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Investigating Root Cause … with Experimentation

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I was involved in a workshop recently where the second half of it was investigating a problem on a manufacturing production line. To make a long story short, the process of profiling a product generated unusable portions (ends) of the product which had to be cut off and thrown away. The scrap rate of 10% was adding up to be in the tens of thousands of dollars per year on this line alone in material, labor and disposition costs.

Using the A3, 7-step process, the team brainstormed potential causes for this problem of generating unusable parts of the product. These were direct causes and not necessarily root causes at this point. Based on experience and available data, the team was able to reduce the list to a few causes.

At this point, the team went to the actual production line (aka Gemba) and conducted a few simple experiments using the refined list of causes (factors). The team observed, and took measurements with video clips, which were evaluated later in the meeting room. It wasn’t long before the direct cause of the problem was determined and, by using the 5-why process, the root cause was reached. The team simply followed the funnel diagram below.

Funnel

Based on the root cause (equipment alignment issue), the team brainstormed ideas for a solution. A temporary solution was implemented to reduces the defects significantly while a permanent solution was being planned.

The takeaway from this improvement initiative is the importance of conducting root cause analysis using experiments right where the problem is occurring as opposed to doing so in a conference room. For management, it is important to allow time for experimentation on the production line and to let the team, including production workers, be creative in troubleshooting the issues and generating solutions.

Mustafa Shraim

Lean & PDCA (Part 1)

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sqps_14036693Lean initiatives can be implemented in a series of Plan-Do-Check-Act (PDCA) cycles. In addition to the value stream map metrics, is important to keep a set of metrics to measure progress so that lean and quality objectives are tracked after each cycle. Here is an example of a PDCA outline:

Plan

    • Draw current value stream (VS) map in terms of processes (or activities) OR use future map from previous cycle
    • Calculate times for current VS map
    • Analyze current VS map for waste (delays, additional inspections, extra motions, transport, search time, etc)
    • Make a list of relevant, comparable metrics (Cost of non-conformance, delays, search times, inspection times, quality levels, delivery times, customer feedback)
    • List opportunities for removing such waste by reducing, re-organizing, realigning, training
    • Select easiest opportunities to implement with highest impact first
    • Draw future map based on selected opportunities

Do

    • Prepare action plan for selected opportunities
    • Implement plan by assigning tasks / due dates (no delays)
    • After implementation, let the system run and stabilize
    • Collect data again for measuring progress

Check

    • Analyze data and compare against the “before” set of metrics listed under the Plan phase
    • Provide visuals (charts / figures) to show progress / improvement

Act

    • Update future value stream (this will become the new “current” value stream)
    • List of things you’ve learned from this cycle? Implement in other areas and document for availability and easy access.
    • Goals achieved? If yes, What’s next on the opportunities list? If no, What’s the next goal?
    • Go the next cycle of PDCA

I’ll use an example in Part II.

Lean & Variation – Understanding The 3 M’s

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I have seen examples of the 3 M’s in many places. I think it is important to understand their interrelationships before starting to implement solutions!

The 3 Msdreamstime_5669182
Muda: Waste – One or more of the 7 types –  (Overproduction, Waiting, Transport, Extra Motion, Extra Processing, Defects, Inventory)

Mura: Variation (unevenness or fluctuation ) in performance

Muri: Hard to do / burdensome (usually caused by Mura and/or Muda)

Examples abound of how the 3 M’s are related. Here are some:

Example >> Poor layout of a facility (indicated by Transport Waste) would lead to “difficulty in getting the job done in a timely manner” which leads to accidents and making mistakes due to always being in a rush

Example >> Unstable process (Variation or Unevenness) – think of situations where equipment is down often – this would create Waste downstream (Waiting, Defects) >> then Muri – hard to do for operators – like sorting / inspection / disposition.

Example >> Searching for tools or information (Extra Motion) would result in less time focusing on value-adding activities which could result in errors.

Example >> Documentation too wordy / confusing  / not visual  (Extra Processing) would result in spending too much time in finding what is needed in a timely manner.

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