End of study project report

End of study project

for obtaining a:

University Degree in Technology

Speciality: Industrial Quality

Analysis of the risk of

confusing products

Performed within HIRSCHMANN AUTOMOTIVE KENITRA

Quality Department

Presented on June 15, 2023.

BY

Students: Mariyam Chafai \ Asmae Sabik

Company supervisor: Zouhair Meliani Idrissi

University tutor: Soultana Inekach

University Year: 2022-2023

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Acknowledgments

We would like to express our sincere gratitude to the superior school of technology in Kenitra
for providing me with the opportunity to undertake this project and for their support throughout
my academic journey.

We would also like to extend our heartfelt thanks to HIRSCHMANN AUTOMOTIVE for
granting me the internship opportunity and for their guidance and support during my time there.
The experience gained at HIESCHMANN during these three months has been invaluable to our
professional growth. we would like to extend our profonde appreciation to our company
supervisor Mr. MELIANI Idrissi Zouhair for his continuous support, guidance, and
mentorship throughout the process of this project.

Furthermore, we would like to express our deepest appreciation to my university tutor Mrs.
INEKACH Sultana for her invaluable guidance, expertise, and encouragement throughout this
project. her knowledge and insights have greatly contributed to the success of our research.

Without forgetting to express our heartfelt gratitude to the operators, the engineers and the
quality inspectors in the company, we are truly grateful for their support, dedication, and the
time they have devoted to helping us better understand the processes and gather essential data.

we are truly grateful to Mr. SAYIAR Bader for his support during the period of this internship
who has contributed to the completion of this project.

Finally, I would like to thank my friends and family for their unwavering support and
encouragement throughout my academic journey. Their love and encouragement have been
instrumental in my achievements.
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Table of contents
List of figures ........................................................................................................................................... 5
List of tables............................................................................................................................................. 5
List of Pictures ......................................................................................................................................... 6
General Introduction ............................................................................................................................... 1
part 1: The bibliographic study ................................................................................................................ 2
I- Presentation of the automotive sector in Morocco ............................................................................. 3
II- Company Overview ............................................................................................................................. 3
II-1 HIRSCHMANN AUTOMOTIVE......................................................................................................... 3
II-2 Geographical location of other HIRSCHMANN AUTOMOTIVE locations worldwide ..................... 3
II-3 The company's major customers................................................................................................... 4
II-4 Company Profile ............................................................................................................................ 4
II-5 The organization charts ................................................................................................................. 5
II-6 HIRSCHMANN objectives........................................................................................................... 5
III- Automobile Wiring ............................................................................................................................. 6
III-1 General Overview ......................................................................................................................... 6
III-2 Cable Categories ........................................................................................................................... 6
III-3 Cable Components ....................................................................................................................... 6
III-4 Cable production workflow ......................................................................................................... 7
IV- A global overview of the production area of HIRSCHMANN Automotive Kenitra ............................. 8
IV-1 The production zone ..................................................................................................................... 8
IV-2 Type of process ............................................................................................................................ 8
IV-3 The segments of HIRSCHMANN AUTMOTIVE Kenitra .......................................................... 9
V-Presentation of the work methodology adopted................................................................................. 9
V-1 six sigma ....................................................................................................................................... 9
V-2 DMAIC ......................................................................................................................................... 10
part 2: materials and methods: ............................................................................................................. 11
1- Description of the project ................................................................................................................. 12
1-1 Issue............................................................................................................................................. 12
Project Objectives ...................................................................................................................... 12
The work team........................................................................................................................... 12
2-Study of the risks associated with the project ................................................................................... 12
3- Dynamic Strategic Project Planning................................................................................................... 14
3-1 Definition ..................................................................................................................................... 14
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3-2 Project progress........................................................................................................................... 14

4- Definition of the work process .......................................................................................................... 15
The DMAICS approach ....................................................................................................................... 15
5-Analytical methods Employed in the Study ....................................................................................... 16
5-1 FMEA ........................................................................................................................................... 16
5-2 Ishikawa diagram ......................................................................................................................... 18
5-3 SWOT analysis ............................................................................................................................. 19
5-4 The eight disciplines problem solving report .............................................................................. 19
part 3: Results and discussion ............................................................................................................... 20
STEP 1: Define the problem ................................................................................................................... 21
1-1 Cartography of the process “Sipoc diagram” .............................................................................. 21
1-2 Development of the project charter ........................................................................................... 21
1-3 SWOT analysis ............................................................................................................................. 22
1-4 Clarifying the problem: The 5 Whys and how ............................................................................. 23
1-5 Analysis of the history of external complaints ............................................................................ 25
➢ Analysis of external complaints and choice of the critical type of mixing......................... 25
➢ Objectif to achieve............................................................................................................. 27
STEP2: measure and analyze ................................................................................................................. 27
2-1 The flow of the production analysis ............................................................................................ 27
2-2 Specifics concerning the reference utilized in FMEA analysis ..................................................... 29
2-3 Determining the criticality of mixing defects .............................................................................. 30
2-4 General mixture problem analysis .............................................................................................. 33
a- Analyzing the Issue of Cable Mixing happening in the Incomplete Zone .............................. 34
b- Studying the issue of the products similarity ........................................................................ 36
c- analyzing the issue of cable mixing in the buffer zone .......................................................... 37
STEP3: Innovation and improvement .................................................................................................... 39
3-1 Space flow optimization in the incomplete area ......................................................................... 39
Reexplanation of the problem: .................................................................................................. 39
The objective ............................................................................................................................. 39
The new organization proposed ................................................................................................ 39
3-2 Optimizing Production Planning for Similar Product ................................................................... 41
STEP 4: Control ...................................................................................................................................... 42
4-1 Estimation of the different gains ................................................................................................. 42
GENERAL CONCLUSION.......................................................................................................................... 44
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REFERENCE ............................................................................................................................................ 45
Annexes ................................................................................................................................................. 46
Annex 1 .............................................................................................................................................. 46
Annex 2 .............................................................................................................................................. 47

List of figures
Figure 1:HIRCHMANN AUTOMOTIVE ...................................................................................................... 3
Figure 2:HIRSCHMANN sites around the world ....................................................................................... 4
Figure 3:Hirschmann automotive customers .......................................................................................... 4
Figure 4:Company organization chart ..................................................................................................... 5
Figure 5:Cable Components .................................................................................................................... 7
Figure 6:Project Gantt schedule ............................................................................................................ 15
Figure 7:SIPOC diagram ......................................................................................................................... 21
Figure 8:Number of complaints ............................................................................................................. 23
Figure 9:Cost of claims .......................................................................................................................... 24
Figure 10:percentage of Customer complaints ..................................................................................... 26
Figure 11:the percentage of customer complaints by process ............................................................. 26
Figure 12:Number of external complaints to achieve ........................................................................... 27
Figure 13:external complaints of each line ........................................................................................... 28
Figure 14:external complaints of each reference .................................................................................. 29
Figure 15:drawing of 908-045-xxx ......................................................................................................... 29
Figure 16:version of the connector ....................................................................................................... 30
Figure 17:delivery situation ................................................................................................................... 30
Figure 18:the flow chart of the production in segment 2 ..................................................................... 34
Figure 19:flow chart of the incomplete area ......................................................................................... 35
Figure 20:Ichikawa diagram ................................................................................................................... 35
Figure 21:explenation of the process .................................................................................................... 37
Figure 22:external complaints after the implementation ..................................................................... 43
Figure 23:Cost of external claims after the implementation ................................................................. 43

List of tables
Table 1:Scoring system of the four risk indices ..................................................................................... 13
Table 2:FMEA project............................................................................................................................. 13
Table 3:Gantt project ............................................................................................................................. 15
Table 4:work process ............................................................................................................................. 15
Table 5:Project charter .......................................................................................................................... 22
Table 6:SWOT analysis ........................................................................................................................... 22
Table 7:Number of complaints .............................................................................................................. 25
Table 8:number of complaints per process ........................................................................................... 26
Table 9:number of external complaints in each line ............................................................................. 28
Table 10:number of external complaints of each reference ................................................................. 29
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Table 11: PFMEA .................................................................................................................................... 32

