BM1708

Names of Student: Dollesin, Lyka Section: TM501

ACTIVITY

Case Study: Solid Industries

Solid Industries is a manufacturer of cylinder liners. Their products are mainly rejected due to defects
arising in the assembly section and casting section of the company’s production process. The defects in
the assembly section are generally, undersize of outer diameter, oversize of inner diameter, and
unproportioned collar or width. In the like manner, the defects in the casting section generally involves
cracks, hardness, porosity, or evident holes in the produced cylinders. Hence, it is necessary for the
company to reduce the cost of rework due to defects in assembly and casting section to improve the
quality of their products.

The company also targets to increase their sales in the market to gain a significant market share. Solid
Industries know that they can only move forward to their goals if they will be able to find a way to achieve
good quality products and operational efficiency through maximized productivity and reduced internal
costs. Under these circumstances, the company established three (3) major objectives: to improve the
overall efficiency of the system in assembly and casting section; to maximize output per section with less
defects; and to modify the production process for better understanding and execution.

Follow the suggested outline below in answering the case study:

I. Background
a. Most of the products produced by Solid Industries, a manufacturer of cylinder liners, are
discarded because of defects in the company's assembly and casting processes. The
aforementioned flaws are primarily brought on by an unproportioned collar or width, an
undersized outer diameter, and an oversized interior diameter. Contrarily, flaws in the
casting sector typically involve fractures, hardness, porosity, or obvious holes in the
cylinders produced, which forced the company to save costs on rework in order to improve
the quality of its products. The company also intends to increase market sales in order to
gain a significant market share. Solid Industries is aware that they won't be able to meet
their goals unless they can find a way to produce high-quality goods and operate efficiently
by increasing production, reducing internal costs, and preventing the accumulation of
waste. In light of these circumstances, the corporation established three main objectives:
improve manufacturing process for better comprehension and execution; enhance output
per section with fewer defects; and boost overall system efficiency in the assembly and
casting sections.
II. Statement of the Problem
a. How can Solid Industries improve the overall efficiency of their system in assembly and
casting section?
b. The output assembled is maximized while creating fewer defective items thanks to the
creation and application of control charts in various areas of Solid Industries operation.
This is because it allows them to track their production. Control charts show how a process
variable changes over time and inform a company's operations as they go forward with
relentless improvement. They can define which process step they need to restrict, review,
and adjust through this. In order to create a system that is more effective, the company
can estimate the rendered expense.

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c. Setting SPC goals in step 4 and training the right operators and team in step 6 are the steps
Solid Industries should take to modify their current production process. Step 4. defines SPC
goals. It can only be as effective as the methods they employ. They battled to reduce the
scrap, waste, and faults after being rejected due to the quality of the goods produced.
They can use setting up SPC targets as a guide for the production process. Process variation
must be eliminated in order to increase product quality, and regulatory and customer
standards must always be met. Step 6. Train competent teams and operators. The
employees' knowledge, skills, values, and talents are in line with the changes. Training is
one of the best ways to enhance one's capacity and proficiency. Employees or a team have
a strong chance of expanding their knowledge and advancing their careers. Training for
both individuals and teams benefits the ability to recognize changes in an organization.

III. Alternative Courses of Action

a. Improve Training
The problem with Solid Industries' manufacturing process is that the casting and
assembly sections both contribute to product failures. To solve this problem and experience reduced loss,
training employees is an important first step. Accidents and created damaged goods will be reduced to a
minimum, which will keep waste levels low. For someone to be more productive at work, they must
broaden their knowledge base and improve their employment abilities. Regular training and improvement
efforts can reduce workplace inactivity, which will help the company establish routine reviews of its
personnel, competencies, and operating procedures. It aids in uniformizing the work process among the
employees. due to the fact that employees will apply and adhere to comparable procedures as a result of
their orientation to training. Employee training will therefore teach them how to assemble the proper,
safe, and cost-effective use of the company's resources, supplies, and equipment.
On the other hand, training is expensive because it is provided to all staff
members and employees of the business. Costs are incurred when internal training is conducted. Due to
the need to spend one of the company's employees on training rather than on useful labor. A company
must pay an outside trainer for their time if they use one. Low-quality work may result from inadequate
training. It takes a lot of time and effort to put together high-quality training materials and locate qualified
instructors.

b. Quantify Resources
Everything in the system needs to be quantified by Solid Industries. Give each
step of your production process a point value, or even better, a monetary value. In order to further
quantify output, take into account labor expenses, equipment deterioration, and planned obsolescence.
Every part of manufacturing will have a number assigned to it, making it much simpler to identify which
areas require immediate attention. Make a checklist to get started, and put one in each workspace.
Afterward, confirm that every worker that performs a task in that workplace adheres to the checklist. This
straightforward action can cut delay and raise the caliber of the final output.
It is a good idea to create a control chart. Control charts can be used to identify
problems or potential problems. These trouble indicators inform the company when remedial action is
required. Additionally, it aids the business in avoiding significant product flaws. Using control charts, it is
possible to distinguish between common and unique sources of process variation and handle each cause
separately. Additionally, it can establish control parameters that reduce the likelihood of producing items
with defects.
c. Percipiently Supervise and Maintenance
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Solid Industries needs to increase organizational awareness of the price of quality.
When a flaw in the product has already been used by a client, it is much more expensive to remedy it than
it is to address the problem's root cause. The manufacturing crew must receive extensive training to help
them comprehend the cost multipliers associated with warranty repairs or replacements as well as the
cost of a damaged reputation. Once the staff adopts this viewpoint, an innate drive to identify the
fundamental cause of an issue develops.
Strong process discipline must be used throughout the entire quality
improvement process. Depending on the product being produced, deviation without enough team
participation and preparation for the change could have disastrous quality effects. It is important to
employ some structure to maintain consistency and an understanding of how the product is produced
during that time period so that root cause can also be identified later if new problems arise as a result of
the change, even though the organization should avoid clumsy bureaucracy that stifles innovation.

IV. Recommendation
a. Solid Industries must use the quantifying resources in order to successfully reduce flaws
and rejected produced cylinder liners. Accurately calculating the required resources'
quantities aids in the production's knowledge of the quantity and materials required. By
doing so, it reduces the potential for producing additional trash.

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