1. Final Project Case Study 3.1 MGMT 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.
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 soap particles in the liquid solution.

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 The team created a flowchart for the process:
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
Parts move to next
step
Is water dirty?
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
CLOGGED NOZZLES
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 Driving Forces Restraining Forces Action Plan
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.
Restraining Forces
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.
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.

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. Problem Solving Process Flowchart
Identify Problem: Recurrent
clogging of spray nozzles;
parts washer shuts down.
Form Team: Floor Operator,
Engineer, Quality Inspector
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.