Etcetera, Incorporated

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Etcetera, Incorporated

• Henry C. Co
• Technology and Operations Management,
• California Polytechnic and State University

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Flow Process Chart
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Etcetera, Inc. Process Flow Chart
Plastic Tag Process
Molding Machine
Trim Machine
Stamping Machine
Process Improvement Target Area
Ring Assembly
Custom Engraving
Final Inspection
Press
Metal Tag Process
Process Improvement Target Area
Coil Press
Finishing Operation
Ink Stamping Machine
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Etcetera, Inc. Recommended Customer Complaint
Process Flow Chart
Marketing Receive Complaint Letters
Initial Review Quality Control Manager
Monthly Review VP Manufacturing QC Manager Lead
Engraver Plant Foreman
Corrective Action QC Manager Lead Engraver Plant
Foreman
Receiving Receive Defective Material
Response Customer Formal Response
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Cause and Effect Diagram
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Etcetera, Inc. Cause and Effect Diagram - Print
Quality
Handling
Die
Metal Die Design
Packaging
Plastic Die Design
Inspection
Metal Die Wear
Conveyor
Material
Plastic Die Wear
Plastic Press Vibration
Metal Press Vibration
Speed
Plastic Press Maintenance
Pressure
Metal Press Maintenance
Alignment
Plastic Press Setup
Ink Flow
Metal Press Setup
Stamping
Press
Process Improvement Target Area
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Etcetera, Inc. Cause and Effect Diagram - Edge
Flaws
Methods
Material
Base Specifications
Mixing
Color Material
Speed
Base Variation
Pre-cure Period
Molding
Morale
Training
Stamping
Supervision
Trimming
Operators
Machines
Process Improvement Target Area
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Flow Process Chart
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Etcetera, Inc. Process Flow Chart
Ring Coil Storage
Chip/Coloring Storage
Molding Machine
Trim Machine
Stamping Machine
Plastic Tag Process
Ring Assembly
Custom Engraving
Receiving
Final Inspection
Press
Coil Press
Finishing Operation
Coil Storage
Packaging
Metal Tag Process
Ink Stamping Machine
Shipping
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Potential Problems / Pareto Analysis
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Potential Problems

• No supplier involvement in quality program.
  Implement a supplier awareness program and a
  formal corrective action procedure.
• No formal written quality policy. Develop a
  quality policy and communicate to all employees.
• VP - Manufacturing has a personal interest in the
  equipment and is reluctant to admit that the
  processes are not perfect. A solution may be to
  collect process data and provide an analysis to
  prove that the processes need attention.
• Lack of employee training. Need to implement a
  formal training program that ensures that
  employees are properly trained.
• A perception that Etceteras quality is the best
  in the business. Management may be getting a
  false sense of security and needs to be
  re-educated.
• Print quality is a problem. An immediate concern
  would be a preventative maintenance process for
  printing dies.
• Rough edges on plastic tags. May be due to
  material non-conformance and could be addressed
  through a sampling program.
• An attempt to inspect quality into the product
  through final inspection operation. A proactive
  quality system that identifies and corrects root
  causes is needed.
• Customer complaint feedback is lacking. A
  feedback loop in the complaint procedure is
  needed.
• Reluctance to use production time for
  experimental runs. Convince production
  management that experiments will be beneficial in
  the long term.

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Complaints per 10,000 Orders
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• The Pareto analysis of customer complaints
  indicates that print quality has the highest
  number of occurrences.
• Complaints on print quality account for 38 of
  the total, almost double that of the next highest
  category, excess flash (21).

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Defects per 1,000 Units
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• The analysis of internal defects indicates that
  edge flaws cause nearly half (48) of all
  rejects. Print quality is second in rejects
  (28) and cosmetic is a distant third.
• Two processes, molding and ink-stamping, are
  producing well over half of the customer
  complaints and internal rejects. Etcetera seems
  to do a little better job screening tags with
  defective edges, although print quality is more
  of a problem with customers.

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Pressure
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Pressure Histogram
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• The ink-stamping process histogram is somewhat
  bell shaped.
• The platen pressure is centered about 47.0 psi to
  56.5 psi.

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Pressure Run Chart
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Pressure Defect Run Chart
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• The ink-stamping process run chart indicated that
  the process mean is consistent over the sample
  run.
• The sample run did have several peaks and valleys
  which range from 40 psi to a little above 60 psi.
  When pressure drops to the low 40 psi range,
  rejects increase dramatically.

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Pressure Scatter Diagram
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• Defects are minimized when platen pressure is
  held between 48 and 62 psi during the
  ink-stamping process. As pressure drops to below
  48 psi, defects become more frequent.

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Cure
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Cure Histogram
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• The molding process histogram is somewhat bell
  shaped.
• It shows that the cure time process, as dictated
  by the machine cycle time, is centered around
  33.5 to 40.0 seconds.

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Cure Run Chart
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• The molding process run chart shows that molding
  machine cycle time is erratic over time.
• The cycle time has several peaks and valleys and
  these could be attributed to machine adjustments
  or changes in inputs, such as materials.

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Cure Defects Run Charts
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• When reviewing the defects run chart, higher
  defects occur when molding machine cycle time is
  greater than 40 seconds.
• Less scrap is generated when cycle times are
  maintained between 25 and 32 seconds.

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Cure Scatter Diagram
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• The molding process scatter diagram for defects
  verses cure time shows defect rates substantially
  lower when cure time is in the 28 to 36 second
  range.
• Defects increase as cure time approaches and
  exceeds 36 seconds.