Improving Productivity and Quality of a Transformer Production Line by Applying Lean Manufacturing Principles By Robert Johnson April, 2015

Director of Thesis: Dr. Kanchan Das Major Department: Department of Technology

Abstract: The objective of this research is to study a production line and apply Lean principles and tools to resolve quality problems and improve productivity. The production line selected for the study is the medium voltage line in ABB Group’s Medium Voltage Products facility located in Pinetops, North Carolina. The production line was unable to achieve the desired production rate due to several reasons, including flow, work methods, constraints, rework, scrap, inventory, and storage arrangement. One of the major improvements made during the project was to study the production flow data and balance the assembly process. After balancing the assembly line, single-piece flow was implemented to increase efficiency. Other major improvements made were to the Hydrophobic Cycloaliphatic Epoxy casting process and the winding process by reducing changeover times, and reducing worker idle times. Some of the Lean techniques that were used during the project were: value stream mapping, process flow diagrams, standardizing

work procedures, 5 S, and visual management. These techniques were used to reduce and eliminate all waste surrounding the process. A key aspect of the study was to document all phases of the project and challenges faced during the implementation. This was done so that other companies with similar operations will benefit from the data and knowledge gained throughout the life of the project. There is a supplement file that contains an enlarged version of the following diagrams: Current State Map, Current State Map with Kaizen Improvements, Future State Map, and Brainstorming Cloud.

Improving Productivity and Quality of a Transformer Production Line by Applying Lean Manufacturing Principles

A Thesis Presented to the Faculty of the Department of Technology Systems East Carolina University

In Partial Fulfillment of the Requirements for the Degree Masters of Science in Technology Systems

By Robert Johnson April, 2015

© Robert Johnson, 2015

Improving Productivity and Quality of a Transformer Production Line by Applying Lean Manufacturing Principles By Robert Johnson APPROVED BY: DIRECTOR OF THESIS: _______________________________________________________________________________________________ Dr. Kanchan Das, Ph.D.

COMMITTEE MEMBER: _____________________________________________________________________________ Dr. Merwan Mehta, Ph.D.

COMMITTEE MEMBER: _____________________________________________________________________________ Dr. Hamid Fonooni, Ph.D.

CHAIR OF THE DEPARTMENT OF DEPARTMENT OF TECHNOLOGY SYSTEMS: __________________________________________________ Dr. Tijjani Mohammed, Ph.D. DEAN OF THE GRADUATE SCHOOL: ________________________________________________________________________________ Paul J. Gemperline, Ph.D.

Acknowledgements I would like to like to express my deepest appreciation to my committee chair and mentor, Professor Kanchan Das, who is one of the most knowledgeable and sincere professors I have had the privilege of working with. He has always shown limitless enthusiasm and excitement with respect to education and research. Without his guidance and persistent help, this thesis would not have been possible. I would like to thank my committee member, Professor Merwan Mehta, who has always shown consideration and concern toward me in regards to my education. I enjoyed your laid back approach to teaching; it provided a comical and fun way to learn new information. In addition, I would like to thank Mr. Tom Rassau for giving me the opportunity to work alongside a very talented group of individuals and conduct my research at ABB Group’s Medium Voltage facility located in Pinetops, North Carolina.

Table of Contents PAGE Title Page……………………………………………………………………………………………..…………….….i Copyright Page …………………………………………………………………………………………..…………ii Signature Page……………………………………………………………………………………………..……....iii Acknowledgments ……………………………………………………………………………..……….………..iv Table of Contents………………………………………………………………………………..…….…..……….v List of Tables…………………………………………………………………………………………..…….………ix List of Figures………………………………………………………………………………………....……………..x List of Equations………………………………………………………………………………………….………xii CHAPTER CHAPTER 1: Introduction…………….………………………………………………………………………..1 1.1Introduction……………………………………………………………………………………………….1 1.2 Statement of the Problem…......................................................................................................2 1.3 Motivation for the Study…………………………………………………………………………….3 1.4 Research Objective……….…….……………………………………………………………………...4 1.5 Research Questions……………………………………………………………………………………5 CHAPTER 2: Review of the Literature……………………………………………………………..…….6 2.1 Defining Lean………………………..……….……………………………………………………...…..6 2.2 History of Lean Manufacturing……………………………………………………………….....6 2.2.1 Henry Ford’s Mass Production System………………………………………….7 2.2.2 Beginning of the Toyota Production System……………………………….…9 2.2.3 The Lean Movement in the United States………………………………….….12 2.3 Lean Principles Manufacturing……………….………………………………………………...12

2.3.1 Quality………………………………………………………………………………………..13 2.3.2 Simplification……………………………………………………………………………..14 2.3.3 Cleanliness and Organization……………………………………………………...15 2.3.4 Visibility…………………………………………………………………………………….16 2.3.5 Cycle Timing………………………………………………………………………………16 2.3.6 Flexibility…………………………………………………………………………………..17 2.3.7 Measurement…………………………………………………………………………….18 2.3.8 Variation Reduction…………………………………………………………………...18 2.4 Waste in a Lean Environment……………………………………………………………….….20 2.5 Continuous Improvement…………………………………………………………………….….22 2.5.1 Fundamentals of Continuous Improvement…………………………...…....23 2.6 Value Stream Mapping…………………………………………………………………………..…24 2.7 Five S, Workplace Organization…………………………………………………………..….…25 2.8 Single-Piece-Flow and Small Lot Sizes……………………………………………………....27 2.9 Setup-Time Reduction……………………………………………………………………………...28 2.10 Kanban Systems……………………………………………………………………………………..29 2.11 Poka-Yoke……………………………………………………………………………………….……..33 2.12 Lean Tools for Problem Solving and Improvements……………….………………..33 2.12.1 Check Sheet……………………………………………………………………………....34 2.12.2 Histogram………………………………………………………………………..….……35 2.12.3 Pareto Analysis…………………………………………………………………………35 2.12.4 Process Flow Diagram……………………………………………………………….35 2.12.5 Cause-and-Effect Analysis………………………………………………………….36 CHAPTER 3: Current Process Overview and Improvements Implementations……37 3.1 Current Process Overview for Medium Voltage…..….……………….…..…….………37

3.1.1 Annealing Process……………………………………………………..……………….38 3.1.2 Winding Process………………………………………………………………….…….39 3.1.3 Assembly Process………………………………………………………………………40 3.1.4 HCEP Casting Operation………………………………………………………….….42 3.1.5 Other Manufacturing Processes………………………………………………….44 3.2 Current Stream Mapping…….……….………..………………………………………………….44 3.2.1 Identify the Bottleneck……………………………………………………………..…………..46

3.3 Current Stream Mapping with Kaizen Improvements……………………………..…47 3.4 Single-Piece Flow……………………………………………………………………….……..……..50 3.5 Quality…….…………………………………………………………………………………...………….54 3.5.1 Urethane and HCEP Shared Operations………………………………….……55 3.5.2 HCEP Operations………………………………………………………………….…….59 3.6 Kanban Systems…………………………………………………………………………...….………65 3.7 Cell Layout…………………………………………………………………………………..………….66 3.8 Setup Time Reduction…………………………………………………………..………..…..…….68 3.9 Organizing Workplace by Implementing 5 S………………………………….…………..70 3.10 Other HCEP Production Line Improvements……………………..…………….………72 Chapter 4: Conclusion and Recommendations…………………………………………...……….76 4.1 Conclusion………………………………………………………………………………………………76 4.2 Recommendations…………………………………………………………………………....……..80 References…………………………………………………………………………………………………….…….82 Appendix A…………………………………………………………………………………………………….……85 Appendix B…………………………………………………………………………………………………….……86 Appendix C………………………………………………………………………………………………….……...87

Appendix D…………………………………………………………………………………………………...……88 Appendix E…………………………………………………………………………………………………...…….90 Appendix F……………………………………………………………………………………………………..…..91

List of Tables

Page 2.1 Urethane and HCEP Shared Operations Defect Rates……………………………………………55 4.1 Current State Compared to Future State…………………………………………………………..…..80

List of Figures

Page 2.1 Plan-Do-Check-Act Cycle………………………………………………………………………….………....24 3.1 Process Flow Diagram of the Annealing Process……………………………………….……….…39 3.2 Process Flow Diagram of the Winding Process………………………………………………….…40 3.3 Process Flow Diagram of the Urethane Assembly Process………………………….……..….41 3.4 Process Flow Diagram of the HCEP Assembly Process……………………………….…….…...42 3.5 Process Flow Diagram of the HCEP Casting Operation……………………………………….…43 3.6 Current State Map of the Medium Voltage Product Family’s Manufacturing System.45 3.7 Current State Map with Recommended Kaizen Improvements………………………..…….48 3.8 Brainstorming Cloud Illustrating Improvement Suggestions...........................................…..51 3.9 Single-Piece Flow Assembly Processes Breakdown and Average Cycle Times…….….52 3.10 Histogram Illustrates the Progress of HCEP Assembly Process…………………………....53 3.11 Pareto Chart Illustrates Defects in Shared Operations………………………………………...56 3.12 Pareto Chart Illustrates Defects in High Winding Operation…………………………….….57 3.13 Image of New Winder with Rotating Fixture and Standardized Setup Blocks…….....58 3.14 Pareto Chart Illustrates Defects in HCEP Casting Operations……………………..….….….59 3.15 Pareto Chart Illustrates Defects in HCEP High Winding Operation………………..……...60 3.16 Image of Poka-yoke Device Being Used in the Assembly Process……………………….…61 3.17 Pareto Chart Illustrates Defects in HCEP Casting Operation……………………………...….62 3.18 Cause and Effect Diagram……………………………………………………………………………….…..63 3.19 Original Layout Design of Base-plating/ Patch Areas………………………………………..….67

3.20 Redesigned Layout of Base-plating/ Patch Areas…………………………………..………….68 3.21 Image of Shadow Board……………………………………………………………………..………...…..71 3.22 Image of Mobile Parts Container………………………………………………………..……….…….71 3.23 Image of Visual Control Device…………………………………………………………………....……72 3.24 Image of Visual Management Boards…………………………………………………………....…..72 3.25 Process Flow Diagram of Improved HCEP Casting Operation……………………….…....74 4.1 Future State Map of the Medium Voltage Product Family’s Production System……..77

List of Equations

Page 2.1 Cycle Time Formula………………………………………………………………………………………….….17 2.2 Output Rate Formula…………………………………………………………………………………….……..17 2.3 Reorder Point Formula…………………………………………………………………………………..……30 2.4 Kanban Containers Formula..................................................................................................................31 2.5 Kanban Containers with Safety Formula………………………………………………………………32 2.6 Production Kanban Formula…………………………………………………………………………..……32

Chapter 1 Introduction 1.1 Introduction A revolution is taking place in all segments of the power industry. All across the globe, countries and corporations are feeling pressure from world leaders to produce and manage power with greater efficiency. This has led to an increase in demand for products related to the power industry. According to IBISWorld Industry Report on Electrical Equipment Manufacturing in the US, since 2009, there has been an annual growth of 0.8 percent in electrical equipment manufacturing, and it is forecasted to grow by 2.8 percent annually from 2014 to 2019 (Kahn, 2014). The industry must position itself correctly to be able to take full advantage of this growth in demand. In today’s world it has become increasingly important for companies to be able to compete on a global competitive market. Companies are no longer just competing for business within their own local markets, but with companies that reach far across the globe. Sarah Kahn (2014) states that in the electrical equipment industry, “Globalization has increased in this industry due largely to the following: increased international trade; foreign takeovers of companies and joint ventures; growing global demand for industry products, particularly in the Asia-Pacific region; the offshoring of manufacturing operations to low-wage cost countries by industry firms; and the outsourcing of production to third parties in low-wage cost countries.” Customers are constantly looking for manufacturers that can produce high quality products at an affordable price, faster, and meet all of their requirements. For companies to be able to compete on this level they must strive to

produce their products more effectively and more efficiently than ever before. Lean methodology has been becoming increasingly popular, because it offers organizations a proven sensible path to long-term success (Sayer & Williams, 2007). In 2014, the total revenue for the US electrical manufacturing industry is expected to reach 41.2 billion dollars and transformers accounted for generating 15.2 percent of the value of industry revenue (Kahn, 2014). IBISWorld estimates that the relatively strong growth in this segment in the past five years was due in part to growth in demand arising from transmission network modernization (Kahn, 2014). ABB Ltd. accounts for 7 percent of the market share in the industry (Kahn, 2014). The transformer segment is expected to grow faster than other segments and will account for a larger share of the industry revenue in the future because transformers are heavy in weight and that makes them expensive to transport from offshore and outsourced transformer manufacturing facilities abroad, and will account for a larger share of the industry revenue (Kahn, 2014).

1.2 Statement of the Problem ABB Group’s Medium Voltage Products facility located in Pinetops, North Carolina manufactures instrument transformers. The facility cannot meet the demand for its medium voltage product family. The medium voltage product family is divided into two groups, Urethane and Hydrophobic Cycloaliphatic Epoxy (HCEP). The current demand for the products in the medium voltage product family is approximately 1000 units per week, 600 Urethane units and 400 HCEP units. In 2013, the average number of units produced in

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the medium voltage product family was 721 units per week, 522 Urethane units and 199 HCEP units. The Medium Voltage product facility is a make-to-order facility. This means the facility only starts to manufacture the desired product once the customer has placed the order. According to the ABB’s Instrument Transformer Reference guide book, the medium voltage production line produces 67 different varieties of products. Each one of the 67 different types of instrument transformers can be made to whatever ratio the customer desires as long as it does not interfere with functionality and design of the product. Due to long setup and changeover times, products are often produced in batches. Producing products in batches should be avoided whenever possible because it increases inventory carrying cost, increases work-in-progress inventory, and increases quality problems. Producing in batches is also undesirable because the facility only has a certain number of molds for the casting process and it leaves factory workers and casting machinery sitting idle while waiting for the molds to cycle through the casting operations. Throughout the medium voltage production floor there are other wastes such as: wasted motion, producing defects, overproduction, waiting, material handling, and idle machine time.

1.3 Motivation for the Research The motivation of this research is to apply Lean methods and tools to address problems associated with processes used in a manufacturing setting. The research allows the use of multiple methods and tools to make improvements in processes that will have the greatest impact on increasing efficiency and the quality of the products being produced. 3

The research allowed for several processes to be studied and to get a greater understanding of how these processes interact with and impact each other. Another motivation for the research is that it can help the company’s management in the future to solve similar operational problems in other areas.

1.4 Research Objective The objective of the research was to study the production and quality related problems of a production line and the application of Lean techniques and tools to resolve the problems and improve productivity. The objective of the research was to study Lean thinking and apply the solution that management thought would work best in its production facility. The research will demonstrate applicability and benefits of the applied tools and approaches used to obtain the desired outcome of increasing productivity and decreasing quality defects. The research will work as an example to other similar facilities to benefit from the lessons learned and the methods used in this study.

The main objectives for this study have been to: 1. Identify areas in the Medium Voltage Production that can reduce or eliminate waste by implementing Lean Manufacturing principles. 2. Use Lean Manufacturing principles and tools to establish solutions to problems on the manufacturing floor associated with capacity and wastes.

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3. Document the effects of the implementation of Lean Manufacturing principles and methodologies in processes involved with the manufacturing of the Medium Voltage Product family.

1.5 Research Questions The stated objectives are answered by addressing the following research questions: 1. How can the Medium Voltage production line benefit from implementing Lean into their operations? 2. Where are the major bottlenecks in the Medium Voltage production line, and how can implementing Lean techniques and methodologies help to reduce or eliminate these bottlenecks?

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Chapter 2 Review of Literature

2.1 Defining Lean Lean is a philosophy that can be applied throughout the entire business process. Lean is a strategy that affects every aspect of the organization. Although, Lean practices started in manufacturing, the methodology can be applied in every aspect in an organization (Sayer, & Williams, 2007). Lean based methodology focuses on eliminating non value-added activities and streamlining operations by coordinating all of the activities (Stevenson, 2009). Non-value added activities are all activities that do not directly increase the value of a product or service (Cost & Daly, 2003). The primary objective of Lean manufacturing is to improve manufacturing operations, increase productivity, reduce lead time to deliver product to customers, and improve quality of the products (Sanchez & Perez, 2001). A Lean operation is a flexible system that uses considerably less resources, inventory, people, and floor space than a traditional operation. These improvements are accomplished by eliminating non-value added activities, shortening manufacturing lead times, improving product flow, and establishing a process of continuous improvement (Labow, 1999).

