Quality Improvement through Problem Solving and People Development

Lessons Learned Through Experience

Nicholas Loyd

Director, CMER

The University of Alabama

in Huntsville

Nicholas.Loyd@uah.edu

Jeff Siniard

Lean Facilitator, CMER

The University of Alabama

in Huntsville

Jeff.Siniard@uah.edu

• 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

Nicholas.Loyd@uah.edu

Jeff Siniard

Lean Facilitator, CMER

The University of Alabama

in Huntsville

Jeff.Siniard@uah.edu