What are the most effective ways to troubleshoot plant operations that are not meeting production goals?

Cuando una planta no está cumpliendo con sus objetivos, generalmente se debe a una falta de seguimiento del quehacer diario de lo que está pasando en el piso de producción. La clave está en los Gemba-Walks para identificar las debilidades del proceso y poner acciones inmediatas que cierren la desviación.

In many cases I have witnessed around the world, the problem to identify is more strategic than operational and probably will be related to the balance between robustness of the stablished processes and the average expertise of the organization, finding the correct balance between prevention and correction of problems is key for the stable long term, in a nutshell is talent management problem

Start by listening to the people on the floor running the plant, see where their idea regarding are. Then ask lots of questions.

One way to get started is highlighting the various optimum performance data that will be used for benchmarking. Depending on the process, various tools can be used to identify bottlenecks of the process. Process mapping is a good tool. Where time is a performance factor, time studies may be helpful. Some problems need more structured approach such as RCA (root cause analysis) to identify and create a plan to address them. 5Whys, KT problem analysis, cause and effect diagrams etc are some of the examples of the approach.

The initial step in troubleshooting plant operations falling short of production goals is engaging with frontline personnel in production, maintenance, and warehouse. Their firsthand experience often detects subtle changes in machines, materials, and operational details, especially in packaging lines, which can significantly impact performance. This approach, based on years of manufacturing experience, precedes and complements more advanced analytical techniques. By prioritizing insights from the operational staff, a quicker identification of potential issues occurs, fostering a sense of value and engagement among the team while addressing problems efficiently.

I agree; the GSTD will allow you employ the cause and effect diagram, and the 5 Whys to properly analyze the cause and prioritize accordingly. Here, structuring the problem is crucial.

To analyze the cause make sure to include the operators and to share the outcome of the investigation. Also, go and see for yourself, review the procedures, i have found great gaps while reviewing the practice vs. the procedure. These are areas for improvement must be fixed to prevent recurrence. What can go wrong will go wrong, but having great procedures in place will help to minimize human error that arise from the “unknowns” of the process.

Usually, from actual practice for analysis the problem route cause ,this can be the critical stage, most complicated and time consuming. Moreover, high skill personal and techniques may required .I believe the presence of alternative will help to continue the production and solution parallel.

In more complex problems your RCA process can be used, however for the most part problems can be easily identified if staff have indepth knowledge of the process and procedures. Then one can analyze the situation faster and with less resources.

Solutions should be implemented by analyzing the risk/resource factor being the main goal. Simple solutions often deliver the best results long term.

The next step is to analyze the cause of the problem and determine why it is happening. You can use various tools and methods to do this, such as root cause analysis, fishbone diagrams, Pareto charts, or the 5 Whys technique. The goal is to identify the underlying factors that are contributing to the problem and prioritize them based on their significance and urgency. You should also consider the possible interactions and dependencies between different factors and how they affect the operation as a whole.

Once you have identified and analyzed the cause of the problem, you can generate possible solutions to address it. You can brainstorm, research, consult, or experiment with different ideas and options to find the best fit for your situation. You should evaluate each solution based on its feasibility, effectiveness, cost, time, and impact on the operation and the stakeholders. You should also consider the potential risks and benefits of each solution and how they align with your goals and standards.

Evaluation of outcome is critical to ensure the problem doesn't reoccur. Findings need to be inplemented into action plans and scheduled procedures. If your SOP isn't continually evolving, you well sit with the same issues, albeit of a different nature.

If your Production Goals are not getting met, it simply spells either the Capacity Planning of the Process involved is not correct else it’s simply the Lack of Motivation in the Work Environment. Simply, involve the Workmen in Daily Works Management & put right recognitions/incentives into daily Production Plan Achievements. Just by focused looking into all the wastage in Work System & continuous working on the bottlenecks & work balancing supplemented with fully involving the Workmen in their day today Works improvements can guarantee a No Failure Production System as Human capabilities are beyond our imagination if enough motivation is prevailing in the Work environment.

Considering the different moments that I have experienced in the food and beverage industry, the most effective way to develop a problem analysis is to apply a Problem Analysis and Solution methodology (PASM), using the tools of management as accessible as possible to the shopfloor, with great and detailed attention to the "Data Collection" stage.

One of the best tools is fishbone analysis by getting answers via why_why analysis on 6M : manpower, materials, machines and technology, mechanisms ( procees and quality controls), media ( surroundings of operations) and management. This, definitely, will lead to identify the root cause of issues then build the right action plans with responsibilities, timing and measures.

Generally, the troubleshooting process cannot be done in an instant, it'll take hours or even days. If we are talking about plant operations, let us assume that a production line hasn't met the production goals. To troubleshoot the problem, first we need a well organized and documented production logs. Analyze the logs and you can identify the problems, study the situation, solve the issues, make improvements and evaluate the changes.

Act fast. Evaluating an issue while the details are fresh is key. Also, identifying the main stakeholders is important to focus the attention on what is important and that every department has a voice in the management and resolution of the issue. Teamwork is key. Always include a decision maker in the discussion investigation meetings and have a completion timeline with tasks and identified responsables. Over communicate.