2.2 The History of Lean Manufacturing The gathering of practices and principles currently known as Lean happened in the late 1980’s, but the origins of lean are much older than that (Sayer & Williams, 2007).

Natalie Sayer and Bruce Williams (2007), authors of “Lean for Dummies” stated that, “Historians cite King Henry III of France in 1574 watching the Venice Arsenal build complete galley ships in less than an hour using continuous-flow processes (p.19).” In the 18th century, there were many ideas and activities that contributed to the development of what is known as Lean today. Benjamin Franklin established principles regarding waste and excess inventory in manufacturing operations (Sayer & Williams, 2007). In 1776, Adam Smith wrote “The Wealth of Nations” and in it he explained the principles of dividing the tasks among more than one craftsman that could dramatically increase production in large-volume production operations (Nicholas, 2011). In the middle of the 18th century, a French gunsmith, Honore’ Le Blanc developed a system for using interchangeable parts to manufacture muskets (Evens & Lindsay, 2005). In the 19th century, Frank and Lillian Gilbreth paved the way to the modern-day acceptance of motion efficiency as it related to assembly processes (Sayer & Williams, 2007). In the 20th century, the father of scientific management, Fredrick Taylor introduced the idea of improving manufacturing operations by studying the operation and then simplifying it (Nicholas, 2011). He introduced the notion of standardized work and best-practices.

2.2.1 Henry Ford’s Mass Production System A major contributor to lean methodologies and practices was Henry Ford. In 1903, Henry Ford started the Ford Motor Company and began producing the Model A. At the time each car was produced on a fixed assembly stand. A single craftsman would assemble the majority of the car. The worker would retrieve all of his own parts. Often these parts would not fit perfectly as intended. The craftsman would then have to pound, file, and 7

manipulate the part until it fit the assembly (Nicholas, 2011). In the next 5 years, Ford made two major achievements that laid the groundwork for mass production. The first achievement was the use of interchangeable part, and the second achievement was that he designed a car that was made for manufacturing (Womack, Jones, & Roos, 1990). The next major improvement that Ford implemented into his production process was that the parts were then brought to the assemblers. This allowed the assemblers to stay at their work station and work uninterrupted, all day (Nicholas, 2011). In 1908, once Ford had achieved part interchangeability, he applied another adjustment that would have the assemblers perform a single task (Womack, Jones, & Roos, 1990). Instead of having one assembler perform a majority of the tasks he had numerous assemblers perform a single task and had them move from automobile to automobile around the production facility. Womack, Jones, and Roos (1990) stated that, “By August 1913, just before the moving assembly line was introduced, the task cycle time for the average Ford assembler had been reduced from 514 to 2.3 minutes.” He later improved on this idea in 1913 when he introduced the moving assemble line. The moving assembly line which brought the car past the stationary worker reduced the cycle time from 2.3 to 1.19 minutes (Womack, Jones, & Roos 1990). The moving automobiles eliminated time wasted by the assemblers moving from workstation to workstation. By 1931, Ford had established a completely vertically integrated company. The Ford Motor Company not only made all of its own parts to produce the automobile, but it also controlled the procurement and processing of the materials needed for production. Ford did this to lower costs, tighten schedules, and so that he could produce parts with less variation than his suppliers could produce (Nicholas, 2011). 8

According to Nicholas (2011), by 1926 Henry Ford was the world’s leading automobile manufacture; he produced half of all the automobiles. To keep the prices of parts down, machines were needed that could produce parts in high volume with little downtime for changeovers. Ford was able to reduce his setup time by dedicating machines to perform only one task at a time. He had his engineers develop fixtures and jigs for holding the work piece in the machines. The worker could place the material in the machine and push a button; this allowed the machine to be loaded and unloaded with five minutes of training (Womack, Jones, & Roos, 1990). Ford avoided producing new products because it was costly and difficult to modify products using dedicated machines. From 1908 until 1927 Ford only produce one automobile, the Model T (Nicholas, 2011). Since Ford only produced one product, he was able to place his machines in sequence from one manufacturing step to the next. The main downside to this system was that it was extremely inflexible. In 1923 during the peak of the Model T production, The Ford Motor Company produced 2.1 million automobiles (Womack, Jones, & Roos, 1990).

2.2.2 Toyota Production System The Toyoda family got its start in the textile business in the 1800’s. Sakichi Toyoda a leader in driving Japan’s industrial revolution was an engineer who made dramatic improvements to the textile loom. According to Sayer and Williams (2007), The Toyoda Automatic Loom Works was founded in 1926. Sakichi invented a mechanism that would stop the loom automatically as soon as a thread broke. Since the looms stopped when the thread broke no defects were made. This is where the term Jidoka comes from. Liker and Ogden (2011) stated that, “This and other innovations were so ground breaking that the 9

Platt Brothers of England, the world’s most loom maker, eventually bought the right to one of Toyoda’s most popular looms.” The money made from this sale was used to start-up the Toyota Motor Corporation. In 1929, Kiichiro the son of Sakichi started traveling to Britain and America to study the automobile manufacturing industry. Liker and Ogden (2011) stated that, “It was Kiichioro Toyoda who, in a key document in the late 1930’s laying out Toyota’s operating philosophy, first penned the words “just-in-time,” describing a continuous flow of materials from raw materials to the customer.” In 1933, Kiichiro had set up the automobile division at Toyoda Loom Works and it started producing cars in 1935. At the time the company specialized in making military trucks using craft methods. At the end of 1949, Toyota nearly went bankrupt and was forced to lay off one-quarter of its workforce. In 1950, Ejji Toyoda an engineer and the nephew of Sakichi, visited the Ford Motor Company’s Rouge manufacturing facility in Dearborn Michigan (Sayer, & Williams 2007). At the time the facility was said to be the largest and most efficient automobile factory in the world. At the time, the Rouge facility was producing nearly 7,000 automobiles a day compared to the 2,685 that the Toyota Motor Company had produced in the entire 13 years up to 1950 (Womack, Jones, & Rees, 1990). While studying Ford’s manufacturing plant Ejji soon realized that the traditional mass production method used in America would not work in Japan for a number of reasons. American manufacturing facilities only produced one type of automobile at a plant. There were only a few automobile factories in Japan. At the time, Japan did not have all the resources to dedicate to a facility that could only produce one type of automobile. Plus, Toyota was not financially able to invest deeply in modern

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technology and equipment. Ejji wanted his facility to be able to produce a variety of different vehicles to meet the demand of the Japanese auto market. Another reason the traditional mass production system would not work was because of the strong labor unions in Japan. In 1946, the Japanese government strengthened the rights of the unions. This greatly limited the ability of the company owners to lay-off employees. In turn, this meant that the company could not hire and fire workers like the American organizations could. When Toyota laid-off a quarter of its workforce, the remaining workforce was given two guarantees. The first guarantee was that the remaining members had lifetime employment, and the other was for pay, that wages will be steeply graded by seniority (Womack, Jones, & Rees, 1990). In return, the employees agreed to be flexible in their work assignments and actively initiate improvements for the wellbeing of the organization. After returning to Japan, Ejji consulted with his chief production engineer Taiichi Ohno for the development of an improved system. The system they planned and developed became less wasteful, had greater flexibility, and could be more efficient than the traditional system of mass production (Nicholas, 2011). The system would have to promote a culture to remove waste from within the organization. The system that they developed at Toyota is called the Toyota Production System. The Toyota Production System is the model for Lean production and just-in-time manufacturing (Sayer & Williams, 2007). From World War II until the 1970’s, these new techniques allowed Toyota and other Japanese manufactures to make great strides in their manufacturing productivity (Keyes, 2013). Japan had increases in productivity at a rate 400 percent higher than the United States over the postwar years (Ouchi, 1981). 11

2.2.3 The Lean Movement The Lean movement started in the United States mainly after the book “The Machine That Changed the World” was published in 1990. The book was written by James Womack, Daniel Jones, and Daniel Roos. It was written after a five year independent study. The study was spent exploring the differences between mass production and Lean production in the automobile industry (Womack, Jones, & Roos, 1990). The book goes into detail about the techniques that Toyota used to eliminate waste and improve efficacies in the organization that made it into the world class leader, that it is known today. By the time the Lean movement hit the United States, the Japanese had already been using these methods and tools for over forty years. Another major contributor to the Lean movement in the United States was the translation of the book “JIT Implementation Manual: The Complete Guide to Just-in-Time Manufacturing”, written by Hiroyuki Hirano and published in 1989. The book was later translated into English in 1990. The book explains in detail a structured approach to the implementation of many of the concepts in Lean manufacturing. The book discusses identification of waste, Five S, standard work, Kanban, visual management, cellular manufacturing, Poka-yoke, production leveling, Jidoka, and quick changeover.

2.3 Lean Principles Lean principles address matters about what an organization should do in terms of product and process improvements. These principles include ideas and assumptions that drive operational decisions and actions about products and processes (Nicholas, 2011). 12

The Lean principles that will be discussed in this study are: quality, organization of workplace and cleanliness, visibility, simplification, reduction of variation, and cycle-time.

2.3.1 Quality Quality is meeting or exceeding customer expectations. The customer is the one who makes the decision if a product is considered to be a quality product or not. It is the responsibility of an organization to be able to meet all of the customers’ requirements in the most efficient way possible. If the company cannot meet all of the customer’s requirements, the customer will most likely find another supplier who can meet the requirements, or they will not continue to purchase products in the future. According to James Evans and William Lindsey (2005), the authors of “An Introduction to Six Sigma and Process Improvement,” Dr. Edwards Deming advised Japanese industrialists in the 1950’s that continuous improvement of both products and production processes through better understanding of customer requirements was the key to capturing world markets. Once the organization has determined that the product design does fully satisfy customer requirements, it then becomes the responsibility of the manufacturing department to be able to produce the product so that it meets the specifications of the product design. The term quality of conformance is used to describe that the manufactured product consistently upholds the specifications in product design (Nicholas 2011). Defect detection uses inspection, testing, and analysis to determine the existence of defects. This information is then used to draw conclusions on the quality of the overall process. Sayer and Williams (2007) stated that, “Inspection is deemed necessary when the risk of the product or service advancing beyond the stage of the value stream will put the 13

customer at risk or have a great financial impact; it could be a point of no return for repairs.” Defect inspection helps ensure that the faulty products do not reach the hands of the customer. The problem with defect detection is that it does not improve the quality of the product nor does it help reduce the amount of waste associated with rework and scrap. In a Lean environment, the idea is to create a quality product at each step of the value stream. It requires every production worker to inspect the product supplied by the vendor or the immediately preceding production worker. If a defect is detected, the production line worker would pass the product back upstream for correction (Rees, 1988). If a product is complicated or too big to be returned to the previous worker, the worker that possesses the product would push his or her Andon button or chord. This button causes the production line to stop and visual lights to shine to draw attention to the workstation or the machinery. Workers in the vicinity would immediately stop and assist to fix the part or production machinery. Since every assembly worker is a quality inspector, the need for inspectors is eliminated. A. J. Electronics an electronics manufacturing company was able to reassign 22 full-time inspectors, whose responsibilities were taken over by the 158 line workers (Rees, 1998). Techniques like this not only free up workers for additional tasks, but they stop defective products from piling up downstream at an inspection station. This method draws immediate attention to the areas where defects occur.

2.3.2 Simplification Lean manufacturing practices encourages organizations to make small continuous improvements. It is easier and more cost effective to create and implement simple 14

solutions rather than complex and intricate solutions. John Nicholas (2011) stated that, “Simplification means accomplishing the same ends but in less complex, more basic way or with fewer inputs.” In a manufacturing environment any action to simplify a process or operation usually results in the elimination of waste. Unless it is absolutely necessary, it is better to go with the simpler solution. According to Sayer and Williams (2009), “Increased complexity increases the risk of failure and lowers reliability.” In implementing Lean techniques a good acronym to follow is “KIS,” it stands for “Keep it simple.” In some cases operators or assemblers will need to learn procedures that take a long time to master or involve special skills. These difficulties can be minimized by simplifying work procedures so that anyone can easily understand how to perform them (Hirano, 2009, Vol.3). Simplification and standardization aid in making multiple skills for multi-process operations easier to learn.

2.3.3 Cleanliness and Organization Many manufacturing facilities are disorganized, cluttered, and dirty. Disorganized and dirty facilities makes work more difficult, often results in poor quality work, and can create an unsafe work environment. John Nicolas (2011) stated that, “Time is wasted looking for misplaced or lost materials; equipment problems are camouflaged by grime and clutter; movement from one place to another is difficult; obsolete and discontinued materials are mixed up with current, needed materials; tools are bent or broken; and gauges and equipment are damaged and out of calibration.” An unorganized and cluttered facility suggests a lack of discipline and many other kinds of waste throughout the organization (Nicholas, 2009). Some of the reasons to maintain a clean and organized 15

facility include: higher productivity; turn out fewer defective products, more on-time deliveries; and safer places to work (Hirano, 1999, Vol. 3 & Hirano, 1996). For the reasons listed above, for organizations implementing Lean production methods it makes sense for them to start by organizing and cleaning their facilities.

2.3.4 Visibility In a traditional manufacturing setting, information is normally given to a privileged few individuals. The majority of frontline workers are given little information. The employees are only given information that has been approved by management. Much needed important and useful information never gets to the frontline worker where it is needed the most. John Nicholas (2009) states that, “The essence of visibility is to redirect information so it is visible to workers on the frontline, and immediately so, whenever they need it.” Visual controls are a means of turning specialist-knowledge known only to management into plain and transparent information for everyone (Hirano, 2009, Vol.3). There are many visual control methods, each suited to tackle a different type of problem. Some visual control methods bring latent problems to the surface while others help to identify waste (Hirano, 2009, Vol.3).

2.3.5 Cycle Time The cycle time is the time standard set by joining work components together into jobs (Meyers & Stephans, 2005). It is the total amount of elapsed time from the time a process or task is started until it is complete. The cycle time establishes the output rate of the production line. In manufacturing, the concept of cycle timing suggests a regularity of 16

timing or rhythm. It is beneficial because it reduces production uncertainty and permits workers and managers to better anticipate and prepare for the future (Nicholas, 2011). Manufacturing regularity guarantees that products are produced at a steady rate. This benefits practically every activity in manufacturing. The production rate should be determined by the desired output rate. If the desired output rate does not fall between the maximum and minimum bounds, the desired output rate needs to be revised (Stevenson, 2009). The formula to calculate cycle time is shown below in Equation 2.1, and the formula to calculate output rate is shown in Equation 2.2.

Cycle time =

Operating time per day Desired output rate

Equation 2.1 Cycle Time Formula.

Output rate =

Operating time per day Cycle time

Equation 2.2 Output Rate Formula.

2.3.6 Flexibility Manufacturing flexibility refers to the ability of a process to adjust to changes in products or demand. The changes might relate to alterations in design features of a product, or to the volume demanded by the customer, or the mix of products offered by an organization (Stevenson, 2009). An organization that is highly flexible will have a competitive advantage over an organization that is not flexibly in a changeable

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environment. An organization that is highly flexible will have the ability to economically switch back and forth among products, produce any of them in almost any quantity, and do so quickly in response to unplanned changes in demand (Nicholas, 2009).

2.3.7 Measurement Measurement is absolutely necessary in applying Lean techniques to an organization. Measurement is used to figure out the current process capabilities, past process capabilities, and to determine the desired process outcome. Any area for which an improvement is desired, must first be measured to establish an initial baseline. The baseline will then be used to gauge the progress of the improvement and to determine if further action is needed. After the project is completed, measurement is still needed to ensure that the progress is maintained and to inspire future projects (Nicholas, 2011).