Table 12:Ranking of Failures in Descending Order of Criticality ............................................................ 32
Table 13:production planification.......................................................................................................... 42

List of Pictures
Picture 1:mixing problem ...................................................................................................................... 23
Picture 2:reference 908-045-XXX .......................................................................................................... 29
Picture 3:crepe tape .............................................................................................................................. 30
Picture 4:the products stored in boxes.................................................................................................. 37
Picture 5:the products stored in the trolly ............................................................................................ 37
Picture 6:Manuel label .......................................................................................................................... 38
Picture 7:Gallia ...................................................................................................................................... 38
Picture 8:unfilled box............................................................................................................................. 39
Picture 9 :Racks in the incomplete area ................................................................................................ 40
Picture 10:comparison between the two sizes ..................................................................................... 40
Picture 11:big box .................................................................................................................................. 41
Picture 12:small boxes ........................................................................................................................... 41
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General Introduction

The automotive industry today is characterized by a variety of products offered, shorter life
cycles of models, and increased competition among all manufacturers. Therefore, to remain
competitive, it is essential to make the best use of the industrial apparatus and master the
triptych of "Quality, Cost, and Time".

In this regard, companies wishing to compete globally must incorporate continuous

improvement into their management strategies. This helps eliminate operations that do not
generate added value.

Affected by this competition and aiming to minimize the complaint rate in segment 2 due to the
mix of product references, managers and staff at HIRSCHMANN AUTOMOTIVE, a
multinational leader in the automotive wiring field, are committed to reducing this rate.
However, the number of faults collected in this area remains significant.

In this context, our end-of-studies project is being carried out within the Quality department.
Its objective is to study the mixing problem in segment 2 and its impact on product quality. The
ultimate goal is to minimize the rate of customer complaints and establish standards.

In this context, our report will be in four parts:

The first part, the bibliographic study, is dedicated to presenting the automotive sector
and the host company, including its various departments and finally a presentation of
the importance of the DMAIC method used.
the second part: materials and methods
the third part: results and discussions
synthesis

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part 1: The bibliographic study

is dedicated to presenting the automotive sector and

the host company, including its various departments,
and finally a presentation of the importance of the
DMAIC method used.

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I- Presentation of the automotive sector in Morocco

The Moroccan automotive industry has risen to sustained levels of growth over the past ten
years. Its performance is particularly remarkable in exports and in terms of job creation,
indicators in respect of which the sector generates double-digit annual growth.

The positioning of Morocco as a platform for the production and export of equipment and motor
vehicles is reinforced by the establishment of renowned foreign groups such as
HIRSCHMANN, RENAULT, SNOP, GMD, BAMESA, DELPHI, YAZAKI, SEWS, SAINT-
GOBAIN and more recently PSA Peugeot Citroën.

A strategic sector in the national industrial policy, since the 2000s the automobile has generated
double-digit annual growth in terms of job creation and exports.

II- Company Overview

II-1 HIRSCHMANN AUTOMOTIVE
Hirschmann-Automotive is a worldwide firm that specializes in the production of connectors,
specialist cables, and telecommunication devices for the automotive industry. The company's
headquarters and principal manufacturing facilities are located in Rankweil, Austria, which was
founded in 1959 and is located in western Austria near the Swiss border. Hirschmann-
Automotive was originally privately owned before being purchased in 2003 by investors linked
with a German organization.

With its extensive global reach, HIRSCHMANN boasts 11 subsidiaries strategically positioned
across all five continents worldwide.

Figure 1:HIRCHMANN AUTOMOTIVE

II-2 Geographical location of other HIRSCHMANN AUTOMOTIVE locations worldwide

HIRSCHMANN is represented in 9 countries worldwide, 5 production plants, customer service
centers and research and development centers:

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Figure 2:HIRSCHMANN sites around the world

II-3 The company's major customers

Figure 3:Hirschmann automotive customers

II-4 Company Profile

Company name: HIRSCHMANN AUTOMOTIVE KENITRA HKE

Nationality: Austrian

Legal form: LLC

Tax identification number: 40434435

Headquarters: Kenitra Export Free Zone, Street No.13

Area: 20,000 m²

Industry sector: Automotive Industry

Business purpose: Manufacturing and marketing of various cable families and

connectors Current workforce: 980 people

Certifications: ISO 9001 / ISO 14000 / ISO TS 16949

General Manager: El Hard Abdelaziz

Start of production: 2012

Website: www.hirschmann-automotive.com

4 Phone: +212 537 399 999

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II-5 The organization charts

The organizational chart depicted in Figure 2 provides an initial glimpse into the key
departments within the HKE factory:

Figure 4:Company organization chart

We summarize the missions of the most important departments department as follows:

o Production Department: Its main mission is to execute production programs while

ensuring product quality.
o Logistics Department: Its role is to optimize the implementation and launch of
manufacturing programs.
o Engineering Department: Its mission is to adapt manufacturing processes in
accordance with the rules defined by the Engineering and Quality Departments of the
group.
o Human Resources Department: It ensures effective individual and collective
management of personnel through training.
o Quality Department: It is responsible for the company's quality policy and quality
system. It implements a reliable quality system that meets customer requirements to
achieve the desired level of quality in processes and products.
o Information Technology (IT) Department: It ensures the proper functioning of all
hardware and machines connected to the network, as well as their installation and
administration.
II-6 HIRSCHMANN objectives
HIRSCHMANN's primary goals are:

• To satisfy its customers and employees: HIRSCHMANN strives for customer and
employee satisfaction by prioritizing their needs and well-being.

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• To manufacture high-quality products, meet delivery deadlines, and reduce costs via
creativity and teamwork: HIRSCHMANN seeks to develop high-quality products, meet
delivery deadlines, and reduce costs by fostering a creative and collaborative work
environment.
• Improving working conditions through the 5S discipline: HIRSCHMANN focuses
on improving working conditions through the 5S discipline, which entails organizing
and maintaining a clean, efficient, and safe workspace.
• HIRSCHMANN understands the importance of efficient communication and
motivation inside the organization, and strives to build a happy and productive work
environment.
• HIRSCHMANN emphasizes the importance of problem-solving by identifying core
causes and executing effective remedies to prevent repeated situations.
• To build a learning organization and cultivate a competitive spirit, HIRSCHMANN
wants to foster a culture of continuous learning and improvement among its employees.
• To use the PDCA method (Plan, perform/Apply, Check, and Act/Take Action), perform
the following: HIRSCHMANN employs the PDCA cycle in its processes and operations
to ensure methodical planning, implementation, assessment, and continuous
improvement.

III- Automobile Wiring

III-1 General Overview
The electrical wiring of a vehicle consists of a collection of assembled wires that connect,
supply power, and ensure the electrical distribution, as well as transmit commands between
various electrical and electronic components of the vehicle.

III-2 Cable Categories

In an automobile, various types of cables may be present. This categorization proves highly
beneficial in simplifying specific tasks related to installation and troubleshooting during
electrical faults. The primary cable families encompass:

o Main Wiring;
o Engine Wiring;
o Body Wiring;
o Door Wiring;
o Roof Wiring;
o Instrumental Panel Wiring.

III-3 Cable Components

The electrical cable consists of the following components once they are assembled:

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Figure 5:Cable Components

III-4 Cable production workflow

The process of automobile cable production consists of several major steps:

Wire Cutting and Crimping:

Cutting: It is the initial stage of the company's production process, where the received electrical
wires in coil form are cut to the predetermined length. This operation is carried out

using KOMAX machines, which also perform stripping, crimping, and connector insertion
tasks.

