Escalation standards: optimized procedures

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first fields of the report are automatically copied from the sheet of the tracking system, already opened by the operator at the beginning of the shift or of the work and consists of the part number worked, the name of the machine, the date and time and the operator name. The worker then has to pick the type of the problem, between efficiency (kosu) and quality (% of scraps). A description of the issue is added, to better explain what happened and what they detected. This is integrated with the quantity, in terms of time lost, the number of scraps identified, time of raw material shortage, with the relative unit of measurement. Finally, the operator can write down on the tablet a potential cause and action he could take to solve the problem. Regarding the causes, the operator selects them from a list; some examples are mold problems, materials shortage, work instructions or machine problems. In figure 57 it is possible to see a scheme of the different fields; it was created during the development process and sent to the software developer to customize the new operator interface.

Figure 57: Operator report interface

4.6.2. Team Leader level

Some automated features changed the Team Leader escalation process as well. This improvement helped them to better monitor their departments. Once the warning report has been filled by the operator, the Team Leader can see on his computer the entire report lists coming from the machines of his department. The interface on the system shows a list of the issues, which are numbered to count the total problems of the department. The following example of figure 58 was created during the analysis to

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check the needed fields. For each problem, the main interface shows the reference of the tracking sheet with the most important information regarding the occurrence of the issue. The type of the problem is added as a filter, to more easily identify them. The other columns show the problem description with the quantity. The green columns, as shown in the picture, are filled by the team leaders. Their task is to analyze the problem, trying to understand the causes to avoid it in the future and to identify some corrective actions. It is also possible to see the problem status, decided by the team leader, which can be solved or to be escalated to the superior levels.

Figure 58: Team Leader interface scheme

Figure 59: Final Team Leader flow chart

Figure 59 shows the Team Leader flow chart. The first step he needs to take, after the operator’s call, is the problem analysis on the internal system, thanks to the new interface. If the problem can directly be solved by the team leader, he simply goes to the gemba to help the operator and then he updates the report on the system, adding his considerations. The same applies when he asks for some help from other departments, such as quality or maintenance. When problems are difficult to solve or

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he runs out of time during his working hours, the Team Leader can communicate them to his colleagues during the shift change and he can discuss them during the morning meeting with the Supervisor, using the DK0 format.

4.6.3. Supervisor level

The Supervisor can access the system from his computer and see another interface. The page is similar to the Team Leader one, with some other columns, as in figure 61. The Supervisor takes charge of the unsolved problems with the help of the reports. The problems labeled with the tick from the team leaders are the ones the Supervisors receive by email. They can see them on their interface to keep track of them or to compare some issues with similar ones. The problems labeled with the arrow to escalate, instead, are the ones the Supervisors need to analyze. Those issues are exposed to them during the morning meeting but having them on the system is easier and it can be useful to create the PDCA. The plan-do-check-act plans are identified on the interface assigning a pilot, who is the person responsible for the problem, start date and potential end date. The Supervisor receives some advantages coming from the new procedures because he can have a broader view of the department he is in charge of, accessing every type of problem from the same web page. Once some actions are taken, he can update the problem status. The flow chart explaining the Supervisor’s operations and used for their training is shown in figure 60.

Figure 60: Final supervisor flow chart

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Figure 61: Supervisor interface scheme

95 4.6.4. Management level

Managers have an important role in the Andon system and in the management and escalation of problems. A good manager should help his workers in achieving the best results, supporting them in case of any problems. Traditional managerial levels exist to provide the necessary support for directly productive operations. Therefore, management must maintain close contact with the gemba figures to be in a position to resolve any issues (Masaaki, 2015). Inside the Tenneco organization, the management team receives the problem reporting from the Supervisors, during the meetings or by email or phone calls, as shown in figure 62. The team members, depending on their field of expertise, go on the gemba to help operators and team leaders solve the problems, analyzing the possible causes with them and helping identify the corrective actions. The way these problems are reported to the managerial levels are part of the DK2, which is going to be standardized after the thesis project end.

Figure 62: Final management team flow chart

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