2.3.8 Variation Reduction Variation refers to the amount from which something is different from some nominal value (Nicholas, 2009). In a manufacturing process, variation can cause waste and poor quality. A production process contains many sources of variation. Physical and emotional stress affects operators’ consistency, and operators do not place parts in the fixtures consistently. Materials being used vary in strength, thickness, or moisture content (Evens & Lindsay, 2008). Machine cutting tools vary in strength and composition. In the manufacturing process, tools experience wear, electrical fluctuations cause variations in power, and vibrations may cause inconsistency in machine performance (Evens & Lindsay, 2008). To add to the factors listed above, human inspection and measurement gauges may 18

not be uniform. Even when using the same measuring instrument on several items which are all the same, there is lack precision in the measuring instrument; extremely precise instruments always reveal slight differences (Evens & Lindsay, 2008). The complex interaction of variations in operators, machines, tools, materials, and the environment are referred to as common causes of variation. James Evans and William Lindsay (2008) stated that: Common causes are a result of the design of the product and production system and generally account for about 80 to 95 percent of the observed variation in the output of a production process. Therefore, common cause variation can only be reduced if the product is redesigned, or if better technology or training is provided for the production process.

Variation also has an effect on production lead times and cost. Hopp and Spearman (1996) denotes it as the “corrupting influence” of variation on system performance. They note that in a steady-state-system, variation increases average cycle times and WIP levels, and that variation at an early stage of a process has a greater influence on cycle times and WIP levels than variation at later stages in the process. In a thorough designed product or process where specified values have been set to provide customer satisfaction and to optimize system performance, any amount of deviation from specified values will result in less than optimal performance (Nicholas, 2011). Quality expert Dr. Genichi Taguchi, articulated this less-than-optimal result as a “loss” to the customer and the manufacturer (Ross, 1995). The closer a product or process comes to meeting its specified values, the better the overall performance of the system and 19

lower the cost experienced by the customer and the manufacturer. In Lean manufacturing, reducing variation can be done by enforcing the methods such as preventive maintenance, standardized work procedures, machine setup, and by using leveled production schedules (Nicholas, 2011).

Variation can create some of the following problems in a manufacturing operation (Melnyk, & Christensen, 2002): 1.) Variation makes it difficult to detect potential problems early 2.) Variation makes it difficult to find root causes 3.) Variation increases unpredictability 4.) Variation contributes to the “bullwhip” effect 5.) Variation reduces capacity utilization

2.4 Waste in a Lean Environment In applying Lean philosophy, the main objective is to eliminate waste or to reduce the amount of waste as much as possible. In Lean, waste equals unproductive resources. By eliminating the waste it frees up resources and optimizes production. There are seven types of waste in Lean manufacturing identified by Toyota and first described by Taiichi Ohno (Ohno, 1978). These wastes are universal and found in almost every organization.

The Seven Wastes in Lean Manufacturing 1.) Defect waste- Any product or process that fails to meet specifications

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2.) Transportation waste- Transportation of products and materials between processes. The more the product or material is moved, the greater the opportunity for it to get damaged. 3.) Waiting time waste- Waiting of any kind is considered a waste. Any time an operator is sitting idle is waste. It can arise from waiting on orders, materials, parts, equipment repairs, materials from preceding processes, or operators waiting for machines to complete automated processes. 4.) Inventory or storage waste- Inventory found anywhere in the value stream is considered to be non-value added and is a waste. Inventory ties up financial resources, requires storage space, and requires other resources to track and manage. Plus inventory runs the risk of being damaged, becoming obsolete, and containing quality issues. Toyota labeled inventory as the root of all evil (Iman, 1993). Inventory is considered evil because it covers up additional waste. 5.) Over production waste - Producing more than demanded by the customer is considered to be waste. It causes inventory carrying costs to increase, and if products are not immediately sold, they can be damaged, and have to be sold at a reduced price, or become obsolete and have to be discarded. 6.) Excess motion waste- Motion or movement that is not necessary to do the work is consider non-value added and is a waste. 7.) Over processing waste- Any processing to the product that is unnecessary, or that does not add value is considered to be waste. This can also be the result of outdated technology.

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Muda is the Japanese word for waste and inefficiency. The seven different types of waste are further divided into two classifications. Type-1 Muda- includes actions that are non-value-added, but deemed necessary by the organization. This type of waste usually cannot be eliminated. Type-2 Muda- includes actions that are non-value added, but deemed not necessary by the organization. This type of waste is usually targeted for elimination first during improvement projects.

2.5 Continuous Improvement In Lean production, management focuses the organization on continuously identifying and removing sources of waste. The Japanese concept of Kaizen is the idea that great improvement eventually comes from a series of small incremental improvements (Nicholas, 2011). It is not a one-time fix or short term solution to a problem, but a continuous evolutionary process of change and adaption. It is a culture instilled into the organization to strive for perfection. Kaizen involves everyone in the organization, at all levels, and is not regulated to an isolated function or specialty (Sayer & Bruce, 2007). Senior management is responsible for creating a Kaizen based culture and setting goals. They provide the resources required for implementation. Middle management is responsible for ensuring that the workforce has the materials, tools and skills to perform Kaizen (Sayer & Bruce, 2007). They ensure that implementation is occurring and that goals are being achieved. Supervisors are responsible for ensuring that Kaizen is occurring on an individual and group level (Sayer &

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Bruce, 2007). They ensure that standardized operating procedures are being followed. They also train the employees. Everyone is expected to make improvement suggestions.

2.5.1 Continuous Improvement Fundamentals A common approach to continuous improvement is to conduct a project or a blitz. These are team based events that usually last two to three days. The event is facilitated by a person experienced in lean manufacturing and team facilitation and led by a supervisor or manager who oversees the project (Nicolas, 2011). The purpose of these events is not only to tackle problems and wastes, but also to demonstrate and teach lean methods and principles. Shigeo Shingo, a Lean manufacturing expert, has stated that improvement requires a continuous cycle of perceiving and thinking (Robinson, 1990). A commonly used approach in lean is the Plan-Do-Check-Act (PDCA) cycle. It was developed by Walter Shewhart, and is known as the Deming cycle, after W. Edwards Deming, who brought its recognition in Japan (Walton, 1986). The Plan-Do-Check-Act cycle is illustrated in Figure 2.1.

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Plan-Do-Check-Act Cycle

Do

Plan

Check

Act

Figure 2.1 Plan-Do-Check-Act Cycle.

2.6 Value Stream Mapping Value stream mapping is a visual technique used in Lean manufacturing to describe how an organization currently operates (Chaneski, 2002). The value stream is the sequence of both value added and non-value added activities in the production of a product or service starting from order received from a customer until product or service is delivered to the customer . Value stream mapping is a valuable tool to manufacturers because it is simple to use while accurately depicting the relationship between value added time and process waste (Chaneski, 2004). Value stream mapping techniques uses standard icons and diagramming principles to visually display the steps in a process, and the material and information flowing through it, from start to finish (Nicholas, 2011). Value stream mapping techniques uses around two-dozen standard icons. The icons and mechanics used in value stream mapping are fully described in the book “Learning to See,” written by Mike Rother and Johns Shook (Rother & Shook, 1999). The icons represent

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features of the process such as inventory, process steps, material transfer, operators, Kanbans, schedules, shipments, truck shipments, and information flows. Information on each process step is also included on the map. Information on the process steps may include cycle time, up time, batch size, number of operators, changeover time, and defect/scrap rate (Nicholas, 2011). Jim Womack stated that, “Value-stream maps of the current state are the most useful tool for evaluating the state of any process (Womack, 2006, p.6).” Information to make the current state map is collected directly from the shop floor so that it may aid in stimulating ideas for future improvements. Once the current state is properly analyzed and wastes are uncovered, a future state map is made to depict the process after the wastes have been removed and improvements made. In this research, process flow diagrams were used to describe the processes involved in manufacturing instrument transformers, and then a current state map detailed the current operating states of the manufacturing system. The current state map helped identify the sources of waste. After the waste had been identified, other lean tools such as, single-piece flow, setup time reduction, 5 S, Poka-yoke, and Kanban systems were utilized to reduce or eliminate the waste. Value stream mapping was used as the foundation stone to employ all of the Lean principles and waste reduction tools. A future state map was then generated to show the production system after the Lean tools had been applied.

2.7 5 S, Workplace Organization 5 S is a management technique that helps organize a workplace by making it more visual, safer, and free of clutter (Casey, 2013). Cleanliness and organization are important 25

because it makes it easier to spot and remove waste in the workplace. The methodology was developed in Japan in the 1980’s as one of the techniques that enabled Just-in-Time Manufacturing. 5 S is a workplace organization method that was created by Hiroyuki Hirano. The 5 S organizational method is named after a list of five Japanese words that start with S. The Five S’s are: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain).

A brief disruption of each of the Five S’s are listed below: 1.) Seiri (Sort): Sort everything in the workplace. Place items not used in a red-tag holding area. If no one claims items in the red-tag area, throw the items away. 2.) Seition (Set in Order): Specify a logical place for everything, and put everything in its place. Everything should be organized or straightened. Items can be organized by number or color-coded. 3.) Seiso (Shine): Everything should be washed, cleaned, or painted. This will allow new dirt and grime to be obvious so that corrective action can be taken. This step should be integrated through daily activities. 4.) Seiketsu (Standardize): Create principles or procedures for maintaining the first three S’s. Standardize is the condition that exists after the Shine has been practiced for a while (Hirano, 1996). 5.) Shitsuke (Sustain): Sustaining and maintaining the cleanliness and organization. Cleanliness and organization is maintained through workforce discipline and frequent inspection of the work area.

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2.8 Single-Piece Flow In Lean manufacturing, the ideal number of products to produce is one unit at a time. Producing one unit at a time is called single-piece flow. Single-piece flow allows operators to stop the production line when a defect occurs. This allows the item to be fixed immediately if possible so that corrective action can be taken to eliminate the cause of the defect. Each operator is also expected to inspect each item so that if a defect occurs it will not continue to be processed downstream. Producing one unit at a time is not always realistic owing to practical considerations requiring minimum lot sizes (Stevenson, 2009). Certain machines such as heat-treating equipment and casting equipment processes multiple units at a time, making it infeasible to process one unit at a time. Nonetheless, the goal is to reduce the lot sizes as much as possible. Producing units in small lot sizes has a number of advantages; such as, small lot sizes moving through the production system reduces the amount of in-process inventory. This reduces carrying costs, enables materials to flow better, reduces space requirements, and reduces clutter in the work space. Secondly, it reduces scrap and rework if quality problems occur because there are fewer units in a lot (Stevenson, 2009). Defect reduction also decreases the amount of raw material, energy, and waste associated with fixing defective products that must be reworked (Witt, 2006). Third and last, small lot sizes permit greater flexibility in scheduling, which in turn reduces lead times if a variety of units are demanded. In traditional manufacturing the normal practice was to produce products in large batch sizes. This practice was justified by management to offset high setup cost, long changeover times, and also by the high capital cost of high-speed dedicated machinery 27

(Nicholas, 2011). Although high-speed dedicated machines are very efficient, they are also very expensive to purchase. Managers often produced products in massive quantities to justify the expense regardless of the product demand. Producing products in large batches often results in increased inventory levels due to overproduction. The more inventory is lying around, the higher the chances are for it to become damaged. High inventory levels leads to higher carrying cost, loss of valuable space on the production floor, and congestion of material flow in the facility. Large batch product is also associated with longer lead times because it ties up machines longer and reduces scheduling flexibility (Nicholas, 2011). Large batch production also tends to negatively affect the quality of products. Production problems and defects resulting from incorrect setups of the machinery often affect the entire batch of products rather than a single product. It is also difficult to identify and respond to defects until the entire batch is processed or multiple pieces are produced (Witt, 2006).

2.9 Setup Time Reduction In the past, long and elaborate setups were one of the reasons to justify large batch production. In today’s market, organizations are trying to maintain a competitive edge by being more responsive to customer demand by reducing lead times, improving quality, and offering them a variety of different products. A strategy to achieve this is to produce products in small lot sizes allowing the company to reduce lead times and become more flexible (Bikram & Khanduja, 2010). According to Pannesi (1995), this can only be achieved if setups become foolproof, quick, and efficient. Small lot sizes and changing product mixes requires frequent setups. Since setups are a collection of sequence 28

dependent changeover activities which are performed before the production of any item, machine productive time can be increased by reducing its setup times (Bikram & Khanduja, 2010). All setup are considered waste because they add no value to the product, and they tie up equipment and labor (Nicholas, 2011). Shigeo Shingo a Japanese industrial engineer, made a significant contribution to Lean operations with the development of the technique called the single-minute-exchange of die (SMED). SMED is a system for reducing changeover time. The benefits of the system were illustrated at a Toyota facility in 1982, when the setup time of a machine was drastically reduced from 100 minutes to 3 minutes (Stevenson, 2009). The system involves categorizing the activities as either “external” or “internal”. External activities are activities that can be carried out without stopping the machine. Internal activities are activities that need the machine to be stopped to be performed. The idea is to convert as many internal activities into external activities and then streamline the remaining activities (Stevenson, 2009).

2.10 Kanban Systems The Japanese word for “signal” or “visible record” is Kanban. Kanban is a scheduling system for Lean manufacturing and just-in-time production. In a Kanban pull system, when a worker needs work or materials from the preceding station, the operator uses a Kanban card (Stevenson, 2009). The Kanban card gives the operator authorization to transport or work on parts. Parts are not allowed to be transported or worked on without a Kanban card. According to Hirano (2009), in a Kanban pull production system there are six rules that need to be followed: 29

1.) Downstream processes withdraw items from upstream processes. 2.) Upstream processes produce only what is withdrawn. 3.) Only defect free products are sent to the next process. 4.) Establish level production; demand variation is smoothed by adjusting the number of Kanban cards. 5.) Kanban should move with the items to ensure visual control. 6.) Use Kanban to discover new areas for improvement. As Kanban are gradually reduced, new areas for improvement will be uncovered.

The Kanban pull system is a variation of the reorder-point system according to Nicholas (2011). The reorder point system replenishes inventory whenever the inventory level drops to a critical level. The reorder point (ROP), is based upon the amount of inventory used between the time when the order is placed and when the order is received (Nicholas, 2011). The formula to calculate the reorder point is shown in Equation 2.3.

Reorder point = Demand (Leadtime) + Safety stock

Equation 2.3 Reorder Point Formula.

In a Kanban pull production system, standard-sized containers are used to transport and place items. Each container holds a predetermined quantity of parts. The equation to calculate the amount of Kanban containers is a variation of the ROP formula. Lead time is 30

broken up into two separate categories, production time and conveyance time. Production time is the total time to produce the quantity ordered, including the setup time, processing time, and planned waiting time (Nicholas, 2011). Conveyance time is the time to convey the order to the upstream operation (Nicholas, 2011). The formula to calculate the number of completely full containers is shown in Equation 2.4.

Containers =

Demand(Production time + Conveynance time) Container capacity

Equation 2.4 Kanban Container Formula.

A safety factor is often included when determining the amount of containers to use. A safety factor is used to accommodate for minor fluctuations in demand. The more level the demand, the less there is a need for a safety factor. The more the demand fluctuates and problems arise in the production process, the safety factor should be increased. The safety factor acts as a buffer to smooth out the production process. According to Nicholas (2011), as a general rule, a 10% safety factor should be used to start with and try to decrease it to whatever practical experience allow. X is used to represent the safety factor. Lead time can be production time, conveyance time, or the sum of both. The formula to calculate the amount of containers with a safety factor is shown in Equation 2.5.

Containers =

Demand(Leadtime)(1 + X) Container quantity

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Equation 2.5 Kanban Containers with Safety Factor Formula.

A brief description of the two types of Kanban systems used in the study is listed below.

1.) A production Kanban or P-Kanban is used to authorize the production of assemblies or parts. No parts or assemblies are authorized to be produced without a P-Kanban card. P-Kanban gives instructions on processes that do not require any changeover times (Hirano, Vol. 3, 2009). The formula to calculate P-Kanban is shown in Equation 2.6.

P − Kanban =

Demand(Production time) Container quantity

Equation 2.6 Production Kanban formula.

2.) A two-bin system is a system that uses only two containers. When materials are needed to satisfy demand; materials are removed from only one of the bins. When the bin becomes empty, authorization is sent to produce or order more material. In the meantime, material needed to satisfy demand is removed from the second bin. The amount held in each bin is specified by the reorder point quantity (enough to meet demand until a full bin arrives) (Nicholas, 2011).

