1. Kirk Baringer Sabrina Hoffman Hanna Spicer

2. Problem-Solving Steps  Plan 1.Recognize a problem exists 2.Form a quality improvement team 3.Develop performance measures 4.Clearly define the problem 5.Document and analyze problem/process 6.Determine possible causes  Do 7.Identify, select, and implement the solution  Study and Act 8.Evaluate the solution 9.Ensure permanence 10.Continuous improvement

3. 1. Recognize A Problem Exists  WP Inc. is a manufacturer of small metal parts based on the designs of their customers  WP creates, deburrs, washes, and ships the parts  WP is currently encountering a problem with its automatic parts washer  The recurring problem involves the spray nozzles which get clogged with small particles resulting in the washer shutting down  The washer shutting down has resulted in delays  There is no alternative method to wash parts that meet EPA regulations  After interviewing the washer operator the following was discovered  Operator has monitored process and recorded the behavior for about a month  For a significant portion of time nozzles do not spray as freely as required  On seven occasions nozzles have clogged completely  Two of these clogs happened midday  Remainder of these clogs occurred at the end of the day  The nozzles did not clog in the morning  Each time nozzles clogged the operator took them out to inspect them  Appears that small particles become clogged in the tiny orifices of the nozzles  These small particles appear to be white and flake like when dry

4. 2. Form A Quality Improvement Team Members of Group 3 Kirk Baringer  Master Sergeant and Noncommissioned Officer in Charge in the U.S. Air Force  Working on Masters of Science in Management Sabrina Hoffman  Military Spouse and Mother  Working on Masters of Science in Management Hanna Spicer  Director of Academics at the U.S. Department of Education  Working on Masters of Business Administration

5. 2. Form A Quality Improvement Team Group Three Goals and Ground Rules Goals  Follow the steps to effective problem solving in order to find a solution to the existing problem  Prepare a presentation describing the problem solving process  Present the solutions or outcomes to the problem solving process  Follow up on the results of the problem solving process Ground Rules  All members must participate  Responsibilities and duties must be fairly distributed  Mutual respect for group members must be maintained at all times  Each member’s inputs are just as important and valuable as the next

6. 3. Develop Performance Measures 1.Eliminating clogs in the parts washer nozzles 2.Number of times the machine washer shuts down 3.Delays in the pats-washing operation 4.Delays in overall parts process 5.Quality of finished parts 6.Overall customer satisfaction

7. 4. Clearly Define The Problem Brainstorming Identity of Small Particles  Kirk  Small metal particles coming off the pieces  Minerals in the water  Soap used in cleaning the parts  Sabrina  Corroded hose  Source water may be unfiltered and introducing sediment or creating had/soft water  Paint chips from the parts  Paint chips from the automatic parts washer (assuming that it is not stainless steel)  Water to soap ration may be inaccurate (human error/machine error)  Poor soap quality may result in insoluble soap particles  Water is not changed enough or according to schedule  Others  Hard-water buildup  Calcium  Chips from parts  Paint chips  Soap flakes  Something caused by a chemical reaction  Some type of gravel or dirt

8. 4. Clearly Define The Problem Statement of Problem 1. Quality is of upmost importance to WP Inc., and the parts-washing operation is a critical aspect of WP’s quality assurance process. The proper functioning of this parts-washing operation is essential in ensuring parts are ready for shipment to the customer without delay. 2. Though the parts-washing operation is not the most time-consuming or important operation it has been identified as the most troublesome. The spray nozzles of the automatic parts washer continue to get clogged with small particles. These clogs force the automatic parts washer to shut down which results in delays in the parts-washing operation. This ultimately results in delays in shipping of finished parts to the customer. 3. Customers expect their parts to arrive on time as promised, and if these promises are not met the customer will look elsewhere for their parts. If a solution can be found to the problem WP Inc. can continue to provide quality parts, on-time, and as promised. A company is only as good as the quality of its products and the promises they stand by.

9. 5. Document And Analyze Problem/Process Further Background of Problem  Problem occurs most often after cold cleansing solution has been drained from the tank and new solution put in  Tests were conducted in which new cleansing solution was put in the tank  Washer was ran for only two minutes  Nozzles were removed and inspected  Nozzles collected many particles  The particles were identified as soap particles  Tank was drained  Bottom of tank found to be coated with a layer of hard soap

10. Current Process Flowchart Evaporation occurs; water and soap are added. Parts washer is turned on. Dirty parts are placed in machine. Parts are run. Are parts clean? Parts move to next step Is water dirty? Water is emptied. New soap and water are put in tank. Coils heat water. YES NO

11. Automatic Parts Washer

12. 6. Determine Possible Causes Affinity Diagram Buildup of Soap Water -Too much evaporation results in lower water levels -When water evaporates this increases the concentration of soap in the solution -This could result in soap settling on the bottom Too Much Soap -Soap cannot be dissolved in the water -Adding too much soap could result in excess soap settling on bottom -Too much soap results in an inconsistent solution Operating Procedures -Adding too much soap-water solution -Operator might not be trained -Procedures might need updated -Might not be following procedures correctly Cleaning -Stirs up the soap the has settled -Soap becomes free-floating -Soap ends up trapped in nozzles -Is the tank cleaned according to schedules Water Tank -Water temps have been too low -There is no filter installed

15. 7. Identify, Select, and Implement The Solution Identify Potential Solutions  Installing a filter system to tank  Changing operating procedures  Changing cleaning procedures  Changing type of soap used

16. 7. Identify, Select, and Implement The Solution Select Changing Operating Procedures  Though water might evaporate is it really necessary to add more soap-and-water solution  Not maintaining the water temps at the right level causes the soap not to dissolve in the water correctly  The soap would not get stirred up in the cleaning process if the soap would be dissolved correctly in the first place  It would be too costly to change soap suppliers or add a filter to the system – this option is the most cost effective

17. 7. Identify, Select, and Implement The Solution Force-Field Analysis Driving Forces 1.Improving the parts-washing operation would help the other operations within the company 2. Reducing delays during this process would mean other operations would not see delays themselves 3. Less time would be wasted waiting on parts to be washed 4. There would be fewer customer complaints, because parts would now be able to be delivered on time 5. The cleaning process might not be as troublesome 6. Company saves money by not having to change soap suppliers or having to install a filter to the washer which actually might not solve anything Restraining Forces 1. Operators might resist the change in operating procedures 2. Management might not want to spend the time to train operators on the new operating procedures 3. Some management might believe it is better to throw money at the problem instead of changing procedures Actions 1. Implement a quality control program which rewards the operation with the fewest delays 2. Make sure the parts washer operators understand that they will receive the training they will need 3. Provide management with figures that show how installing a filter system or changing soap suppliers would basically be like throwing money out the window

18. Summary Identified Solution Changing Operating Procedures  Add more soap-and-water solution  Maintaining the Water Temperatures  This option is the most cost effective Case Purpose Slowed production at WP Inc. A result of clogged spray nozzles in parts washer Leading to increased downtime Possible Causes Build-up of Soap Water Too much soap Operating procedures Water tank Cleaning Potential Solutions Installing a filter system to tank Changing Operating Procedures Change Cleaning Procedures Change type of Soap Used

19. Reference: Summers, D. (2010). Quality. Upper Saddle River, New Jersey: Prentice Hall.