GAP:

* Something’s Gone Wrong - when things are going along just fine, what is and what should
be are aligned, and then Wham! - something changes and performance deteriorates,
usually in a hurry.
- Ang gap namo is SOMETHING’SGONE WRONG. Pag first and second quarter everything was
going just fine but pag 3rd and fourth quarter naalkansi sila ug kalit sa production cost and
there after a very long investigation, we found out the possible problem.

PROBLEM IDENTIFICATION/DEFINITION:
* Dig Deeper - something that is chronic , the issue is long term and requires in-depth
investigation to identify the root cause.

TOOL USED: BRAINSTORMING

Generate as many good ideas as possible related to the subject.

WHAT ARE THE “POSSIBLE PROBLEMS IN TSUNEISHI?”

These are the ideas that we have come up during the brainstorming process:
* Low Salary Status
* Lack of manpower
* Delayed supply of materials
* Rusty material supply
* Machine failure
* Delayed ship delivery
* Skymaster equipment troubles
* Welding machine failures
* Environmental factors (windy, or salty air)
* Out of welding electrodes
* Design errors
* Substandard materials used
* Engine failure
* Out of maintenance tools and equipment
* Bati ang quality sa vessel

These written ideas were presented to the warm contact, and he provided data regarding sa
kung unsa ray data na naa niya.
After nadawat ang data, giverify ang problem kung asa ang pinaka problematic and gi rank
namo base on kung asa ang pinakaproblematic and what caught our attention was the data
nga under sa quality and there the most distinct problem kay ang sa frequency sa failure of
steelworks inspection which was 2. This might be very gamay para sa atoa pero this number
kay dako na kaayo ug effect sa ilaha production cost.

UNDERSTANDING THE PROBLEM:6

*Flow Diagram

Ang steelworks sir is a very broad na section during the shipbuilding, we asked ourselves asa
mn na steps sa steelwork process ang naay failure during the inspection. And before namo g
analyze ni, gpa explain sa namo n inga process kang Engr. Naay nahitabo nga ginagmayng
discussions and exchange of ideas, and right after ana kay naa namiy na come-up nga
realization. So mao nani siya. Base sa diagram, ang process na naay inspection are fitting,
welding, and fairing. Based sa given data, si fitting walay failure, so crash out nani namo sha.
Next is, si welding grinding and fairing. Pirme ni sila magkuyog sir kay dli mn ta ka proceed
sa fairing if fail ta sa welding grinding noh. So gidudahan namo nga sa welding grinding ang
naay problema. So we asked for another data regarding sa welding grinding kung unsa to na
ships ang naay problem. Our warm contact gave us data sa duha ka ships why they were
subjected for reworking and we found out nga naay problematic number of blowholes. Kay
the acceptable number of blowholes kay less than 5 and if kaya zero gyud unta but then ga
ask mis gi-set nila nga parameters sa acceptable number of blowholes present- which is less
than 5. Above ani, considered na as problematic and need na I rework wherein ang process
sa reworking is very hasol.

After ani, so nangayo nasd mi ug data sir ug asa na parts na ship kung asa most occuring ang
blow holes ug ilang frequencies. (Ipakita ang table) At first, naa mi nacome- up pero gibuyag
mi nimo kay very general ra sha and we need to be specific. After almost an hour of
midnight talks with you sir, na guidan mi nimo ug analyze, understand, and discover nga ang
problem is the excessive number of blowholes in Tsuneishi Heavy Industries Incorporated.
So sayop jd tong una nga nahimo namo sir, pataka lang ug himo problema ba. Pero maygani
imo mi na guidan hehe.

PROBLEM STATEMENT:
The excessive number of blowholes in Tsuneishi Heavy Industries Incorporated
TOOLS/TECHNIQUES IN IDENTIFYING THE MOST PROBABLE CAUSE(S):

TOOL USED: CAUSE-AND-EFFECT CHART ( Fishbone Diagram)

In the making of the fishbone diagram, nag brainstorm nasad mi dre sir and these are the
ideas that we have come up with. Dayon nag ask mi sa amo contact sir if these causes ba kay
na experience nila, dayun katong mga wla kay gicrash out, dayon katong mga naexperience
pero gamay ra ang impact kay gicrash out sd. So mao nani ang mga ideas or probable causes
sa amo problem. (wala natugma na skillset sa workers)

NOTE: After pag ask ni Engr. ari na siya nisulti na they have contractual workers.