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2.11 Poka-yoke Poka-yoke is a Japanese term that means “mistake proofing”. Shiego Shingo is credited with first applying the concept of Poka-yoke when he worked at Toyota as an industrial engineer. Shingo’s ideas of mistake-proofing are used to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur (Robinson, 1997). In Lean manufacturing, Poka-yoke is a process improvement designed to prevent a specific defect from occurring (Maivannan, 2006). Poka-yoke is any mechanism or system that prevents defects from occurring (Nicholas, 2011). According to Hiroyuki Hirano (Vol. 4, 2009), Poka-yoke devices can be divided into three main categories. The first category is “stop devices.” Stop devices can detect defects or certain abnormalities that lead to defects. The device stops the machine’s current operation immediately if it detects a defect or an abnormality that could lead to a defect. The second category is “control devices.” Control devices prevent operators from drifting from standard operations or they can keep defective goods from continuing to the next process. The third category is “warning devices.” Warning devices uses lights and/or buzzers to notify operators that a defect has occurred, or an abnormality has occurred that could lead to defects. The most effective Poka-yoke devices will ensure that the proper condition exists before proceeding to the next process step so that the defect never occurs (Manivannan, 2009).

2.12 Lean Tools for Problem Solving In Lean manufacturing, there are multiple tools that aid in solving different types of problems. Most of the tools used are primarily graphical in nature. Natalie Sayer and 33

Bruce Williams (2009) stated that, “Graphical representations communicate more information than raw data and present the data in a form that often enables problems to be more obvious.” The tools used are simple tools so that anyone can use and understand them.

2.12.1 Checklist and Check Sheets Check lists are used to standardize procedures such as setups or assembly. They provide step by step instructions on how a procedure should be done. The checklist should not only give step by step instructions, but also list the tools, fixtures, requirements, materials, and parts needed to perform the task. A checklist will ensure that no steps, tools, parts, or requirements are over looked in the procedure. Checklist should be posted at the machine or workstation if possible. Without a checklist, the procedure performed would vary from operator to operator. They aid in reducing defects by providing standardization and not relying on the operators’ memorization of how a procedure should be performed. Checklists can also reduce setup times because operators can review procedures and stage materials prior to performing internal setup steps. A check sheet also called a tally sheet is just a standard way to collect and view data. The data on the sheet is collected and recorded through observations. The design of a check sheet will vary depending on the particular purpose and the data being recorded. John Nicholas (2011) stated that, “The Check sheet and its method of usage must be designed to minimize inter-observer subjectivity, meaning that the results of observations recorded on the sheet would be the same, no matter who is filling in the sheet.”

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2.12.2 Histograms A histogram is a type of bar chart that graphically shows how frequently something occurs. Each bar is of equal width and represents a fixed range of measurement (Sayer & William, 2007). Histograms do not normally show the cause of variations or problems.

2.12.3 Pareto Analysis A Pareto analysis is a special type of chart used for separating the vital few from the trivial many. The chart is similar to a bar chart. Values are arranged in descending order, with the largest value listed first. The chart is named after the Italian economist Vilfredo Pareto, who discovered the “80-20 rule,” also known as the Pareto Principle (Sayer & Williams, 2007). The chart shows both the absolute number and the percentage of contribution.

2.12.4 Process Flow Diagrams Process flow diagrams visually show the steps in a process and the sequence the steps occur in. Process flow diagrams are a useful tool to critically examine the overall sequence of an operation by focusing on the flow of materials (Stevenson, 2009). The diagrams aid in identifying areas in a process that are needed to be completed. Different shapes are used as icons to represent different activities such as: start of a process, inspection, transportation, storage, a decision, delay, and end of a process. Process flow diagrams are also useful tools to aid in the development of a value stream map.

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2.12.5 Cause-and-Effect Analysis Cause-and-effect analysis is a method used to identify all possible contributions (causes) to an outcome (effect). It is also known as a fishbone diagram because it looks like a fish skeleton. The method was introduced by the Japanese quality expert Kaoru Ishikawa. The method uses brainstorming techniques with a team to generate as many ideas as possible to figure out a specific problem. The contributors are normally divided into six categories. The six usual categories are: manpower, environment, people, methods, equipment, and measurement. The tool is used to figure out possible root causes of a problem.

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Chapter 3 Current Process Overview and Improvement Implementations

3.1 Current Process Overview for Medium Voltage ABB Group’s Medium Voltage Product facility manufactures instrument transformers. The medium voltage instrument transformer product family is divided into two groups, Urethane and Hydrophobic Cycloaliphatic Epoxy (HCEP). In 2013, the average number of units produced in the product family was 721 units per week, 522 Urethane units and 199 HCEP units. The current demand for the products in the medium voltage product family is approximately 1000 units per week, 600 Urethane units and 400 HCEP units. During the study, popular selling models of medium voltage transformers were tracked throughout the manufacturing process. In addition to Voltage Transformers, ABB also manufacturers Current Transformers, but they were not included in this study. Process flow diagrams were used to identify the sequence of activities and the flow of information and materials in the process. Process flow diagrams facilitate better understanding of the process based on the picture of the steps needed to accomplish a task (Evens & Lindsay, 2008). This study conducted a process flow study before going for Value Stream based analysis.

3.1.1 Annealing Process The manufacturing process for instrument transformers starts with manufacturing the cores. A winder called the Tranco, is used to wind cores with electrical steel (silicon steel). After the core is wound, a brick is placed in the center of the core. The core is then pressed to achieve the desired shape. The cores are then loaded onto a tray and placed into a storage area. The cores are then taken from storage trays and loaded into an annealing furnace basket. The basket is loaded with 3600 lbs. of assorted cores and placed into the annealing furnace. The cores used in this study weigh approximately thirty pounds per piece. There are three furnaces used to anneal multiple products manufactured in the facility. The basket is loaded into the annealing furnaces. The furnace requires a fourteen hour run cycle for the cores used in the study. After the furnace has completed its cycle, the lid is opened and the basket is removed. Once the cores are cool enough to handle, the annealing basket is unloaded, the bricks are removed, and the cores are placed into carts. The carts are then placed into a storage area. A process flow diagram of the annealing process is illustrated in Figure 3.1.

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Figure 3.1 Process Flow Diagram of the Annealing Process.

3.1.2 Winding Process The winding process is done in parallel with the annealing process. The Low voltage part of the winding is wound on a tube using a Low Winder. There is one Low Winder operator for both Urethane and HCEP. After the Low voltage part is wound, the unit is placed into a storage area. The unit is retrieved from the storage area and the High voltage part of winding is wound. The unit is then placed into a storage area. There are six High winder operators for both Urethane and HCEP. The Highs voltage parts are wound two units at a time. A process flow diagram of the winding operation is illustrated in Figure 3.2.

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Figure 3.2 Process Flow Diagram of the Winding Process.

3.1.3 Assembly Process The assembly process is performed at individual work stations. Urethane has six assemblers and HCEP (also called APG) has five assemblers. The core is inserted into the unit and is then assembled. The entire unit is assembled by one assembler. Urethane units get tested after the assembly of the unit. HCEP units get tested after the cores have been inserted because the assembly process is more labor intensive and time consuming. After the units are assembled and tested they are placed in a storage area. Assemblers often assemble multiple units at a time and leave unfinished units for the next shift to complete. Process flow diagrams of the assembly process for Urethane and HCEP units are illustrated in Figure 3.3 and Figure 3.4.

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Figure 3.3 Process Flow Diagram of the Urethane Assembly Process.

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Figure 3.4 Process Flow Diagram of the HCEP Assembly Process.

3.1.4 HCEP Casting Operation The HCEP units are cast two units at a time. The HCEP units are preheated in an oven for two hours to remove moisture before being cast. The units are built up on moldbases that sit on the carriage attached to the casting press. The build-up process involves attaching the units to the mold-bases with fasteners, attaching terminal leads to the terminal block, attaching a partial discharge screen, crimping and soldering the high voltage bar, and attaching the high voltage bar to the bar holder. After the units have been built up, they are cast in the casting press. Once the casting process is complete, the casting press is opened and the units are broken down on the mold-bases that sit on the carriage attached to the machine. After the units have been removed from the machine, the units 42

are placed into the post cure oven and the mold is quickly cleaned. The post cure oven is fed by a continuous conveyor and is a shared process used by HCEP and Urethane. The remainder of the manufacturing operations is fed by a shared conveyor system. After the post cure oven, the units go through a five hour cooling process and then proceed to the base-plate/patch area. The following process flow diagram in Figure 3.5 illustrates the HCEP casting process.

Figure 3.5 Process Flow Diagram of the HECP Casting Operation.

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3.1.5 Other Manufacturing Processes After leaving the patch area, all medium voltage instrument transformers go to preassembly before going to testing. Once testing is complete, the units go to final assembly and then to packaging.

3.2 Current State Map Value stream based analysis was used to study the overall manufacturing process to reduce waste by identifying reasons of waste and plan overall improvement. Value stream analysis is a major productivity improvement and waste reduction tool that an organization can employ to evaluate its processes (Meyers & Stephens, 2005). Value stream analysis starts with the development of a current state map. The current state map shows all of the steps in the process for manufacturing medium volt transformers. Data collection for the material flow started downstream at the shipping department and worked upstream to the annealing process. During the study, a small team walked the value stream and collected data. The data collected included: cycle times, inventory levels before each process, number of shifts, material flows, defect rates per process, hours per shift, number of operators, and setup times. Information regarding the amount of raw materials was generated by the purchasing department. The cycle times, setup times, and loading times was determined by actual data gathered on the production floor. After collecting all of the information, a current state map was constructed. A current state map illustrating the

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manufacturing process is shown in Figure 3.6. Refer to Appendix A for a larger image of Figure 3.6. The current stream map shown below is base off of a primed production processes. According to Dr. Merwan Mehta, a professor at East Carolina University and a Lean consultant, “Repetitive processes that are constantly being carried out can be considered primed processes (Mehta, n.d.)”. If a process can stay primed, the efficiency of the process will be higher than a process that is infrequently done (Mehta, n.d.).

Figure 3.6 Current State Map of the Medium Voltage Product Family’s Manufacturing System.

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The timeline has three components. The lead time for loading units is for a single unit, the rest of the lead time is based off of actual observed inventory levels. The first component is production lead time in days. The total observed lead times values for the current state map are: For the Urethane line: 31.8 days For the HCEP line: 34.91 days The second element of the timeline is the processing time in seconds. The processing times in the timeline are for a single unit. The processing time used in the rest of the map is dependent on the lot size listed in the information boxes. The total observed processing times for the current state map are: For the Urethane line: 4,699 seconds For the HCEP line: 6,885 seconds The third element of the timeline is the acceptable quality percentage (AQP). The AQP for the study is calculated by using the process defect rate (1-rejected percentage). The overall acceptable quality percentage for the current state map is: For the Urethane line: 85.2% For the HCEP line: 82.3%

3.2.1 Identify the Bottleneck

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According to William Stevenson (2010), “A bottleneck operation is an operation in a sequence of operations whose capacity is lower than the capacities of other operations in the sequence.” The capacity of the bottleneck operation restricts the manufacturing system, and therefore the manufacturing system is limited to the capacity of the bottleneck operation (Stevenson, 2010). In the Urethane and HCEP production lines, the bottle neck operation is the assembly process with an average cycle time of 870 seconds for the Urethane line and 3,164 seconds for HCEP line. The only way to increase the capacity of the production lines is to reduce the cycle times of the assembly processes.

3.3 Current State Map with Recommended Kaizen Improvements After constructing the current state map, various recommendations were made to eliminate or reduce waste in the manufacturing process. The recommended improvements made by the improvement team were prioritized and approved by management. Figure 3.7 shows the current state map with kaizen bursts and quality points as recommended improvements. Refer to Appendix B for a larger image of Figure 3.7.

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Figure 3.7 Current State Map with Recommended Kaizen Improvements.

The improvements are prioritized in the Kaizen bursts and quality points by numbers inside the symbols. The improvement recommendations are listed below:

Improvements Recommendations: 1.) Replace batch annealing furnaces with continuous flow annealing furnace with an automated conveyor system.

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2.) HCEP product line will have a dedicated line (post-cure oven, conveyor system, base plate/patch area, pre-assembly, testing equipment, and final assembly). 3.) Single-piece-flow for Urethane assembly process with a 30% increase in production. 4.) Single-piece-flow for HCEP assembly process with a 60% increase in production. 5.) Replace High winders with semi-automated winders that are programmable logic controller (PLC) operated. Design and implement rotating fixture to support winder arbor and to aid in setups for replacement winders. Design and implement standardized setup blocks for replacement winders. Add one extra winder to the process. 6.) Design and implement build-up tables and fixtures for the HCEP casting operation. 7.) Install timers on the preheat ovens in the HCEP casting area. 8.) Redesign Urethane base-plate/patch area layout. 9.) Redesign HCEP base-plate/patch area layout. 10.) Implement 5 S methodology for the Urethane assembly area, the HCEP assembly area, and the HCEP casting area. 11.) Design and implement HCEP nozzle cleaning devise. 12.) Setup time reduction for mold changeovers for HCEP casting process. 13.) Implement production Kanban systems for cores and wound units held in storage areas.

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14.) Design and implement a mold pre-heater for the HCEP casting operation to reduce mold changeover times. 15.) Implement a two-bin Kanban system for all assembly, pre-assembly, and final assembly areas. 16.) Replace core winding equipment.

3.4 Single-Piece Flow An assembly line is a standardize layout arranged to a fixed sequence of assembly tasks (Stevenson, 2009). Each assembler will only conduct a couple of the steps required to assemble the entire unit. The unit will be passed from one station to the next until the process is complete. Single-piece flow enhances product quality because each assembler inspects the work conducted at the previous station. If a defect is detected, the unit is passed back to the previous station so the defect can be corrected. Single-piece flow also reduces inventory because items are pulled through the assembly work cell since each station produces only enough units to replenish those withdrawn by the previous workstation (Nicholas, 2011). A brainstorming session was conducted to obtain improvement ideas from the employees, production leads, supervisor, and the manufacturing engineer associated with the assembly process. A list of improvement suggestions obtained in the session is shown in Figure 3.8.

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Figure 3.8 Brainstorming Cloud Illustrating Improvement Suggestions.

To implement single-piece flow in the assembly area, time studies were conducted for all assembly steps. All of the steps required to assemble the instrument transformer and the cycle times to complete those steps were recorded. Average time for all assemblers was used to ensure accuracy of the cycle time. Individual steps were grouped together to equalize the workload among the assemblers. The process was then reevaluated to ensure that certain steps would be performed in the correct sequence. A diagram illustrating the grouping of steps and their average cycle times for implementing single-piece flow for the Urethane assembly process is shown in Figure 3.9. 51

Figure 3.9 Single-Piece Flow Assembly Processes Breakdown and Average Cycle Times.

The average cycle time to produce a unit in the Urethane assembly process was 14.5 minutes. The assemblers produced an average of 40 units per shift in a ten hour work day. The goal was to improve the productivity by 30%, and decrease the work day by two hours. The second week after implementing single-piece flow, the assemblers produced 51 units in an eight hour shift. The average cycle time was reduced to 9 minutes per unit. The assemblers have produced 68 units in an eight hour shift, a 68% increase in production. However, this increase in production was not sustainable. The assemblers were able to consistently able to produce 51 units per shift. The average cycle time to produce a unit in the HCEP assembly process was 52.7 minutes. The assemblers produced an average of 11 units per shift in a ten hour work day. The goal was to improve the productivity by 60%, and decrease the work day by two hours. Seven weeks after the implementation of single-piece flow, the assemblers produced 25 units in an eight hour shift. The average cycle time was reduced to 18.4 minutes per unit. 52

The assemblers have produced 34 units in an eight hour shift, a 127% increase in production. However, this increase in production was not sustainable. The assemblers were able to consistently produce 25 units per shift. A histogram in Figure 3.10 illustrates the progress of the HCEP assembly process after the implementation of single-piece flow.

