rkfl problem solving

Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur

PROBLEM SOLVING PROBLEM SOLVING APPROACHAPPROACH

- Selection of Tools and - Selection of Tools and ApplicationsApplications


QUALITY CONTROL AND QUALITY CONTROL AND QUALITY IMPROVEMENTQUALITY IMPROVEMENT

TimeBetter

Per

form

ance

Zone of Quality Improvement

Sporadic Spike

Chronic Waste( An opportunity

for improvement )

Original Zone of Quality Control

New Zone of Quality Control

Worse



LSL USLCpk > 1.33

Goal Post

Rejections /Rework

Rejections /Rework



Time

Targ

et

Line

Prediction

? ??

??

? ? ??

? ? ? ?

Size

IF SPECIAL CAUSES OF VARIATION AREPRESENT , THE PROCESS OUTPUT ISNOT STABLE OVER TIME.


QUALITY CONTROL AND QUALITY CONTROL AND

QUALITY IMPROVEMENTQUALITY IMPROVEMENT

Target L

ine

Time

Prediction

Size

IF ONLY COMMON CAUSES OFVARIATION ARE PRESENT , THEPROCESS OUTPUT FORMS ADISTRIBUTION THAT IS STABLEOVER TIME AND IS PREDICTABLE.


THE FOUR MAJOR PHASES THE FOUR MAJOR PHASES OF PROBLEM SOLVINGOF PROBLEM SOLVING

QualityCouncil

QualityImprovementProject Team

OperatingDepartments

Primary Responsibility

Holding the Gains

Project definition and Organization

Diagnostic Journey

Remedial Journey

Identified Root Causes

Breakthrough in Cultural patterns

Implemented solutions

Breakthrough in Results

Demonstrated control at

the New level

Breakthrough in AttitudesBreakthrough in Organization

Mission Statement and Team Charter

Breakthrough in Knowledge


STEPS OF PROBLEM SOLVINGSTEPS OF PROBLEM SOLVING

Project Definition and Project Definition and organizationorganization

1. List and prioritize problems

2. Define project and team

Diagnostic journeyDiagnostic journey 1. Analyze symptoms

2. Formulate theories of causes

3. Test theories

4. Identify the root causes

Remedial MeasuresRemedial Measures 1. Consider alternative solutions

2. Design solutions and controls

3. Address resistance to change

4. Implement solutions and controls

Holding the GainsHolding the Gains 1. Check performance

2. Monitor control system


• Proof of the need

– ‘Chronic losses’ ‘Language of money’

• Project identification

– ‘Project by Project’ ‘Vital Few’ and ‘Trivial Many’

• Projects to improve Product salability

– ‘Marketing Data’ ‘QARD Data’

• Organizing for improvement

– Unification’ Data collection and analysis

– ‘Ideas from Workforce’ ‘Size’ ‘Subject’

– ‘Responsibility and Benefits’


• Diagnostic journey– ‘Time’ ‘Diagnostic skills’ Objectivity

1. Analysis of symptom2. Formation of theories3. Testing of theories

• Operator controlled errors– Inadvertent errors– Technique errors

• The Diagnostic tools– Mostly used tools


• The Remedial Journey – Optimize overall cost

• Process adequacy• Fool proofing

– Early warnings– Purchasing phase– Resistance to change

• Cultural – Stated / Real reason– Evaluate the impact

• Motivation for Quality– Managers , Workers , Reverse the trend , QC circle

• Holding the Gains – Feed back loop


STEPS OFPROBLEM SOLVING

1. List and Prioritize problems

4. Formulate theories of causes

7. Consider alternative solutions

8. Design solutions and controls

9. Address resistance to change

10. Implement solutions &controls

Primary or frequent application of tool Secondry , infrequent , or circumstantial None or very rare

3. Analyse symptoms

5. Test Theories

2. Define project and team

6. Identify root causes

11. Check Performance

12. Monitor control systems

QUALITY IMPROVEMENT TOOLS

APPLICATION FOR QUALITY IMPROVEMENT TOOLSAPPLICATION FOR QUALITY IMPROVEMENT TOOLS


CUSTOMER COMPLAINT ANALYSISCUSTOMER COMPLAINT ANALYSIS

Customer :Customer : AUTOMOTIVE AXELS LIMITEDAUTOMOTIVE AXELS LIMITED

Complaint No.:Complaint No.: 006 / 2006-2007006 / 2006-2007 Date of receipt : 02.07.2007Date of receipt : 02.07.2007

Complaint Ref.:Complaint Ref.: E_Mail dated 02.07.2007E_Mail dated 02.07.2007 Type : M&M AVLType : M&M AVL

