Your manufacturing line is facing a surge in defective products. How will you tackle this sudden setback?

First of all we must identify the root causes of concern Including failure indicators in performance, and whether any changes in the process or materials could have contributed to the problem. formulating a corrective action plan.

Cause mapping is a cause and effect method used to identify multiple root causes whether it's a delay in production, procurement issue, injury, etc... There are numerous methodologies that may be used to identify the root cause and generate solutions via a corrective action plan.

It depends on the type of industry. In defense companies such as Lockheed Martin they initiated "self verification" and pop up inspections. They monitor defect data to determine which jobs require more QA inspections. All safety of flight operations are throughly inspected by shop QA, Salary QA and then the customer is DCMA.

In the situation of an increase in defects, we can take two looks, on the one hand we can think that our quality system, because it has the ability to detect these problems. On the other hand we can say the opposite and that is that our system does not is capable of controlling the process before the defect is generated. In this case and thinking about a Lean Six Sigma methodology, the first thing is to DEFINE. This involves reviewing the current process, reviewing statistical information, in order to define the objectives and begin to look for possible causes.

Diante do aumento de produtos defeituosos, é essencial adotar uma abordagem sistemática. Realize uma análise de causa raiz detalhada, utilizando ferramentas como diagramas de Ishikawa para identificar fatores como falhas no processo, varia??es nos materiais ou problemas de manuten??o de equipamentos. Implemente procedimentos de controle de qualidade mais rigorosos, incluindo testes intermitentes durante a produ??o para detectar problemas precocemente. Utilize também análise estatística para monitorar tendências e padr?es nos defeitos, possibilitando ajustes proativos. Documente todas as descobertas em um sistema de gest?o de qualidade para facilitar a revis?o e atualiza??o contínua do processo de fabrica??o.

Na verdade, o aumento de produtos fabricados com problemas de qualidade ou situa??o defeituosa, pode ser reflexo de várias variáveis. Falta de controle de processos, falta de padroniza??o dos processos, fornecedores entregando matéria prima com problemas, colaboradores novos e sem robustez no treinamento, atrasos na entrega de produ??o (Isso gera antecipa??o de processos ou n?o realiza??o de algum processo crítico para garantir a qualidade do produto), etc. Por isso a medi??o e controle das etapas do processo é primordial. Muitos casos, durante algumas análises de identifica??o de causa raiz de problema, a resposta mais fácil e normalmente a mais utilizada é a famosa “falha operacional”. Trazendo instabilidade emocional ao time!

Data Analysis based once defined the root cause with 5 why approach for occurrence and detection Commonly measured failure reasons is change in 4M

Utilize técnicas como análise multivariada para identificar intera??es complexas entre variáveis no processo de fabrica??o. Além disso, implemente DOE para quantificar o impacto de diferentes variáveis no resultado final dos produtos. Introduza métodos de controle estatístico para monitorar simultaneamente múltiplos aspectos do processo. Essas abordagens técnicas robustas oferecem insights para melhorar a qualidade e eficiência da linha de produ??o.

Analyze the gathered data for patterns using tools like Pareto charts and cause-and-effect diagrams to identify the failing process or component. This will help you target the necessary adjustments effectively.

Basic 8D approach to defining teams from various departments It is necessary for identifying the problems root causes and effective countermeasures actions definitions

Na rotina diária do gestor industrial, seja ele de produ??o, qualidade, processos, projetos e manuten??o, temos desafios diários para identificarmos gargalos e problemas que est?o interferindo nos resultados. Normalmente n?o damos aten??o e na maioria das vezes, algumas companhias acreditam que reuni?es com equipes multidisciplinares e utiliza??o de ferramentas técnicas para identificar a causa raiz s?o besteiras e acreditam que n?o agregam valor ao produto. Por isso acredito que nós gestores devemos levar isso como premissa para todo o time e diariamente engajar a equipe para se qualificar e buscar a todo tempo formas de reduzir problemas e até mesmo poder identificar possíveis riscos futuros de falhas.

Addressing defects requires team collaboration. Hold a meeting with all stakeholders, share findings, and discuss potential solutions. Their hands-on experience can offer valuable insights, ensuring everyone's investment in resolving the issue.

Implementation of countermeasures is one of the necessity to avoid repeated crises Before implementation of action necessary to problem recreation

O monitoramento das a??es que foram implementadas para a solu??o ou mitiga??o de um problema é importantíssimo. Precisamos através de ferramentas técnicas poder identificar qual é a severidade e a criticidade do problema, pois através dessas análises iremos definir qual a periodicidade e qual a forma de medi??o será utilizada para garantir que realmente a causa raiz foi identificada e sanada. Em alguns casos esse monitoramento deverá ser permanente, por ser um ponto crítico do processo e interfere diretamente na condi??o básica do processo ou produto. Para chegarmos nesse nível, temos que rotineiramente engajar a equipe e transformar essa rotina como atividade básica do dia a dia.

Implement fixes based on your findings, such as adjusting machinery, retraining staff, or sourcing better materials. Prioritize quick wins for immediate impact while planning for long-term changes.

After implementing changes, closely monitor results to ensure a decrease in defects. Track short-term improvements and continue monitoring quality metrics long-term. If defects rise again, revisit your analysis and consider additional adjustments.

Effectiveness measures is necessary for next few months and then horizontal deployment the same Lesson learnt must be issued for new projects in similar products line

Continuous improvement is an iteration and constant monitoring, processes have deviations for different reasons, equipment wear, people, external factors, raw materials. The important thing is to effectively implement this process with key indicators and people with accountability for them. Along with a dashboard that allows the entire team to view the status periodically. And formal meetings periodically to review the indicators

Good to see all the above described steps which are being followed traditionally across industries. It's all about a more reactive approach which makes our daily life engaged by running behind day to day issues. There is one more way to shift from reactive to preventive approach where we can enhance the digitalization techniques where we can continuously monitor and analyse all the process and product characteristics which enables us to even react faster before every problem that occurs. Also it helps us to focus on improvement rather than involves day to day issues. It depends upon the organisation decision and implementation based on the business cases.

It is helpful to note what has changed in the process, are there defective materials, are there weaknesses in the process’s, is everyone following the process? Sometimes all an operator can do is follow all their Sop’s.