APG Assembly Units / Hr Goal = 3.26 3.45 3.12 2.63

2.76

WEEK 2

WEEK 3

2.44

2.30

WEEK 1

3.32

2.90

WEEK 4

WEEK 5

WEEK 6

WEEK 7

WEEK 8

Figure 3.10 Histogram Illustrates the Progress of HCEP Assembly Process.

Before the implementation of single-piece flow, the assemblers would assemble the entire unit at their assembly workstation. This meant that each workstation contained all of the tools and parts required to assemble a unit. After the implementation of single-piece flow, only the tools and parts required for performing the specified tasks were allowed to remain at the workstation. The Urethane assembly reduced the number of tools needed by 83%, and reduced parts inventories from 11 days to 6 days. HCEP assembly reduced the 53

number of tools needed by 80%, and reduced parts inventories from 10 days to 6 days. The reduction in tools and parts greatly reduced the amount of clutter, therefore freeing up space at the work stations. Check sheets were used before and after the implementation to record the amount of units assembled, and the amount of units that passed testing. The Urethane and HCEP assembly line each had five assemblers. The sixth assembler was shared as a tester since the average testing cycle time was 1:36 minutes. The sixth assembler also worked as a water-spider to collect materials for the other assemblers so that they would not have to leave their workstations to collect materials. A water-spider is a person that is allowed to move about freely to obtain goods for other workers or to assist them in any task if needed.

3.5 Quality During the study, seven months of defect records were obtained from the quality department. After the defect records were categorized and filtered, a senior quality expert at the facility reviewed the material to explain the defect types and where they most likely occurred in the manufacturing process. The data was used to determine where quality problems were occurring and to assign the defect rates used in the value-stream maps.

3.5.1 Urethane and HCEP Shared Operations Table 3.1 lists the defect rates for operations shared by the Urethane and HCEP product lines. It may be noted that, the annealing operation defect rate is different than 54

what is listed on the current state map. The information gathered on defects was gathered after the new annealing furnace was implemented. The defect rate of 0.33% will be used in the future state map for the annealing process. It may also be noted that, the defect rate for the core winder operation is not shown. Data was not collected on the scrap rate for the core winder by the quality department. The defect rate in the current state map for the core winding operation was obtained through observation. Urethane and HCEP Shared Operation Operation Defects Defect Percentage Mishandling 16 0.07% Testing 330 1.43% Preassembly 38 0.16% High Winding 1290 5.60% Low Winding 101 0.44% **Annealing 75 0.33% Total Defective 1850 8.03% Units Packed 22189 96.26% Total Produced 23051 100.00%

Table 3.1 Urethane and HCEP Shared Operations Defect Rates.

The total defects for operations shared by the Urethane and HCEP product lines is 1,850 out of 23,051 units produced. A Pareto chart in Figure 3.11 is used to illustrate where the majority of the defects occurred.

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1400 1200 1000 800 600 400 200 0

100.0 80.0 60.0 40.0 20.0

Percentage

Defects

Urethane & HCEP Shared Operations

0.0

Figure 3.11 Pareto Chart Illustrates Defects in Shared Operations.

The High winding operation accounted for 1,290 out the 1,850 total defects, as shown above. The High winding operation was further analyzed to discover what type of defects had occurred. Out of the 1,290 defects that occurred in the winding operation, 1002 defects were caused by incorrect ratio turns, 217 were caused by high-to-low-toground, and 71 defects were caused by overpot. Figure 3.12 illustrates the types of defects that occurred in the winding operation.

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1200

100

1000

80

800

60

600 40

400

Percentage

Defects

High Winding Operation

20

200 0

0 Ratio Turns

HLIC

Overpot

Figure 3.12 Pareto Chart Illustrates Defects in the HIGH Winding Operation.

The quality department and the manufacturing engineers at the facility agreed the main reason found for higher defect rate in High winding machines were manual operation of the winding, manual set-up, and using of worn out mechanical turn counters. The corrective action was to replace the High winders with new semi-automated winders that are PLC operated. The new winders count the amount of turns automatically, and pauses the process when an action needs to be taken. The machines also automatically setup the margins, greatly reducing the amount of variation compare to setting the margins manually. A test-run was performed on one of the new winders before all of the new winders were implemented. The new winder had only 3 defects out of 250 units, which is a defect rate of 1.2%. The new winder also reduced setup time from an average of 25 minutes to 4 minutes. The new winders were also accessorized with standardized setup blocks and a rotating fixture to support the arbor. Three standardized setup blocks replaced entire 57

cabinet full of setup blocks used for the old equipment. A rotating fixture was used to aid the operators in rotating the heavy units attached to the arbor. A new winder with rotating fixture and standardized setup blocks used for testing is shown in Figure 3.13

Figure 3.13 Image of New Winder with Rotating Fixture and Standardized Setup Blocks.

The core winding operation has the highest defect rate in the manufacturing process.

The Tranco, the equipment used to wind the cores has an observed scrap rate of

7.7%. Out of the sixty-five cores produced, five units were defective. Although the equipment did not get replaced during the course of this study, management has said that the equipment will be replaced in the future. According to the manufacturing engineer overseeing the operation, a new winder will bring the defect rate below one percent.

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3.5.2 HCEP Operations The total defects for HCEP product lines was 1,091 out of 7,441 units produced. A Pareto chart in Figure 3.14 is used to illustrate where the majority of the defects occurred.

500

100

400

80

300

60

200

40

100

20

0

Percentage

Defects

HCEP Operations

0

Figure 3.14 Pareto Chart Illustrates Defects in HCEP Operations.

The High winding accounted for 447 out of the 1,091 defects that occurred. The High winding operations for the HCEP product line was analyzed further to discover what types of defects occurred in the process. Figure 3.15 illustrates the types of defects that occurred in the High winding process for the HCEP product line.

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300

100

250

80

200

60

150 40

100

Percentage

Defects

HCEP High Winding Operation

20

50 0

0 Ratio Turns

HLIC

Overpot

Figure 3.15 Pareto Chart Illustrates Defects in HCEP High Winding Operation.

Data showed that, out of the 447 defects that occurred in the High winding operation, 280 defects were caused by incorrect ratio turns, 153 defects were caused by high-to-low-to-ground, and 14 defects were the results of overpot. The quality department and the manufacturing engineers at the facility agreed the main reason found for higher defect rate in the High winding machines were worn out mechanical counters, manual operation of the winding, and manual setups. The corrective action to reduce the amount of incorrect ratio turns was to replace the High winders. Replacing the High winders will also greatly reduce the amount of defects caused by highto-low-to-ground (HLIC) by automatically setting the margins. According to the quality department, another cause of high-to-low-to-ground is caused by the unit not being completely centered inside the core.

To correct this action a Poka-yoke device was

designed and implemented into the assembly process for certain types of units. The Pokayoke device is a jig that ensured the unit is centered inside the core during the assembly of 60

the unit. An image of the Poka-yoke device being used in the assembly process is shown in Figure 3.16.

Figure 3.16 Image of Poka-yoke Device Being Used in the Assembly Process.

The next highest cause of defects in the HCEP product line was the casting operation. The casting operation accounted for 443 defects out of the 1,091. The casting operation was analyzed further to discover what types of defects occurred in the process. Figure 3.17 illustrates the types of defects that occurred in the casting operation.

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200 180 160 140 120 100 80 60 40 20 0

100 90 80 70 60 50 40 30 20 10 0

Percentage

Defects

HCEP Casting Operation

Figure 3.17 Pareto Chart Illustrates Defects in HCEP Casting Operation.

Out of the 443 defects that occurred in the casting operation, 186 defects were caused by external voids, 63 defects were caused by machine malfunctions, 42 defects from external cosmetic problems, and 42 defects were the results of mold leaks. A senior engineer that oversees the casting process stated that, external voids, mold leaks, and external cosmetics were all closely related problems. A cause and effect diagram shown in Figure 3.18 was constructed to find the root causes for the related defects.

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Figure 3.18 Cause and Effect Diagram.

After analyzing the information in the cause and effect diagram, the following causes were determined to be the root causes for the problems. 1.) External cosmetics problems caused casting with a dirty mold. 2.) External voids are caused by air entering through a dirty or damaged nozzle, or casting with a leaking mold. 3.) A leaking mold is caused by an improper changeover, hardened epoxy on the Orings/seals, or damaged O-rings/seals.

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The following actions have been taken or recommended to solve the quality issues related to the HCEP casting operation. 1.) A counter attached to the machine to allow operators to know how many units have been cast in the mold. 2.) A visual reference card attached to each casting press so that the operators can compare the units to the card. The reference card has images illustrating what the surface of the unit will look like if the mold is clean, dirty, or very dirty. The card has three references (good, clean within three turns, and clean immediately). The surface of the unit is a direct result of the cleanliness condition of the mold. 3.) A nozzle cleaning device using a chemical cleaning agent was designed and implemented into the process. The device allows four nozzles to be cleaned at the same time. A new set of nozzles was purchased so that the nozzles could be cleaned without interrupting the casting process. The nozzles will be cleaned twice each shift. 4.) A redesign of the nozzle cleaning area with the proper tools so that the nozzles will not get damaged in the process of being rebuilt. 5.) A check list procedure for mold changeovers. 6.) A Poka-yoke device that ensures the casting mold is closed within specifications. If the mold is not closed within specifications an alarm will sound and the casting process will not start. Due to the time constraints of the study, the defect rate of the HCEP casting operation after the implementation of the improvement steps were not analyzed. 64

3.6 Kanban Systems A production Kanban system in the form of a signal board was implemented for supplying cores to the storage area. A Kanban signal board is a simple form of communication that tells the operator when to produce the quantity withdrawn from the earlier process (Meyers & Stephens, 2005). When a container of cores is withdrawn, the operator will detach the card located on the container and place the card on the Kanban board. The card has written information such as the part number and the point of delivery. The amount of inventory would be reduced from 12.5 days to 3 days. Three days’ worth of inventory was chosen to accommodate for fluctuations in productivity and unplanned downtime in the case of mechanical breakdowns for the annealing furnace and the core winder. A two bin Kanban system is to be implemented for supplying the accessory parts containers used in the assembly, pre-assembly and final assembly areas. Each bin would hold half a day’s worth of inventory. The total amount of inventory held in each area would be one day’s worth of inventory. The assemblers would draw materials from only one of the containers. When the container is empty, it would signal the need for replenishment from the parts held in the storage area. Only when the first container is empty, will the assemblers draw materials from the second container. A water-spider would be used to refill containers in these areas to keep the assemblers from having to leave their work stations to refill the needed parts.

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3.7 Cell Layout The layout of the base-plating/ patch areas needed to be redesigned to reduce the amount of waiting time and reduce motions performed by the workers. People in manufacturing often confuse being in motion with working (Nicholas, 2011). By definition, work is considered a particular kind of motion that either adds value or is necessary to add value, and therefore unnecessary motion is considered waste (Nicholas, 2011). The base-plating/ patch areas for HCEP and Urethane shared a floor mounted jib crane. The workers would have to take turns using the crane to pick up the heavy units off of the conveyor belt and place them onto their workbenches. The jib crane was obstructed at one end and had to swing the long way around to get back in the desired location. The worker not only had to wait until the other worker was finished using the crane, but then had to reposition the crane into their own work area. Last year the average number of HCEP units produced was 199 units per week. It takes approximately 15 seconds to reposition the jib crane from one workstation to the next. The amount of time wasted comes to 50 minutes per week. This time does not even include the amount of time wasted on waiting for the other worker to finish his task at hand. See Figure 3.19 for the design of the old base-plating/ patch area.

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6ft.

6ft.

8ft.

8ft.

Figure 3.19 Original Layout Design of Base-plating/ Patch Areas.

The redesigned area included an overhead bridge crane that contained two chainhoists; one chain-hoist for each workstation. The bridge crane was salvaged from a storage area and re-erected. Shelving units containing base-plates were repositioned closer to the work benches. A moveable tool cabinet was purchased for both work areas. See Figure 3.20 for the redesign of the base-plate/ patch areas.

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8 ft. 4ft.

1ft.

4ft.

3ft .

Figure 3.20 Redesign Layout of Base-plating/ Patch Areas.

3.8 Setup Reduction According to Gung and Studel (1990), the authors of “A Work Load Balancing Model for Determining Set-up Time and Batch Reduction,” the reduction of setup times of a machine is a cost -effective contribution to flexible and lean manufacturing. In the beginning of the study, the HCEP casting press mold changeover was approximately five hours and fifteen minutes. The actual mold change over took approximately one hour and fifteen minutes, the other four hours of the time was used to heat the mold to the desired casting temperature. The setup time needed to be reduced to make the production system more flexible, reduce lead time, enhance productivity, and reduce manufacturing costs. The process of the changeover was observed to anaylize the process. After anaylizing the process, the setup activities were divided between external and internal

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activities. External activities can be carried out during the casting process. Internal activities processes needed to be carried out while the casting process is shut down. Once the processes are divided, the setup down time is constrained to the time needed to conduct the internal activities (Bikram & Khandura, 2010). According to Shingo (2000), dividing the activities can typically yield a setup time reduction from 30 to 50 percent of the previous setup. The second step in the process was to establish standardized procedures for the setups because every operator had a tendency to do setups in his own way. The third step was piecing together a special tool bag containing all of the tools and materials required to perform a changeover. Valuable time was lost because operators were searching for tools and materials needed to perform the setup. The forth step was to move the mold storage area closer to the casting machines. The final step was to design one fixture to accommodate the base-plates to reduce the amount of adjustments needed. Before the fixture was designed, there were multiple fixtures that needed to be aligned. One of the major factors contributing to long setup times was that once the mold was changed over, the mold needed to be heated to the proper temperature before the casting process could start again. The casting press has three to four heating elements (depending on the type of mold) that heats zones of the mold to the desired temperatures. The heating of the mold would take approximately four hours. To reduce the amount of time needed to reach the proper temperature the mold was placed into a preheat oven. This greatly reduced the time from four hours to around one hour. The manufacturing engineers are designing a mold pre-heater to allow all of the zones to be heated to the desired temperatures before a changeover. A mold pre-heater would allow the operators to start casting as soon as the setup was complete. 69

During the study, the casting press setup time was reduced from five hours and fifteen minutes to one hour and sixteen minutes. Once the mold pre-heater is implemented into the casting press setup process, the setup time will be further reduced to sixteen minutes.

3.9 Organizing Workplace by Implementing 5 S Implementation of 5 S is the starting point in the development of improvement activities to ensure any company’s survival (Hirano, 1996). During the course of the study, 5 S method was reintroduced to the facility. The methodology had been introduced in the past but had failed to be sustained in certain areas of the facility. The benefits a company receives from implementing 5 S include higher quality products, increased customer satisfaction, corporate growth, lower costs, a more pleasant work environment, and a safer work place (Hirano, 1996). 5 S methods were reintroduced in the medium voltage HCEP casting area, assembly areas, and the winding area. All items in work area that were not in use were removed from the area. Excess tools were removed by the manufacturing engineers to be given out later to replace damaged or worn items. Broken or damaged tools were thrown away. Items that remained in the work area were sorted and given a home. All part containers were labeled. A tool shadow board on the back of a mobile parts container used in the HCEP casting area is shown in Figures 3.21 and 3.22.

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Figure 3.21 Image of Shadow Board.

Figure 3.22 Image of Mobile Parts Container.

Workstations with damaged tops were replaced. The areas were then cleaned. To maintain the cleanliness of the areas, the assemblers and machine operators would conduct a five-minute shine exercise twice a day. A five-minute shine exercise is a short duration of time dedicated for cleaning on a regular basis (Hirano, 1995). Stainless steel was used to cover the floors and the bottom of the machines in the HCEP casting area to allow for easy cleaning. Dried epoxy on the floor was almost impossible to clean before stainless steel was added to the flooring. Production management boards were hung in the work areas to track and display daily production requirements and the number of defective units. Production management boards are used to keep the work shop leaders, equipment operators, and other employees informed of current conditions and conscious of problems (Hirano, 2009, Vol.3). In the work areas, visual counters were hung high up to display productivity rates to the entire facility. Visual controls were added in the assembly areas and casting area. A visual control is any device used to communicate how work should be 71

done at a glance (Hirano, 1995). Visual control devices are shown in Figure 3.23 and visual management boards is shown in Figure 3.24.