Product :Product : CROWN WHEELCROWN WHEEL

Nature of Complaint :Nature of Complaint : DEFECTIVE MATERIALDEFECTIVE MATERIAL

D1. Team / Area Team members who know the product and process related problemsTeam should from multi disciplinary area and appropriate sizeTeam should have a leader

D2. Problem description Problem definition should be clear and permitting its comprehensionShould show the quality and magnitude.Should describe where and how occurred the problemShould describe the frequency of occurance

D3. Containment action To protect the customer immediatelyVerify so that there it should not create new problemProducts under containment action are identifiedApplied to similar products


CUSTOMER COMPLAINT ANALYSISCUSTOMER COMPLAINT ANALYSIS

D4. Occur root cause Were used techniques as Brainstorming, Why-why method to identify the root cause, escape root cause, verification of fool proof arrangement by making the failure on and off.

D5. Occur permanent Practicality of corrective action, cost time and resource analysisAnalysis of possible risks in each analysisCompromising with the chosened actionEffectiveness of corrective action

D6. Implementation of corrective action

Changes documented, pertinent documentation review (FMEA, Tooling drg, Conrol plan, check list, work instruction, visual aids etc..)Effectiveness verifiedRemoval of containment action

D7. Preventive action Analysis of corrective action to similar productsPreventive action plan to create improvement implementationDefine responsibility and time to action implementation

D8. Team recognition Motivation of team members engaged with continuous improvement


PROBLEM STATEMENTPROBLEM STATEMENT

• Should– Relate to the organization performance– Be visible , specific , measurable– Be manageable in size and complexity

• Should Never– Indicate the root cause – Imply solution– Affix blame


GUIDELINES FOR CONSTRUCTING GUIDELINES FOR CONSTRUCTING A FLOW DIAGRAMA FLOW DIAGRAM

• Step1: Discuss how you intend to use the flow diagram.

• Step2: Decide on the desired outcome of the session.

• Step3: Define the boundaries of the process.

• Step4: Document each steps in sequence , starting with the

first or last step.

• Step5: when you encounter a decision or branch point ,

choose one branch and continue flow diagramming.

• Step6: if you encounter a segment of the process that is

familiar to every one in the room , make a note and

continue flow diagramming.


GUIDELINES FOR CONSTRUCTING GUIDELINES FOR CONSTRUCTING A FLOW DIAGRAMA FLOW DIAGRAM

• Step7: repeat steps 4 ,5 and 6 until you reach the last step

in the process.

• Step8: Go back and flow diagram the other branches from

the decision symbol.

• Step9: Review the completed diagram to see if you have

missed any decision points or special cases that might

cause some work to follow a different process.

• Step10: Discuss how the team will fill in the unfamiliar steps

of the process and verify the accuracy of the flow diagram.

• Step 11: when you are sure that the flow diagram is

accurate and complete , analyze the chart.


ANALYSE A FLOW DIAGRAMANALYSE A FLOW DIAGRAM

2. Examine each Rework Loop• Would we need to perform these activities if we had no failures ?• How long is this rework loop , ( Steps , time lost , resources consumed etc.) ?• Does this rework loop prevent the problem from reoccurring ?

1. Examine each decision symbol• Is this a checking activity ?• Is this a complete check, or do some types of errors go undetected ?• Is this a redundant check ?


ANALYSE A FLOW DIAGRAMANALYSE A FLOW DIAGRAM

3. Examine each activity symbol• Is this a redundant activity ?• What is the value of this activity relative to it’s cost ?• How have we prevented errors in this activity ?

4. Examine each document or data base symbol • Is this necessary ?• How is this kept up to date ?• Is there a single source for this information ?• How can we use this information to monitor and improve the process ?


DIE MANAGEMENT PROCESSDIE MANAGEMENT PROCESS

DIE ISSUED FOR PRODUCTION

SAMPLE APPROVAL

DIE CORRECTION

BLANKSPRODUCED

REJECTION DETAILS

DIE INSPECTED ON RECEIPT

DIE ANALYSIS

METHODING CHECK

CONDUCT DOE TO UNDERSTAND

INTERECTIONSANOVA

PROBLEM IDENTIFICATION

2 stages-Dimensional& Metallurgical

MACHINE CONDITIONING

PROCESS CHECK

MODIFY CONTROL PLAN

DIE RECON-DITIONING

MODIFYTRY OUT

PROVE OUTINFORM

T.O.

