[Smarter Process] Material QR Code Pre-Inspection
In the Smarter Process Series, I reflect on projects I’ve led in my previous jobs, in the hope of reasoning out some principles or trains of thought for brainstorming, designing, and implementing improved processes for smarter supply chains.
In this project, I utilized a “hidden resource” in the organization — underutilized labor hours — to implement a new procedure to prevent production shutdowns by pre-inspecting materials’ validity, while keeping an eye on any additional costs the new practice might incur. Here is how I tackled the problem:
Background
In my last article, I discussed how re-designing the management framework for the material preparation process helped the organization to prevent production disruptions that resulted from delays in materials reaching the assembly line:
However, as project managers, our responsibility to control production shutdowns doesn’t end there. We continue to monitor the materials’ status as they flow through hundreds of workstations. Key components arrive at the factory with a QR code sticker on each piece. The code is scanned before the component gets assembled to the WIP. Scanned information is compared with the WO (work order) and BOM stored in the shop floor system. If the component specification and software information do not match, production will halt until further action is taken. Such errors can be further broken down into three types of situations, which account for the majority of production disruption cases:
Problems that emerge early on in the assembly line can easily be solved. In cases where problems do not appear until down the line, the solution may go beyond simply switching up SKUs or reissuing WOs. If no replaceable SKU can be found and the PO has to be redone, then all of the previous production data has to be wiped out and the WIPs have to flow back through tens of workstations to recollect information, which means hours or even days are wasted.
The PM team has implemented solutions in response to every situation type. Nonetheless, most practices are still susceptible to manual errors and fail to truly eliminate shutdowns.
Problem
By studying previous solutions, I realized that they all shared the problem of being executed too far from the action. While the solutions enforced repeated checks on the WOs and the components, many of them relied on second-hand sources (ex: checking the WO with MLB information provided by the vendor) that might or might not be accurate, leaving a huge opportunity for problems to occur. Also, no singular solution kept problematic materials from reaching the line.
We needed an alternative solution that allows checks on WO and component information as close to the assembly line as possible, one that posed a minimal risk of change and created a negligible impact on the system’s overall efficiency.
Idea Formulation
Implementing a new procedure for an existing operation can compromise the existing efficiency, and can thus trigger objections from stakeholders. By reviewing the kitting room’s material preparation schedule, I pinpointed the least-congested timeframe — after most materials are kitted and ready to be allocated for production — to set up the procedure. By then, the kitting room also has the WO and BOM information loaded to the shop floor software, allowing for a last-minute cross-validation between the sources.
Another thing to consider was how the inspection should be performed. After multiple consultations with the shop floor system managers, I realized that we could develop a new module in the existing shop floor software, for the kitting room to scan and check one piece of each SKU batch with its corresponding WO, similar to the concept of a virtual workstation.
This way, if an error was identified, the kitting room could immediately notify the PM team with sufficient buffer time for resolution before the start of the dayshift at 9 a.m. or by the time the WIPs flowed to that designated workstation (ex: usually in the afternoons for MLB installations).
Idea Execution
Engaging each stakeholder in every project development decision is key to overcoming their initial skepticism about the new idea, giving them a sense of ownership and a willingness to spare resources. For instance, when designing the module’s UI, I sought suggestions from the frontline workers so that once they were introduced to the final product, it looked appealing and familiar. When communicating, I tried to connect the project’s potential benefits with their pain points, so that they shared our sense of urgency.
At one point during the development phase, I faced the challenge of not seeing much progress in the new module because the software engineers were backlogged. I tirelessly communicated with the engineers to understand their individual concerns. I additionally leveraged my data management knowledge to precisely articulate my vision and needs. Eventually, we cleared all the obstacles to get the job done.
Also worth noting is when I first began trying to introduce the procedure, I negotiated with the kitting room managers, who were scared of extra work. I gained their support by offering them an automation tool I had programmed that could cut the required effort for one of their routine tasks in half. This experience embodies the idea that by leveraging the unique value we can bring to others, we can attain beyond-expected returns.
Result
Eventually, the pre-inspection workstation helped us reduce shutdowns by over 80%, which freed up time for employees to focus on more intellectually demanding, human-centered tasks. The idea was then used in five other projects, which helped the company saved $94,500 annually.
This project speaks to the value of continuous improvement in supply chains. Even when we think that all potential measures have been taken, there is always room for new and better ideas.
Tips for Tomorrow
§ We can sometimes be tied up by suboptimal solutions for an extended period. Hence, we should frequently examine the solutions to determine whether they directly address the problem’s root cause and whether better options are available.
§ In-depth understanding of the process flow brings clarity for how to manipulate or adjust a portion(s) of the operations to achieve a better outcome. Drawing out the process flow helps.
§ Gaining trust from stakeholders is essential to winning their support for your project (even if it benefits you more than it benefits them).
Please leave a comment below and let me know your thoughts. If you would like to see more articles like this, please give me 10 claps!