Figure 3.23 Image of Visual Control Devices. Boards.

Figure 3.24 Image of Visual Management

3.10 Other HCEP Production Line Improvements In the HCEP casting process improvements were implemented that increased the available time, decreased the loading time, and reduced over processing. The HCEP casting operation increased its available time by two hours with the addition of automatic timers on the preheating ovens. The operators would place the units in the oven at the beginning of the shift and have to wait before production could begin. After the implementation of the automatic timers, the operators could start production as soon as their shift started. Another improvement that increased available time was the implementation of the nozzle cleaning device and purchase of an extra set of nozzles. At the end of the shift the

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operators had to stop production approximately forty minutes before the end of the shift to clean the nozzles. If the nozzles were not cleaned the epoxy would harden inside the nozzles rendering them useless. Before the implementation of the cleaning device, cleaning the nozzles required them to be completely broken apart. The cleaning device allowed the operators to just drop the nozzles in the device and turn it on without having to break them down. A chemical agent is pumped through the nozzles cleaning them from the inside. The nozzles stayed in the device until half way through the next shift. Loading time was reduced by implanting a buildup table. Before the buildup table, units were built up on the casting machine and it took an average of thirty-one minutes to remove the units that were previously caste and to build up the units about to be cast. The buildup table reduced the loading time to six minutes. The time will be reduced further to three minutes once the casting press carriages are rebuilt. Each casting press has two loading carriages; one of them is meant for loading and the other is meant for unloading the machine. The facility currently only uses one carriage per machine; the unused loading carriages were damaged from a buildup of hardened epoxy over the years. An improvement was made to the HCEP casting operation to reduce the amount of processing time. After the unit was cast, the unit went to the post-cure oven, from the post cure oven the unit had a cooling down period of five hours. After the cool down period, the unit would by-pass urethane base-plating/ patch area and proceed to the HCEP base-plate/ patch area. After the unit got patched, the unit would have to go back through the following processes: post-cure oven, cool down period, by-pass Urethane base-plate/ patch area. To eliminate over processing the HCEP units would be patched as soon as they were broken

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down. This would alleviate nine hours of extra processing. A process diagram of the improved HCEP casting operation is shown in Figure 3.25.

Figure 3.25 Process Flow Diagram of Improved HCEP Casting Operation.

At the beginning of the study, HCEP products shared multiple processes after being cast with Urethane products, such as: post-cure oven, a conveyor, pre-assembly, testing, final assembly. Since that time a dedicated line has been put in place for HCEP products for those processes. Urethane products must undergo a five hour cool down period after coming out of the post cure oven to allow the units to shrink before a base-plate is attached.

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The HCEP products do not require a cool down period before the base-plate is attached. This process step was eliminated from the HCEP manufacturing process, therefore, reducing the amount of processing time by five hours.

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Chapter 4 Conclusion and Recommendations 4.1 Conclusion With an increase in global demand for products related to the power industry, organizations need to take advantage of this situation by producing their products more effectively and more efficiently than ever before. ABB Group’s Medium Voltage facility in North Carolina is using Lean principles and tools to produce their products in an effective way. Implementing Lean principles benefited the medium voltage product family’s production line by increasing the capacity of the system, increasing system flexibility, and increasing the system’s overall quality. The production line also benefited from a decrease in work-in-process inventories, a decrease in lead time, and a decrease in manufacturing associated waste. Types of waste that were reduced or eliminated include: inventory, excess motion, waiting time, defects, over processing, and over production. Value stream mapping was used as the basic tool to employ Lean principles for overall performance improvement by reducing/eliminating waste. The current state map helped to identify the sources of waste. After the waste had been identified, other Lean tools such as, 5S, single-piece flow, setup time reduction, Poka-yoke, and Kanban systems were utilized to reduce or eliminate waste. A future state map was then generated to show the production system after Lean tools had been applied. A future state map illustrating the production process is shown in Figure 4.1. Refer to Appendix C for a larger image of Figure 4.1. The map shown below is based on a primed production line. Refer to Section 3.2 “Current Stream Mapping” for clarification of primed processes.

With the implementation of the recommended improvements decided by the improvement team, the Urethane production line’s processing time was reduced from 4,699 seconds to 3,653 seconds, and the HCEP production line’s processing time was reduced from 6,885 seconds to 4,104 seconds. In the proposed future state map, the lead time based on inventory levels and loading times is reduced from 31.8 days to 18.9 days for the Urethane production line, and the lead time for Epoxy production line was reduced from 34.9 days to 19.2 days.

Figure 4.1 Future State Map of the Medium Voltage Family’s Production System.

In the future state map, work-in-process inventory levels in the manufacturing system were able to be greatly reduced with the use of Kanban systems and the 77

implementation of single-piece flow in the assembly area. Work-in-process inventory levels were reduced by 40.6 percent in Urethane production line and 45 percent in the HCEP production line. Production Kanban systems were used to supply cores and wound units to the assembly process. The Kanban systems used to supply the cores to the annealing furnace and the assembly areas reduced inventory levels by 75.4 percent and the Kanban systems used to supply the wound units to the High winders and the assembly areas reduced inventory levels by 73.4 percent. Two-bin Kanban systems were used to supply assembly parts to the assembly processes. The Kanban systems used to supply assembly parts to the assembly areas reduced inventory levels by 90.9 percent. The reduction in inventory would reduce carrying cost and free up valuable production floor space. The capacity of the system was increased by the reduction of the cycle times at the bottle-neck operations. The capacity of the assembly process restricted the manufacturing system, and therefore, the manufacturing system was limited to the capacity of the assembly process. After the implementation of single-piece flow in the assembly processes, the Urethane production line capacity increased by 61.9 percent, and the HCEP production line capacity increased by 186.4 percent. The increase in capacity will allow the organization to reduce the time needed to fulfill customer orders. The flexibility of the system was increased by reducing the setup times in the HCEP casting operation and the winding process. The HCEP casting operation setup time was reduced from approximately five hours and fifteen minutes to one hour and sixteen minutes with the aid of setup reduction methods and standardized procedures. The setup time will be further reduced to sixteen minutes once the mold pre-heater is implemented into the operation. The setup time in the High winding process was reduced from twenty78

five to four minutes by replacing the old manual winders with semi-automated winders that are PLC operated and outfitted with standardized setup blocks. The reduction of setup time increased flexibility because the system has the needed time to switch back and forth among products, produce them in increased quantity, and can accommodate unplanned changes in demand. The manufacturing systems’ overall acceptable quality percentage (AQP, 1-rejected percentage) was increased in the Urethane production line from 85.2 percent to 88.3 percent and the HCEP production line increased from 82.3 percent to 88.5 percent. When all of the recommended improvements have been made to the system the overall AQP for the Urethane production line would be increased to 93.2 percent and the HCEP production line would be increased to 93.4 percent. The High winding process was able to reduce the amount of defective units produced with the replacement of the winders, standardized setup blocks, and the implementation of a Poka-yoke device. The combination of these actions reduced the amount of variation from one unit to the next. The AQP for the High winding operation increased from 94.4 percent to 98.8 percent. In the HCEP casting operation Lean tools such as, Pareto analysis, cause and effect analysis, and check lists were used to address quality issues. The goal was to reduce the amount of defective units caused by specific problems by 95 percent. Refer to section 3.5.2 “HCEP Operations” about actions taken to improve quality in the HCEP casting operations. These practices and actions aided in producing higher quality products being processed downstream. Table 4.1 compares the current state operation to the proposed future state operation.

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Current State Compared to Future State Production Lead Time Urethane Line HCEP Line Processing Time Urethane Line HCEP Line Acceptable Quality Percentage Urethane Line HCEP Line

Current State 31.8 days 34.9 days Current State 4,699 sec. 6,885 sec. Current State 85.2% 82.1%

Future State 18.9 days 19.2 days Future State 3,653 sec. 4,104 sec Future State 93.20% 93.40%

Reduced by: 40.6% 45.0% Reduced by: 22.30% 40.40% Increased by: 8% 10.90%

Table 4.1Current State Compared to Future State

In today’s global competitive market, organizations need to produce higher quality products at a more competitive price and be able to deliver the product faster than ever before. In order to compete, the organizations need to become more efficient in their operating practices or they are vulnerable in losing their share of the market segment. Lean methodology provides organizations a way to be able to increase productivity, reduce waste, and deliver a higher quality product to customers within a shorter lead time at their expected price.

4.2 Recommendations The following recommendations are made to sustain improvement efforts, improve productivity of the system, reduce equipment downtime, and to reduce the amount of variation in units being processed.

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Implement standardized procedures in all of the process improvements made to the medium voltage manufacturing system. Standardized procedures will aid in sustaining the desired results achieved by implementing the changes. The implementation of total productive maintenance (TPM) practices into the system. TPM is a Lean tool used to reduce the amount of downtime caused by mechanical breakdowns and to reduce variability in equipment performance. TPM requires the joint collaboration of the following departments: production, maintenance, and engineering. The ultimate goal of TPM is to get the equipment functioning at performance level higher than when it was new and to tailor the equipment to suit the manufacturing process. The operator is placed in charge of cleaning, performing preventive maintenance, accuracy inspections, and basic repairs. It is also the responsibility of the operator to monitor the equipment. If the equipment is not performing at optimal levels they report the issue to the maintenances department so that it can be fixed before it becomes a major problem. The maintenance department is responsible for properly initially training the operators and other than basic repairs. The improvement team is given the task of redesigning and reconfiguring the equipment to make it more reliable, better performing, and easier to maintain (Nicholas, 2011).

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References Bikram, J. S., & Khanduja, D. (2010). SMED: For quick changeovers in foundry SMEs. International Journal of Productivity and Performance Management, Vol. 59 No.1, pp. 98-116. Cost, Frank. J., & Daley, Brett J. (2003). Digital integration and lean manufacturing practices of U.S. printing firms. Rochester, NY: RIT Printing Industry Center. Casey, John (2013, October). 5S shakeup: Three secrets for sustaining 5S success. Quality Progress, Vol. 46 No.10, pp. 18 Chaneski, Wayne. S. (2002, October). Mapping a path to lean manufacturing. Modern Machine Shop, pp. 46 Chaneski, Wayne. S. (2004, April). Companies are learning from the value stream. Modern Machine Shop, pp. 44 Evans, James. R., & Lindsay, William. M. (2005). An introduction to six sigma and process improvement. Mason, OH: Thomson South-Western Evans, James. R., & Lindsay, William. M. (2008). Managing for quality and performance. (7th ed.). Mason, OH: Thomson South-Western Gung, D. and Strudel, F. (1990), A work load balancing model for determining set-up time and batch size reduction in G.T. flow line work cells. International Journal of Production Research, Vol. 28 No. 4, pp. 92-255. Robinson, Harry (1997). Using poke-yoke techniques for early defect detection. Hirano, Hiroyuki (2009). JIT Implementation Manual: The complete guide to Just-in-Time Manufacturing. Volume 3: Flow Manufacturing-Multi-Process Operations and Kanban. (2nd ed.). New York, NY: Productivity Press. Hirano, Hiroyuki (2009). JIT Implementation Manual: The complete guide to Just-in-Time Manufacturing. Volume 2: Waste and the 5S’s. (2nd ed.). New York, NY: Productivity Press. Hirano, Hiroyuki (1996). 5S for Operators: 5 pillars of the visual workplace. New York, NY: Productivity Press. Hopp, W., & Spearman, M. (1996). Factory physics. Chicago, IL: Richard D. Irwin. 282-288 Iman, R. A. (1978). Inventory is the flower of all evil, Journal of Inventory Management, Journal 34 No. 4, pp. 41-45

Keyes, J. (2013). The need for lean training. Journal of Management Policy and Practice, Vol. 14 No. 3, pp. 78-83.

Labow, L. (1999). The last word: On lean manufacturing. IIE Solutions, Vol. 31 No. 9, pp. 4246. Liker, Jeffrey. K., & Ogden, Timothy, N. (2011). Toyota under fire: Lessons for turning crisis into opportunity. New York, NY: McGraw-Hill Kahn, Sarah (2014). Electrical equipment manufacturing in the US. IBIS World Industry Report 33531. IBISWorld Inc. Manivannan, S. (2006). Error-proofing enhances quality. Manufacturing Engineering, Vol. 137 No. 5, pp. 99-104 Mehta, Merwan. (n.d.). Lean principles and tools. NC: East Carolina University Melnyk, Steven. A., & Christensen, R. T. (2002, June). Variance is evil. APICS The Performance Advantage, pp. 19. Meyers, Fred. E., & Stephens, Matthew. P. (2005). Manufacturing facilities design and material handling. (3rd ed.). Upper Saddle River, NJ: Prentice Hall Ohno, T. (1978). Toyota production system: Beyond management of large scale production. Tokyo, Japan: Diamond Publishing Ouchi, W. (1981). Theory Z. Addison-Wesley Pannesi, R. T. (1995), Lead time competitiveness in make-to-order manufacturing firm. International Journal of Production Research, Vol. 3 No.6, pp. 150-63.

Rees, D. (1988). Industry picks up a new accent: Worldclass manufacturing methods catch on in L.A. Los Angeles Business Journal, Vol. 10 No. 42, pp. 1.

Robinson, A. (1990). Modern approaches to manufacturing: The Shingo system. Cambridge, MA: Productivity Press. pp. 88.Rother, M., & Shook, J. (1999). Learning to see: Value stream mapping to add value and eliminate muda. Brookline, MA: Lean Enterprise Institute

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Ross, P. J. (1995). Taguchi techniques for quality engineering. (2nd ed.). New York, NY: McGraw-Hill Sanchez, A. M., & Perez, M. P. (2001). Lean indicators and manufacturing strategies. International Journal of Operations & Production Management, Vol. 21 No. 11), pp. 1433-1452. Sayer, Natalie. J., & Williams, Bruce (2007). Lean for dummies. Hoboken, NJ: Wiley Publishing. Inc. Shingo, S. (2000). A revolution in manufacturing: the SMED system. Productivity Journal, Vol. 50 No. 3, pp. 241-50 Stevenson, William. J. (2010). Operations management. (10th ed.). New York, NY: McGrawHill Irwin.

Nicholas, John (2011). Lean production for competitive advantage: a comprehensive guide to lean methodologies and management practices. New York, NY: Productivity Press.

Walton, M. (1986). The Deming management method. New York, NY: Perigee

Witt, Clyde. E. (2006, December). One-Piece Flow. Material Handling Management, pp. 59.

Womack, J. P. (2006, August/September). A measure of lean. IET Manufacturing Engineering, pp. 6.

Womack, J. P., Jones, D. T., Roos, D., & Massachusetts Institute of Technology. (1990). The machine that changed the world: Based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile. New York: Rawson Associate

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Appendix A: Current State Map

Appendix B: Current State Map with Recommended Improvements

Appendix C: Future State Map

Appendix D: Checklist

Standardized Procedure for HCEP Casting Mold Changeovers Note: Operators should review changeover procedures prior to changing casting mold. Mold change over requires at least two operators. Tools Required: Air Hammer (1/2 Drive), Air Ratchet (3/8 Drive), Ball Pin Hammer, Chain-hoist, Electric Palletizer, Feeler Gage, Carpenter Knife, O-ring Puller, and Allen Sockets Set Materials Required: O-ring Cord Stock, Vacuum Grease, Nozzle O-rings, Card-board Strips, and Moldbase Fixture

Procedures: 1.) Retrieve mold clean mold from preheat oven with palletizer and place in a standby position. 2.) Remove casting nozzle and vacuum line 3.) Clean casting mold 4.) Remove jig from machine carriage 5.) Detach the heating element and thermometer leads 6.) Unbolt vacuum chamber first and mold second 7.) Open vacuum chamber 8.) Close casting press and attach casting mold arm 9.) Attach chain-hoist to mold arm, and remove mold using hoist 10.) Remove chain-hoist from casting mold arm 11.) Check rollers to see if they need replacing (If yes, replace rollers) 12.) Attach chain-hoist to clean preheated casting mold by casting mold arm 13.) Install casting mold by using chain hoist and remove chain-hoist from casting mold arm 14.) Tighten four corn bolts around casting mold and remove mold arm 15.) Open casting press and close vacuum chamber 16.) Attach vacuum chamber 17.) Tighten remaining bolts securing the casting mold

18.) Attach the heating element and the thermometer leads 19.) Attach vacuum line and casting nozzle 21.) Attach and adjust mold-base fixture to machine carriage 22.) Perform vacuum check to ensure there are no leaks. Use feeler gauge to ensure proper seal (If leaks are present apply vacuum grease. If vacuum chamber is still leaking it may require changing the Oring around the vacuum chamber, viewing ports, and the casting nozzle.) 23.) Attach chain-hoist to removed casting mold by mold arm and raise the bottom of the mold knee high. Place metal pallet under the mold and lower the mold onto pallet. Return the mold to proper storage area using electric palletizer.