Crimping: This step involves attaching terminals to the stripped ends of an electrical wire.
Crimping is considered a safer alternative to soldering since it avoids altering the copper's
molecular structure. This ensures a longer lifespan and eliminates the vulnerability associated
with high temperatures in soldered joints.

Preparation:

Molding: Plastic injection is directly performed on the terminals of the product obtained from
the cutting process. The injection is inserted into protective caps, enabling proper insulation.

Welding: This step involves soldering the stripped sides of the semi-finished circuits to create
a splice, ensuring a secure connection. Ultrasonic welders such as Shunk or Telsonic are used
in this process.

Twisting: It refers to the helical winding of two or more conductor wires around each other.
The purpose of this configuration is to maintain precise wire spacing and minimize crosstalk,
which refers to the interference of unwanted signals in a transmission channel.

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Insulation / Bandaging / Shrinking: This step aims to cover the splice with either adhesive
tape or a heat-shrinkable sleeve, ensuring proper sealing and protection. It also involves
preparing separate branches by wrapping specific lengths for each type of product and ensuring
the correct fixation of branches before the final bandaging process.

Assembly:

The final stage of the production process involves assembling various components from
previous steps to create an electrical harness, which is then tested and packaged as follows:

Assembly Line: It is a series of assembly workstations where operators assemble the circuits
obtained from previous operations, attach connectors, perform bundling, and install necessary
accessories.

Electrical Testing: This step involves checking the conductivity and continuity of the current
throughout the entire harness or electrical wire.

Packaging: It is the final operation in the production process of harnesses and electrical wires.
They are placed in cartons and shipped to the finished goods warehouse for further delivery to
the customer.

Quality control:

This visual test is performed by quality inspectors to ensure the proper sizing and placement
of all components, nodes, and connections. Its objective is to identify any anomalies that may
go undetected by other tests, such as incomplete insertions or pinched wires. The goal is to
ensure that everything is in the correct position and functioning as intended.

IV- A global overview of the production area of HIRSCHMANN Automotive

Kenitra
IV-1 The production zone

HIRSCHMANN AUTOMOTIVE KENITRA is divided into two factories named Kenitra

A and Kenitra B. Each factory consists of multiple segments. The production area is divided
into 6 segments, with an additional segment dedicated to prototypes. Each segment
encompasses a specific set of processes. The number of stations per process is determined
by Industrial Engineering and depends on the cable. The more complex the cable, the
greater the number of stations required.

IV-2 Type of process

1.Standard processes 2. specific processes

• Cutting
• Insertion
• Stripping
• Banding
• Crimping
• Trim assembly • Compacting
• Cover assembly • Twisting
• Final assembly of • Tinning
connectors • Welding
8 • Final cable assembly • Marking
• lovage • Injection
• Packaging • Electrical testing
• Clip Chaker
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IV-3 The segments of HIRSCHMANN AUTMOTIVE Kenitra

segment 5: Cutting Zone Segment 5 is dedicated to the cutting process, which

represents the initial stage of the production line. This operation is performed by the
KOMAX machine and involves the following steps:

o Cutting the wires to predefined lengths, with each reference associated with a
specific length;
o Crimping: securing the connection at the end of the wire;
o Installation of seals;
o Twisting the wires if it is required.
Segment 4: Connector Assembly In this segment, HIRSCHMANN Automotive
performs the assembly of connectors. The main processes in Segment 4 include:
o Cover assembly;
o Seal installation.;
o Connector assembly.
Segments 2-3: These two segments are involved in the production of semi-finished
products that are not intended for the final customer. They manufacture small cables or
branches that will be further used by another cable company. The products from these
segments are typically of shorter length.
Segment 1: This is the largest segment in the company. It manufactures electrical cables
for the end customer.
Segment 6: Mirror Harness, this segment is dedicated to the manufacturing of special
cables used in the accessories of car mirrors. Welding is a method of permanent
assembly that aims to ensure material continuity in the joint. HIRSCHMANN employs
three types of welding technologies:
o Soldering;
o Ultrasonic welding;
o Spot welding.

Sample Part: Prototype zone This is another segment where Hirschmann Automotive
tests new projects (Prototypes) to verify their feasibility before distributing them to other
segments.

V-Presentation of the work methodology adopted

V-1 six sigma
Sigma is a measurement that indicates how a process is performing.

Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used to represent
standard deviation in statistics) from mean. Six Sigma methodology provides the techniques
and tools to improve the capability and reduce the defects in any process.

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Six sigma is a fact-based, data-driven philosophy of improvement that values defect prevention
over defect detection.

Philosophy: The philosophical perspective views all works as a process that can be defined,
measured, analyzed, improved & controlled (DMAIC). Processes require inputs & produce
outputs. If you control the inputs, you will control the outputs. This is generally expressed as
the y= f (x) concept

Set of Tools: Six Sigma as a set of tools includes all the qualitative and quantitative techniques
used by the six-sigma expert to drive process improvement. A few such tools include statistical
process control (SPC), Control charts, failure mode & effects analysis, process mapping etc.

Methodology: This view of Six Sigma recognizes the underlying and rigorous approach known
as DMAIC. DMAIC defines the steps a Six Sigma practitioner is expected to follow, starting
with identifying the problem and ending with the implementation of long-lasting solutions.
While DMAIC is not only Six Sigma Methodology in use, it is certainly the most widely
adopted and recognized.

Metrics: In simple terms, Six Sigma quality performance means 3.4 defects per million
opportunities

V-2 DMAIC
The DMAIC aims to provide a thorough diagnosis of the problems encountered in organizations
before resolving them. That is why the problem must be carefully described and the root causes
clearly identified, so that the solutions developed in the Improvement phase address the root of
the problem. This approach has proven to be the most appropriate for conducting our project.

The DMAIC method helps automotive companies enhance product quality, reduce defects,
optimize processes, and increase customer satisfaction. It enables organizations to identify and
address inefficiencies, streamline operations, and minimize variations, ultimately leading to
improved overall performance, cost savings, and a competitive edge in the market.

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part 2: materials and methods:

This second part focuses on presenting the host

segment, as well as providing an overview of the
project framework. Finally, it includes a detailed
presentation of the specific method employed in the
project.

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1- Description of the project

The problem of our project encountered in segment 2, in this segment semi-finished products
are manufactured that are not intended for the final customer. It is related to the confusion
between product references throughout the production process, leading to delivery errors and
customer complaints, there are many types of mixture such as wrong labeling "content-
containing», mixing between the reference “wrong part” and wrong specification.

This project aims to create a solution to avoid the mixing of cables during manufacturing, in
order to ensure the good quality of segment 2 products and reduce complaints and defects
caused by:

similarity of the products;

The lack of organization in certain processes “zone of incomplete” can result in issues
pertaining to mixture;
wrong labeling (Gallia) in the buffer zone.

1-1 Issue

Project Objectives

Create a solution to avoid cable mixing during manufacturing processes:

- The action plan to Create a solution to avoid the mixing of cables during manufacturing
- Improvement of productivity and quality of segment
- Work approach:
✓ Phase 1: Define: define the problem of the project;
✓ Phase 2 : Measure: collect information;
✓ Phase 3 : Analyze the information ;
✓ Phase 4: innovate/improve;
✓ Phase 5 : Control.