PROBABLE CAUSE:
1. Training differences between contractual and Tsuneishi workers.

TOOL USED FOR DATA COLLECTION: COMPARE AND CONTRAST TOOL

Kay ana mn ka sir nga ang differences nila ang importante dili ang ilang similarities and from
the data na amo na collect, ang na spot namo na difference is ang ilang training.

Our first question sa 5 whys kay why did the contractual workers caused the blowholes?
Mao ni amo first question sir kay based on the data nga during the first and 2nd quarter wala
silay rejection sa ships ang vessel and puros direct workers, pero during 3rd and 4th quarter
nisulod na ang contractual workers, adto na na alkansi and ni exist and rejection sa 2 ka
ships.

5 WHY’S
1. Why did the contractual workers cause the blowholes?
- Because the contractual workers are not trained in procedures preventing blowhole.
- Because they were not accustomed to the steelwork processes in Tsuneishi.
- Because they have different training than that of the Tsuneishi workers.
- Because their training is general compared to the direct Tsuneishi workers.
- Because they were still adjusting to the work environment.
- Because that was not what they were trained for.

2. Why are they not trained in preventing blowholes?

- Because it is not included in their training modules.
- Because quality control is not included in their training modules.
- Because during their previous job’s blowholes are not big of a deal.
- Because it is their first job after completing the welding training.
- Because they lack welding work experience.
- Because it is their first time working in the field.
- Because they are not accustomed to the type of machine used.

3. Why is quality control not included in their training module.

- Because that is the way how the HR made the module.

GENERATING SOLUTION:
TOOL USED: SIX THINKING HATS
White: cold, neutral, objective – DEE and GWEN
Red: represents anger – LYNDEE
Black: pessimistic and negative - BRIX
Yellow: Optimistic, sunny, positive - MERYLL
Green: represents grass, fertility, growth - CRISSAN
Blue: focuses on seeing things in higher perspectives – DHAN
O

SOLUTION: INCLUDE THE QUALITY CONTROL COURSE OF TSUNEISHI TRAINING MODULE IN

TRAINING THE CONTRACTUAL WELDERS
- During the time na wala pa sila nag need ug contractual workers, they are training the
workers at the same time para whenever they need additional workers, they already
know kung kinsay kuhaon.
POSSIBLE QUESTIONS: (unsa answers ni? Hahahah)

PROBLEM IDENTIFICATION
How did you Identify the Problem? (DETAILED PROCESS)
- We know sir that a problem is a state of difficulty that needs to be resolved. And that it
must be a “dig deeper problem” sir ug dili “just do it”. And the tool that we used to
identify our problem is brainstorming. What happened during the process sir was, we
generated as many good ideas as possible regarding the subject which is kung unsa ang
occurring problems sa Tsuneishi. And this is the list sa amo ideas sir (I flash sa screen).

As you can see, ubay2 jd sha nuh. Other than that, naa pajod miy laing ideas pero
nagkadugay naka realize mi nga nagka non-sense ang uban ideas maong amo g crash
out and mao lang ni ang gbutang namo sa presentation. After coming up with the list,
gihatag na namo sa amo contact sir, dayon nagprovide na siya ug data na available sa
iyaha nga pwede ma share. Using the data nga amo nadawat, gi highlight namo ang list
of the most problematic. During the process nay data adto that really caught our
attention, which is ang quality issue. Sa quality issue sir there is a specific category that
has the highest number of failed inspection results, and that is the steelworks category.
(I flash nasd ang data).
 As you can see, there is a total number of 2 failed inspection results. Again, as we’ve
always told during the regular consultations, you may be thinking nga “2 raman na
gamay kaayo” pero para sa ilaha, this does not only consume their resources but also
their time. So, karon, we have identified the problem na which are the failures during
inspection sa steelworks.

What’s the difference between (Dig deeper) and (Just do it)?

