Gus Bellomo

🔍 Is the Ishikawa (Fishbone) Diagram Always the Right Tool for Problem Solving? 🤔 ...The management is frustrated, because ongoing claim issue has not yet been resolved despite significant resources and time invested and the pressure from customer is getting tougher day by day. The customer is unhappy, because same issue reoccurs with a constant rate during production which causes efficiency as well financial losses. The problem-solving team seems quite comfortable, having generated and tested around 50 different hypotheses to identify the root cause. They would be happier if one of the hypotheses had explained the underlying cause. Nevertheless, they're convinced that they've covered all bases in the Fishbone diagram, leaving them with no choice but to continue tinkering with those possible causes... Does this story sound familiar 🙂 While the Ishikawa diagram, or Fishbone diagram, has a place in the toolbox of many quality and process improvement professionals, it’s essential to recognize that it may not always be the optimal choice for every problem-solving scenario. Here are a few reasons why: 1. Complexity of Root Causes: Ishikawa diagram is excellent for visualizing potential causes of a problem, but it can oversimplify complex issues. When multiple, interrelated root causes are involved, more sophisticated tools like Fault Tree Analysis (FTA) might be more effective. 2. Quantitative Data Limitations: The Fishbone diagram primarily relies on qualitative data. For problems requiring in-depth statistical analysis, tools such as Pareto charts or Histograms, which integrate quantitative data, would definitely provide more precise insights. 3. Dynamic and Complex Systems: In environments where problems are the result of dynamic and complex systems, the Fishbone diagram may fall short. Systematic approaches like Systems Thinking or Model Based Thinking offer more comprehensive frameworks for addressing such challenges. In conclusion, while the Ishikawa diagram remains a handy tool for simple problems, it’s crucial to assess the nature of the problem, ask right questions and gain insight about what's happening. Problems are not roadblocks, they're opportunities for growth if you approach them systematically. ✨ Let's keep striving for excellence! 🚀 #ProblemSolving #QualityImprovement #BusinessExcellence #Innovation #ContinuousImprovement #RootCauseAnalysis

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Are you aware of the high speed of change impacting ALL areas of our lives (manufacturing, sales, quality management, marketing, education, learning, social and natural sciences, etc)? Read this article on labor disruption https://lnkd.in/dF5R7-92

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Quality Letter #23 - The Short Blanket Greetings to all who feel you never have the resources you need to get everything done. Quality be with you!   Here is an expression we use in Brazil: “The blanket is too short. If I cover my nose, my feet will be cold”.   Don’t we all feel like that at work? We have so much work to do, so much we want to accomplish, but never have all the resources we need, particularly time.   So, “time” is our short blanket. We never have enough of it. The question become then how to manage the time we have. Or, if we are honest, the real question is how we define priorities.   Before you say it, I will: “Working on urgent matters is a large part of our job in Quality” -         Yes, and actually that is not a bad thing. It usually helps the Company a lot and brings us fulfillment. Doesn’t it feel good when you can solve a problem quickly, or coordinate a complex action in a short time?   Most of our priorities are defined by Urgency rather than by Importance.   The problem that I want to address in this “letter” is the following: -         If the Urgent consumes not just a large part of your day, but your whole day (day after day), then you do have a problem: the Important will never get done (at least not until it becomes urgent).   What are the things you could do to make tomorrow better, that you never find the time to do? -         Implementing that new system that will make things simpler -         Developing an Improvement Plan, so less things will become urgent -         Investing time in your education and training -         Purposefully spending time with others to make them better -         …   Urgent issues have a strange power: they can make a group of adults look like five-year-olds playing soccer, with everybody running after the ball.   I would be lying if I said I have never struggled with that. I have. And I still do. But it is critical to bring to the surface the fact that if you don’t work on the Important things which can make tomorrow better, you will either be very frustrated or settle as a victim of the circumstances.   If you lead a team, set aside a person to work on durable improvements, even if you will have one less player running after that urgent ball. If you are thinking about your own time management, find a way to carve the time for the Important. The price for not doing that is too high.   Tomorrow is key!

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With several years in the same industry, it started to become harder for me to find motivation in my day-to-day job. That's where side projects and activities became crucial for my mental health and continued professional growth (since personal projects also help me develop new skills). I read a newsletter that speaks about the importance of having side quests. To quote the article: "You control your motivation. Don’t put all your eggs in the same basket of a single 'why' and have an existential crisis when something goes wrong. Diversify your motivation by finding multiple side-quests."

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FMEA competency is essential for effective risk mitigation. This is an opportunity to learn from a subject matter expert.

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Quality Letter #29 - Targets versus Pies in the Sky   Greetings to all who are tasked to meet targets that were defined without any logical criteria. Quality be with you!   As I select the topics for my “letters”, I am finding out that I have more pet peeves than I thought. Here is another one: -      Targets that are established illogically.   That is what I am calling a “Pie in the Sky”, which according to the dictionary is: -      An idiom that means “something that you hope will happen, but it is unlikely to happen”. -      It expresses “a longing for something wonderful that is probably unrealistic or impossible”.   While “Pie in the Sky” may be a good name for a pizza joint, it is not a good way to determine targets. Let’s be clear: -      I like targets. -      I believe they can provide direction, measure progress, hold accountability, and challenge a team to achieve higher results. -      But all that goes away when the number is illogical.   Let’s use an example here: -      New target for scrap: 0.8% (Why? Because I said so). -      If I am at 1.1%, that target will challenge me to find ways to reduce scrap and reach or exceed it. o Very hard (27% improvement), but I will develop a plan and work on it. -      If my current scrap is 5%, I am defeated before I start (84%!).   o Remember Quality Letter #8 (“A Plan or a Dream”)? -      If I cannot even formulate a plan to get from where I am to where I want to be, it is just a dream.   Before you give me an example where stretch targets may make sense, let me say it: -      There may be a few instances when this absurdly difficult target may make sense (not often, though) o Fine, but that will require a radical approach, that can only be applied in special circumstances, with appropriate resources.   If all my targets are virtually impossible to achieve, updating my resume and finding another job may be a more realistic approach.   If you are the one defining the targets: -      Have a clear criterion. -      Make the target challenging, but realistic. -      Provide guidance and resources for your team to achieve it.   Reality is key!