The work team

Since our project aimed to create a solution to avoid mixing cables during manufacturing, the
work team includes people from different disciplines:

• Quality department:

- Mr. IDRISSI MELIANI Zouhair

- Mr. SAYIAR Bader

2-Study of the risks associated with the project

To deal with the risks that could hinder the smooth running of our project and to guarantee a
good result, the realization of an FMEA (Analysis of Failure Modes, their Effects and their

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Criticalities) proved necessary in order to identify the various constraints as well as the critical
parameters to undergo

During our project, we will use a project-type risk analysis. We have established two types of
solutions:

Curative (Cu), Preventive (PV)

The scoring system for the four risk indices, probability of occurrence P, severity Detectability
D, and criticality C is given in the table below:
Table 1:Scoring system of the four risk indices

Notes 1 2 3 4
The probability improbable Unlikely likely Fortement
of occurrence: P probable
gravity and its Negligible Minor major or Very serious
consequences: G serious

Highly detectable detectable Hardly Not detectable

Detectability: D detectable
Table 2:FMEA project

HIRSCHAMNN AUTOMOTIVE KENITRA

Department quality Segment 2
Risk Causes Effects P S D C Preventive Solution
solution curative
Poor the supervisor -Bad definition of 3 4 2 24 Reformulate the
analysis of expresses his objectives expression of
the need needs vaguely; of the project. need.
expressed by
the Misunderstandin Specifications not
supervisor g of need. corresponding to
the needs
expressed by the
supervisor
Manque de - Inconsistent Loss of efficiency 4 4 2 32 -Allow Meetings with
motivation requested work significant time the supervisor
- Unmotivated at the start for
work understanding
environment the subject's
objectives;
- Build good
relationships
with staff
The Over- An excessive 4 4 2 32 Have Lower the
exaggerated requirement in search for achievable, requirement
search for some project perfection can clear and level.
perfection stages cause great attainable
pressure objectives.
Loss of The loss of all 3 2 1 6 Send a copy to
project information can the personal
documents

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-------------------- significantly delay email address

- project deadlines. daily.
Use of Use of outdated Results no 4 4 3 48 Make sure of
erroneous files or representative the data by
data information validating them
incorrect. with the
responsible.
Lack of Underestimating Waste of time 4 3 1 12 Introduce at the Accelerated
planning the importance planning and beginning of planning to
of advance looking for tasks the training day catch up.
planning to do next; a report on the
Days without progress of the
added value. work
Difficulty in Work overload lack of reliability 3 4 2 24 -Establish Retrieve
finding on the people in the analysis of contacts to information in a
information supposed to the subject ensure more efficient
provide the receipt of the way
information. necessary
information.
-Know how to
ask
information
(way, time
timely...)

3- Dynamic Strategic Project Planning

3-1 Definition

Dynamic strategic planning is an orderly method for producing decisions and actions that
conform what an organization wants to achieve, from a perspective which consists in
anticipating the future in order to compete, adapt to the environment and prepare for changes
in a horizon of uncertainty.

3-2 Project progress

After being welcomed in the quality department, we were offered a project which consists in
analyzing the risks of appearance of mixing problem between the references in segment 2, This
project is managed using Gant Project software.

The table above shows all the scheduled tasks with their durations.

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Table 3:Gantt project

Figure 6:Project Gantt schedule

4- Definition of the work process

The DMAICS approach

DMAIC is a statistical and analytical method used to reduce defects by finding the root causes
of defects, eliminating them, and maintaining a level of improvement. It is therefore a method
of problem solving, like the PDCA or the 8Ds, whose acronym also forms the mnemonic by
describing the sequence of the five fundamental steps.
Table 4:work process

Steps Objectives / Tasks Result

D Define the project: ✓ Project charter
Define the expected gains for the ✓ Mapping of the
client, for the company, the process
scope of the project, the ✓ Resource planning
responsibilities. and allocation
✓ SIPOC
✓ FMEA project

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M Look for measurable data ✓ Measure objective

Measure characterizing the process data to fully
concerned and to measure understand the
the process to be
existing result. optimized.
✓ Understand the
differentiating factors
A of process.
Analyze Identify potential causes of ✓ Perform an analysis
mixing problems and of measured process
sources of improvement. data.
✓ Establish a shared
diagnosis of the
problems of the
process.
Define the target processes ✓ Imagine solutions.
I and to ✓ Manage the solution
Innovate/Improve identify performance and plan its
improvement plans, solve implementation
and prevent problems. place.
✓ Process improvement
C Put under control selected ✓ Effectiveness of
Control solutions. Formalize the solutions
process

The application of the DMAIC approach is very useful for the methodology of construction and
the realization of our subject, it is among the methods of resolution and formulation of the
problems the most effective.

5-Analytical methods Employed in the Study

5-1 FMEA

The definition of FMEA/AMDEC

AMDEC stands for Analyse des Modes de Défaillances, de leurs Effets et de leurs Criticités,
which is the French equivalent of the Failure Mode and Effects Analysis (FMEA) method, it is
a qualitative and quantitative analysis method used to identify potential failures in a product,
process, or procedure, and to implement corrective or preventive actions.

The FMEA, which stands for Failure Mode and Effect Analysis, is a continuous improvement
method that allows for the anticipation of possible failures, assessment of their consequences,
and implementation of improvements before they occur.

Advantages of using FMEA method

➢ The goal is to minimize the possibility of a failure occurring by identifying and

eliminating the root causes within the production processes

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➢ The permanent application of the FMEA method allows for the elimination of failures,
increases confidence in the provided service, and aims to satisfy customers to the fullest
extent.
➢ Having a summary of knowledge enables the creation of a historical record based on
previous experiences with similar products and processes. This allows for the reuse of
this information for future improvements
Types of FMEA
Process FMEA: (Failure Mode and Effects Analysis) is a method used to identify potential
risks associated with the failure of a product or process, leading to non-conforming
products. It aims to analyze and mitigate risks by identifying failure modes, their causes,
and their effects on product quality and customer satisfaction
Functional FMEA: focuses specifically on analyzing failures and their causes during the
design stage of a product or process. It aims to identify potential design weaknesses and
implement preventive measures to ensure product reliability and performance.
Product FMEA: Analyzes customer demands in terms of reliability to identify potential
risks and failures associated with the product.
Production Equipment FMEA: Analyzes risks related to production chain failures, such as
equipment malfunctions or breakdowns, to ensure smooth and efficient production
processes.
Process Flow FMEA: Analyzes risks related to the supply chain, lead times, and costs to
identify potential issues and implement necessary improvements in the production flow
Which FMEA to choose?

Considering our specific case, the FMEA process is the most appropriate choice, given its direct
impact on the quality of the produced product.

FMEA RPN

Also known as a Risk Priority Number (indicator) in an FMEA, is a numerical assessment of

the risk priority level of a failure mode/failure cause in an FMEA study. It assists the relevant
team/individual in prioritizing risks and determining corrective actions.

The grids of FMEA:

Nr. The Potential Potential Potential Severity Occurrence Detection RPN

process Failure Effects Cause rating Ranking
mode of
Failure

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Elements of the FMEA grid

Number of the process: is the number of the process represented in the flow chart of the
product.

Potential Failure mode: The manner in which a component could possibly fail while being
used, so it is the failure mode that may happened in that process.

Potential Effects of Failure: For each mode of failure, what will the likely effect be? How
would the failure affect the company so it’s the main consequences that can be happened if the
failure mode appeared.

Severity rating: Severity refers to the extent or seriousness of the potential impact or
consequences of a failure or defect in a product, process, or system.

Potential Cause: Each failure mode will have an underlying root cause, but here we just put
the line on the main causes.

Occurrence Ranking: Occurrence ranking refers to the assessment or evaluation of the

likelihood or frequency with which a particular failure or defect may occur in a product, process.

Detection rating: the final rating aims to establish how 'detectable' the potential fault will be.
Will it be instantly noticeable or will it not be apparent.

Risk Priority Number (RPN): It is likely that the team will have identified many possible
failure modes and effects. Each one needs to be assigned a 'Risk Priority Number' to enable the
prioritization of mitigating action. The RPN is simply the product of the severity, occurrence
and detection ratings

Risk Priority Number = Severity x Occurrence x Detection

Severity: The severity of the failure mode is rated on a scale from 1 to 10. A high severity
rating indicates severe risk.
Occurrence: The potential of failure occurrence is rated on a scale from 1 to 10. A high
occurrence rating reflects high failure occurrence potential.
Detection: The capability of failure detection is rated on a scale from 1 to 10. A high
detection rating reflects low detection capability.