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Appendix E: Check Sheet

Medium Voltage Instrument Transformer Urethane Assembly Check Sheet for Single-Piece-Flow Analysis

__________________________________________________________________ Date:

Shift:

Number of Assemblers:

__________________________________________________________ Units Assembled:

Units Passed Testing:

__________________________________________________________ Total Units Assembled:

Total Units Passed Testing:

__________________________________________________________ Name of Tester

Appendix F: Urethane and Epoxy Defect Records for Seven Months: Description KOR-15C 50/100:5/150KV/25KV - TP VOG-11 60:1 VOG-11 60:1 VOY-95 3.2:1 VIY-95 104.17:1/95KV/15KV VOY-20 300:1/200KV/34.5KV - TP VIY-60 20:1 VIZ-12 175:1 LT VIZ-20 300:1 (SF6) VOY-11 70:1/110KV/15KV VOY-15 120:1 KON-11 5:5 KON-11ER 1000:5 VOZ-15 120:1/150KV/25KV KON-11ER 1000:5 VIZ-15G 110.18:1 1 FUSE VIY-60 35:1 VIZ-11 110:1 VOG-11 60:1 VIZ-12 110:1 - TP LT VIZ-12 175:1 LT VIY-60, 4200-120V, 35:1, L-to-G VOY-20G 175:1/200KV/34.5KV VOG-11 60:1,7200/12470GY,110KV BIL VOY-15G 120:1/150KV/25KV VOG-12 120:1 VIY-95 104.17:1/95KV/15KV VIZ-11 120:1 50 HZ VOG-11 60:1 VOZ-11 60:1/110KV/15KV KOR-20ER 200:5/200KV/34.5KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VIY-60 35:1 VOY-15G 110:1/150KV/25KV VIZ-15G 110.18:1 1 FUSE VIZ-15G 110.18:1 1 FUSE VIZ-15G 110.18:1 1 FUSE VOZ-15 120:1/150KV/25KV

Prob. code text Ext Voids Flashing Flashing HLIC Manual Test Rework Manual Test Rework Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC HLIC HLIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Ratio Turns Ratio Turns Reverse Polarity Ext Voids External Cosmetics External Cosmetics HLIC HLIC Manual Test Rework Manual Test Rework Mold build error Mold Leaked Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns

Created on 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 08/01/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/31/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014 07/30/2014

Qty 2 6 3 1 1 1 1 4 1 1 1 1 2 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 1

VOY-20 300:1/200KV/34.5KV - TP KON-11ER 1000:5 VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 110:1 110KV 15KV L-TO-L KOR-15CER 200:5/150KV/25KV VIZ-15G 110.18:1 1 FUSE VIY-95 104.17:1/95KV/15KV KON-11ER 200:5 - TP VOG-11 60:1,7200/12470GY,110KV BIL VOY-15 100:1/150KV/25KV VOY-20 173.2/300 & 173.2/300:1 KOR-15CER 200:5/150KV/25KV VIY-60, 2400-120V, 20:1, L-to-L VIY-60, 4200-120V, 35:1, L-to-G VIZ-11 70:1/110KV/15KV (SF6) L-TO-L VOZ-11 60:1/110KV/15KV VOZZ-20 300:1 - TP VOG-11 60:1,7200/12470GY,110KV BIL VIY-60 20:1 VIZ-11 60:1/110KV/15KV L-TO-G VIY-60 40:1 VIZ-15 207.83:1 VIZ-20G 208.33:1 VOY-15G 63.5/120:1 DUAL HV VOY-95 3.2:1 VOY-95 3.2:1 VOZ-11 60:1/110KV/15KV KIR-75 40:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1 VOG-11 60:1,7200/12470GY,110KV BIL KOR-11 10:1 50HZ - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 63.5:1 /110KV/15KV L-TO-G VIZ-11 7200/110KV/15KV VOY-11 120:1/110KV/15KV - TP VOY-11 60:1/110KV/15KV VOY-11 70:1/110KV/15KV VOY-11 70:1/110KV/15KV VOZ-11 70:1/110KV/15KV VOZ-75 20:1/75KV/8.7KV - TP

Cracked Unit Ext Voids Ext Voids LIC Manual Test Rework Ratio Turns Wire Showing HLIC HLIC HLIC HLIC HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Overpot Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wrong Hardware Broken Shed Ext Voids Ext Voids LIC Manual Test Rework Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns 92

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1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 2 1 2 1 1 2 1 1 1 1 1 2 1 1 1 1 1

VOZ-11 60:1/110KV/15KV KON-11ER 200:5 - TP VIY-60, 4200-120V, 35:1, L-to-G VOG-11 60:1 VIZ-11 7200/110KV/15KV VIZ-12 175:1 LT VIZ-12G 158.33:1 VOZZ-20 300:1 - TP KON-11ER 200:5 - TP VOG-11 60:1,7200/12470GY,110KV BIL VOY-60 20:1 KON-11 10:5 VOG-11 60:1,7200/12470GY,110KV BIL VOY-11 60:1/110KV/15KV KOR-11 600/1200:5 - TP VIL-12S 100:1 (48 Hr Test) VIY-95 104.17:1/95KV/15KV VOY-11 3.2 & 3.2:1 VOG-11 60:1 KOR-20 150/300:5/200KV/34.5KV VOG-11 60:1,7200/12470GY,110KV BIL VOY-15G 110:1/150KV/25KV VOY-20 173.2/300 & 173.2/300:1 VOY-20 300:1/200KV/34.5KV - TP VOY-20G 175:1/200KV/34.5KV KOR-20ER 200:5/200KV/34.5KV - TP VOY-20 173.2/300 & 173.2/300:1 VOY-60 20:1 VOY-60 35:1 KIR-11 200:5 VOG-11 60:1,7200/12470GY,110KV BIL VOY-11 70:1/110KV/15KV KOR-15C 800:5/150KV/25KV - TP KOR-20ER 200:5/200KV/34.5KV - TP VIY-60 35:1 50 HZ VIZ-11 120:1 /110KV/15KV L-TO-G VOY-60 35:1 VOY-60 35:1 VOY-95 3.2:1 VIZ-11 100:1 50 HZ 110KV/15KV KON-11 300:5

Ratio Turns HLIC HLIC Machine Malfunction Overpot Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids External Cosmetics HLIC Machine Malfunction Machine Malfunction Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged terminal External Cosmetics External Cosmetics External Cosmetics External Cosmetics External Cosmetics External Cosmetics HLIC HLIC HLIC HLIC LIC Machine Malfunction Machine Malfunction Mold Leaked Mold Leaked Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Wire Showing HLIC 93

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2 2 1 2 2 3 1 1 3 2 1 1 1 1 1 2 1 1 1 1 1 1 1 3 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

VOG-11 60:1 VIZ-11, 7200-120V, 60:1, L-to-G VOG-12 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 7200-120V, 60:1, L-to-G VIZ-11, 7200-120V, 60:1, L-to-G VIY-95 104.17:1/95KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 7200 (SF6)/110KV/15KV VIZ-12G 158.33:1 VOY-20G 167.7:1 VOY-95 5:1 VOZZ-20 175/300 & 175/300:1 VIZ-75 35:1/75KV/8.7KV VOY-95 5:1 VOY-95 3.2:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1/110KV/15KV VIZ-15G 166:1 VIZ-20 300:1 - TP VOZ-11M 60:1/110KV/15KV VIY-60 35:1 50 HZ VIZ-11 60:1 7200/110KV/15KV VIZ-11, 7200-120V, 60:1, L-to-G VIZ-12G 120:1 1 FUSE - TP LT PTD-15 120 & 120:1 1 FUSE (SF6) - TP VIY-95 104.17:1/95KV/15KV VIZ-11 120:1/110KV/15KV VOG-11 63.5:1 VOZZ-20 300:1 - TP KON-11 25:5 VIY-60 20:1 VIY-60 35:1 VIZ-11 100:1 50 HZ 110KV/15KV VOY-11 3.2 & 3.2:1 VIL-12S 100:1 (48 Hr Test) VIZ-11, 7200-120V, 60:1, L-to-G PTD-15 120 & 120:1 1 FUSE (SF6) - TP VIZ-11 60:1 7200/110KV/15KV VIZ-12G 120:1 1 FUSE - TP LT VIZ-20G 166:1

HLIC HLIC Open Primary Overpot Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wrong Hardware Damaged De-Molding Dropped unit Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Overpot Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC HLIC HLIC HLIC LIC Mold build error Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns 94

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2 3 1 1 1 1 1 1 2 1 6 1 1 1 1 1 1 2 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1

VIZ-20G 175/300:1 W/ PIMARY LEADS VIZZ-15 150:1 VIZZ-15 200 & 200:1 VIZ-11, 7200-120V, 60:1, L-to-G VIY-60, 4200-120V, 35:1, L-to-G VIY-95 104.17:1/95KV/15KV VIZ-20 287.5:1 W/ PRIMARY LEADS - TP KON-11 25:5 VIZ-15G 60/120:1 (SF6) VIZ-20G 175/300:1 W/ PIMARY LEADS VOY-15G 63.5/120:1 DUAL HV KON-11 200:5 KOR-11 600:5 KON-11 25:5 KON-11 25:5 KON-11 300:5 - TP KON-11 300:5 - TP VOY-11 63.5:1/110KV/15KV VOY-15G 120:1/150KV/25KV VOY-60 20:1 KON-11ER 1000:5 KON-11 200:5 VOY-20G 175:1/200KV/34.5KV VIZ-20 287.5:1 W/ PRIMARY LEADS - TP VOY-95 100:1(APG) VIZ-11 60:1 7200/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VOY-95 100:1(APG) VOZ-11E 60:1/110KV/15KV - TP KOR-11 600/1200:5 - TP KOR-11 600/1200:5 - TP KOR-12 150/300:5 KOR-12 150/300:5 VOY-11 63.5:1/110KV/15KV VIZ-11 100:1/110KV/15KV L-TO-L VIZ-15G 140:1 1 FUSE (SF6) VIZ-15G 60/120:1 (SF6) VIZ-20G 300:1 - TP VOY-11 3.2 & 3.2:1 VIY-60 35:1 50 HZ VOY-95 100:1(APG)

Ratio Turns Ratio Turns Ratio Turns Overpot Ratio Turns Ratio Turns Defective Mold HLIC Ratio Turns Ratio Turns Ratio Turns Broken Shed Broken Shed Ext Voids Ext Voids Ext Voids Ext Voids External Cosmetics External Cosmetics HLIC LIC Machine Malfunction Machine Malfunction Mold build error Mold Leaked Overpot Overpot Ratio Iron Loss Ratio Turns Ext Voids Ext Voids Ext Voids Ext Voids Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Ratio Turns 95

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2 1 1 1 1 1 3 1 1 6 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1

VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 70:1/110KV/15KV L-TO-G VIZ-15G 140:1 1 FUSE (SF6) VIZ-15G 60/120:1 (SF6) VIZ-20G 300:1 - TP VOG-11 60:1 VOY-15G 63.5/120:1 DUAL HV VOY-60 20:1 UNION ELEC VOZ-11E 60:1/110KV/15KV - TP VIY-60 35:1 50 HZ VOZ-11 60:1UNION ELEC/110KV/15KV KOR-20 50/100:5/200KV/34.5KV - TP VOY-11 60:1/110KV/15KV KON-11ER 200:5 - TP VOZZ-20 300:1 - TP KON-11ER 1000:5 KOR-11 300/600:5 - TP VIY-60 35:1 50 HZ VOG-11 60:1,7200/12470GY VOY-11 60:1/110KV/15KV VOY-20G 139/249&139/249:1 VOZ-20 300/175:1/200KV VOZ-20 300:1 VIY-60 35:1 50 HZ VIZ-15G 140:1 1 FUSE (SF6) VOY-11 60:1/110KV/15KV VOZ-11 70:1/110KV/15KV VOZ-15 104.55:1/150KV/25KV VOY-11 60:1/110KV/15KV VOY-95 5:1 VOZ-15 104.55:1/150KV/25KV KOR-11 600/1200:5 - TP KOR-11 600/1200:5 - TP KON-11 300:5 - TP KON-11 300:5 - TP VOY-11 60:1/110KV/15KV KON-11ER 1000:5 KON-11 15:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 35:1 110KV/15KV VIZ-20 207.5:1 - TP

Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged Leads Defective Mold Ext Voids Ext Voids External Cosmetics Manual Test Rework Mold Leaked Mold Leaked Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities Wire Showing Wire Showing HLIC HLIC HLIC Broken Shed HLIC Manual Test Rework Manual Test Rework Manual Test Rework 96

07/08/2014 07/08/2014 07/08/2014 07/08/2014 07/08/2014 07/08/2014 07/07/2014 07/07/2014 07/07/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/02/2014 07/01/2014 07/01/2014 07/01/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014

1 1 1 1 1 1 1 1 2 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 2

VIZ-20G 175:1 - TP VOG-12 100:1 - TP VOY-20 300:1/200KV/34.5KV - TP VIZ-11 63.5:1/110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOY-20G 175/300&75/300:1 VIZ-11 120:1 /110KV/15KV L-TO-G VOY-15 200:1/150KV/25KV - TP KON-11ER 200:5 - TP VOY-11 60:1/110KV/15KV VOY-60 20:1 VOY-95 100:1(APG) VIY-60 20:1 VIZ-11 120:1 /110KV/15KV L-TO-G KON-11ER 200:5 - TP KON-11ER 400:5 KOR-11 600/1200:5 - TP VOZ-15 120:1/150KV/25KV - TP VOY-95 100:1(APG) VOY-20G 139/249&139/249:1/200KV/34.5CSA VOY-20G 175/300&75/300:1/200KV/34.5 TP VOY-95 100:1(APG) VOZZ-20 300:1 - TP VOZZ-20G 175/300:1/200KV/34.5KV - TP VOY-11 63.5:1/110KV/15KV VOY-15G 63.5/120:1 DUAL HV VOG-11 60:1,7200/12470GY,110KV BIL KOR-15CE 50:5 KON-11 300:5 - TP KON-11ER 200:5 - TP KON-11ER 400:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL KOR-11 200/400:5 KOR-15CER 200:5/150KV/25KV VIL-12S 136.17/100:1 LT VOG-12 100:1 - TP VIZ-11 100:1 /110KV/15KV/50HZ

Manual Test Rework Manual Test Rework Open Secondary Overpot Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids External Cosmetics LIC LIC Machine Malfunction Machine Malfunction Manual Test Rework Manual Test Rework Mold Leaked Mold Leaked Mold Leaked Mold Leaked Ratio Iron Loss

06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/30/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 4 1 1 2 1 1

Ratio Turns

06/27/2014

1

Ratio Turns

06/27/2014

1

Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Wire Showing Cracked Unit Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing

06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/27/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014

3 1 1 1 1 1 1 1 1 6 1 1 3 1 1 1 1

97

VOG-11 70:1 KOR-20 150/300:5/200KV/34.5KV VOZ-11 60:1/110KV/15KV KON-11ER 200:5 - TP KON-11ER 200:5 - TP VIY-60 20:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOY-11 120:1/110KV/15KV VIZ-20G 275:1 KOR-11 200/400:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 20 & 20:1 VIZ-11 63.5:1/110KV/15KV L-TO-G VIZ-11, 7200-120V, 60:1, L-to-G VIZ-75 57.5:1 VOY-11 60:1/110KV/15KV VOY-11 63.5:1/110KV/15KV VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 60:1 VOY-11 120:1/110KV/15KV VOZ-15 120:1/150KV/25KV VIL-12S 100:1 (48 Hr Test) VOY-95 5:1 VOZ-11 60:1/110KV/15KV VIY-60 20:1 KON-11 300:5 - TP KOR-11 300:5 KOR-11 600/1200:5 - TP VIZ-11 120:1 /110KV/15KV L-TO-G KON-11 25:5 KON-11 25:5 KON-11ER 50:5 KOR-20 400:5 VOY-11 60:1/110KV/15KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20G 175:1 - TP VIZ-20G 175:1 - TP VIZ-20G 301.82 & 301.82:1 VIZ-75 57.5:1

