Here's how you can turn failure into a valuable learning experience in Manufacturing Operations.

"L'échec est le fondement de la réussite" est une citation qui souligne l'importance de l'échec dans le processus de réussite. Cette phrase signifie que les échecs et les erreurs sont des étapes essentielles qui permettent d'apprendre, de s'améliorer et finalement d'atteindre le succès. En embrassant les échecs et en les utilisant comme des tremplins, on peut atteindre des niveaux de réussite plus élevés qu'on n'aurait pu imaginer

Every new failure is a new opportunity to learn about the weaknesses of your process in aspects that previously in a risk analysis could be implicit and not detected. When a failure, of any nature, occurs, it is necessary to look beyond the obvious, beyond what is already known or assumed, to apply all the tools that are known to you and to seek new ones when necessary. In this way, you will find the correct way to get up from the fall suffered in a solid way, drying the slippery floor that led your process to fall.

Failure often gets a bad rep but it's a necessary part of growth. If you've failed or have experience failure, it means you've tried. Identify what went right, what went wrong, make some adjustments and try again. You may even experience failure again - but the same rules still apply.

Some people scare to show their failure, that why they alway want the failure hidden. Especially is how your organization solving the problem? If the manager engage and encourage their employee solving problem, they will feel free to show their failure.

A good way to analyse the Root Cause can be 5Y1H method. It's an extension of "5 Why" method with "How". The 5 Why demonstrates who, what, when, where, and why the problem occurred and 1 How addresses to how we can fix that problem.

Before you embrace the root cause tools (Ishikawa diagram, Spaghetti diagram, 5W2H...) you should understand the problem. Go to place where the problem is showing itself and "see". See with your eyes, "see" with your hears (strange sounds), "see" with your touch (feel unusual vibrations), "see" with your nose (smells). In japanese genchi genbutsu (go and see) the verb see is bigger that - to see. It requires all your sensory system. Only after you can see the big picture you will be able to find the real root cause.

No processo de investiga??o, algumas atividades podem facilitar o entendimento de causa e efeito. Existem inúmeras ferramentas alocadas em métodos tradicionais já conhecidos, como: DMAIC, PDCA e etc. O ponto chave é definir bem o problema com detalhes, fotografias, dados técnicos: n?o pode ter “achismo”. Ir no foco do problema para conversar com os envolvidos, ver o problema, e ent?o propor um teste de hipótese para validar ou n?o, a existência de causalidade. Podemos usar inúmeras ferramentas mas, a sugest?o aqui é pensar simples, agir rápido e usar ferramenta técnica aonde agregar valor. Por fim, após a valida??o da hipótese, se faz necessário padronizar o processo e assegurar que o controle é eficiente.

Analysis, which always plays a crucial role. It will give an approach towards the critical part called "Failure". By which one could push himself towards which material, in which condition, which kind of environment, what kind of quality it is, or any operational errors. By the failure cause one can hinder the reoccurrence in future

Now we opened the tool box of "Continuous Improvement", we have a large set of tools at our disposal, the most important thing to do at this point is to use the proper tool for each job. A screw driver will not get a nail on its place and a hammer will not make a screw to turn properly. As seniors and leaders in the industry, is our responsibility to provide these tools, share the knowledge and provide guidance trough the improvement process. In order to analyze causes, we shall understand the problem to identified them. Depending on the nature and complexity of the problem we could choose tools from the Lean Manufacturing compartment (gemba, VSM, 7 Wastes, fishbone) as well as the 6 σ compartment (DMAIC, CPK, DOE) just to mention a few.

Corrective actions are crucial for maintaining efficiency and reliability, even when the root cause isn't clear. Immediate measures help to mitigate issues and ensure continuity. Continuous monitoring and temporary solutions can keep operations running while gathering data for future analysis. Prioritizing corrective actions enhances system reliability and fosters a proactive approach to prevent potential problems.

Corrective actions are crucial steps towards customer satisfaction. One should always deal with the corrective actions in a few aspects, like the kind of material chosen for manufacturing, calibration of tools, calibration of equipment, skilled workforce, continuous checks of quality in production lineup and instant decision-making for solutions to achieve 0 defects.

Li??es aprendidas compartilhadas geram uma rede de conhecimento, ou seja, uma etapa importante para a robustez da Cultura de Melhoria. A redu??o do custo da qualidade é um benefício gerado pela padroniza??o das li??es aprendidas, por isso é fundamental dar destaque nessa atividade.

Record statements from the investigation for review at the next scheduled hazard review. Often budget is not made available for incident correction at the time of the incident itself. Funds are easier to get as part of a hazard review and follow up for completion is required. The hazard review is more likely to see the root cause as something that can be addressed through engineering a change. Corrective actions from the incident are more likely to be "no-cost" actions like retraining or disciplining operators.

Sharing learning is key to successful organizations. It contributes hugely to any solution in the production lineup. Since manufacturing contributes to a huge work force where people have different ways of perspective to deal with problems which altogether nullifies the losses. In one word, sharing learning is "one will learn and one will gain". Which finally contributes towards the organization.

Set realistic production targets and break them down into smaller, achievable goals. Celebrate milestones along the way to keep morale high. Offer constructive feedback on performance regularly. Recognize and reward workers who consistently meet or exceed production targets. Empower workers by involving them in the decision-making process where feasible. When they feel valued and involved, they are more likely to be motivated to achieve production goals.

Even the smallest improvement can be important. Look both for quick wins as well as for the biggest problems. While solving the biggest problems is the primary goal, generating quick wins frees up resources and gives the team hope. It also encourages the team to share ideas, since there is no fear that the idea won't have enough impact. Quick wins can be the fuel that starts the machine of continuous improvement.

Melhorar continuamente é fundamental para o mundo dos negócios, devido sua capacidade de potencializar a lucratividade e criar robustez no processo através de uma Cultura Organizacional de Melhoria. O alinhamento estratégico, é a base do sistema, ou seja, implantar ferramentas isoladas n?o gera lucro nem cultura. Quando é conhecido a restri??o do sistema, será possível focalizar nessa dire??o.