5-2 Ishikawa diagram

The Ishikawa diagram, also known as the fishbone diagram or cause-and-effect diagram, is a
visual tool used to identify and organize potential causes of a problem or an effect. It was
developed by Kaoru Ishikawa, a Japanese quality control expert. The diagram takes its name
from its shape, resembling the skeleton of a fish, with the effect or problem being depicted as
the "head" and the potential causes as the "bones." The main purpose of the Ishikawa diagram

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is to facilitate brainstorming and structured analysis of all the possible factors contributing to a
problem. It helps teams to categorize and explore various potential causes under different
categories such as people, process, materials, equipment, environment, and management.

In the analytical steps of our project, we employed a cause-and-effect analysis to thoroughly

investigate all the possible reasons to this problem to happen. It is important to mention that the
diagram itself serves as a visual aid, while the fundamental concept lies in the systematic
examination of all potential causes related to the 5M framework. By adopting this approach,
we aimed to ensure a comprehensive understanding of the problem's root causes, facilitating
effective problem-solving and decision-making processes.

5-3 SWOT analysis

A SWOT analysis is a strategic planning tool that evaluates the strengths, weaknesses,
opportunities, and threats of a business or project. It helps identify internal strengths and
weaknesses, as well as external opportunities and threats. This analysis provides insights to
make informed decisions and develop strategies for growth and improvement. By capitalizing
on strengths, addressing weaknesses, seizing opportunities, and mitigating threats,
organizations can enhance their performance and achieve their goals. SWOT analysis is widely
used in strategic management for decision-making and planning.

We used this strategic to assessing our project's internal strengths and weaknesses, enabling a
comprehensive understanding of the project's resources, capabilities, and limitations. By
conducting a SWOT analysis, the end-of-study project gains a claer perspective, enabling
strategic planning, risk mitigation, and informed decision-making for successful project
outcomes.

5-4 The eight disciplines problem solving report

The 8D report provides a structured framework for problem-solving, promotes collaboration

among team members, and ensures a thorough and systematic approach to resolving issues. It
is commonly used in quality management, continuous improvement, and problem-solving
initiatives in organizations. So, it is a report formulated by 8 steps: team formation, problem
description, containment action, root cause analysis, corrective actions, verification, preventive
measures, and closure and team recognition.

It is usen a lot in the automobile industry as a report communicated with the client to show the
customer the details about the problem and the solution, however in our first days of this
internship we made a 8D report describing the mixture problem with indicating the causes using
5WHYS1HOW and ISHIKAWA diagram and 5 whys method to identify the root causes after
that we mentioned the corrective and the preventive actions done by the team the document of
the 8D report is shown in the annex 2.

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part 3: Results and discussion

This chapter is dedicated to analyze and improve
the problem of mixing cables during manufacture in
segment 2

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STEP 1: Define the problem

1-1 Cartography of the process “Sipoc diagram”

To understand the flow of production within HIRSCHMANN Automotive, we have proposed

the SIPOC diagram (Suppliers-Inputs-Process-Outputs-Customers) which is a process map that
describes the flow from supplier inputs to outputs of Customer.

As the flow unfolds, the supplier who can be internal or external to the company, provides an
input in the form of information, raw materials, or teams and feeds the process in its entirety.
From this process, results a deliverable (Output) which can be a product, an information, service
addressed to the customers who are not necessarily end customers of a product.

Figure 7:SIPOC diagram

1-2 Development of the project charter

The project charter is a document that formally defines and authorizes a project. Even if its
design may appear to be a delicate or even difficult process, its content must make it possible
to remove any ambiguity for the various actors in the project. These may have different points
of interest, especially in companies with a project-function matrix structure. With the charter,
the project is linked to the organization of the company. One of the purposes of the charter,
signed by the various parties, is to give an appointed project director sufficient authority to carry
out the project. The sponsor, internal initiator of the project, is also named; he must have an
appropriate position to be able to give arbitrations.

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Table 5:Project charter

Project charter
General project information
Project title Risk analysis of product mixing defects.
Sponsorship ---------------------------------------
Email Address [email protected]
[email protected]
Phone Number +212655918420
Host company HIRSCHMANN Automotive Kenitra Morocco
Start date 13-03-2023
End date 11-06-2023
Description of the problem and project objectives
problem Product mixing
project's objectives - The action plan to Create a solution to
avoid the mixing of cables during
manufacturing
- minimize the rate of customer
complaints and establish standards
Project resource
Work team o Mariyam chafai : Intern in the Quality
department
o Asmae sabik: Intern in the Quality
department
o Mr. IDRISSI MELIANI ZouhairMr.
SAYIAR Bader
Support Resources o Planning
o engineering services
o Production service
o Customer quality service
o Financial service
1-3 SWOT analysis

Table 6:SWOT analysis

External

Strengths weaknesses

Managerial knowledge; Lack of experience;

Cooperation between the segment team and the other services Lack of information;
Adequacy between the training and the project Motivation Large amount of data to process.
Sense of problem analysis dynamism.

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Internal
Opportunities Threats
Presentation of the project deliverable in front of the Unreliability of some data
engineers;
Communication with engineers;
Learn to manage conflicts and facilitate meetings;
Work with a team of multidisciplinary engineers (Quality,
logistics, process, planning, production)
Bringing added value to the company

1-4 Clarifying the problem: The 5 Whys and how

What is the problem?

Customer complaints regarding the delivery of wrong part causing by the mixing between the
references during the manufacturing process continues to increase the number of external
complaints (Chart 1), as does the costs (Chart 2).

Picture 1:mixing problem

The graph below represents the number of external complaints:

Number of external complaints

5
4
number

3
2
1
0
1 2 3 4 5
terme
number of complaints

Figure 8:Number of complaints

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Chart 2 below represents the cost of external claims:

Cost of external claims

14000
12000
10000
Cost in €

8000
6000
4000
2000
0
1 2 3 4 5
terme

Cost of external claims

Figure 9:Cost of claims

Who is concerned by the problem?

This problem concerns the company HIRSCHMANN AUTOMOTIVE in all its departments,
especially: quality, planning, production, finance.

Where does the problem appear?

In case of external complaint, the problem appears when the customer receives the product, and
in some cases, we may detect the problem before the production process ends at the level of
(lovage process) for example

When the problem appears?

There is no a fixed frequency or a specific situation for the problem to appear.

How does the problem happen?

There are many situations and suggestions on how the problem happens but basically the mix-
ups occurs if the wrong wire or wrong Gallia labeled on the box is received from the other
segment in this case is segment 5 and the operator inserts the wrong wire in the connector so
the production process continues using the wrong wire.

Or, when the products are very similar so the operators mix them up between the assembly
process or in the process of storing them.

Our task is to overcome the source of the problem by analyzing external customer complaints
in order to detect their roots as well as by analyzing all types of defects that appear in zone 2,
incomplete zone and zone of buffer, based on a database that includes both the type and the
number of defects.

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Why is this case a problem?

