Final Project Case Study 3.1 MGMT 580

1. Final Project Case Study 3.1MGMT 580 Geff Garcia Angie Deaton

2. Company Background • WP Inc, manufactures small metal parts. • They use customer designs to create the tools, stamps, bends, and form the metal parts. • Next, WP deburrs, washes and ships the parts to the customer.

3. Problem Statement • WP Inc, is having quality issues associated with recurrent clogging of the spray nozzles, which causes the parts washer to be shut down. • This nozzle-clogging problem leads to serious time delays in the manufacturing process.

4. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

5. Problem Solving Team • Floor Operator-provides insight into the daily parts washing operation. • Mechanical Engineer-able to provide insight into the intended mechanical operation of the machine • Quality Inspector- able to identify desired output of machine.

6. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

7. Performance Measures • One obvious measurement is to track the number of days that the cleaning system is down due to clogged nozzles. • Another method is to rate the contamination level of the nozzles after each solution change. • Ultimately, the team decided that the best method to determine which solution would produce the most favorable outcome, would be to measure the volume of particles in the liquid solution. • Next, the team brainstormed potential identities for the particles.

8. Brainstorming • Problem Solving Team brainstormed possible identities for the particles: • Coils do not heat to high enough temperature • Full evaporation does not occur • Old cleansing solution does not fully drain from system • Nozzles are not the right size for application • Improper maintenance of system • Hard Water buildup • Calcium • Chips from the parts • Paint chips • Soap Flakes

9. Brainstorming (continued) • Problem Solving Team brainstormed possible identities for the particles: • Chemical reaction bi-product. • Dirt or Gravel • Coils do not heat to high enough temperature • Full evaporation does not occur • Old cleansing solution does not fully drain from system • Nozzles are not the right size for application • Improper maintenance of system

10. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

11. Baseline Problem • Initial observation shows that the automatic parts washer is shutting down consistently due to clogged nozzels. • Initial tests find that the particles causing the clog are soap particles. • Further investigation suggests that causes of excessive soap particles be reviewed in order to effectively mitigate the problem.

12. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

13. Documentation of Problem • The problem solving team created a depository for artifacts, documents, and presentations. • The folder was kept on the company’s internal server with controlled access to the files. • Presentations were given to management at various stages of the problem solving project to communicate status and findings.

14. Analyze the Problem New soap and water are put in the tank • The team created a flowchart for the process: Parts washer is turned on Evaporation occurs; water & soap added; coils heat water Dirty parts are placed in machine Are parts clean? YES NO NO Is water dirty? Parts move to next step YES Water is emptied

15. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

16. Cause and Effect Diagram • The team identified possible causes: MATERIAL MACHINES Increasing soap con-centration; wrong amount of soap Small or wrong nozzle No filtration system Water temp fluctuation or too cold of water CLOGGEDNOZZLES ENVIRONMENT Water only changed when dirty Instructions are vague or interpreted incorrectly Film on bottom of tank is dislocated and becomes free-floating Evaluation of ‘dirty’ water is subjective Soap precipitates on the bottom PEOPLE METHODS

17. Cause and Effect Analysis • The team then analyzed the C&E diagram: • Determination of contaminate levels is not regulated • Assessment of ‘dirty’ is subjective. • Actual level of contaminates is unknown and determination can only be made by visual inspection. • Water temperature is not monitored and may be too low • Soap may not fully dissolve because water temperature is too low. • Too much soap relative to the water amount will increase soap concentration levels. Any leftover soap turns into particles that clog the nozzles. • Lack of filter can increase build-up of precipitate in nozzles.

18. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

19. Force Field Analysis

20. Force Field Analysis • Driving Forces 1) Reduce time delays from operator consistently having to inspect nozzles. 2) Improve efficiency within the WP Inc manufacturing cycle by reducing shut down time of the parts washer. 3) Establish uniform training standards for floor operator of parts washer.

21. Force Field Analysis • Restraining Factors 1) Water and soap are continuously added due to evaporation. 2) Water and soap are continuously added due to dirty water. 3) Clogged nozzles cause shut down in parts washer, causing serious delays in the manufacturing process.

22. Force Field Analysis • Action Plan 1) Operators and engineers would begin utilizing a precise and consistent ratio of soap to water, producing reduction in particles. 2) Floor Operator would elevate water temperature levels to reduce the number of residual particles. 3) Engineers would create a filtering system between tank bottom and nozzles to reduce soap build-up at the bottom of the tank. 4) New Training Established to ensure quality at the floor operator level.

23. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

24. Evaluation of Solution to Problem • Evaluated the solutions via testing by improvement team members • Used a c chart to capture non-conformities (excessive particles) under each test solution environment (Soap to water ratio and temperature) • Outcome • Utilizing a precise and consistent ratio of soap to water produced a reduction in particles. • Elevated temperature levels also produced a reduction in particles. • Created filtering system for bottom of tank.

25. Permanence and Improvement • Ensure permanence • Stringent maintenance manuals and training will also be implemented by the improvement team which will further assist in quality management of the tools and parts • Continuous Improvement • Institute Six Sigma quality levels • Share lessons learned • Implement as best practice in other areas • Consistently review procedures and training mechanisms

26. Problem Solving Steps • Step 1: Recognize the problem exists. • Step 2: Form an improvement team. • Step 3: Develop performance measures. • Step 4: Clearly define the problem. • Step 5: Document and analyze the problem/process. • Step 6: Determine possible causes. • Step 7: Identify, select, and implement the solution. • Step 8: Evaluate the solution. • Step 9: Ensure permanence. • Step 10: Continuous improvement.

27. Management Summary • Noticed an issue with clogged nozzles in the parts washer; the parts washer consistently shut down • Utilized a problem solving technique to study and analyze the base problem: • Problem: Soap Build-Up on Bottom of Tank

28. Identify Problem: Recurrent clogging of spray nozzles; parts washer shuts down. Form Team: Floor Operator, Engineer, Quality Inspector Problem Solving Process Flowchart Define and document problem: Soap buildup due to excessive Soap concentration, temperature, • and lack of maintenance. Define performance measures: Volume of particles in liquid. Implement solution: Defined ratio of soap to water; Elevated temperature levels; Maintenance and training Determine cause(s): • Hard water buildup, Paint • Chips, Soap flakes (etc). Ensure permanence and continuously improve: Six Sigma, Lessons Learned, Training Evaluate solution: Measure particles in liquid at defined soap ratios and temperatures = pass.

29. Management Summary • Examined drivers of the problem: • Cause and Effect Diagram • Force-Field Analysis • Implemented solution • Utilizing a precise and consistent ratio of soap to water produced a reduction in particles • Elevated temperature levels also produced a reduction in particles • Stringent maintenance manuals and training were implemented by the improvement team which will further assist in quality management of the tools and parts

30. Management Summary • Ultimately, the use of a continuous improvement strategy will mitigate future issues with the nozzles • Institute Six Sigma quality levels to mitigate future issues • Also implement lessons learned to be shared with cross-functional teams • Also implement as best practice in other areas of the company • Consistently review procedures and training mechanisms

31. References • Summers, D. (2010).Quality/5e. Upper Saddle River, NJ: Prentice Hall.