Hank Kolb Case

HANK KOLB CASE ANALYSIS The following atomic number 18 the problems that Kolbs mathematical product canal has to address 1. Personnel the operator of the selection equipment is non capable for the job because of lack of knowledge and proper training 2. The filling equipment the form is not particularly designed for filling the Greasex cans. It was originally made for opposite purpose. 3. Maintenance there is no definite schedule of preventive bread and butter for the filling equipment. 4. Purchasing agents from purchasing welcome not yet finalized on a supplier that has non-defective nozzle to fit on the nozzle heads 5. output design and packaging the contoured shape of the can is perceived to be knavish by the designers because of its easier to be gripped feature. But Kolb sees the shape as problem for filling 6. The manufacturing manager despite the favorable take quota from Simmons, have some issues for bell remedyments and reduced delivery cartridge clips tha t Kolb has to re-consider before filling in Simmons for furtherance 7. The marketing the introduction of Greasex was rushed to market even if the product is quiet down a bit off-specSuggestions Using the Six-Sigma Analysis, Kolb should solve the major problems of his production line using the DMAIC as recommended below 1. Define (D) ? get wind customers and their priorities. ?Identify a project suitable for Six-Sigma efforts based on business objectives as hygienic as customer needs and feedback. ?Identify the CTQs (critical-to-quality characteristics) that the customer considers to have the close impact on quality. Kolb should have in mind already the precaution of the products to customers, not just target unit sales.Being the new manager of Quality Assurance, he must look closely to the process and go through improvement to which the steps are causing trouble or mayhap eliminate or change what is causing the trouble. It is as well as important that he has an active list of customer feedbacks that he would refer to every time he tries to improve his processes. 2. Measure (M) ? Determine the measure the process and how it is performing. ? Identify the key internal process that influence the CTQs and measure the defects mensesly generated congenator 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). afterward seeing the influencing factors and types of defects, he will be able to decide whether flip or improve these influencing factors. 3. Analyze (A) ? Determine the most probable causes of defects. ? say 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 break up the causes of the problems in his line of work.The first cause of defect in his production line is the filling equipment because the mac hine is not originally designed for its current process. Kolb has to decide whether to continue using it or to regenerate it with equipment specialized for a specific activity which is filling the bottles. The psychenel is besides one causal agency for defects because of insufficient knowledge in his line of job. The purchasing department also caused defects because they acquired defective nozzles on a supplier just to keep up with the orders. 4. Improve (I) ? Identify means to remove the causes of defects. Confirm the key variables and measure out their defects on the CTQs. ? Identify the maximum acceptance ranges of the key variables and a constitution for measuring deviations of the variables. The Opportunity Flow diagram will be profitable 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 re key out the personnel with a more qualified individual. He may also replace the filling equipment w hich is the main cause of the defect which exceeds the pressure of the cans.He 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. ? Put tools in place to ensure that the key variables remain within the maximum acceptance ranges down the stairs the modified process. Kolb will have a difficult time to improve the processes in the production line but quality of the product should not be taken for granted. Once the improvements are implemented, he should still have a regular schedule of maintenance of at least at once a month to ensure all equipments and processes are checked.