This issue has a negative impact on customer satisfaction, financial performance, quality
assurance, production effectiveness, and the company's ability to compete. It's critical to address
and resolve this issue to safeguard the company's reputation, customer base, and financial well-
being. (Each complaint from external customers costs around 3000 euro)

1-5 Analysis of the history of external complaints

➢ Analysis of external complaints and choice of the critical type of mixing

There are several factors that can be behind the increase in the rate of external complaints and
lead to defects throughout the production process.
In order to identify the factors responsible for these defects, we based ourselves on the
complaints from the years 2022 and 2023.
Mixing types :

• wrong labeling "content-containing”: The problem of mixing between the contents

and the container occurs when there is confusion between the reference of the products
inside a box and the reference indicated on the label outside the box.
• mixing between the reference “wrong part”: The problem is related to the confusion
between product references throughout the production process. This confusion is mainly
caused by the similarity in color or length or specifications of the products. This
similarity makes it difficult for employees to distinguish between different wires,
leading to delivery errors and customer complaints.
• wrong specification: The occurrence of mixing is a result of the assembly process
practiced with incorrect components, either due to the utilization of the wrong connector
sourced from the Kanban or the reception of the wrong wire from the buffer.
The table below represents the number of complaints by type of mixing:

Table 7:Number of complaints

mixing type Number of complaints

wrong lebiling "content-containing" 6

mixing between the references 7

wrong specification 2

The chart below represents the distribution of the percentage of customer complaints by type
of mixture:

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Figure 10:percentage of Customer complaints

After we process this mixture complaint history and the causes of each customer complaint for
each type of mixture, here are the processes that lead to the defect we found the table represents
the distribution of the number of customer complaints by process:

Table 8:number of complaints per process

Process number of complaints per process

Planning 5
Assembly 2
Storage in the incomplete area 4
Storage in the buffer 4

The graph below represents the distribution of the percentage of customer complaints by
process:

Figure 11:the percentage of customer complaints by process

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➢ Objectif to achieve

Setting an objective to achieve is essential, that's why the team we work with and we have set
an objective which is to eliminate all external complaints. They have reached during the last
five quarters (from January 2022 until May 2023) 15 complaints as shown in the graph below:

NUMBER OF EXTERNAL
COMPLAINTS
NUMBER OF COMPLAINTS

15

0
ACTUAL TO ACHIEVE

Figure 12:Number of external complaints to achieve

Conclusion

In this phase, we first carried out a general SIPOC to understand the production flow within
segment 2 of the HIRSCMANN company, then we defined the problem of our project using the
5 whys and how tool, followed by an analysis of customer complaints. This allowed us to
identify the project, the processes and the types of critical mix on which we must focus. And
finally, we set the goal that we have to achieve.

STEP2: measure and analyze

2-1 The flow of the production analysis

Product Selection:

In order to streamline the analysis and improvement process, it is necessary to choose a

specific product family to focus on, Due to the diversity and multitude of manufactured
references within the segment 2, we have limited our analyses and focus on the products that
are vulnerable to this defect. At the beginning we should know that this segment consists of
more than one line of production:

2A 2B 2E 2V 2D 2P 2Q 2R
2T 2S 2G 2W 2K 2F 2H 2L

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And to determine which line we should start working on first, we created the diagram below
based on the date of the external complaint regarding the mixing fault.

We applied the selection on the lines that contained a reclamation in the year 2022-2023
Table 9:number of external complaints in each line

Nr Line Complaints cumm. cumm%

1 2V 6 6 40%

2 2G 3 9 60%
3 2H 2 11 73%
4 2E 2 13 87%
5 2D 1 14 93%
6 2L 1 15 100%

Figure 13:external complaints of each line

According to the date shown in the chart above, the line 2V-Z is the one in which the defect
appears frequently, so we must examine the references produced by this line more frequently
in order to analyze and search for the reason for the high number of customer complaints
compared to other lines.

Here is a list of the references that are produced in the line 2V-Z:

• 908-045-XXX ;
• 908-165-XXX ;
• 908-119-XXX ;
• 908-119-021: this reference does not have a sub-reference so mixing have almost no
possibility to happened and according to the production plan this product is not
frequently produced.

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Since the number of references is enormous, we need to focus on products that have a significant
quantity of external complaints. To do this, the Pareto chart can be used to select the relevant
references based on the quantity of complaints.
Table 10:number of external complaints of each reference

Nr reference Complaints Cumm. Cumm. %

1 908-045-XXX 4 4 67%

2 908-165-XXX 1 5 83%
3 908-119-XXX 1 6 100%

external complaints of each reference

6 150%

4 100%

2 50%

0 0%
908-045-XXX 908-165-XXX 908-119-XXX
complaints cumm.%

Figure 14:external complaints of each reference

The Pareto diagram shows the 80% of references that are critical, meaning they are most
vulnerable to the problem of mixing product for several reasons that we will address in the
analysis stage. These references need to be further mapped out. However, it is sufficient to map
out only the longest line among these references, which is the reference product 908-045-XXX.

2-2 Specifics concerning the reference utilized in FMEA analysis Picture 2:reference 908-045-XXX

This product is a cable with two pins and two wires inserted into a
connector. This type of cable is commonly used inside cars for various
electrical connections and signaling purposes. It plays a crucial role in
transmitting electrical signals between different components and
systems within the vehicle. The connector allows for a secure and
reliable connection between the cable and the corresponding device or
component.

Figure 15:drawing of 908-045-xxx

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There are two versions of the connector available based on the client's requirements. The main
distinction between these two versions lies in the configuration of the pins as shown in the
drawing below:

Depending on the client demand there are two delivery situations available: one involves the
use of a rubber strap, while the other utilizes crepe tape for securing the package

Figure 16:version of the connector

Figure 17:delivery situation Picture 3:crepe tape

2-3 Determining the criticality of mixing defects

Now, in order to estimate the risk of product mixing during the manufacturing process, either
on the company or on the consumer, and to decide how critical this fault is, we must implement
the FMEA tool.

Application of FMEA

To conduct an effective Failure Mode and Effects Analysis (FMEA), it is necessary to

understand the functioning of the product and the process, which is why we created a clear flow
chart describing the process of the production of the product we chose to analyze; the goal is to
have a close idea about where the risk can occur precisely. You will find below the diagram
represents the flow chart of the product 908-045-xxx

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 Reception of raw
Clint demand Planning
Beginning material “fil seg5 et
connector

04 01 02
03
warehouse

05 Unlock the Product 21

1
Stocking the wires on the
chariot
inspection of the product
20
06 end (sorting)
Insertion
f

07 Request products from the

Delivery
22 warehouse according to 19
Lovage
customer request

08

overmolding

09 blocked in SAP 18

Montage seal
Yes

10

Electrical test Critical

product
No

11
Product
No
conform
scrap

Warehouse 17

13
Yes 12
Store in the incomplete
Final control Back flash
zone 16

No
14
31 Gallia
Is the box Packaging 15
complete? attachement
Yes
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The results of the FMEA will allow us to determine the most critical failure modes that need
to be addressed. The ranking of failures in descending order of criticality, derived from the
FMEA, is represented in Table below:
Table 11: PFMEA

Results:
Table 12:Ranking of Failures in Descending Order of Criticality

Nr. The process Criticality

01 Store in the incomplete area 320

02 Planning the order of the 245

production
03 reception of raw materials 210
04 Insertion 200
05 inspection 196
06 Gallia attachment 192
07 store the wires from the
buffer on the trolley 112

The Nr. Represent placement of the process in the flow chart of the product, according to Table,
we can observe that the most critical failure modes are then who happened in the process as
follow:

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o Store in the incomplete zone;

o Planning the order of the production;
o reception of raw materials.
2-4 General mixture problem analysis

➢ 5M analysis

After observing and analyzing the problem in the field in segment 2, many of the causes
were found, in order to identify the main causes, and based on these questions:

• What is the problem?

• Who is concerned by the problem?
• Where does the problem appear?
• When the problem appears?
• How does the problem happen?
• Why is this case a problem?

We identified for each of the 5 components of the Ishikawa diagram, the 5Ms: Methods,
Materials, Machine, Manpower, Environment, but in this case the machine does not impact the
issue we are facing.

Manpower:

• Lack of concentration;
• Inadequate training or experience of workers responsible for inserting and stocking the
trolling;
• Poor communication between workers responsible for inserting cables and
other process;
• Not using the signal that indicate the change of the references during the manufacturing
process;
• Poor quality control measures for inserted cables “cable master”;
• the standard of labeling the Gallia after the electrical test is not respected;
• Access and Utilization of Parts within the incomplete area by Unauthorized Operators;
• utilization of the wrong connector sourced from the Kanban or the reception of the
wrong wire from the buffer.

