produksieopbrengs en vervaardigingskostes verbind met enige kwaliteitverbeterings inspanning. Die ander betekenisvolle bydrae wat Six Sigma aan kwaliteitbeweging maak is die struktuur vir deurlopende verbetering en die stap vir stap statistiese metodiek. Die doel van enige Six Sigma verbeterings inspanning, is om 'n langtermyn defekgraad van net 3.4 defektiewe parte per miljoen vervaardig, te verkry. Lean en Six Sigma is onlangse ontwikkelings in deurlopende verbeteringsmetodiek, wat populer gemaak is deur verskeie hoe profiel maatskappye. Die sukses en komplimerende karakter van hierdie metodiekke het gelei tot die kombinasie van 'n enkel metodiek, algemeen bekend as Lean Six Sigma (LSS). Alhoewel daar aansienlike literatuur beskikbaar is, bestaan daar min gepubliseerde navorsingstukke wat die praktiese implementering van LSS deur maatskappye aanspreek. Om 'n Lean Six Sigma implementering strategie vir MCG Industries te formuleer is gefokus op navorsing wat die navorsingvraagstuk: Hoekom en waarom is sekere implementerings van LSS suksesvol of onsuksesvol?". Om hierdie vraag te beantwoord ondersoek die navorser die implementeringsprosesse van organisasies deur middel van die volgende navorsingvraagstukke: - Hoe is LSS ontplooi en geimplementeer in organisasies? - Wat is die hindernisse tot LSS ontplooiing en hoe word dit oorbrug? - Watter uitdagings word ondervind met die implementering van LSS en hoe word dit oorbrug? Die ondersoek bevraagteken verdere gefokusde navorsingvraagstukke en identifiseer verskeie faktore wat skynbaar 'n betekenisvolle bydrae lewer tot suksesvolle implementering; hierdie faktore is: -Samesmelting van besigheidstrategie met deurlopende verbeteringstrategie -Leierskapvertroue en betrokkenheid in die ontplooiing en implementerings prosesse -Die gebruik van bekwame en ervare konsultante -'n Gedefineerde organisasiemodel en infrastruktuur wat gekoppel word aan deurlopende verbeteringsinstelling deur middel van 'n prestasiemetingstelsel en senior leierskap -Bepaalde en gestandaardiseerde personeel seleksie kriteria. Die navorsing doel is om MCG Industries behulpsaam te wees met die struktuur van 'n deurlopende verbeteringsprogram wat vermindering of eliminasie van negatiewe uitwerkings, veroorsaak deur ontplooiings hindernisse en implementerings uitdagings.

As the world is increasingly dependent on energy for the economic and social development and China’s Total Net Electricity Generation （TNEG） has remained the highest since 1996 due to its rapid economic growth, it is important to closely examine the operations of China’s electric power market, particularly the State Grid Corporation of China (SGCC) since it is the largest Electric Power Grid Operator (EPGO) in both China and the world. This research has addressed the problem and the urgent needs for the development of a sound framework and methodology for the effective regulation and optimization of the operations and quality management of the SGCC. Based on the critical literature review, the aspects and steps of the solution to the problem have been progressively presented. Firstly, a Country Wealth (CW) curve has been developed to characterize electricity generation in terms of TNEG, with China’s unique position identified. Further, the data has clearly indicated that China’s TNEG has also been closely correlated with the economic growth and the carbon emissions during the 30 years period of 1980-2010. Secondly, compared with the Equilibrium Energy Regulation Model, there are clear deficiencies and problems with the current regulation of China’s electric power market. The improvements in the integration of regulation strategies and the formation of one single effective regulator have been identified and proposed. Thirdly, a uniform regulation structure and framework based on fractal theory and QFD (quality function deployment) has been developed to integrate the existing and future electric power strategies, including smart grid strategy and sustainable development strategy(etc.). Through the use of QFD, the EPGO (SGCC) functions and operations can be prioritized and appropriately designed. Finally, the QFD methodology has been extended to achieve the optimization of quality and service operations given the target cost of the business processes. The methodology can be applied to both business and technical processes of the EPGOs since quality may be interpreted as a total quality involving the needs and expectations of various customers or stakeholders.

