Integrated Quality Management for Automotive Services—Addressing Gaps with European and Japanese Principles

Aurel Mihail Titu () and Alina Bianca Pop ()
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Aurel Mihail Titu: Industrial Engineering and Management Department, Faculty of Engineering, “Lucian Blaga” University of Sibiu, 10 Victoriei Street, 550024 Sibiu, Romania
Alina Bianca Pop: Department of Engineering and Technology Management, Faculty of Engineering, Technical University of Cluj-Napoca, 62A Victor Babes Street, 430083 Baia Mare, Romania

Sustainability, 2025, vol. 17, issue 20, 1-36

Abstract: In the current economic context, organizations providing automotive repair services face significant challenges in ensuring service quality, operational efficiency, and long-term sustainability. This paper examines the importance of implementing process monitoring systems through the integration of European quality frameworks and Japanese operational principles such as Kaizen, Lean Manufacturing, and Poka-Yoke, to improve the quality of services and increase performance within automotive repair organizations. The research is grounded in Sustainable Development Goals (SDG 9—Industry, Innovation and Infrastructure, and SDG 12—Responsible Consumption and Production), demonstrating how structured quality practices contribute to reducing waste, optimizing processes, and delivering responsible services. The main objectives of the study are to identify the elements that influence the performance of service-specific processes, to improve the quality management practices related to these processes, to eliminate non-conformities, and to enhance profitability and competitive differentiation through service quality assurance. A mixed-methods research design was applied, including direct participatory observation, performance monitoring, and correlational statistical analysis over a six-month period in two Romanian automotive service centers. Key performance indicators (KPIs) such as technician efficiency, rework rate, and order throughput time were collected and analyzed before and after the implementation of selected tools. Findings demonstrate measurable improvements: rework rates decreased from 7.8% to 2.6%, technician efficiency improved from 89% to 105%, and average service completion time was reduced by 1.6 days. Correlation analysis confirmed strong relationships between visual management adoption and rework reduction (r = −0.75), as well as between Lean implementation and technician efficiency (r = +0.89). The study’s novelty lies in its integration of cross-cultural quality management practices into a replicable and sustainable operational model for post-sale service environments. The results validate that implementing monitoring systems, combined with Kaizen, Lean, and Poka-Yoke, supported by visual management and active employee engagement, can lead to superior service quality management, increased customer satisfaction, and long-term organizational success in the automotive repair industry.

Keywords: processes monitoring; quality indicators; services; strategy; modeling (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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