Material:

• Inconsistent coloring of cables, making it difficult to differentiate between them;

• Inadequate label of incoming raw materials;
• Inadequate Gallia of incoming raw materials.

Method:

• Inefficient planning process that results in confusion among workers;

• Not giving Importance to the order of the products during the manufacturing process;

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• Lack of automation in labeling and receiving processes;

• Lack of quality control measures for incoming raw materials;
• Lack of standard operating procedures for stocking the trolley;
• Non clear identification of boxes.

Environment:

• Crowded or cluttered work areas that make it difficult for workers to sort and identify
cables;
• Loud or distracting manufacturing environment that makes it difficult to
communicate effectively;
• Poor lighting in the manufacturing area, making it difficult to distinguish between cable
colors;
• The lack of organization in “zone of incomplete” can result in issues pertaining to
mixture.
a- Analyzing the Issue of Cable Mixing happening in the Incomplete Zone
The FMEA analysis has indicated that the storage process in the incomplete zone is associated
with a high level of criticality. Consequently, it is essential to conduct a separate and detailed
examination of this process to identify and mitigate potential causes.

The incomplete area:

The "incomplete area" refers to an area or section within the organization HIRSCHMANN
Automotive, where boxes of product or components are not properly organized or are
incomplete. It implies that the boxes or containers in this particular zone do not contain the full
set or required quantity of cables.

To understand more where is exactly this process located in the flow chart of the products the
diagram bellow shows the flow chart of all the products in segment 2:

Figure 18:the flow chart of the production in segment 2

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And here is the detailed flow chart of the process 8 according to the flow chart above:

Figure 19:flow chart of the incomplete area

mixture in this area here can happen in two principal ways as follows:

Access to parts by unauthorized operators: Lack of organization in the zone with incomplete boxes
can make it easier for unauthorized operators to access and utilize the parts. This can lead to
confusion and errors as these unauthorized individuals may not have the necessary
knowledge or expertise to correctly identify and use the cables of different specification.
however, operators may unknowingly or carelessly select the wrong cables, causing wrong
parts delivery to the customer
When boxes of cables are incomplete or disorganized, it becomes difficult to distinguish
between different cable specifications or references. Workers may inadvertently mix
deferent cables; this can result in cables being installed in the wrong box or with incorrect
specifications

Causes of Cable Mixing in zone of incomplete: To find the potential causes we used the 5M
but since we don’t have a machine in this process, we have only 4 factors as follow:

Figure 20:Ichikawa diagram

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b- Studying the issue of the products similarity

In order to examine the role of the planning department in relation to the defect that may
happens in the second process, a focused analysis was conducted on the sub-references
associated with reference 908-045-xxx This analysis aimed to assess the similarity of the
characteristics among the sub-references, and determine the extent to which any specifications
may vary based on client orders. The following specifications were identified as potentially
characteristics to change:

- end wire version;

- connector version;
- the length of the wires;
- the color of the wires;
- delivery situation (either a crepe tape or a rubber strap) .
So, to determine the most critical sub-references and the ones who are so similar in the
appearance, we categorized them into groups based on their level of similarity, allowing us to
identify the most closely related products. This enables us to implement preventive measures
specifically targeting those products.
Based on our analysis, it is apparent that the wire colors for all the sub-references are
identical. However, there is a 30 mm tolerance overlap among them, making it difficult to
visually distinguish any variations in length.

Here is a group of similar products, the similarity element in this group is the length:

DIFFERENCE :color Connector Wire end

REFERENCE delivery state
PIN 1 PIN2 version version
Products with similar length 908-045-011 YE/BN BN/BU
2500mm 908-045-010 YE/GN BN/BK
2
908-045-009 YE/BU BN/BK CREPE TAPE A
908-045-008 YE/BK BN/BU
908-045-007 GY/YE BN 1

It can be observed that the differences between the references 908-045-010 and 908-045-009
are minimal. Both references share the same color, except for one wire that has a different color.
Additionally, they have the same versions of the connector and wire end, and they are both
taped with the same type of tape.

DIFFERENCE :length Delivery Connector Wire end

REFERENCE
PIN1 "BR/BK" PIN2 "GY/YE" state version version
similar Products
908-045-036 2200 2200
908-045-034 2000 2000
CREPE TAPE 1 A

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Based on the information provided in the table, it is evident that the two sub-references have
nearly identical characteristics, except for the length of the wires. When visualizing the situation
of the taped cable, as depicted in the accompanying picture, it becomes challenging to determine
whether they are mixed or not without measuring the wire length.

Picture 5:the products stored in the trolly Picture 4:the products stored in boxes

Analysis results:

Based on our analysis of the sub-references' similarity, we have identified a list of products
that should not be produced consecutively. This list needs to be shared with the planning
department to revise the production order and minimize the number of external claims.

c- analyzing the issue of cable mixing in the buffer zone

what is the buffer zone?

This zone is located in close proximity to the assembly posts in segments 2. It serves as a storage
area for wires received in boxes from segment 5. The process in this zone involves operators
selecting the required reference for the production line and storing them on a trolley. These
wires are later inserted into the connectors received from the Kanban zone by the operator
responsible for this task, the diagram bellow makes the vision clear about the process:

Figure 21:explenation of the process

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The mixture's situations in the buffer zone

The Manuel Labelling:

In the process number 2 represented in the diagram above, During the

manual labeling process performed by the operator in segment 5, there
is a possibility of writing the wrong reference on the label, afterward,
due to the incorrect labeling, the wires are placed in the wrong box.
Consequently, when the operator in the buffer zone retrieves the wires,
there is a chance of selecting wires with incorrect lengths. These wires
are then stored on the trolling, leading to the continuation of the
assembly process with the usage of incorrect wires.

Picture 6:Manuel label

Wrong Gallia (content-containing):

In process number 2, which corresponds to the packaging

stage in segment 5 as depicted in the provided diagram, the
wires are prepared and organized into bundles. These
bundles are labeled using a GALLIA automatic label
printer. However, there is a potential for mixing to occur at
this stage.

This can happen when the operator mistakenly attaches the

wrong GALLIA label to the correct box or vice versa. as a
result, the content of the box does not match the label
attached to it. Furthermore, as previously explained, the
operator in the buffer zone may inadvertently select and
store the wrong wires on the trolling, exacerbating the issue Picture 7:Gallia
of mixing.

Incorrect Wire Storage on the Trolley:

Incorrect Wire Selection in the Buffer Zone, in rare instances, there is a small possibility of
encountering this defect. However, when it does occur, it can result in similar issues as
explained above in points a and b. The occurrence involves the operator in the buffer zone
unintentionally selecting the wrong wires from the boxes if they fail to pay sufficient attention
to the required reference.

The mixture potentiel causes :

the product references on the label are done manually by the operator;
Inadequate labeling procedures: Insufficient labeling practices or incorrect labeling
contribute to the confusion and misidentification of cables;
High workload and time pressure: Production environments characterized by high
workloads and time pressure can lead to rushed and careless handling of cables.

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Inadequate training or experience of workers responsible for inserting and stocking the
trolly;
Inadequate Gallia of incoming raw materials;
Lack of quality control measures for incoming raw materials.
Conclusion

As a resume to this phase where we measure the date that we have and analyzed the flow chart
of the product to see where and how the mixing between the cable can happen. And basically,
to know the root cause of it.

STEP3: Innovation and improvement

In this step, we will develop an action plan to address the root causes of the problems identified.

The objective of the innovation phase is to generate, select, and manage the implementation of
possible solutions. This phase, which is the penultimate step in the DMAIC methodology, is
dedicated to developing an action plan for each of the areas studied. Once the root causes have
been properly identified in the previous step, an action plan must be implemented to address
these root causes.

