Hanks Case Study
Case Study: Hank Kolb
Key Findings
• Design o There is no proper product testing or evaluation system. o No study was done to know the effect of the design to the production process. o The design is a possible hazard to safety.
• Supply Chain Management o Supplies were ordered in a rush, which means lack of scheduling in purchasing process. o Purchasers have accepted supplies with defects. o Purchasers have no sense of urgency in dealing with defective supplies.
• Quality Management o There are no specific methods, criteria, and policies that ensure quality production. o Quality is not prioritized in the company. They would rather reach their quota and earn their market share than produce quality goods.
• Process and Equipment o The equipment being used was originally purchased for another product, and was just modified for the Greasex line. o Operations became slower the usual. o Manual venting process is not enough to ensure safety.
• Human Resources o The operator had no formal training. o Management hired unqualified workers for a job. o There is a deeper underlying problem of settling for inadequacy and mediocrity. o Workers have attitude problems towards their certain jobs. o No coherence among the different areas or departments within the company.
• Maintenance o Maintenance of the equipment is not prioritized. o There is no definite or a regularly scheduled maintenance. o There are no ready-made spare parts available; parts have to be sourced at a nearby machine shop only when needed.
Priority Rankings The ranking is based on how the findings are interrelated with each other. This method seeks to know which particular problem causes most of the difficulties of the company in terms of production. Given this premise, the area that affects other areas the most, the one having the highest relationship value, is considered to be of greater priority.
Pareto Chart
Main Problem
The company lacks a concrete
Key Findings
• Design o There is no proper product testing or evaluation system. o No study was done to know the effect of the design to the production process. o The design is a possible hazard to safety.
• Supply Chain Management o Supplies were ordered in a rush, which means lack of scheduling in purchasing process. o Purchasers have accepted supplies with defects. o Purchasers have no sense of urgency in dealing with defective supplies.
• Quality Management o There are no specific methods, criteria, and policies that ensure quality production. o Quality is not prioritized in the company. They would rather reach their quota and earn their market share than produce quality goods.
• Process and Equipment o The equipment being used was originally purchased for another product, and was just modified for the Greasex line. o Operations became slower the usual. o Manual venting process is not enough to ensure safety.
• Human Resources o The operator had no formal training. o Management hired unqualified workers for a job. o There is a deeper underlying problem of settling for inadequacy and mediocrity. o Workers have attitude problems towards their certain jobs. o No coherence among the different areas or departments within the company.
• Maintenance o Maintenance of the equipment is not prioritized. o There is no definite or a regularly scheduled maintenance. o There are no ready-made spare parts available; parts have to be sourced at a nearby machine shop only when needed.
Priority Rankings The ranking is based on how the findings are interrelated with each other. This method seeks to know which particular problem causes most of the difficulties of the company in terms of production. Given this premise, the area that affects other areas the most, the one having the highest relationship value, is considered to be of greater priority.
Pareto Chart
Main Problem
The company lacks a concrete