The need to properly understand the essence of problem

I will be talking about the theme of "The need to properly understand the essence of problem". Excuses and misunderstandings are widespread in the office. You may be able to make a temporary expectation that covers your bad situation, but it's easy to miss the truth that lies somewhere else.

Thanks to my experience as a production engineer, I have developed the habit of thinking logically. As described on this site, FTA, 5-why analysis, Pareto diagrams, etc., can be applied to more than just solving problems on the manufacturing site. I will introduce the concept with some examples.

Specific Case 1: Equipment failure

The servo motor used in the equipment has failed once.
The equipment had been in use for about three years, so the person in charge at the time understood that it was simply a matter of durability. Since this is not a part that usually fails, we didn't have any spare parts ready, and we had to stop production for a few days!
After a short time of replacing it with a new servomotor, that new one soon failed as well.

In other words, the root of the problem was not the servo motor. In fact, there was a problem on the ball screw side, which was vertically connected to that servo motor. The ball inside had been worn out by wear and tear, so the sliding resistance of the ball screw nut was too great.

Digging deeper, we found that there was not enough room in the allowable load capacity of the servo motor for the weight of the unit, and that the servo motor was not self-protecting. Essentially, these are issues at the equipment design and specification stage.

Because we did not properly understand the root of the problem in the early stages of failure, the problem persisted even after the servo motor was replaced. Including the replacement of the ball screw, we had to stop production for over a week!!


Specific Case 2: Handling of equipment problems

Once I had the opportunity to work in a factory overseas and the job of production engineer was to take care of the equipment. Some of them did their job reasonably well, while others did not. Taking care of equipment is not an easy job, and some of the equipment is very special.

If you are a veteran employee who has worked in the same manufacturing site for years, you are expected to be able to handle most things, since you have to deal with those equipment every time.
However, when dealing with small problem or performing kaizen activity, they behave in the following way.

They say, "I'm waiting for information from my supplier" or "I'll do it at supplier's next visit."

At first glance, it may sound normal.
However, if it's a small matter, the fact that you have to inquire about it is a problem in itself. The essence of the problem isn't that your suppliers can't catch you and you can't get the information, it's that you don't have the equipment details even though you've been working with them for years. It has been a fact from the beginning that the factory is located overseas and the suppliers are not in the suburbs.


Specific Case 3: Interdepartmental issues

The Production Engineering Department and Purchasing Department will take over the work of Product Development Department. Without the product drawings, it is impossible to prepare the specifications of equipment, and the quotation process for purchasing parts will not proceed. I was a production engineer for many years, so I understand the situation within the company.

Each department's role changes as the project progresses (see related article). If the output of Product Development Department will be delayed, the work of Production Engineering Department will never start. The overall project plan will not change, which will take more and more time away from the Production Engineering Department and Purchasing Department.

"We can't proceed with the equipment specification review because the product drawing is not ready."
I've heard this excuse many times. I understand what they say. When you work in a large organization, you will encounter these situations many times. To put it simply, it's the responsibility of the management level.

However, we have to do something.
Every time these cases happen, the response of operating level is to ask directors to put pressure on other department. There are other things you can do.

The essence of the problem is not that the product drawings are not completed, but that the equipment specifications have not been prepared. Therefore, you can get draft version of product drawings and proceed to review equipment specifications.
There may be a change in dimensional tolerances, specifications, etc. at the time the official drawings are released, but it is much less of loss than waiting until the official version is released.


RELATED) Problem Analysis Methods(FTA)
RELATED) Problem Analysis Methods (Pareto charts)
RELATED) Problem Analysis Methods (5-why)

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