What do you do if your manufacturing engineering project encounters a complex problem?

Go to the floor. You can't solve a complex manufacturing engineering problem from a board room. Get your boots on, get dirty, walk the floor.

Il existe effectivement de nombreuses méthodes issues du Lean pour analyser la situation : ishikawa - 8D - 5 pourquoi .. autant les utiliser ! Cela dit si il y a un impact client il faut s’en occuper rapidement … et mobiliser tous les acteurs nécessaires.

Root Cause Analysis (RCA) ! In my experience RCA tools helps a lot in solving issues in manufacturing engineering. We need to start by defining the problem. In Fishbone Diagram, list potential causes under categories like Man, Methods, Machines, Materials and Environment. With 5 Whys, repeatedly ask "why" to trace the root cause. In Fault Tree Analysis, define the top event, identify basic events, analyze relationships, determine contributing factors, and prioritize based on risk.

The first step is to clearly define and identify the complex problem you’re facing. Break down the problem into its essential components and determine its root causes. Hold a brainstorming session with your team to ensure everyone has a clear understanding of the problem and its implications.

If a manufacturing engineering project encounters a complex problem, it's essential to heed Einstein's advice: "We can't solve problems by using the same kind of thinking we used when we created them." Here's how you might approach the situation: Evaluate the Problem: Begin by thoroughly analyzing and understanding the complexity of the issue. Break it down into its component parts to identify the root cause or causes. Gather Diverse Perspectives: Engage with team members, stakeholders, and experts from various disciplines to gather diverse perspectives. Each person may bring unique insights that can contribute to finding a solution. Think Creatively: Encourage innovative thinking and brainstorming sessions to find solutions.

Once you’ve identified the problem, gather as much relevant information and data as possible. Conduct research, analyze existing documentation, and consult subject matter experts to gain insights into the nature and scope of the problem. Create a structured plan to collect data and information from various sources, including internal stakeholders, external partners, and industry best practices.

With over 18 years in top-tier medical device firms, I advocate for a meticulous approach to problem-solving. With broad expertise, I stress systematic problem definition, root cause analysis, and collaborative brainstorming for effective solutions. Leveraging market research and regulatory expertise, along with rigorous solution evaluation, ensures effective implementation and ongoing improvement in medical manufacturing. Effective Problem-Solving Framework in Manufacturing Engineering: Define problem; brainstorm root causes. Gather data from various sources. Analyse problem, generate and evaluate solutions for feasibility. Implement best solution. Review outcomes, learn for improvement. Consider stakeholder perspectives, feedback.

With a solid understanding of the problem, brainstorm potential solutions and alternatives. Encourage creativity and innovation within your team and consider all possible approaches, even unconventional ones. Use problem-solving techniques such as brainstorming, mind mapping, or the 5 Whys method to generate a wide range of solutions.

Il n’est pas forcément utile de chercher de nouvelles solutions dans le cas d’une dérive ou d’une cause assignée… le Retex est une bonne voie . D’autre part dans certaines industries , il n’est forcément possible d’avoir un fort niveau d’innovations dans les solutions techniques .. qui peuvent tout aussi bien générer des problèmes nouveaux .., vive l’Amdec

There are numerous approaches for resolving manufacturing-related issues. But I would recommend the Five Whys strategy, which is a problem-solving technique that involves asking "Why?" or "What caused this problem?" to quickly find the root of an issue. It is basic, quick to learn, and asks many responds to ensure clear and concise solutions.

Design of Experiments (DOE) is a systematic way to gather information from data and test assumptions. I consider multiple variables that could be key factors affecting production. I start with a small sample to test these assumptions before communicating my decisions to the team. An aha moment could also come out when you share insights and rationale with solid testing results. Brainstorming with the team can further receive more ideas and support.

This is the major part (Review & Learn) not only for manufacturing projects but for any kind of project or process to reduce or avoid future complications. Learning is a continuous phase in an industry that enlightens us more and increases productivity. This should be done with the team members, and allow them to review from their point of view to get more ideas and limitations to be considered. Even some findings can implement a big change in the whole project and it's important to document every finding.

Actually I disagree with the structure defined here. I believe that a very important step is missing, which is defining containtment actions. After we have gathered information and did some experiments to investigate the issue, we usually try to find long term solutions that take time to implement. That is why it is critical to define actions that can be applied immediately to mitigate the issue, it can be a sorting, a rework or additional inspections. But, it would help to contain the issue until the final solution is in place.