- When we say dig deeper sir, it needs a thorough and in-depth investigation and when
we say just do it, these are problems lng sir na mafix lng easily or by troubleshooting.
UNDERSTANDING THE PROBLEM
How did you understand the problem?
Since we already have an idea mn sir na the problem is occurring sa steelworks na process, nag
ask mi sa flow diagram for shipbuilding and focused our attention sa steelworks lng. Since
steelworks sir is a very broad na section during the shipbuilding, we asked ourselves, “Asa mn
dapit sa steelwork process ang naay failure during the inspection?” And before namo g
analyze ni, gpa explain sa namo ni nga process kang Engr. Naay nahitabo nga ginagmayng
discussions and exchange of ideas, and right after ana kay naa namiy na come-up nga
realization. So mao nani siya. Base sa
diagram, ang process na naay inspection
are fitting, welding, and fairing. And based
sa given data, si fitting walay failure, so
crash out nani namo sha. Next is, si
welding grinding and fairing. Pirme ni sila
magkuyog sir kay dli mn ta ka proceed sa fairing if fail ta sa welding grinding noh. So gidudahan
namo nga sa welding grinding ang naay problema. So we asked for another data regarding sa
welding grinding kung unsa to na ships ang naay problem.

(I flash sa screen)
Our contact gave us two ships lng sir and there we found out nga ang duha ka ships kay na fail
because of excessive number of blowholes. The acceptable lng na number of blow holes sir
less than 5 lng, and as much as possible kay 0 gyud unta. Less than 5 sir means lesser time lng
ang maconsume for reworking. But base sa gihatag sir, more than 5 ang detected number of
blowholes. So toara problema!!! So we analyzed and understood sir nga the problem is the
excessive number of blowholes in ship building of Tsuneishi Heavy Industries Incorporated.

Pero shempre, kani sha sir, na come-up ni namo after almost an hour of midnight talks with
you sir, na guidan mi nimo ug analyze, understand, and discover nga ang problem is the
excessive number of blowholes in Tsuneishi Heavy Industries Incorporated. So sayop jd tong
una nga nahimo namo sir, pataka lang ug himo problem aba. Pero maygani imo mi na guidan
hehe.

CONSTRUCTING THE FISHBONE DIAGRAM

How did you Construct the fishbone diagram? Or How did you identify the probable causes?
-Since we already know sir that the problem is the excessive number of blowholes, the
next step is to identify the most probable causes. And in identifying these causes, the
tool that we used was the Ishikawa or the fishbone diagram. (I flash and fishbone)

In the making of the fishbone diagram sir, nagbrainstorm mi dli lng kaayo kausa pero
kadaghan gyud. After several brainstorming sessions, this is the list sir sa amo mga ideas
nga na come up. Dayon gihatag napud namo ang amo fishbone diagram sa amo contact
sir and nag ask ug asa sa mga causes ang ilahang naexperience. Niadto mi sa ilaha ani sir
ug natubag niya amo mga pangutana. Dire pud namo nabal’an sir nga they also hire
contractual workers whenever they need additional manpower during the shipbuilding.
Kadtong mga causes nga wala na experience ug causes nga naexperience pero gamay ra
ug impact sa ilaha, matik na crash out sir. By doing that, nabinlan nlng mi ug usa which is
ang training difference sa Tsuneishi workers ug contractual workers.
 Aside ani, we used another tool to identify and fully verify the probable cause, which is
ang is-is not matrix. Either way, matrix man or fishbone, they both point out to the same
probable cause which is ang training difference- by training difference, it meant that the
contractual workers was not trained the same courses that the direct company workers
had. Specifically, the QUALITY CONTROL.

VERIFYING THE FISHBONE DIAGRAM

• How did you verify the possible causes in the fishbone?
- Mao nato sir, by using all the gathered datas that we have. And for the other causes, u
allowed us to give our contact the benefit of the doubt nalang since he’s been in the
company for more than 20 years and knows most of the happenings sa company and
processes. As for the causes nga lisud ug time consuming na sa pag gather ug data, WE
ASKED OUR WARM CONTACT na. But this is with assurance na ang ang other causes is
ma verify using the datas gathered.

• What if one of the possible causes is verified that is happening? Is it automatic to be a

most probable cause? Why?
- No sir, dili pata makaingon na most probable cause na dayon na siya kay the next
question is “dako ba siya ug impact sa problem or dili?” ug dili gani, aw, matik dili siya
most probable cause. So bali ang matawag ra nato na most probable cause sir kay kato
lang mga causes na naexperience nila ug dako ang contribution why the problem
existed.