YES

NO

MACHINE PROBLEM

DIE PROBLEM

REJECTIONS < 5%

OK

NOT OK

OK

NOT OK

OK

NOT OK

REJECTIONS > 5%

OK

NOT OK

STORED WITH GREEN

TAG


HOW TO BRAINSTORMHOW TO BRAINSTORM

1. Phrasing the statement• Focused on the issue.• Broad enough for creativity.• Without leading emphases.

2. Preparing for Brainstorming • When possible , communicate the statement to participants

ahead of time.• The ideal number of participants is between 6 to 8.• Provide appropriate surfaces for listing all contributions.

3. Introducing the session• Describe and review the four conceptual brainstorming rules-

1. No criticism or evaluation of any kind.2. Be unconventional in your thinking.3. Aim for quantity of ideas in a short time.4. “Hitch-hike” on other’s ideas.



• Review practical rules-1. Make contributions in turn.2. Only one idea per turn.3. You may pass.4. Do not provide explanations of the ideas.

4. Warming up• Conduct a warm-up session with a neutral subject ( 5 to 10

minutes)• Describe killer phrases and ask for examples.

5. Brainstorming • Explain the issue, and write it where it will be visible to all.• Have another person write all contributions where they can be

seen by all.• Stop before fatigue sets in( 30 to 45 minutes )



6. Process ideas• Clarify each contribution.• Combine and group similar ideas.• Agree on evaluation criteria.• For a list of projects , collect data on severity of problems.• For a list of theories, proceed to the cause and effect diagram.• For proposed remedies , evaluate ideas , keeping in the mind:

• Cost and payback• Time needed• Probability of success, both technological and organizational

• For a list of obstacles,develop strategies for the serious ones.


CAUSE EFFECT DIAGRAM FOR CAUSE EFFECT DIAGRAM FOR PISTON BLOWHOLES / SHRINKAGES PISTON BLOWHOLES / SHRINKAGES

Pressure variation

Degassing

Melting method

Gating

Component Configuration

BLOWHOLES,SHRINKAGES

COMPONENT DESIGN DIE DESIGN

MATERIALHUMAN

Operator Fatigue

Impurity

Acceptable Quality Levels

Lack of records

Inadequate feedback

Batch Quantity

Not Follwing Process Sheet

Machining Stock

Cooling Rate

Venting design

Directional Solidification

PROCESS

Temperature / Gauge

Molten metal temperature

No prior process Sheet

Die Temperature

Humidity

Machine capacity

Plunger speed

Mould Coat

Furnace Temperature

SYSTEM

Composition


CAUSE EFFECT DIAGRAM FOR CAUSE EFFECT DIAGRAM FOR DIE DEPENDENT REJECTIONS DIE DEPENDENT REJECTIONS

Dies not heat treated as per norm

operational parameters are neglected

Dies not rehardened after major rework

No standardisation

DIE DEPENDENT REJECTIONS

DIE DESIGN DIE MANUFACTURING

DIE CONDITION

DIMENSIONAL STABILITY

Assembly variation- machine and outside

overutilisation

Tolerance clash

Nonestablishment of correlation between the Runner / Ingate & Rejection levels

New dies take longer time for stabilisation

Improper machine selection

Norms do not match

Minimum wall thickness

Air vents and other norms not implemented

Cooling arrangement not proper

Die conversion

LACK OF INFORMATION DATA BASE

Improper Die inspection

Feedback from production to desigh not adequate

Doubt over die material soundness

Poor Die handling

Rework on core tools

DimensionalCheck before and after sampling not done

Special piston design features

Riser design in MG 11 not standard

Filter area not standardised

Lug types having more problems

Merging radius filletingnot OK


HOW TO CONSTRUCT CAUSE HOW TO CONSTRUCT CAUSE AND EFFECT DIAGRAMAND EFFECT DIAGRAM

1. Define clearly the effect or symptom for which the causes

must be identified.

2. Place the effect or symptom being explained at the right ,

enclosed in a box.Draw the central spine as a thick line

pointing to it.

3. Use brainstorming or a rational step by step approach to

identify the possible causes.

4. Each of the major areas of causes ( not less than 2 and

normally not more that 6) should be placed in a bone and

connected with the central spine by a line at an angle of

about 70 °.


HOW TO CONSTRUCT CAUSE HOW TO CONSTRUCT CAUSE AND EFFECT DIAGRAMAND EFFECT DIAGRAM

5. Add causes for each main area.

6. Add subsidiary causes for each cause already

entered.

7. Continue adding possible causes until each branch

reaches a root cause.

