Please provide a detailed explanation for the root cause analysis including the 5 why's for the below-mentioned problem

Problem Definition:

The main strategy of SysInteg at the VSM event was to provide MCT reductions by at least

50%. SysInteg needs to achieve a reduction in the internal operations lead time. In order to do

this we have to identify the approximate amount of waste in the current state of working and

ensure to reduce it in the future state.

There are some current steps which aren't adding value to their operations. Thus, we have

listed a few problems below that SysInteg is currently facing which are causing a delay in

operations lead time and must be addressed at the earliest to reduce the MCT.

Current Problems at SysInteg:

- DP's (Supplier's) Cartons remained at the SysInteg's receiving dock for a day before

opening and sorting the goods at the dock. Which is an unnecessary delay in the

operations.

- On average disk packs remained in the receiving area storage for 45 days before they

were scheduled for inspection. This is a very long time to keep the goods, the cost of

storing the goods is something they need to factor in.

- The inspection step took on average 90 minutes to complete but wasn't very

significant since the spacer disk parts hadn't been modified in years.

- Quality checks including checking of dimensions specifications was also redundant

for SysInteg since they weren't using it in their operations but only providing logistics

services.

- When disks did not match the design specifications they wouldn't be able to come to

a resolution over the phone and had trouble contacting them (DP) as well. In such

events SysInteg had to send their representative to the DP facility to sort out the issue.

- The design specifications sent to SysInteg by XS often did not match the

specifications DP used in their manufacturing. This led to SysInteg rejecting the

product or contacting XS to check if the product was acceptable for them or not.

- In the past XS had directly communicated with DP without involving SysInteg in the

information chain, which also lead to confusions and complications in product

specifications and order acceptance and fulfilment.

- SysInteg had XS's online tech help to get clarifications about out-of-spec process

certifications. This was their last option to reach out to them but according to Puzzo,

the turnaround time could be better.

Main Problem:

From the problems above we feel that the most important to the company's strategy of

reducing the MCT, is the problem of quality and dimension inspection at SysInteg. These

issues are of the highest priority because they are Non-Value added activities for SysInteg and

are delaying the cycle time of orders. Quality inspection taking more than 90 minutes to

complete and dimensional inspection being a redundant step for them.

Evidence:

It Is evident through that case the constant quality and dimension inspection at every step is

calling the delay and increasing the MCT. The evidences are listed below in detail.

Evidence 1:

"Some VSM members commented that while this quality check makes sense if the disk was

used in an operation within SysInteg, but only provided logistics services, this step seems

redundant".

Since DP suppliers were already supplying to XS in the past without any incoming

inspection, it can be said the DP suppliers are reliable and inspecting the goods regularly is

not required and is delaying the operations.

Evidence 2:

"This inspection step had a very high pass rate. Parker noted that this step took 90 minutes

but he was unable to understand the significance of this step, as the spacer disk parts had not

been modified in several years"

There was a very high pass rate because the parts haven't been modified in years. So the need

to spend 90 minutes to inspect the parts isn't helping SysInteg with their strategy of reducing

MCT. Instead checking/inspection must be done if parts have been added/modified or

changed in any manner.

Evidence 3:

You

1 minute ago

Evidence 3: "This step requires a Certified Quality Assurance Representative (CQAR) from XS to inspect the spacer disk product at the SysInteg facility. SysInteg usually had a wait time before the CQAR travelled to their facility and performed the source inspection" If SysInteg has to wait for a representative from XS to come and do the inspection, it makes it redundant for SysInteg to perform the inspection again. This double inspection isn't required and it leads to longer operation time as we

You

1 minute ago

Evidence 4: "XS has directly communicated to DP accepting engineering deviations but failed to include SysInteg in the information chain" If there were any engineering deviations or changes in specifications SysInteg often rejected the goods or spent time coordinating with XS if it were acceptable by them. But with the evidence above it's clear that lack of communication between XS and SysInteg lead to delays and issues in operation times as well. This made the inspection step redundant