Without forgetting that sometimes a small improvement can also change the results.

3-1 Space flow optimization in the incomplete area

As we discussed in the previous phase, the mixing problem occurs in this zone due to the limited
space, which prevents us from adding another rack to collect all of the boxes in it.

Reexplanation of the problem:

o The actual status of the incomplete area shows that there are always around 70 boxes
from the big size that have no place inside the racks;
o Limited space in the incomplete area causing problems of mixing between the
references leads to customer complaints;
o Non organization of the boxes;
o No space to add new rack.
The objective:
Reorganization of the boxes inside the rack in order to eradicate the risk
of mixing parts and therefore avoid any customer complaints.

The new organization proposed:

We noticed that inside the boxes used to store the products in it are in a
big size comparing to how much we fil them. As we see in the picture 8
there is always an empty space in the middle of the box because the
number of products often does not exceed 500, which means that the Picture 8:unfilled box
box will not be fully filled.

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It is important to always use only one type of cable in each box to prevent mixing. The labels
on the boxes help identify the correct cable type and ensure they are kept separate.

And therefore, we said that we should replace the box from the big size that occupy 2400cm²,
with two boxes from the small size that occupy 1200cm², to use the space in a better way.

The picture10 bellow shows the difference between the boxes are already usen and the boxes
we should use:

Picture 10:comparison between the two sizes Picture 9 :Racks in the incomplete area

The current organization:

There are 4 racks in the incomplete area, they are used to store the boxes in it each rack has 3
doors in each door we can stock 24 boxes from the big size so wright now they are using 288
big boxes.

Each rack Each door

4 racks 3 doors 24 big boxes

Total : 288 big boxes

✓ The new organization:

We are going to keep one rack of the big boxes in case we needed them so if we multiply 24
big boxes in three doors, we going to need 72 big boxes.

In the second step we have now 3 racks left that we are going to replace all the big boxes with
the smaller one so if we multiply the number of the big boxes in three racks by two, we are
going to have 432 small boxes.

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After implementing this solution, we are going to fill all the racks in more organizable way and
we gained more space so now they will be no boxes out of the racks.

Picture 11:big box Picture 12:small boxes

3-2 Optimizing Production Planning for Similar Product:

In the preceding steps, we conducted a comprehensive analysis of reference similarity and

organized the products into groups based on their distinct characteristics. Now, it's important to
share these findings with the planning department. The next step involves the planner using this
information when considering customer orders and arranging the critical references in a specific
order. This helps to reduce the chances of confusion during the production process. The updated
production plan will be given to the shift leader to ensure the production.

As an example of how this is work so if the planner knows now that these two references are
so similar as shown below:

908-045-010 YE/GN BN/BK 2500mm

908-045-009 YE/BU BN/BK 2500mm

This document presents the production plan shared with the planning team for one day.
However, it is essential to note that the previous two references should not be included
consecutively in the production sequence.

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Table 13:production planification

1-Making a quality alert: in case the planning department did not manage to differentiate
between the similar references or if there was a change, we made a quality alert including
the most critical groups and this alert targets the:
• Shift leader / line leader/planner;
• The insertion operator;
• Line quality inspector.
You can see the document in annex2.

STEP 4: Control
At this step we are going to do a gain study, its objective is to study the feasibility, viability,
and profitability of an investment project, first we will start with the gains from the
management of space in the incomplete area then we will address the gains related to the
number and costs of customer complaints and the effectiveness of optimizing product quality

4-1 Estimation of the different gains

the company receives complaints from its customers. A claim received, means a sum of money
to be paid, for our case each complaint received, the company pays for operators to carry out a
sorting to secure the stock 4.16 €/h for each operator.

the company receives almost 15 complaints per year such 'content-container', so the company
loses:

➢ 441 hours « for each shift » * 4 ,16 € = 1834.56 €/ shift 5503.68 €/ 3 shift
➢ So, the cost to pay is: 5503.68 € * 15 = 82 555,2 €/year
➢ So, each year the company will benefit from a gain of 82 555,2 €/year.

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Due to the separation of the production of similar materials by the planning department, and
replacing the box from the big size that occupy 2400cm² with two boxes from the small size
that occupy 1200cm², which led to decrease the mixing defect to happen.

As we can see in the graph below, the number and costs of complaints in the line 2V-Z we
worked on has decreased significantly.

external complaints of each line

3,5 120%
3 100%
2,5
80%
2
60%
1,5
40%
1
0,5 20%
0 0%
2V 2G 2H 2E 2D 2L
comolaints cumm%

Figure 22:external complaints after the implementation

Cost of external claims

10000
8000
6000
Cost in €

4000
2000
0
1 2 3
terme

Cost of external claims

Figure 23:Cost of external claims after the implementation

Conclusion:

As a conclusion of this step, a notable reduction in the cost associated with the identified defect
was observed, serving as evidence that our improvement efforts have positively influenced the
overall quality. This outcome validates the effectiveness of our implemented actions and
highlights the value of continuous improvement initiatives in enhancing quality standards

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GENERAL CONCLUSION
At the end of this end-of-study project, we have proposed a number of improvements and
standards to reduce the rate of external and internal customer complaints in the segment 2
through a study of the impact of products similarity on the quality of final products delivered
to the customer.

To meet the corresponding specifications, we have applied several quality tools: FMEA,
Brainstorming, and 5Whys 1 HOW, SWOT analysis and using computer tools such as," Gant
Project," and "EXCEL."

These tools have been considered as the scientific foundation of our study, framed by the
DMAIC approach, and the aspects addressed are as follows:

Define: In this step, we first carried out a general SIPOC to understand the production flow
within segment 2 of the HIRSCHMANN company, then we defined the problem of our project
using the 5 whys and how tool, followed by an analysis of customer complaints. This allowed
us to identify the project, the processes and the types of critical mix on which we must focus.
And finally, we set the goal that we have to achieve

Measurements And analysis: In this step, which forms the foundation of the project, we
identified the root causes of the problem. Then, we conducted a FMEA to identify potential
risks related to the assembly process and mitigate them through corrective actions, and study
the similarity of the products.

Improvement: During this step, we proposed action plans and standards related to certain
studied process.
we aimed to optimize the space in a specific process to prevent product mixing, we shared
a list of critical products that need to be considered during production planning, and we also
created a quality alert to raise awareness among workers regarding this issue and emphasize the
importance of attentiveness.

In conclusion, our internship experience and end-of-study project have been immensely
valuable in enhancing my knowledge and practical skills in the field. I am grateful to
HIRSCHMANN Automotive for providing me with this opportunity. The project has allowed
us to delve deep into the subject matter, apply theoretical concepts to real-world scenarios, and
develop innovative solutions to address challenges.

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REFERENCE

Course:

Quality Management Course, Mrs. Sultana Inekach

6 Sigma course, Mr rachid kdidar

problem solving course, M zouhir idrissi meliani and M mehdi bnani

books :

Book : Mettre en oeuvre le Six Sigma by Caroline Fréchet

Book: The A3 Workbook nlock Your Problem-Solving Mind by Daniel D. Matthews

Articles:

Concise process improvement definition with case studies.

Framework for continuous improvement of production processes
Analysis of Quality Control Results in the Lift Truck Elements Production

Webography:

https://www.utc.fr/master-qualite/public/publications/qualite_et_management/MQ_M2/2017-
2018/MIM_stages/DUMONT_Fabien/ST02_MIM_DUMONT_Fabien_2018V18.pdf

https://www.mcinet.gov.ma/fr/content/automobile updated in 2021

http://www.ledmaroc.ma/pages/ouvrages/made_in_maroc_v3_profils.pdf

https://www.ifm.eng.cam.ac.uk/research/dmg/tools-and-techniques/fmea-failure-modes-and-
effects-analysis/ updated in 2016

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Annexes
Annex 1:

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Annex 2:

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