Improving a Manufacturing Process Using the 8Ds Method. A Case Study in a Manufacturing Company

Realyvásquez-Vargas, Arturo; Arredondo-Soto, Karina Cecilia; Alcaráz, Jorge Luis García; Macías, Emilio Jiménez

doi:10.3390/app10072433

Cited by 21 publications

(11 citation statements)

References 53 publications

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“…8D purpose is to identify, correct, and eliminate recurring problems. It consist of 8-steps to be followed by quality improvement team for problem solving as well as for product and process improvement [8,9]. According to the IATF 16949:2016 [4], in automotive supplying companies based on this standard, organizations shall have a defined process for problem-solving leading to root cause identification and elimination.…”

Section: Introductionmentioning

confidence: 99%

A Model for Monitoring of the 8d and Fmea Tools Interdependence in the Era of Industry 4.0

Ionescu¹,

Ionescu²,

Rachieru³

et al. 2022

IJMMT

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The application of Industry 4.0 technologies is a goal that, sooner or later, all manufacturers will achieve. The implementation process of these technologies involves establishing strategies at the level of each department. In this paper we propose a model and its implementation that improves communication between the quality management department and the manufacturing and logistics departments by using specific Industry 4.0 technologies: business flow automation and communication between equipment. This is an improvement of the 8D methodology flow. Upon receipt of a customer claim, the Failure Modes and Effects Analysis (FMEA risk analysis) must be updated with the new failure mode that occurred - resulting from the claim - so there is a centralized database with the claims that occur and from which the failure modes are automatically populated. On the other hand, the claim triggers a signal flow at the level of all departments and workstations in a factory: the sending of emails to decision makers, alerts and impressions for operators in the workstations (at the level of billboards or on tablets). The proposal uses the following technologies: business flow automation using specialized software tools (middleware business process management solutions), central server communications - mobile terminal clients, server communications - equipment, IoT systems. The paper presents the implementation of the model with a case study in which its impact on the departments involved in an automotive enterprise is studied.

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Section: Introductionmentioning

confidence: 99%

A Model for Monitoring of the 8d and Fmea Tools Interdependence in the Era of Industry 4.0

Ionescu¹,

Ionescu²,

Rachieru³

et al. 2022

IJMMT

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show abstract

“…All of them aimed to enhance key performance indicators and waste reduction. All these process improvement methods are widely reported and studied in other contexts than the manufacturing industry [3,6,[15][16], including the extractive industry [17] and the services sector [10,[16][17]. Additionally, the Plan-Do-Check-Act (PDCA) model is also known as Plan-Do-Study-Act (PDSA) and is an LM technique for quality improvement [18].…”

Section: Introductionmentioning

confidence: 99%

A Plan-Do-Check-Act Based Process Improvement Intervention for Quality Improvement

et al. 2021

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Waste from raw materials has a direct influence on the final price of a product. However, since waste has no added value to products, customers are unwilling to pay for it. Reducing waste along the production process and supply chain allows companies to decrease costs and remain competitive in product prices. This research is conducted in a medical device manufacturing company located in Tijuana (Mexico). The company found a negative variation in part number 9540, a metallic foil used for hot stamping. During inventory cycle counts, the company found that they were purchasing rawer material than necessary due to a 50% of waste generated along the production process. We implemented two process improvement methodologies, namely Practical Process Improvement (PPI) and the Plan-Do-Study-Act model, to eliminate 100% of the raw material waste, specifically regarding the foil's waste. The improvement project comprised two phases: a) adjusting the parameters of the hot foil stamping machine and b) replacing the hot foil stamping machine with a pad printing machine. In our research, the PPI methodology is presented in 8 detailed stages as a simple problem-solving method, in contrast with five stages reported in other documented cases. This case study presents how a company can apply continuous improvement programs and its managerial implications, even without having a structured and defined systems for quality, such as Six Sigma or Lean Manufacturing implemented. After the two implementation phases, the improvement project led to economic savings of $165,000 in a year.

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“…These tools use divergent techniques, which help generate multiple alternatives, and convergent techniques that help analyze and filter the generated options [3] [4]. Some of the most cited methodologies are 8D [5] [6] [7] [8], PDCA [9] [10] [11] [12] [13] [14] [15] [16], DMAIC [17] [18] [19] [20] [21] [22] [11] and KAIZEN [23] [24] [25] [26] [27] [28]. However, Ishikawa [29] and 5 Way analysis [30] remain the most basic tools used in all those methodologies.…”

Section: Introductionmentioning

confidence: 99%

The 5 Dimensions of Problem Solving using DINNA Diagram: Double Ishikawa and Naze Naze Analysis

Hamoumi¹,

Haddout²,

Benhadou³

2021

Computer Science &Amp; Information Technology (CS &Amp; IT)

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Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This results in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.

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Improving a Manufacturing Process Using the 8Ds Method. A Case Study in a Manufacturing Company

Cited by 21 publications

References 53 publications

A Model for Monitoring of the 8d and Fmea Tools Interdependence in the Era of Industry 4.0

A Model for Monitoring of the 8d and Fmea Tools Interdependence in the Era of Industry 4.0

A Plan-Do-Check-Act Based Process Improvement Intervention for Quality Improvement

The 5 Dimensions of Problem Solving using DINNA Diagram: Double Ishikawa and Naze Naze Analysis

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