MOST PROBABLE CAUSES

How did you identify the most probable causes?
- Nadetermine namo ang probable causes by analyzing and by having a lot of
brainstorming episodes with the data given by our warm contact and we generated it
using is-is not matrix and fishbone diagram. The tools mentioned was also used to
determine the most likely root the cause.

why it’s a probable cause:

- The training difference sa contractual welders and tsuneishi workers ang probable cause
sir because na experience man nila first hand ang panghitabo ug dako sd ug contribution
why the problem existed.
 IDENTIFYING THE ROOT CAUSES
- Base sa among probable
cause sir, ang amo naobserve is nag-
ugat gyud sila sa mga tawo. So the
next step na amo gibuhat to identify
the root cause was nagcollect mi ug
data sir. And diba sir niana mn ka nga what’s important is ang differences, not the
similarities, and base sa data na amo na collect, ang na spot namo na difference is ang
ilang training, specifically sa quality control dapit sir. The tool used sir in collecting our
data was compare and contrast, but in a tabular form lng. Other than that, we also used
the 5 WHY’S nga tool. In the making of our 5 Whys sir the first process is this. After
asking the first problem, nagbrainstorm nasd mi, gipanglista namo among mga tubag, gi-
present ra ang mga ideas, no questions asked, no comment, nothing at all. Generation
of ideas lng jud. Katong nagpaconsult mi nimo sir, nakit an nga daghan sayop sa mga
previous namo nga nahimo. Aside sa grammatical errors, sayop ang mga questios gi ask.
So mao to, right after we made sure to correct it all. Human gihatag na namo sa amo
contact, dayon siya na ang nag determine kung unsa jud ang saktong tubag sa 1st
question. After ani, nag-ask nadayon sa ikaduha, brainstorm nasd. Same process ra
japon sir, hantod sa naabot mi sa ika tulo namo na pangutana nga wanagyud mi lain
matubag kundi “Because it’s just the way it is, it’s already out of our scope so why make
libog-libog?” char HASHAHAHAH sakpan na dayon ang root cause. Compare and
contrast or 5Whys man, either way nag point out ra sila puros to the same root cause.
And the root cause is “The non-inclusion of quality control in the training module for
contractual workers”.

ELIMINATION OF ROOT CAUSE:

• How did you eliminate the root cause?
- Since we already know man sa root cause sa problem, the next thing that we did was to
generate na sa solution using the six thinking hats, brainstorming nasad, lalis-lalis
ginagmay, nya exchanging of ideas and questions nasad mi balik. By doing that sir, we’ve
come up with a solution: The inclusion of quality control course of Tsuneishi Training
Module in training the contractual welders. This means nga whenever they need
 additional manpower, they know na kung asa sila sa agency nga kuha-an ug tawo nga
qualified for the job ahead of time.

LAST QUESTION:
Of all the tools that Sir provided which tool is the hardest to apply?

- Actually sir doable rman gyud ang mga tools nga imo giprovide sir pero ang hardest to
apply kay ang fishbone diagram and is-is not matrix. ari ragyud mi galisod kay time
consuming kaayo ang pag reach out sa amo contact usahay sad sa amo group members
kay dghan pud giapas sa lain subjects ug ang pag analyze sa data sd. Daghan revisions
nahitabo during brainstorming that lasted for 2-3 hours sa sige namog tuyok-tuyok ug
ask og e include ba or dli, sa sigi namog pa consult nimo, sakto pa ba mi or di. Sa sigi
natog late night talks kung need bag data or dili, need paba e verify, need ba siya
hatagan og dako na attention, unsay distinction and all. Pero nothing is impossible man,
diba sir? Bahalag magkalisod, kay If wa mi galisod pasbot wa mi nakat-unan diba? And
so with all of this, we managed to pull this through and come up with a consensus na
mao gyud na ang finality sa among work. This project sir was not discussed overnight, it
took us 2 months of thinking, brainstorming, collecting of data, compromising our sleep,
meeting nearly every night just to discuss what are our next steps will be, nya kung mag
meet man gani mi, sige ramig lalis pero in a good way sir. That way, we had an
enourmous exchanging of ideas and we understood that solving a problem
systematically, especially in big companies such as Tsuneishi is no joke. It will really take
a toll sa among patience, discipline, and dapat naa kay eye for details na dapat dli nimo
ma miss out ang facts and data na gihatag sa warm contact and always aim for an
objective result wherein collectively sa group sir, mao ang observation and verification
upon proceeding sa next processes.