1. AUTOMATIC PARTS WASHER: PROBLEM ANALYSIS BEN BROXTERMAN MBA STUDENT SOUTHWESTERN COLLEGE MGMT 580, SUMMER 2012 WP Inc.

2. Background of Problem WP, Inc. manufactures small metal parts  Process includes: creating tools, stamping, bending, and forming metal parts, deburring, washing, and shipping parts Recurrent problems with parts washer  Spray nozzles clog with particles frequently  Causes time delays  Critical part of process  No alternative method for cleaning parts before shipping

3. Process Flowchart New soap and water are put in tank. Parts washer is turned on. Evaporation occurs; water and soap are added Coils heat water. Dirty parts are placed in machine. Parts are run. Are parts clean? Parts move to next step. Is water dirty? Water is emptied. YES NO YES

4. Problem Statement Parts washer machine downtime must be reduced by at least 50% in the next 2 months.

5. Brainstorming: Potential Causes Exposure to dirt/particles from manufacturing process Water only changed when dirty Increasing concentration of soap from cycle of evaporation & replenishment with additional water & soap Soap dissolves best in higher-temp water Evaluation of “dirty” water is subjective Lack of more specific instructions for workers Nozzles small, clog easily Water not heated constantly Lack of filtration system

6. Cause & Effect MaterialsMethods PeopleMachines Clogging nozzles Environment Water only changed when dirty Increasing soap concentration Exposure to particles Soap dissolves best at higher temps Evaluation of when water is “dirty” is subjective Instructions for workers vague Nozzles small Water temp fluctuates No filtration system between tank & nozzles

7. Diagram analysis Water is only changed when it is noted to be “dirty”  Assessment is subjective  Water may contain more precipitate than is visible Water heating occurs only at beginning of cleaning cycle.  Soap used dissolves best at higher temperatures, may not be dissolving properly.  Addition of more soap and water when evaporation is noted = high concentrations of soap, can no longer remain in solution. Lack of filtration system = precipitate build up in nozzles.

8. Corrective Actions Install filtration system between tank and nozzles to reduce amount of precipitate which reaches nozzles Perform routine maintenance & cleaning of parts washer to control amount of build-up Change operation processes to reduce negative strain on machinery and parts  More frequent, scheduled water changes  Maintain higher water temperature to allow more complete dissolving of soap Train staff operating parts washer on new processes as well as warning signs of precipitate build-up

9. Driving Forces Restraining Forces Perform routine machine cleaning & maintenance to keep nozzles clear of build-up Install filtration system between tank & nozzles to reduce amount of precipitate that reaches nozzles Change process to ensure more consistent machine performance Downtime for upgrades to machine Additional employee time needed for machine maintenance Increased cost of supplies & operation  More water, soap, electricity Force Field Analysis

10. Force-Field Analysis: Actions Identify lower-volume times when machine can be taken offline for filtration system install. Examine staff training and scheduling for those operating parts washer.  Change hours of shift or add additional staff and shifts for machine maintenance Adjust budget to account for increased costs of operation.

11. New Process Flowchart New soap added when water reaches desired temperature. Parts washer is turned on. Coils heat water, are kept on to keep temperature consistent. Dirty parts are placed in machine. Parts are run. Are parts clean? Parts move to next step. Is water dirty or used for 5 cycles? Water is emptied. YES NO YES New water is put in tank. Nozzles and tank are cleaned, precipitate washed out. Coils kept on to keep water temperature consistent.

12. Follow Up To ensure that actions taken produce positive results, the following steps will be taken:  Track machinery downtimes before and after changes are implemented to ensure that the changes have a positive effect  Implement process changes as part of ongoing training of new and existing staff  Account for additional productivity resulting from decreased parts washer downtime to ensure that additional costs related to operation and supplies are mitigated by increased revenue

13. Reference Summers, D.. (2010). Quality (5 th ed.). Upper Saddle River, NJ: Prentice Hall.