The gradually increasing competition that occurs in mature markets, pushes the companies to consider new ways of competing. The more mature the market becomes the higher level of competitive fulfillment and edge is needed. E.g. for Scania the dimension high quality was until now considered a competitive advantage, but is currently evolving towards a dimension that is necessary to fulfill to even act within the market. Thus, companies such as Scania have to push their limits everywhere possible across their organization. One way to push the limits of R&D and product development (PD) is, based on this thesis and other work, implementing a simulation based product development (SBPD) process. The aim of this thesis has been, by applying a quality function deployment (QFD) model, to show the influence a SBPD process can have on increased competitiveness. By combining published literature within the field with empirical results mostly gained from interviews, nine components representing a SBPD process could be found. These components were characterized in the following categories: IT-infrastructure, design, model & test, and organizational. Depending on the level of fulfillment of these components the SBPD process is more or less implemented within the company. The two components that are considered the most important for Scania in terms of both increased competitiveness and a possible transition towards a SBPD process are Virtual representa-tion of the product and the process throughout the whole PD process and A model driven/model based approach. The work of this thesis has also shown, in correlations with previous published literature, that a SBPD process can significantly decrease the lead-time and cost of development, and at the same time increase the knowledge about the product and the process. The research has also shown that a SBPD process can considerably improve both the internal and the external collaboration. However attaining such a process where these competitive advantages can be gained affects the whole organization, the way development is performed and also the way resources are used. A fully implemented SBPD process has been shown to positively impact the following competitive dimensions; Frequency of product introductions, Lead-time of development, PD process flexibility, Degree of innovation, Customization of the offer, Collaboration with internal and external partners, Knowledge about products and processes, R&D cost, manufacturing cost, Focus on customers operational economics, Product quality, Product safety and Focus on environmental sustainability of the product & the processes. But, to get a positive impact on all these dimensions the components representing a SBPD process must be implemented and applied. Furthermore, this thesis also provides a framework for other companies to evaluate the impact a SBPD process can have on their competitiveness. The analysis model aims to guide companies that want to adopt a SBPD process. The framework can indicate how a SBPD process would impact the firm's competitive strategy. But also to provide guidance to which components that would be more important to implement in order to reach a competitive SBPD process. / Den gradvis ökande konkurrens som uppstår på mogna marknader driver företagen att finna nya sätt att konkurrera. Ju mer mogen marknaden blir desto högre blir kraven på konkurrens. För Scania har faktorn hög kvalitet tills nu betraktas som en konkurrensfördel, men utveckling sker istället mot att det kommer att vara en faktor som är nödvändig att uppfylla för att ens kunna agera på marknaden. Företag som Scania måste således utvecklas över hela organisationen. Ett sätt att tänja på gränserna för FoU och produktutveckling (PD) är, baserat på detta arbete och annan tidigare forskning, att genomföra en förändring mot en simulering baserad produktutvecklings-process (SBPD). Syftet med detta examensarbete har varit att, genom att tillämpa en quality function deployment (QFD) modell, visa effekten en SBPD-process kan ha på ökad konkurrenskraft. Genom att kombinera tidigare publicerad litteratur inom området med empiriska resultat, mestadels insamlat genom intervjuer, kunde nio komponenter som utgör en SBPD-process finnas. Dessa komponenter karakteriserades i följande kategorier: IT-infrastruktur, design, modellera och testa och organisatorisk. Beroende på graden av uppfyllnad på dessa komponenter blir den SBPD-processen mer eller mindre implementerad inom företaget. De två komponenterna som anses viktigast för Scania i form av både ökad konkurrenskraft och en eventuell övergång till en SBPD-process är Virtuell representation av produkten och processen genom hela PD-processen och Ett modellbaserat/ modelldrivet arbetssätt används. Arbetet har också visat i korrelation med tidigare publicerad litteratur, att en SBPD-process kommer att minska ledtiden och kostnaden för utveckling avsevärt och samtidigt öka kunskapen om produkten och processen. Denna studie har också visat att en SBPD-process kan förbättra både interna och externa samarbeten. Men att uppnå en sådan process där dessa konkurrens-fördelar kan vinnas kommer att påverka hela organisationen, det sätt som utveckling utförs på och också hur resurserna används. En fullt implementerad SBPD-process har visat positivt påverkan följande konkurrens faktorer; frekvens av produktlanseringar, ledtiden för utveckling, PD-processflexibilitet, innovationsgrad, anpassning av erbjudandet, samarbete med interna och externa partners, kunskap om produkter och processer, FoU kostnader, tillverkningskostnad, fokus på kundernas driftsekonomi, produktkvalitet, produktsäkerhet och miljöpåverkan av både produkten och processen. För att få en positiv inverkan på alla dessa faktorer måste alla komponenter som utgör en SBPD-process implementeras och tillämpas. Dessutom så presenteras även ett ramverk för andra företag att utvärdera effekterna en SBPD-process skulle ha på deras konkurrenskraft. Analysmodellen syftar till att vägleda företag som vill övergå till en SBPD-process. Ramverket kan ange hur en SBPD-process skulle kunna påverka företagets konkurrensstrategi men också ge vägledning om vilka komponenter som kan vara viktigare att börja implementera för att nå en konkurrenskraftig SBPD-process.

