Situation Analysis Hank Kolb has been hired by Morgenthal as director-quality assurance because Morgenthal felt that bad quality of Greasex was costing them a lot of money. Morgenthal was sure of the quality problem but lacked significant evidence to prove the same. He wanted Hank to figure out the quality problem and address the sare. While making his visit to the plant he figured out that the quality of the product was not given due importance. It was observed that there was a lack of TQM in the organization. Following are dimensions of quality to evaluate the manufacturing process. Performance | The capacity of the machinery is underutilised. Ithas been stated that the production rate is still 50% of the standard. Reliability The reliability of the machine involved in the process was very low. It is stated that maintenance had 12 work orders last month. Also, nonstandard downtime was 15% of the actual running time. | Serviceability | Serviceabilty of the machine was also challenging as the machine was meant for a different purpose and after customising the machine the machine was used for filing Greasex. Since the machine was serviced properly the machine had to be serviced often Perceived The process was not effective. It had been observed that rather than correcting, quality the process defective cans were being vented by Simmons and being sent for further processing There was a lack of a system to measure the quality of the process and cost of quality analyses. There were various causes of problems which are as follows. 1. Inappropriate management of human resources: Technical skills were not given due importance. It was observed that at the shopfloor all processes are equal. Hence a person from the shipping department without being provided with the training was asked to be an operator for filling cans. It was also observed that the filling operator was not available on the shop floor. So, therefore, no one existed to supervise the filing operator 2. Inappropriate use and maintenance of machinery: The machine used for filing cans was not meant forthe same. it was moved from some other process to filing process. This had resulted in frequent maintenance of the machinery. Also due to the use of the machine for some other purpose had resulted in unavailability of parts required during repairing. It was found that defective nozzles were being supplied by the supplier. Even in such case rather than changing the nozzles, the operating team decided to adjust the application pressure which would solve the burr problem arose due to inappropriate nozzles. 3, Product (Can) design impact on quality of the Greasex: Design team of company, changed the existing design of can based on the insights obtained from marketing research to have the competitive advantage of appearance and did not consider much about technical feastbilties such as filling hydrodynamics or speed from high-pressure filling nob. “This ty source was downloade by 100000820020026 fom Courter som on 04-16.2021 005-27 GMT 0500Management of the company wanted to have 4, More focus on production quantity than qu: cost improvements and reduced delivery times of the production process and pressurized production manager for the same. It was obvious that the production manager's promotion was dependent on these factors, his concentration was more on product quantity rather than on quality and was reluctant to send aver pressured cans to rework area, instead was doing them manually by tilting the cans. 5. Push Strategy: organisations philosophy was “it would be better to have it on the self than not there at all” and was pushing Greasex into the market to beat its competitors. There were high back-orders on Greasex and the company was giving priority to meet the orders by ‘compromising on quality. ito [sete] casos ate menion run orders No SOP for Nowe nat iting 0 Canoe to No scheduled preventive ‘manufacturing proces Durie ena feted by Equipment adapted fork ih backorder ist No election of of pec feporneaann product Fed an Raw) nt been desiened Ignorance and Casual attitudes towards quality from all tore weet Random Sample departments More fects order filet reeds tbe even atcasesistandad corvtted ~ No forma tring Cau ofthis towed work [iesronent | Fishbone Diagram Recommendations '® As one of the major problems is the senior management's focus on quality, implementing Six Sigma Methodologies or setting up ISO 9000 standards in the production process will help in standardizing the processes and thus reduce defects and errors. These standards will also ensure that employees operating the machines are properly trained and capable of handling the manufacturing equipment. Models such as the DMAIC model could help to get the best results out of the production system in a limited time period. '* Standardization and quality check process to be set up for raw material and packaging suppliers as well to reduce the defect rate. Suppliers need to be penalized for failing to meet the quality standards or supplying inconsistent nozzle heads for the cans. © Hank needs to do an external failure cost analysis of the rejected products in each batch to convince the marketing department of the importance of quality standards and the repercussions of the defective product in the market on brand image. The cost benefit analysis of reducing defect rate to 3.4 in a million products (to meet Six Sigma standards) will convince the management to give up the casual approach on quality. “This ty source was downloade by 100000820020026 fom Courter som on 04-16.2021 005-27 GMT 0500‘© The firm should also set up a process for testing new product design in terms of feasibility of production. The current bottle of Greasex is being produced on a makeshift machine thus resulting in a mismatch between product requirement -machine capability. Modifications in the equipment should be made in association with the equipment supplier only after testing the new product design, ‘© To deal with rush orders, the marketing department needs to be better with demand forecasting and do planned promotions in coordination with the manufacturing team to avoid backorders and further stressing the production line. The company can follow a make to stock technique to average out demand peaks. ‘© Lastly, efficient handling of defected cans should be implemented such that they do not get back into the production system without passing the quality check. This would prevent arbitrary intervention by any one employee and adherence to the quality pratocol. Additionally, poka-yoke mechanisms could be incorporated in the production line to reduce operator error. “This ty source was downloade by 100000820020026 fom Courter som on 04-16.2021 005-27 GMT 0500