quality improvement through problem solving and people ... · • through pdcaeveryday ......
TRANSCRIPT
Quality Improvement through Problem Solving and People Development
Lessons Learned Through Experience
Nicholas Loyd
Director, CMER
The University of Alabama
in Huntsville
Jeff Siniard
Lean Facilitator, CMER
The University of Alabama
in Huntsville
• Shorten VS lead time by..
• Eliminating overburden &
non-value-added steps…
• Through PDCA everyday
• To manage inputs,
• Improve processes, and…
• Achieve desired results
Respect for
Humanity
Learn to See!
NVA Steps
Overburden
Imbalance (variation)
Standardization
PD
CA
PLAN
DO
CHECK
ACT
PDCA Everyday!
Two Components of PDCA Culture
Respect for Humanity
• Teamwork
• Go See!
Continuous Improvement
• Kaizen
• Problem solving
Respect for
Humanity
One-Page Problem Solving Form
• Guides the PDCA
process
• Gives
opportunities for
coaching and
learning at every
step
Sections of the Problem Solving Form
• Describe and clarify the problem
• Breakdown the problem through:
– Data and graphical analysis
– Identifying point of cause
– Containment Plan
• Set target
• Root cause analysis
– Standard work check
– 5-why analysis
• Develop countermeasure
• Do Countermeasure
• Check and monitor
• Standardize
Case Studies
Inflation Device Bobbin Pill Defects
Original problem description:
The bobbin assembly machine has started
making more defects. There are several reasons
defects can happen. It is costing a lot of money
in scraped material.
Coaching Point: Quantify the Problem
AVOID ”JUNK” WORDS!
Coaching Point: Quantify the Problem
Core Tool: Fishbone
Diagram
31%
56%
79%
96%99%
0
0.2
0.4
0.6
0.8
1
Laser High Laser Low Scale High Scale Low Inspect
LASER
HIGH
LASER
LOW
SCALE
HIGH
SCALE
LOW
Other
56%
Coaching Point: Quantify the Problem
• $18k/month in
defects/scrap
• Over half due to
laser
measurement
reading too high
or too low
New problem description:
The bobbin assembly machine has produced at a
12% defect rate over the past 4 months. The
most common reason, 56% of the defects, is
related to the laser measurement system. These
defects cost $18k/month.
Coaching Point: Quantify the Problem
• Go See!
Coaching Point: Quantify the Problem
Problem: 12% scrap rate on bobbin machine
• Why? - Machine is kicking out good parts• Why? - Parts are detects as being defective• Why? - Laser measurement machine is
inconsistent• Why? – Robot carrying arm wobbles• Why? – There is a worn ball bearing• Why? – No Preventive maintenance
The Rest of the Story
Root Cause
The Rest of the Story
Automotive Axle Supplier
Problem Description:
Despite implementing a previous corrective action, there were still 25 warranty claims last month due to leaking rear differentials.
NOTE: Previous corrective actions:
• Poka yoke device
• Cameras and lasers to catch use
of poka yoke device
Coaching Point: GO SEE to Find True Root Cause
Seal damage lines up with
splinesPoka Yoke Device
Coaching Point: GO SEE to Find True Root Cause
Problem: 25 warranty claims after corrective action
• Why? – Rear differential leaks
• Why? - Output oil seal is damaged
• Why? - Poka yoke device not used, causing
damage from CV shaft splines
• Why? – CV shaft falls out at downstream
process & replaced without poka yoke device
Root Cause??
Coaching Point: GO SEE to Find True Root Cause
Returns by Model Returns by Seal #
Coaching Point: GO SEE to Find True Root Cause
Coaching Point: GO SEE to Find True Root Cause
CV splines
without burrs
CV splines with
machine burrs
Real Root Cause!
Marine Supply Company
• Increasing trend in
shipping errors
• 10% increase in the
past 3 months
• Several possible
reasons
• Created “fault” chart
45%
10%
25%
15%
5%
Shipping Errors
Shipping
Purchasing
Production
Cust. Serv.
Other
Coaching Point: Blame is not a Countermeasure
Coaching Point: Blame is not a Countermeasure
Problem: 10% Increase in Shipping Errors last 3 months
• Why? – Wrong parts shipped to customers• Why? - Wrong parts picked from warehouse• Why? - Parts in wrong inventory location• Why? – Placed there by new employee• Why? – New guy is an idiot!
Root Cause!
Coaching Point: Blame is not a Countermeasure
• Why? – New employee not trained on existing
visual work instructions
• The root cause is almost rarely
tied to an individual person
• A root cause usually is:
– No standard exists
– Standard exists but isn’t
followed
– Standard exists but hasn’t been
communicated or trained to
Coaching Point: Blame is not a Countermeasure
Import/Export Coal Terminal
Coaching Point: Take Action!
Coaching Point: Take Action!
• $60k for new gear box
• Over 3 weeks of downtime
– 2k tons of coal per hour
– $1/ton
– 24 hr/day, 7 day/week
• Over $1M Impact!
Problem: Stacker/Reclaimer down XX weeks
• Why? – Damaged gearbox• Why? - No oil in gear box• Why? - Damaged oil seal• Why? – Coal dust contamination• Why? – Gearbox had not been cleaned or
inspected in years• Why? – No Total Productive Maintenance
Program (Won’t stop running equipment)
Root Cause!
Coaching Point: Take Action!
• Problems should be exposed
• Problems are opportunities
• Have the courage to call it a problem
• We should stop and fix problems when we detect them
Coaching Point: Take Action!
Does it Make a Difference to People?• “It’s like y’all believed in me when I didn’t even know
to believe in me!” –Solomon (Operator)
• “I’ve learned to see how my job supports continuous flow, now I love teaching fellow employees how to make their jobs easier.” –Chad (Warehouse Clerk)
• “I’ve been at this company over 20 yeas and have never enjoyed my job the way I do now.” -Larry A. (Planner)
The PDCA Way
“First we build cars; then we
build people.”
~Fujio Cho, Toyota
Old School Way The PDCA Way
Solves problems Creates problem solvers
Blames people Develops people
Troubleshoots Addresses root causes
Strained problem solving
resources
Everyone is a problem
solver
Takes suggestions Elicits countermeasures
Final Thoughts
CFO Mindset-
• “What happens if we invest in developing our
people and they leave?”
Our Necessary Mindset-
• ”What happens if we don’t and they stay?”
Thank You!
Questions? and Comments!Nicholas Loyd
Director, CMER
The University of Alabama
in Huntsville
Jeff Siniard
Lean Facilitator, CMER
The University of Alabama
in Huntsville