8. Check the logical validity of of each cause chain.

9. Check for completeness.


GENERATING INFORMATIONGENERATING INFORMATION

Questions

Information Needs

DataCommunication

Analysis


CHECKSHEET FOR TV CHECKSHEET FOR TV COMPONENT FAILURESCOMPONENT FAILURES

TV set model 1017

Integrated Circuits

Capacitors IIII

Resistors IIII

Transformers IIIIIIII

Commands

CRT II

IIIIIIII IIII IIII IIII IIII

Components Replaced by LabEnter a mark for each component replaced. Mark like

the following: I II III IIII IIII

TV set model 1013

Integrated Circuits

Capacitors

Resistors IIIIIIII

Transformers IIIIIIII

Commands

CRT II

Time period: 22.01.02 – 27.02.02Repair Technician : BOB

IIIIIIII IIII IIII IIII IIII

IIII

IIII


LOCATION PLOT OF CHIPPED ENAMEL RANGELOCATION PLOT OF CHIPPED ENAMEL RANGE

Top

(Back)


A CHECKSHEETA CHECKSHEET

200

210

220

230

240

250

800 900 1000 1100 1200 1300 1400 1500 1600 1700

Time of the day

Tem

pera

ture

( °

C)

Notes Reading taken at 1112 hrs Line stopped between 1310 and 1330 hrs

Solder Bath Temperature


GROUPED BAR GRAPHGROUPED BAR GRAPH

Roller Leaks : 1984-1986Large Tractor Assembly

0

200

400

600

800

1000

1984 1985 1986Year

Num

ber o

f Lea

ks

D8L D9L D10Model


STACKED BAR GRAPHSTACKED BAR GRAPH

PEOPLE IN QUALITY ORGANISATION BY FUNCTION

0

200

400

600

800

1000

1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978Year

Num

ber o

f Peo

ple

Quality Inspection Field Tracking Prevention


PIE CHARTS FOR COMPARING PROPORTIONSPIE CHARTS FOR COMPARING PROPORTIONS

With Customer

Traveling

Administrative

Training

With Customer

Traveling

Administrative

Training

Eastern Region Western Region


INCONSISTENT VERTICAL SCALESINCONSISTENT VERTICAL SCALES

0

0.2

0.4

0.6

0.8

1

1.2

1.4

Jan Feb Mar Apr May Jun

Month

Hou

rs

Operating Hours System not availableCenter A

Operating Hours System not availableCenter B

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Jan Feb Mar Apr May Jun

Month

Hou

rs


STRATIFICATIONSTRATIFICATION

Stratification : Data grouped against different potential causes to determine the significant problem. This tool is very useful when the combined Histogram or a Pareto Chart does not identify one or two significant problem.

There does not appear to be a significant difference in contract change amongProduct divisions but appears to be a significant difference between fiscalQuarters.

B A C D

Fiscal Quarters

4 2 3 1

Pareto

Product Division

No

. of

Co

ntr

act

Ch

ang

es


STRATIFICATIONSTRATIFICATION

LSL USL

Supplier A+B

LSL USL

Supplier A

LSL USL

Supplier B

Both the Supplier put together shows a skew ness and out of span.But stratified supplier wise , clearly shows defect is entirely contributed by Supplier B.


THE PAERTO DISTRIBUTION AND THE PAERTO DISTRIBUTION AND THE ‘AWKWARD ZONE’THE ‘AWKWARD ZONE’

Categories1 N0

50

100

Cu

mu

lati

ve p

erc

en

t of

Qu

ality

Costs

Few Dollars are in Useful many categories

The Awkward Zone

Most Dollars are in the “Vital few” Categories


PARETO TABLE OF ERRORS PARETO TABLE OF ERRORS ON ORDER FORMS ON ORDER FORMS

Order Form Item

Number of Errors

Percent of total Cumulative percent of Total

G 44 29 29

J 38 25 54

M 31 21 75

Q 16 11 86

B 8 5 91

D 5 3 95

C 3 2 97

A 1 0.67 98

O 1 0.67 98

R 1 0.67 99

N 1 0.67 99

L 1 0.66 100

I 0 0 100

E 0 0 100

H 0 0 100

K 0 0 100

F 0 0 100

P 0 0 100

Total 150 100

1 2 3


PARETO DIAGRAM OF ERRORS PARETO DIAGRAM OF ERRORS ON ORDER FORMSON ORDER FORMS

0

20

40

60

80

100

120

140

160

G J M Q B D C A O R N L I E H K F P

Order Form Item

Nu

mb

er

of

Err

ors

Useful Many

Vital Few86

100

50

Cum

ulative Percent of T

otal

1

2

2

3

3

0


PARETO DIAGRAM OF DIE PARETO DIAGRAM OF DIE DEPENDENT REJECTIONSDEPENDENT REJECTIONS

Pareto Diagram for causes of Die dependent rejections

77.3%

97.2%

34.6%

56.8%

89.5%

100.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Die design DieManufacturing

Die Condition Lack of data DimensionalInstability

Others


HOW TO CONSTRUCT A PARETO DIAGRAMHOW TO CONSTRUCT A PARETO DIAGRAM

1. Total the data on effect of each contributor and sum these to determine the grand total.

2. Re-order the contributors from the largest to the smallest.3. Determine the cumulative percent of the total.

• For example , the cumulative percent of the total through the 5th contributor is the sum of the effects of the first 5 in the rank ordering, divided by the grand total and multiplied by 100.

