Quality Trend Analysis

1. MSE 617 Seminar in Quality Assurance & Management California State University - Northridge Quality Trend Analysis Team F includes: Dhruv, Rijul Habibi, Shayaan Kalantari, Mahram Ravinder Singh Al-Doukhi, Murtadha Professor: LUIS ECHEVERRIA

2. The Manufacturing unit consists of four teams A, B, C and F • Our main concentration is to detect a defect trend from our data related to workstation F • Our manufacturing flow consists of: • Machine Shop (Internal Supplier) • Plant out of State (Internal Supplier) • Paint Shop (Internal Supplier) • External Suppliers Introduction

3. Plant out of shape (OR) Machine Shop (MS) Paint shop (PS) External Suppliers (V) TEAM F Team f Structure F3 F4 F2 F1 A1 C6 C5

4. Guidelinesto Trend Analysis • Data Selection • Data sorting • Analysis based on Pareto charts • Corrective action plan Assumptions: • The data under consideration is not subject to change. • The cost of execution corrective action plan doesn’t influence our conclusion. • Type N/A in the charge back column pertains to the defects in the same workstation.

5. Defect Trend Analysis • Breakdown of data into four major workstations F1, F2, F3, F4 Total Number of Defects in Team F Workstation (internal)

6. The total numbers of defects due to external charge backs are negligible • Maximum defects were found at the workstation F1 with charge back N/A (internal defects) • Hence, our entire concentration would be to work on workstation F1 and plan corrective action to reduce the defects. Total number of defects in F due to external charge backs

7. Workstation F1 is a major contributor of defects in March 2003. • Our further analysis will include the breakdown of data to reduce maximum defects in March 2003. Defect Analysis on a monthly basis

8. Workstation F1 has the maximum of internal defects N/A that were identified within the team. • Based on the result, we breakdown the charge backs for the month of March. Detailed Charge back Analysis

9. Detailed Charge back Analysis for March 2003 • The internal defects are again higher for the month of March. • Therefore, we concentrate extensively on defects found in F1 which further strengthens our decision towards accurate corrective action plan.

10. Analysis based on Family of defects • The family of defect B is causing the maximum number of defects viz. 300 in workstation F1. • We further breakdown the family of defect code B to find out which family code is a major contributor overall as well as in the month of March.

11. B05 family defect code is responsible to cause the maximum defects overall. • It is also the highest in the month of March. Analysis based on Family defect codes

12. Analysis based on Unit serial Number • Unit number 165 not only has maximum number of defects overall but also during the 3 month period (Jan 2003-March 2003) with the highest in March 2003.

13. Analysis based on Job number • Working towards Job number F1-07 will help us reduce the maximum number of defects

14. Operations Group is the highest potential root cause of total number of defects in the workstation F1 during the period of Jan 2003 – March 2003. Analysis based on Groups

15. Summary • Total Defects: Team F constitutes of 1525 defects out of which 1078 are contributed by workstation F1. • Charge backs: Internal charge backs N/A maximum for workstation F1 • Monthly Defects: Maximum numbers of defects caused in Jan 2003. However, F1 contributes 80% of defects (394/492) in March 2003 as compared to 59% of defects (314/534) in Jan 2003. Therefore, team decided to concentrate on March 2003 data. • Family defect code: B was found to cause maximum number of overall defects. Further breaking down the defect code B resulted in family defect code B05 to cause the maximum number of defects overallas well as in March 2003. • Unit S/N: 165 accounted to maximum number of defects when the data was broken down even more. • Job no.: F1-07 causing maximum defects. • Group: Operations group is the one that is causing the maximum defects. Hence improvement is needed on that group. • Therefore, Focusing on workstation F1 especially for the month of March 2003 with charge backs N/A (internal defects), family defect code B05, Unit S/N 165, Job No. F1-07 and group of Operations, Team F would be able to reduce the maximum number of defects.

16. Corrective action plan • The corrective action plan will be done using the Plan-Do-Check-Act problem solving technique. • Athorough inspection team should be at place to keep internal defects in F1 at the minimal. • It is very important for team F since it is the last team in the manufacturing flow and the final output of production maybe input to customers in the form of finished goods. • Placing a very strong quality team (quality engineers, inspectors, etc.) to strengthen the quality process to achieve ‘zero defects’. • Pilot test the model to identify any technical issues and make changes as necessary in order to reduce defects generating from family code B05.

17. Corrective action plan • Hold brainstorming sessions and organize team meetings with all the members that were responsible for Job no. F1-07 as maximum defects had occurred while performing the job. • Analyze and refine current tools and processes and ensure that equipments are up to date with proper calibration thereby reducing machine wear and maintenance issues. • Employee training and seminars to be provided to refresh quality control standards and deliver high quality products. • An improved quality plan in place which includes any process, procedure or system changes requirement and any monitors or controls necessary to prevent recurrence of the problem.

18. Continuous Improvement • Once the above corrective actions are implemented to improve the efficiency of team F, we would continuously monitor the process to make sure there is continuous improvement according to the PDCA cycle. Conclusion • Workstation F1 needs the most improvement due to high number of defects. • The suggested corrective action plan will improve each area assessed in workstation F1. • As per our recommendation, the next or alternate corrective action would be to concentrate on maximum defects occurring from other workstations too (especially F2) to improve overall efficiency and quality performance of team F. • With potential utilization of all the statistical tools and problem solving techniques we believe that the ideal quality aim of ‘zero defects’ can be achieved.

19. Thank you