Tendencies in product development of today make it likely that many future products will be functional equivalent and therefore hard to distinguish between for the customer. Customers will decide by highly subjective criteria which product to purchase. One task for product development in this context is to be able to capture the customer’s considerations and feelings of products and translate these emotional aspects into concrete product design. Today a number of different methods, such as Quality Function Deployment (QFD), Semantical Environment Description (SMB), Conjoint Analysis and Kansei Engineering exist and are used in practical applications. The purpose of this thesis is to understand and apply Kansei Engineering methodology and explore ways to integrate the methodology into an industrial product development process. This was done by conducting a study on forklift trucks in different European countries and business areas and by exploring ways of integrating Kansei Engineering in product development processes. The number of Kansei words collected was reduced based on the result of a pilot study using a combination of different tools. A computerized data collection method was used in combination with a modified VAS-scale in order to reduce the time for filling out the evaluation forms The results of the study in the visited Northern and Middle European companies make it evident that Kansei Engineering has to be adapted in several aspects to the circumstances in each situation. The data showed that there are differences in attitude towards reach trucks in the different European countries. These results were used in order to adapt the product requirements for each specific country. Starting at Cooper’s stage gate model Kansei Engineering was applied on a macro level, a micro level and for verifying purpose. Using QFD, Kansei Engineering helps to identify customer needs their importance and the technical responses as well as to conduct benchmarking and to connect the customer needs mathematically to the technical responses. This study of Kansei Engineering revealed that there was no general model on the methodology available in English literature. Outgoing from a previous flowchart, a conceptual framework of Kansei Engineering was developed integrating the existing Kansei Engineering Types and future tools. / <p>ISRN/Report code: LiU-Tek-Lic 2002:19</p>

A competitividade existente no setor sucroenergético faz com que as empresas busquem novos modelos de sobrevivência e desenvolvimento. A produção da cultura de cana-de-açúcar apresenta elevada complexidade, sendo constituída de inúmeros processos interdependentes, de modo que a qualidade da matéria prima é dependente destes processos. O dinamismo natural e a complexidade do processo de produção da cana apresentam um grande número de variáveis que podem afetar a qualidade da matéria-prima. Devido a este fato surgem dificuldades de priorização das atividades (foco), contribuindo para a não otimização dos processos, gerando assim desperdícios. O objetivo deste projeto foi planejar a qualidade do processo, identificando os indicadores críticos. O mapeamento do processo de produção foi identificado por meio de revisões bibliográficas obtendo-se assim as qualidades exigidas e as características da qualidade para todo o processo de produção da cultura da cana-de-açúcar, resultando na construção da matriz da qualidade. A qualidade exigida pela cana de açúcar foi dividia em 5 macroprocessos e as características da qualidade foram divididas em 3 macroprocessos. Por meio da metodologia do Desdobramento da Função da Qualidade (QFD) identificou-se que das 122 qualidades exigidas prioritárias identificadas por meio de revisões bibliográficas para o processo de produção, 86 delas correspondem a 80% de toda a qualidade exigida e das 93 características da qualidade identificadas, 52 correspondem a 80% de todos os indicadores críticos. Após a identificação das qualidades exigidas prioritárias e das características da qualidade para o processo de produção da destilaria efetuou-se a correlação entre os indicadores. Ao realizar as correlações observou-se que os indicadores produtividade do canavial e porcentagem de falha foram os indicadores que tiveram maior correlação, devido a eles estarem diretamente ligados a todo o processo de produção. / The existing competitiveness in the sugarcane industry causes companies to seek new models of survival and development. The sugarcane production has a high level of complexity, consisting of several interdependent processes, which the quality of raw materials depends upon. The dynamic nature and complexity of sugarcane production, containing a large number of variables, can affect the quality of raw material. Therefore, difficulties in prioritizing activities (focus) arise, not contributing to the optimization of the processes, thereby generating waste. The objective of this project was to plan the quality of the process, identifying the critical indicators. The production process mapping was identified from literature reviews, thus obtaining the required qualities and the characteristics of quality for the entire sugarcane process, resulting in the construction of the quality matrix. The quality demanded by the sugarcane was divided into five macro processes, whereas the quality characteristics were divided into three macro processes. Through the methodology of Quality Function Deployment (QFD), it was identified that of the 122 priority required qualities identified from literature reviews, 86 of them account for 80% of all required quality; of the 93 identified quality characteristics, 52 correspond for 80% of all critical indicators. After the identification of the priority required qualities and the quality characteristics for the production process of distillery, a correlation between the indicators was done. It was observed during the correlation stage that the sugarcane productivity and the failure percentage were the indicators with the greatest correlation, due to them being directly connected to the entire production process.