## 4 Results
### Company's Objective and Main Actions  
As mentioned, the objective set by the company for 2021 was to reduce retouched parts to 12%, but this was not verified. In October 2021, there was a 14.4% retouching, and in November, the value dropped slightly to 13.7%. In this way, the company's objective is to reduce retouching to 12% by 2022. Table 5 describes the causes/problems, and solutions found. Moreover, the responsibilities of the employed actions are also assessed. The causes/problems detected are addressed, and the solutions found to overcome them are explained in the next few points. * Lack of quality control  
To address the lack of quality control, it was necessary to conduct detailed and frequent quality inspections to detect defects early before firing. Such inspections are the most effective form of assessment. They are also crucial for planning which parts need to be fired in larger quantities to ensure orders are filled on time. Quality inspections were carried out at different stages of the production process: after glazing, in the kiln (wagons), and when leaving the kiln. The objective was to find the possible causes of the defects and act on them. The sooner they are detected, the easier it is to fix them. The records of the inspections were carried out in Google Forms related to each of the stages of the inspections. The results obtained throughout each week were treated and presented every Friday at the quality meetings. At the end of each month, a presentation was made with all the data for that month to verify performance and see where action could be taken to obtain better results, whenever possible. The meetings were also used to discuss the performance of different employees along the production line and assign responsibilities to those who caused the most frequent defects. * Incorrect disposition of cars at the park  
To respond to the incorrect arrangement of cars in the park, it was proposed to demarcate it with bright yellow lines that would allow for better organization. Such a measure would guide the different employees to the correct positioning of the cars in the park. As can be seen in Figure 4, the existing spaces are not enough to place more cars. The lack of space between cars leads to collisions between them and between parts. Such a collision leads to the creation of defects, in particular broken parts and parts with nicked glaze. * Non-compliance with the oven/defrost standards  
The company's failure to comply with the established oven in/out standards resulted in the creation of several defects. The workers understood the importance of complying with these standards, and images of the causes of the most alarming defects found were placed. Figure 5 shows an example of a dirty plate that led to the freight being glued to the plate, which was damaged. \begin{table}
\begin{tabular}{c c} \hline
**Problems/Causes** & **Solution** \\ \hline Lack of quality control & Retake Quality Control + Gemba Walk + Standards Control \\ \hline Incorrect disposition of cars in the park & Delimit the Park (Visual Management) \\ \hline Outdated technique sheets & Mapping the process (resulted in the digitization of the technical sheets) \\ \hline Lack of air pressure in the wagons cleaning machine & New equipment proposal \\ \hline Non-compliance with the forming standards & Visual Management \\ \hline \end{tabular}
\end{table} 
Table 5: Problems and solutions. In addition, the ovens on each shift were assessed for compliance with the standards. If they were not following them, they were assigned a NOK, which means that they were not complying, and the reason for which they took a NOK was indicated. NOK was associated with the red color and OK with the green color. The latter represented compliance with the standards. The implementation of such a mechanism allowed the suppliers to collaborate with the company to ensure compliance with the standards as much as possible.