'Hank Kolb Case\r'

'HANK KOLB CASE summary The following be the problems that Kolb’s reapingion moving in has to address: 1. Personnel †the operator of the weft equipment is not suitable for the job beca recitation of lack of knowledge and ripe prep 2. The filling equipment †the machine is not specially knowing for filling the Greasex croupes. It was originally made for new(prenominal) purpose. 3. Maintenance †there is no definite record of preventive maintenance for the filling equipment. 4. Purchasing †agents from buy stand not yet finalized on a supplier that has non-defective nib to fit on the nozzle heads 5.\r\nProduct design and packaging †the contoured shape of the bay window is perceived to be catchy by the designers be come of its easier to be gripped feature. But Kolb sees the shape as problem for filling 6. The manufacturing manager †despite the favorable production quota from Simmons, welcome some issues for cost improvements and reduced delivery prison term that Kolb has to re-consider before filling in Simmons for promotion 7. The selling †the introduction of Greasex was rushed to market even if the product is still a bit off-spec\r\nSuggestions: Using the Six-Sigma Analysis, Kolb should do work the major problems of his production tonal pattern using the DMAIC as recommended below: 1. Define (D) ?Identify customers and their priorities. ?Identify a project suitable for Six-Sigma efforts based on backing objectives as well as customer ask and feedback. ?Identify the CTQs (critical-to-quality characteristics) that the customer considers to have the most pertain on quality. Kolb should have in mind already the safety of the products to customers, not just target whole sales.\r\nBeing the new Director of Quality Assurance, he must look closely to the process and utilise improvement to which the steps are causing difficulty or whitethornbe eliminate or win over what is causing the trouble. It is also i mportant that he has an ready list of customer feedbacks that he would refer to every(prenominal) time he tries to improve his processes. 2. Measure (M) ? crack the round the process and how it is performing. ? Identify the primordial interior process that influence the CTQs and measure the defects currently generated sexual relation to those processes. Kolb can use the three tools i. . Run Charts, Pareto Charts and Checksheets to measure the process and defects that are found (usually in in type and number of customer complaints). After see the influencing factors and types of defects, he will be able to reconcile whether replace or improve these influencing factors. 3. Analyze (A) ? go steady the most believably causes of defects. ? Understand why defects are generated by identifying the key variables that are not likely to create process variation. Kolb can make use of the Fishbone Chart to analyze the causes of the problems in his line of work.\r\nThe world-class caus e of defect in his production line is the filling equipment because the machine is not originally designed for its current process. Kolb has to decide whether to continue using it or to replace it with equipment specialized for a specific activeness which is filling the bottles. The personnel is also one curtilage for defects because of insufficient knowledge in his line of job. The buying department also caused defects because they acquired defective nozzles on a supplier just to keep up with the orders. 4. modify (I) ? Identify means to remove the causes of defects. Confirm the key variables and quantify their defects on the CTQs. ? Identify the maximum toleration ranges of the key variables and a system for measuring deviations of the variables. The probability Flow diagram will be recyclable for Kolb in this step. To address his problem with the personnel, he can send the person for a formal training and testing. Or he can replace the personnel with a more qualified indiv idual. He may also replace the filling equipment which is the main cause of the defect †which exceeds the pressure of the cans.\r\nHe also has a lot to discuss with the packaging, purchasing and marketing departments on many issues with the product. 5. Control (C) ? Determine how to maintain the improvements. ? rig tools in place to crack that the key variables hold on within the maximum acceptance ranges under the limited process. Kolb will have a difficult time to improve the processes in the production line and quality of the product should not be interpreted for granted. Once the improvements are implemented, he should still have a regular schedule of maintenance of at least once a month to ensure all equipments and processes are checked.\r\n'