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Manufacturing Process Redesign Report

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Updated: Oct 5th, 2019

Statement of the Problem

The problem in the research is presented in the process. The root of the problem can be traced back to the functioning of the blow molding and assembly processes. It is important to note that there are over 120 shells that go into waste every day. The target of the research will be to modify the process so as to ensure that there are no cold shells at any stage of the process.

Cold scraps have the effect of increasing costs and lowering revenue. Due to cold scraps, the company is not able to maximize its profitability. Dealing with this problem has been identified as being one of the best ways to ensure that the company is back to its profit making ways. The project objective statement is: To reduce the number of cold shells scrapped to 0.

Scope of the Project

To better understand the scope of the project, it is important to look at the key terms used in the project. The term unit refers to scrap. These are the cold shells at the end of the project that cause high scrap cost. Defect may refer to a product or a process. The cold shells that are scrapped by the robot in the course of production are referred to as defects.

Although the project is concerned with the entire production process, the focus will be on the cooling and assembly processes. The project seeks to establish the root of the problem through assessing the process of cooling as well as the assembly line.

The fixtures and details contained in the cooling fixtures as well and in the assembly line will be the main focus of the project. Although the project is set to encounter constrains, the major constrain will be in regards to the two different customer programs which share the same blow molding process.

Stakeholder Analysis

An analysis will be conducted on the stakeholders to evaluate their position in regards to the goal of the project. Some of the critical analyses that will be conducted are in regards to the facility controller, VP operations, executive VP, and business unit management. In analysis of the Executive VP, the action taken will initiate a meeting with the DC to bring him up to speed.

In analysis of the VP operations, the action taken will be centered on the great involvement from D and the excellent support since he has taken over the VPO position. In the facility controller, the action taken will be focused on the savings that can be realized as a result of achieving the goal of this project.

In regards top the business unit manager, the focus will be on the assigning of staff members and the amount of personal involvement. The nature of decisions being made will also be an important factor to take into consideration.


The research will commence on the assessment of the blow molding. The focus here is laid on the cooling process on machine 5. In this analysis, the position where the robot waits for the signal is an important area of assessment.

Other areas of assessment will include the process of picking the tanks, the weighting process, and the cooling process. Because so much scrap is realized from this section of the entire process, it will be important to look at the fine details and the process involved in weighting, molding, and cooling.

Timeline of the project

In the first, there will be important activities that will take place. This will include the project charter, assessment and implementation of the CTQ tree, and the project financials. The majority of the processes that will take place in the first month will be concerned with the definition and envisioning of the future state. The second month of the project will be concerned with measurement and mapping.

Here, the process mapping will be done as well as the screening of tools to be used in the process. The MSA will also be tackled extensively during the second month. In the MSA, there are a number of processes that will be dealt with extensively. This will include assessing constrains, providing training, assessing the baseline capability, high level process map. The third month will deal with analysis.

Most of what will be done in the third month will be to analyze. There will also be a focus on the waste priorities and detailed analysis. The analysis conducted here will be divided into the passive quantitative analysis and passive qualitative analysis. The fourth month will be all about improvement – the activities therein concerned with the selecting lean methods as well.

This will be divided into improvement summaries, experiment execution, and experimental plan. The fifth month will be concerned with control. This will be divided into the process controls, handing off to process owners, final process capability, as well as project sign off (Kock, 2007).

Measurement system analysis

The achievements made in the course of the process are centered on the system analysis. The measurement system analysis is the gauge through which the different processes contained in the research are weighed. This tool is also important as it provides information about how the system records different aspects involved in production.

One of the greatest changes the system has been able to achieve through this system is in regards to the recording process. One of the important things that took place in regards to the MSA is the recording of cold scrap at different internals. This was done from the blow mold controller. It was done manually and the data was automatically recorded. A paired T test was also done.

The main aim of this was to compare the two methods (Infoman and Mold controller) that are contained in production. The practical problem was presented in the question; is the mold controller recording method identical statistically to Infoman recording method? Baseline capability and process stability were also important in the analysis.

A fish bone diagram was created where the different factors involved in production were analyzed. These were all gauged in regards to their effect on production, performance, and the goal of the project. Some of the factors analyzed include label accuracy, light curtain status, swipe card reader, part present sensors, lumberjack processes, torque, arrow mark, alignment line, leak, pressure, and continuity.

The fish bone diagram also looked at the tank shell, ORVR, ROV, studs, pads, nylon tubes, seals, rings, clamps, hoses, oil, markers, heat shields, and racks. Lean hand, operator, and downline technology were also some of the factors that were analyzed in regards to performance. Some of the amendments that were made in regards to these factors include water, protective equipment, light, and space.

Maintenance manuals were also amended as well as the work instructions and the operating manuals. In a bid to increase performance, some of the important issues that were taken into consideration included tank lifters, air guns, continuity testers, leak testers, light curtains, transfer stations, welders, pad stations, FDM stations, and swipe card readers (Kock, 2007).


Kock, N.F. (2007). Systems analysis & design fundamentals: a business process redesign approach. California: Sage Publications.

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1. IvyPanda. "Manufacturing Process Redesign." October 5, 2019. https://ivypanda.com/essays/manufacturing-process-redesign/.


IvyPanda. "Manufacturing Process Redesign." October 5, 2019. https://ivypanda.com/essays/manufacturing-process-redesign/.


IvyPanda. 2019. "Manufacturing Process Redesign." October 5, 2019. https://ivypanda.com/essays/manufacturing-process-redesign/.


IvyPanda. (2019) 'Manufacturing Process Redesign'. 5 October.

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