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Leading a QMS-centric organization is key. It's not just about adhering to standards, but instilling a culture where quality is the priority. leading by example, fostering open communication, and empowering ownership, leaders can create an environment where quality is the natural outcome of every action.#qualityculture

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Quality Letter #32 - The Duck: It Flies, It Walks, It Swims   Greetings to those who like my animal analogies. Quality be with you!   Reacting to thousands of requests (maybe just one or two), here is another animal analogy: -         The Duck: o  It flies, it walks, and it swims. o  It is not the best flier in the animal kingdom, neither the best walker, nor the best swimmer.   Years ago, our Company implemented a Global System that can handle Financial Controls, Logistics and Production Planning, Human Resources needs, Quality Functions, etc. While the system selected was probably the best one available in the world, I still labeled it as a “Duck”.   Having everything in one system has enormous advantages. -         This thing can fly, can walk, and can swim. -         All information is in one place. In trying to do so much, it becomes cumbersome. -         It is not the best in any of the functions it performs (well, it may be the best for the original function it was created, but most of the “add-ons” are hurt by its multitasking ability).   I will prove my point: -         We used to have a Gage Calibration Management Software that was very easy to use (intuitive) and gave us great functionality. -         When the “Duck” was implemented, in some cases it took longer to open the system, get to the right application, enter the values, save and close, than it took to actually calibrate the gage.   Another one: -         The Complaint Management application was developed to communicate issues, not as a Problem-Solving Platform -         Each discipline is entered in a different screen, and the user never has good visibility of the overall process.   So, while central systems are the answer to many questions, they are not the answer to all questions. As you develop systems to support your Quality activities, always ask yourself the question: -         Does the integration provide me enough benefits to justify the extra complexity? -         Can a more intuitive system (possibly connected to the big one on the background) be the best solution?   Simplicity is key!

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Can Cpk be less than Zero? In order to educate my participants better, I always ask a teasing question: Can Cpk be less than zero? Can it have a negative value? As almost all of them come from automotive background, they say an emphatic “no”. I agree with them. In automotive parts manufacturing, it is rare to have a Cpk less than zero. (processes like painting, coating, heat treatment etc may have a chance of zero capability or less than that) However, in service industries, like banking (loan application processing), toll plaza (vehicle pass time), hotels (guest check-in time) etc the Cpk values can be far below zero. Well, who said that the statistics were limited to automotives only? Pl refer the slides.  

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Together at Nemak, we keep innovating and creating lightweight solutions for the automotive industry

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always is important to see, current situation & expectation.

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When you think about qaulity and how to resolve systemic issues, do you ever stop the think about culture? How the culture of the plant or organization impacts safety, quality, cost, and delivery? What seperates mediocricy from execellence? Hint, It's Culture. Culture is the most important aspect to implement quality control because it fundamentally shapes the attitudes, behaviors, and practices of an organization’s members toward quality. A strong culture of quality ensures that quality control is not just a set of procedures to follow, but an integral part of the organizational ethos. Want a Copetitive Advantage? A culture of quality ensures that quality control is a deeply ingrained value, influencing every aspect of the organization. It promotes ownership, accountability, continuous improvement, employee engagement, consistent practices, and effective communication. Moreover, it builds trust with stakeholders, ensures compliance, and sustains long-term success. By fostering a culture that prioritizes quality, organizations can achieve and maintain high standards that lead to exceptional products, satisfied customers, and competitive advantage.

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June 20, Awareness training IATF 16949 and ISO 14001 at JCID with Paragraph, Introductions, discussion of current implementation and possibilities for integration. Great experience as it’s the first after retirement. Great people with encouragement and enthusiasm.

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Let`s Discuss new Disruptive Technologies in Monterrey!

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The emphasis on the strategic importance of FMEA beyond mere compliance can't be overstated. In my experience, FMEA isn't only about fulfilling a requirement, but a proactive tool ensuring safety & quality are embedded in the very DNA of our projects. It's the journey, not the destination. By identifying potential failures before they occur, FMEA (done properly and early enough) allows teams to implement innovative solutions upfront, significantly reducing costly downstream corrections and enhancing customer satisfaction. What really stands out in the FMEA process is its ability to transform a team's mindset from reactive problem solving to a forward-thinking culture that prioritizes prevention. This shift is crucial in today’s competitive market where reliability and excellence are not just desired but expected by customers. Using tools like APIS IQ-Software can streamline the process, making it more dynamic and integrated with project lifecycles. We need champions of FMEA as a vital strategy in our commitment to exceed customer expectations. It’s about building a culture that sees quality and safety as the foundation of everything we do. Looking forward to more enlightening discussions on this!

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Great recognition!! #exide #exidetechnologies #exidespain #azuqueca #team #forbeslist #bestemployers #batteries #employees #estimation #thankyou #automotive #materialhandling #lithiumion #leadacid #chargers #exidegroup

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