4. Draw and label the left vertical axis.• Label the axes from 0 to the grand total or just beyond.• Provide a caption to describe the measure being used.

5. Draw and label the horizontal axis.• Divide the axis in to as many divisions as there are contributors.• List the contributors from largest to smallest, going from left to

right.• Provide a caption to describe them.• If the contributor names are long , label the axis A,B,C etc. and

provide a separate key.



6. Draw and label the right vertical axis .• Label the axis from 0 to 100%.• Line up 100% with the grand total on the left axis.• Provide the caption: ”Cumulative percent total”

7. Draw bars to represent the magnitude of each contributors effect.

• The height of the Bars corresponds to the magnitude of that contribution as measured on the left axis.

8. Draw a line graph to represent the cumulative – percent of total.

• The plotted points corresponds to the cumulative –percent as measured on the right axis.

• Line up the points above the right hand edge of the bars.• The cumulative percent of the total point for the first ranked

contributor should be even with the height of the first bar. If not , you have made an error.



9. Analyse the diagram.• Look for a break point on the cumulative percent graph.

10. Title the chart ; label the “Vital few” and “Useful many”; and show the cumulative percent contribution for the vital few.


HISTOGRAMHISTOGRAM

LSL USL

Ideal

LSL USL

High Variation

LSL USL

Skewed

LSL USL

Part Data

LSL USL

Measurement Error

LSL USL

Two Variables

Histogram : A Histogram is a Bar chart that shows the central tendency and variability of a data set. Also called as frequency distribution. It helps to understand the total variability of a process. Quickly and easily determines the underlying distribution of the process.


TYPICAL PATTERNS OF CORRELATIONTYPICAL PATTERNS OF CORRELATION

X

Y

X

Y

Strong -Negative

Strong -Positive

X

Y

X

Y

Weak -Positive

Weak -Negative

X

Y

X

Y

Complex

None


HOW TO CONSTRUCT A SCATTER DIAGRAMHOW TO CONSTRUCT A SCATTER DIAGRAM

1. Obtain the table of Raw data and determine the high and low values for each variable.

2. Decide which variable will be plotted on the horizontal axis.

• Put the suspected cause on the horizontal axis if showing a cause effect relationship.

3. Draw and label the horizontal and vertical axes.• Make the axis roughly the same length , creating a square

plotting area.• Label the axis in about 6 convenient multiples of 1 ,2 or 5.

Make the lowest label slightly less than the low value , and the highest label slightly greater than the high value for each variable. The data should fill the plotting area.

• Label increasing values from bottom to top on the vertical axis and left to right on the horizontal axis.

• Provide a caption to describe the measurement and it’s units.


HOW TO CONSTRUCT A SCATTER DIAGRAMHOW TO CONSTRUCT A SCATTER DIAGRAM

4. Plot the paired data.

• Use concentric circles to indicate identical paired data points.• Use filled and unfilled symbols to show the strata.

5. Title the chart and provide other appropriate notations.

6. Identify and classify the pattern of correlation.

7. Check for potential pitfalls in your analysis , consider confounding factors and other possible explanations for the correlation pattern , and decide on the team’s next steps.


BOX PLOTBOX PLOT

A Box plot is sometimes called a Box and Whisker plot and used when less than 20 Data is available. It shows the changes in process measurementOver time. It is similar to the Run chart however it gives you the variability of the process. It helps to get a detailed picture of trends and variabilityOver time. It also recognizes change in the process.

Highest Datapoint

Lowest Datapoint

Upper Quartile

Lower Quartile

Mean / Median

25%

25%

25%

25%

Batch I Batch II Batch III

90

95

100

105

110

115

120

112.5

25%

97.5

25%

25%

25%

Hardness of Piston Blanks


THANK YOUTHANK YOU

rkfl problem solving

Business

quality improvement

improvement implementation

team diagnostic journey

steps of problem

continuous improvement

team area team members

quality managers

team charter breakthrough