Increasing human error rate: The case of H company

Abstract

This study addresses the increasing human error rate in the Hose wire group at H company's W department, which has led to significant production inefficiencies and increased costs. The W department, part of the Steel Cord Plant, is crucial for producing high-quality steel cords for various applications. However, the Hose wire production unit has exhibited a concerning rise in human error rates, resulting in elevated process waste and overall production costs. Problem Context: The human error rate in the Hose wire production unit has been consistently higher than in the Steel cord unit. In December 2023, the error rate spiked to 5.3%, a significant increase from previous months. This rise in human errors has been linked to unintended actions such as skipping procedures, wrong operations, and incorrect information recording. These errors have contributed to a substantial increase in process waste, with the waste rate rising from 0.8% in July 2023 to 5.3% in December 2023. Problem Identification: Interviews with key personnel, including the Production General Manager, Section Manager, and various workers, identified several potential causes for the high human error rate. These include ineffective training, temporally-driven carelessness, lack of detailed standards, and excessive workload during peak seasons. Each of these issues was validated through a detailed analysis, confirming their impact on the observed symptoms. Cause Validation: Three primary causes were identified and validated: Fluctuation in purchasing orders leading to unrealistic deadlines. Unfeasible station load, resulting in an overwhelming workload for operators. Inappropriate human resource allocation, exacerbating the pressure on existing staff. Alternative Solutions: Two main solutions were proposed to address the identified causes: Redesigning the human resource allocation process and hiring additional workers: This solution aims to distribute the workload more evenly and reduce pressure on individual operators. Implementing a job rotation program: This approach seeks to diversify the tasks performed by workers, reducing monotony and improving overall job satisfaction. After evaluating the pros and cons of each solution, the second alternative was selected as the most feasible and effective approach. An action plan was developed to implement the job rotation program, outlining the steps required to ensure successful execution. Conclusion: Addressing the high human error rate in the Hose wire production unit is critical for optimizing production processes, reducing waste, and maintaining profitability. By implementing the proposed job rotation program, H company aims to enhance worker performance, reduce human errors, and achieve better production control. This initiative aligns with the company's commitment to innovation, customer satisfaction, and social responsibility, contributing to its long-term success and sustainability.