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  • CASE STUDY 1
  • CASE STUDY 2
  • CASE STUDY 3

SE Training Program A Global Medical Technology Manufacturing Company Abstract A large supplier of medical and surgical devices in North America was interested in increasing their technical problem solving competencies within their product manufacturing and engineering group. Challenge The client's objective was to develop 20 certified Statistical Engineering Apprentices employing our hands-on training class, onsite coaching, and project support. We were to focus on the top internal issues to the client which were expected to yield significant immediate savings and longer term cost avoidance while their engineers worked the issues and learned the methodology. The top problems approach would generate savings for the company which would offset the costs of the training and coaching support. Execution 32 engineers were selected by management to attend the TPS Apprentice level training classes held on site at the client's manufacturing location. 8 Engineers were selected to begin work on 4 specific high impact projects selected by the client. The overall plan is to certify 16 Journeymen over the next 12 months. Result The 1st group of projects are nearing completion. The client has identified several more project opportunities as the leadership likes the methodology and the fact we turn the problems on and off during the confirmation stage of the projects.

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Statistical Problem Solving A Department of Defense Manufacturing Company Abstract The turret assembly when assembled into the M-ATV was not functioning as intended. The problem as presented to the OEM was that the system level TIR was excessive at the stop ring in the vehicle, and that if controlled to less than .060" at the system level, the unit would function properly. We were asked to converge down to the source of the problem and statistically prove root cause to a confidence level of 95%. Challenge Inspect and segregate fully assembled BOB and WOW vehicles so we could swap components between the units. The delivery schedule for M-ATV was aggressive and holding vehicles was difficult. Working at the extremes of the distribution of interest allowed for small sample sizes to be used. Execution

  • Disassemble and reassemble BOB and WOW units while maintaining rotational origin to determine if the assembly process was significant (Torque and tightening sequence).
    It was not.
  • Disassemble and reassemble BOB and WOW units while rotating the internal stop ring 90°. This action caused BOB to degrade and WOW to improve they became equal in run out values. This shows the main effect lives within the "parts" and not process.
  • A two level (BOB and WOW) three factor test was designed with 16 replicates that contrasted the best and worst suspected values of the parts. The roof was run in a flat state as opposed to being significantly bowed, the bearing was run at high and low levels of torque, and the stop ring was included with less than .030" run out at the BOB end and with over .100" run out at the WOW end.

Result The test showed at 95% confidence that the stop ring was the main effect and neither the roof or bearing at either end of their respective distributions was significant. All effort at that time was focused on improving the dimensional capability of the stop ring.

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SE Training Program A North American Powertrain Supplier Abstract An engine and transmission component supplier in North America was interested in increasing their technical problem solving competencies within their product manufacturing and engineering group. Challenge The client's objective was to develop 12 certified Statistical Engineering Apprentices employing our hands-on training class and onsite coaching support, while solving their top internal issues yielding significant project savings and cost avoidance. When utilizing our multifaceted Apprentice certification process, the proper problem solving skill development is realized by retaining knowledge, convergence strategies, and tools in the classroom; then applying the methodology on client specific projects and circumstances. Execution 16 engineers were selected by management to attend the TPS Apprentice level training class instructed at the client requested location. When concluding our hands-on classroom application, TPS program administration assisted the candidates with project selection to assure that each opportunity would generate significant savings. The project selections were determined by identifying failure modes across multiple accounting metrics exercising Pareto Management. TPS's approach uses the clients' experiences to identify what to work on that will have the greatest impact, and what to measure to promptly solve the problem. Result All candidates that completed a Statistical Engineering project within the anticipated program timeframe earned our accredited SE Apprentice Certification. The overall cost of the training program was less than 8% of the total savings and cost avoidance realized from the projects selected. The TPS SE Apprentice Training Program strengthened divisional support aspects around problem solving, and was exceptionally valuable in growing competency, excitement, and recognition to its overall goal.

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