BM2211

Anjo Estrada
Geor Esperanza
Rose Idian
Von Ponce

10 Activity 1

Case Study: Solid Industries

I. Background

The organizational problem in Solid Industries' case study is around the rejection of their
goods owing to flaws in the assembly and casting sectors. The firm, which makes cylinder liners,
wants to enhance the overall efficiency of their manufacturing process in order to assure the quality
of their goods and grow market sales. Defects in the manufacturing process resulted in a large
number of rejected items, affecting the company's market share and customer satisfaction. Solid
Industries must focus on design, recycle waste and manufacturing returns, train personnel on
numerous procedures, and structure the workplace to meet this issue. They should also examine
their current process, provide instructional opportunities for staff, and structure the workplace to
limit mobility for best task efficiency.

II. Statement of the Problem

a. How can Solid Industries improve the overall efficiency of their system in assembly
and casting section?
Any firm may benefit from efficiency, especially when it comes to manufacturing
process structure. Process efficiency improvements are always beneficial to the
business and the final product in many ways.
Solid industry can increase the system's overall effectiveness in casting and assembly
by avoiding material waste.

• Don't waste material

• Improve training
• Organize everything
• Standardize work
• Proactively manage equipment failures
• Engage your employees

b. How can control charts contribute in maximizing the output produced in the different
sections of the production process of Solid Industries with less defects?

What happens when a process input's impact on an output is graphically monitored

 over time? Doing so is the control chart. Should the malfunction arise from the
equipment they utilize, the business will discern the source of the problem and make
the decision to cease or not creating a specific product since, should it continue, it
will yield merchandise with defects. Additionally, they will be able to identify the
problem with their product according to the customer's input, which will help them
figure out what features of the product require enhancement. If the survey's findings
of customers are inside the lower control limit, the business is conscious of the fact
that they must modify in some way to maintain the outcomes of their customer
survey conducted within the typical control range.

c. What steps should Solid Industries employ in order to modify their existing production
process?

1. Planning comprises identifying the root causes of the issue that must be
resolved. in addition to the actions that must be taken to resolve the issue.
2. Conduct measurements and research: Using the data acquired from the
process, due out studies and measurements based on the outcomes.
3. Perform analysis: Analyze the information that we measured to learn about
our current situation and our desired future state.
4. Follow the appropriate actions based on the data analysis's findings.

III. Alternative Courses of Action

a. Quantify Resources
All of Solid Industries' system needs to be quantified. Give each step in your
production process a point value, or even better, a monetary value. Although
material costs are evident, production can also be measured by taking into account
man-hours, equipment wear and tear, and planned obsolescence. It will be much
simpler to determine which manufacturing aspects require urgent attention if
numbers are assigned to each one. Begin by creating a checklist and putting it in
every workspace. Next, ensure that each worker in that workspace follows the
checklist when doing their duties. This easy action can lower downtime and raise the
calibre of the final product.
b. Percipiently Supervise and Maintenance
The organisational understanding of the cost of quality should be developed by Solid
Industries. Fixing a fault in the field after it has been discovered by a customer comes
at a far larger cost than fixing the problem's origin early on. It is imperative that
production personnel receive training on the cost multipliers associated with
warranty replacement or repair, as well as the cost of damaged reputation. When
employees adopt this viewpoint, a natural desire to identify the source of an issue
and solve it arises.
c. Improve training
The problem with Solid Industries' manufacturing process is that product errors arise
from the casting and assembly sections. To solve this problem and produce higher -
quality work with less loss, workers must be trained. There will be fewer accidents
and damaged products created, which will keep waste levels low. To become more
 productive in the workplace, they must broaden their knowledge and improve their
employment abilities. Regular training and improvement initiatives can prevent
workplace inactivity and help the company establish a routine for reevaluating its
employees, competencies, and protocols. It facilitates worker uniformity in the work
process. Employees will learn when they receive training since they will utilise and
adhere to identical procedures as a result of their orientation.
IV. Recommendation

Solid Industries needs to use quantifiable resources in order to successfully reduce flaws
and reject produced cylinder liners. Precisely calculating the amount of resources
required enables the production process to determine the minimum amount of materials
required. This reduces the potential for producing additional waste materials.

*Property of STI
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