Quality engineer interview questions and expert answers

Answer example: First I gather facts: return rate, production batches concerned, time between purchase and defect, usage conditions and whether issues appear in one region or globally. I organise a joint review with quality control, the workshop manager and the industrialization engineer. On the shop floor we compare returned products with standard samples and current production, checking leather type, edge paint reference, application parameters and drying conditions. We may run simple tests, such as flex cycles at different temperatures or humidity levels. Often the root cause is a combination of factors, for example a slightly changed leather supplier and a shorter drying time to meet a deadline. Once we identify the root cause, I define corrective and preventive actions with clear owners: adjust the specification, update work instructions, retrain operators and add a temporary extra control on that operation. I then monitor the indicator over several weeks to confirm that the problem is resolved.

Answer example: I start by understanding the product risks from three angles: client perception, safety and regulatory requirements. With design and merchandising I identify the visible elements that define perceived quality, for example symmetry of a coat, regularity of a pavé setting or feel of a handbag handle. With industrialization and workshop managers I map the process and list potential failure modes at each step. I then select a limited number of critical control points where inspection will be most effective, combining in process checks and final controls. For each point I define clear criteria, sampling plans, measurement methods and reaction plans. In luxury we often complement numeric tolerances with visual standards and reference pieces. I always pilot the plan on a small batch to check that it catches real issues, is realistic for teams and does not create bottlenecks. Only then do we formalise it and train operators and inspectors.

Answer example: In one factory we had many indicators but very little focus. I proposed to concentrate on the right first time rate at the last in process control before final inspection, because it combined process capability and training effectiveness. The baseline was around 91 percent. I broke it down by workshop, product family and defect type, then worked with each manager to select one or two main causes, for example recurring stitching issues on a particular seam or dimension problems after a new press was installed. We launched targeted actions rather than general campaigns. Over nine months the factory right first time rate improved to 96 percent and rework time dropped significantly, which freed capacity without asking artisans to hurry and reduced frustration for them, since they saw fewer pieces coming back for corrections.

Answer example: I always separate the person from the problem. When I present data I speak about processes, materials or conditions, not about individual names. I involve artisans in investigations, asking them what makes an operation difficult, when defects usually appear and what small changes would help. I make sure quality meetings recognise positive achievements, for example a team that has reduced a type of defect, not only issues. When a mistake is repeated, I look first at training, instructions and workload before concluding that it is a behaviour issue. Over time, as people see that quality analysis leads to practical improvements instead of punishment, they start to speak up earlier about weak points and we prevent more problems together.

Answer example: I use classic methods like Pareto analysis, Ishikawa diagrams and 5 why, but always in a simple, visual format that teams can understand in a few minutes. For some topics I run short design of experiments with industrialization to test the impact of parameters such as temperature, pressure or drying time. I rely heavily on go and see: being at the operation, touching the material and observing the gestures tells me more than spreadsheets alone. I also use basic capability studies for dimensions that are critical to comfort or assembly. The key is to choose tools that fit the question and the maturity of the team rather than forcing a complex methodology everywhere.

Answer example: For strategic suppliers I visit their sites with purchasing and industrialization to understand their processes, constraints and culture. Together we translate our maison expectations into concrete technical requirements, for example tighter shade tolerance on dye lots or stricter grain selection. When issues arise I avoid simply sending a non conformity report and asking for credit. Instead I share data, propose joint root cause analysis and, when needed, support them with technical expertise. We may agree on additional controls or progressive release of batches until confidence is restored. At the same time I protect the maison position by ensuring that temporary measures are documented and that we do not gradually accept lower standards without clear decision making.

Answer example: During one season we discovered a repeat defect on a series of jackets a few days before planned shipment: the fusing of the lapels was unstable and created bubbles after pressing. Commercial pressure was high because this silhouette was a key look for the campaign. After confirming that the issue was systematic and not limited to a few sizes, I presented clear evidence to operations and merchandising, including photos after wear tests and estimated return rates based on similar past cases. I proposed two options: rework the batch with a different fusing and delay the launch for those references, or limit distribution to a few boutiques with informed staff and a plan to contact clients if degradation appeared. Together we decided not to ship the full batch and to rework, accepting a delay rather than risking damage to client trust. It was not an easy decision but it reinforced the message that quality rules are not negotiable.

Answer example: With artisans I use concrete examples, physical samples and short, frequent conversations at the workstation. We focus on what they can see, feel and change in their daily work. With factory management I translate issues into impacts on capacity, lead time and cost, using simple indicators and trend graphs. With headquarters I speak about brand risk, client experience and financial consequences at a higher level, often aggregating information from several factories. In all cases I avoid jargon, I adapt the level of detail and I make sure to propose solutions, not only problems, so that quality is seen as a partner rather than a separate policing function.

Answer example: In the first weeks I would review core documents such as specifications, client return reports and major past incidents to understand our history. I would spend significant time in workshops observing controls, listening to artisans and inspectors, and asking what helps or hinders them in doing quality work. I would map the main indicators used by factories and headquarters and check whether they really drive the behaviours we want. Then I would identify a small number of focus areas where I believe I can help quickly, for example stabilising a fragile operation or simplifying a heavy control plan, and I would propose a concrete roadmap with measurable goals. Throughout I would check that my proposals respect the maison identity and do not turn craftsmanship into a purely numeric exercise.