Flashing HLIC HLIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Ext Voids Ext Voids External Cosmetics Flashing HLIC HLIC HLIC Manual Test Rework Mold Leaked Mold Leaked Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns 98

06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/26/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014

1 1 1 2 1 1 1 1 1 1 1 1 5 2 2 2 1 1 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 5 2 1 1 1

VOY-11 63.5:1/110KV/15KV VOY-95 2:1 VOY-95 2:1 VOY-95 2:1 VOY-95 5:1 VOY-95 5:1 VOZ-11 3.2:1 (SF6)/110KV/15KV VOZ-15 120:1/150KV/25KV VOZZ-20 300:1 - TP VOZZ-20G 175/300:1/200KV/34.5KV - TP KOR-11 600:5 VIZ-11 120:1 /110KV/15KV L-TO-G KOR-11 300:5 KOR-11 600/1200:5 - TP KOR-11 30:5 - TP KOR-11 300:5 - TP KOR-11 50:5 KOR-11 50:5 KOR-15CER 200:5/150KV/25KV VIL-12S 100:1 (48 Hr Test) VIL-12S 136.17/100:1 LT VOG-11 60:1 VOY-15 120:1 VOZ-15 120:1/150KV/25KV VOZZ-20 216.67 & 216.67:1 VOZZ-20 216.67 & 216.67:1 VIZ-11, 7200-120V, 60:1, L-to-G VOY-95 100:1(APG) KOTD-200 3200:5//5 MR VOZ-11 60:1/110KV/15KV VOY-11 63.5:1/110KV/15KV VOZ-11M 20/60:1 KIR-11 200:5 KOR-15CER 200:5/150KV/25KV VIY-60, 4200-120V, 35:1, L-to-L VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 7200-120V, 60:1, L-to-G VIZ-11, 7200-120V, 60:1, L-to-G VOY-20 175/300:1/200KV/34.5KV KOR-20 150/300:5/200KV/34.5KV VOY-20 33000/33000Y VT

Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Wires Showing Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing HLIC HLIC Loose Hardware Machine Malfunction Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold Leaked Mold Leaked 99

06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/25/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014

1 1 1 2 1 1 1 3 1 1 1 1 1 1 1 1 2 1 2 3 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1

VOZ-11 60:1/110KV/15KV VOY-95 100:1(APG) VIY-60, 4200-120V, 35:1, L-to-L VOG-11 70:1 VOY-95 2:1 VOZZ-20 216.67 & 216.67:1 KOR-11E 25:5 VIZ-11 120:1 /110KV/15KV L-TO-G VOY-60 20:1 VOG-11 60:1,7200/12470GY,110KV BIL KIR-11ES 1200:5 KON-11 10:5 KON-11 100:5 VIY-60 20:1 VIY-60 35:1 VIZ-20G 275:1 VIL-12S 100:1 (48 Hr Test) VOY-15 200:1/150KV/25KV - TP KON-11 300:5 - TP KOR-11 600/1200:5 - TP VOY-60 20:1 VOY-60 35:1 KON-11 300:5 - TP KON-12 25:5 VIY-60, 4200-120V, 35:1, L-to-L VOZ-20 300:1 VOG-11 60:1,7200/12470GY,110KV BIL VOY-11 100:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOZ-11M 63.5:1/110KV/15KV VIL-12S 100:1 (48 Hr Test) VIL-95S 34.67:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20G 275:1 VOY-11 63.5:1/110KV/15KV VOY-60 20:1 VOY-95 2:1 VOY-95 2:1 VOY-95 100:1(APG) VIY-60, 4200-120V, 35:1, L-to-L VOG-11 60:1,7200/12470GY,110KV BIL

Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Cracked Unit External Cosmetics Mold build error Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Wire Showing Cracked Unit Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC HLIC LIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal inserted incorrectly Wire Showing Cracked Unit 100

06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/24/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/23/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014 06/20/2014

1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 5 1

06/20/2014

1

06/20/2014 06/19/2014

1 1

VOZ-20 300/175:1/200KV/34.5KV - TP VOZ-20 300:1 KON-12ER 200:5 VOZ-20 300:1 KON-11ER 1000:5 KOR-15C 200/400:5/150KV/25KV - TP KOR-15C 10:5/150KV/25KV VOY-20G 175/300&75/300:1/200KV/34.5 TP PT-15 60:1 2 FUSE 0.5E (SF6) VIY-60, 4200-120V, 35:1, L-to-L VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20G 140:1 VIZ-20G 275:1 VOY-15 120:1 VOY-20G 175/300&175/300:1/200KV/34. TP VOY-95 2:1 VOZ-11 3.2:1 (SF6)/110KV/15KV VOZZ-20 216.67 & 216.67:1 VOY-60 20:1 VOG-11 63.5:1,7620/13200GY,110KV BIL VOY-20G 139/249&139/249:1/200KV/34.5CSA VOZ-15 7200/14400:120/150KV/25KV VIY-60 35:1 VOG-11 60:1,7200/12470GY,110KV BIL VOY-60 20:1 VOY-95 100:1(APG) PT-15 60:1 2 FUSE 0.5E (SF6) VIZ-20G 166:1 VOY-95 2:1 VOZZ-20 216.67 & 216.67:1 VIY-60 20:1 VIY-60 35:1 VIY-60, 4200-120V, 35:1, L-to-L VOZ-20 300/175:1/200KV/34.5KV - TP KON-11ER 1000:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL KIR-11 600:5 KOTD-200 3200:5//5 MR 101

Cracked Unit Cracked Unit Ext Voids HLIC LIC Ratio Iron Loss Ratio Iron Loss

06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/19/2014

1 1 1 2 1 1 1

Ratio Turns

06/19/2014

1

Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns

06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/19/2014

2 1 1 1 1 3

Ratio Turns

06/19/2014

Ratio Turns Ratio Turns Ratio Turns Wire Showing Ext Voids

06/19/2014 06/19/2014 06/19/2014 06/19/2014 06/18/2014

1 4 2 1 1 1

Ext Voids

06/18/2014

1

HLIC Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Wires Showing Wires Showing Cracked Unit Ext Voids Ext Voids Ext Voids HLIC HLIC

06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/18/2014 06/17/2014 06/17/2014 06/17/2014 06/17/2014 06/17/2014 06/17/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

VOZ-20 300:1 VIZ-20G 166:1 VOY-15G 63.5/120:1 DUAL HV VOZZ-20 216.67 & 216.67:1 VOY-20G 175:1/200KV/34.5KV VOZ-20 300/175:1/200KV/34.5KV - TP VIY-60 35:1 VIZ-11 60:1 7200/110KV/15KV VIZ-15G 60/120:1 (SF6) VIZ-20G 166:1 VIZ-20G 174.74:1 VIZ-20G 175/300:1 W/ PIMARY LEADS VOG-11 60:1 VOY-15G 63.5/120:1 DUAL HV VOZZ-20 216.67 & 216.67:1 KTH-15 200:5 (SF6) VIZ-11 120:1 110KV/15KV L-TO-L KIR-11 600:5 KOR-15CER 200:5/150KV/25KV KOR-15CER 200:5/150KV/25KV KOR-20 10:5/200KV/34.5KV KOTD-200 3200:5//5 MR VIY-60 35:1 VIZ-11, 4200-120V, 35 & 35:1, L-to-G KIR-11 600:5 VOY-60 20:1 VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOG-11 60:1 VOG-11 60:1 VOZZ-20 216.67 & 216.67:1 VOZZ-20 216.67 & 216.67:1 VIY-60 20:1 VIY-60 20:1 VIY-60 20:1 VIY-60 20:1 VOY-20G 175&175:1/200KV/34.5KV VOY-60 20:1 KOR-11 150/300:5 - TP KOR-15C 25:5/150KV/25KV - TP KOR-15C 50:5/150KV/25K - TP

HLIC Ratio Turns Ratio Turns Ratio Turns Reverse Polarity HLIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged De-Molding Defective Mold Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing HLIC HLIC HLIC Open Secondary Open Secondary Ratio Turns Ratio Turns Wire Showing Wire Showing Wire Showing Wire Showing Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids 102

06/17/2014 06/17/2014 06/17/2014 06/17/2014 06/17/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/16/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/13/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014

1 2 1 1 1 1 3 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1

KOR-15C 75:5/150KV/25KV - TP KOR-15CER 200:5/150KV/25KV KOR-20 10:5/200KV/34.5KV KOR-20 10:5/200KV/34.5KV KOR-60 600:5 - TP VIZ-11 100/120:1 VIZ-11 100:1 /110KV/15KV/50HZ VOY-11 70:1/110KV/15KV VOY-15 120:1 VOY-15G 63.5/120:1 DUAL HV VOZZ-20 216.67 & 216.67:1 VOZ-11 70/120:1 VOZ-15 200:1/150KV/25KV - TP VOZ-15 200:1/150KV/25KV - TP VIZ-11 100/120:1 VIZ-12G 120 & 200:1 VOY-20 240:1/200KV/34.5KV VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 63.5:1,7620/13200GY,110KV BIL VOY-60 20:1 VOZ-11 70/120:1 VOZ-15 7200/14400:120/150KV/25KV VOZ-20 300/175:1/200KV/34.5KV - TP VIY-60 35:1 VIY-60 35:1 VIZ-15G 120:1 1 FUSE - TP LT VIZ-15G 120:1 1 FUSE - TP LT VIZ-15G 120:1 1 FUSE - TP LT VIZ-15G 120:1 1 FUSE - TP LT VIZ-20G 175:1 - TP VIZ-20G 175:1 - TP VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOZ-11 100:1 N0 BADGES/110KV VOZ-11 100:1 N0 BADGES/110KV VOZZ-20 216.67 & 216.67:1 VOZZ-20 216.67 & 216.67:1 VOG-11 60:1,7200/12470GY,110KV BIL KON-11 600:5 KON-11 600:5

Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids LIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Terminal Damaged Terminal Damaged 103

06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/12/2014

1 3 1 6 1 2 1 1 4 1 1 1 1 1 1 1 2 1 1 1 1 3 1 1 1 1 3 3 3 3 1 1 1 1 1 1 1 1 1 1 1

VOY-20G 139/249&139/249:1/200KV/34.5CSA VOY-15G 120:1/150KV/25KV VOY-15G 120:1/150KV/25KV VOZ-15 120:1/150KV/25KV VOZ-15 120:1/150KV/25KV VOY-60 20:1 VOY-60 20:1 VOZ-15 7200/14400:120/150KV/25KV VIZ-11 100/120:1 VIZ-11 100/120:1 KON-11ER 200:5 - TP VOY-15 120:1 VOY-15 120:1 KOR-15C 25:5/150KV/25KV - TP VIZ-11 70:1/110KV/15KV L-TO-G VIZ-12G 120 & 200:1 KON-11 5:5 KON-11 5:5 VOY-60 20:1 KOR-15C 75:5/150KV/25KV - TP KOR-15C 75:5/150KV/25KV - TP VOY-60 20:1 VOG-11 60:1,7200/12470GY,110KV BIL VOY-60 20:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA KOR-15C 25:5/150KV/25KV - TP VOY-15G 120:1/150KV/25KV VOY-20 175:1/200KV/34.5KV KOR-15C 25:5/150KV/25KV - TP KOR-15C 25:5/150KV/25KV - TP KON-11ER 200:5 - TP VIY-60 35:1 VIZ-11 100:1 /110KV/15KV L-TO-G VIZ-11 70:1 /110KV/15KV L-TO-G VOY-60 20:1 - TP VOZ-15 150:1/150KV/25KV - TP KOR-15C 25:5/150KV/25KV - TP KOR-15C 25:5/150KV/25KV - TP VIY-60 35:1 VIY-60 35:1

Wire Showing

06/12/2014

1

Wires Showing Wires Showing Wires Showing Wires Showing Broken Shed HLIC HLIC HLIC HLIC LIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Mold build error Mold build error Wire Showing Damage at De-molding Damage at De-molding Damaged terminal Ext Voids Ext Voids

06/12/2014 06/12/2014 06/12/2014 06/12/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/11/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Ext Voids

06/10/2014

1

Ext Voids Ext Voids Ext Voids HLIC HLIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Overpot Overpot Overpot

06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014

1 1 1 1 1 1 1 3 2 1 1 1 1 1 1

104

VOG-11 60:1,7200/12470GY,110KV BIL VOY-60 20:1 VIZ-12G 127:1 VIZ-12G 127:1 VIZ-20G 175:1 - TP VIZ-20G 175:1 - TP VOZ-11 40/66.4:1 VOZ-11 40/66.4:1 VOZ-15 200:1/150KV/25KV - TP VOZ-15 200:1/150KV/25KV - TP VOZZ-20 216.67 & 216.67:1 VOZZ-20 216.67 & 216.67:1 KOR-15C 200:5/150KV/25KV - TP KOR-15C 200:5/150KV/25KV - TP VOZ-15 120:1/150KV/25KV - TP VIY-60 35:1 VIY-60 35:1 VOG-11 60:1,7200/12470GY,110KV BIL KIR-60 300:5 VIZ-11 70:1/110KV/15KV - TP VIL-12S 136.17/100:1 LT VIL-12S 136.17/100:1 LT VIZ-12G 127:1 VIZ-12G 127:1 VIZ-20G 175:1 - TP VIZ-20G 175:1 - TP VOZZ-20 216.67 & 216.67:1 VOZZ-20 216.67 & 216.67:1 KON-11ER 200:5 - TP KOR-15C 25:5/150KV/25KV VOZ-15 7200/14400:120/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VIY-95 40:1 VIZ-20 300:1 (SF6) VIZ-20G 175:1 - TP VOY-20 175:1/200KV/34.5KV VOY-20G 139/249&139/249:1/200KV/34.5CSA VOY-20G 175/300:1/200KV/34.5KV - TP VOG-11 60:1,7200/12470GY,110KV BIL KON-11 15:5 KON-11 25:5

Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids HLIC HLIC HLIC LIC Manual Test Rework Manual Test Rework Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids Ext Voids Loose Hardware Ratio Turns Ratio Turns Ratio Turns Terminal Damage

06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/10/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/09/2014 06/06/2014 06/06/2014 06/06/2014 06/06/2014 06/06/2014 06/06/2014 06/06/2014 06/06/2014

1 1 2 2 2 2 3 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 3 1

Cracked Unit

06/05/2014

1

Cracked Unit External Cosmetics HLIC HLIC

06/05/2014 06/05/2014 06/05/2014 06/05/2014

1 1 1 1

105

VOZ-15 120:1/150KV/25KV - TP VOY-20G 175&175:1/200KV/34.5KV VOG-11 63.5:1,7620/13200GY,110KV BIL KON-11 15:5 VOY-20G 139/249&139/249:1/200KV/34.5CSA VIY-60 35:1 KOR-15C 400/800:5/150KV/25KV KON-11ER 200:5 - TP VOY-20G 175 & 300:1 KOR-12 30:5 VIY-60 35:1 VIY-60 35:1 VIZ-11 100:1 /110KV/15KV L-TO-G VOG-11 60:1 VOY-12 100:1/125KV/25KV VIZ-11 100 & 100:1 VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV KON-12ER 200:5 VOZ-11 120:1/110KV/15KV - TP VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOG-11 60:1,7200/12470GY,110KV BIL VOY-11 60:1/110KV/15KV VOY-11 60:1/110KV/15KV VIZ-20G 300:1 - TP VIZ-75 20:1/75KV/8.7KV - TP VOG-11 60:1 VOG-11 60:1 VOY-12 100:1/125KV/25KV VOY-15G 120:1/150KV/25KV VOY-15G 120:1/150KV/25KV VOY-15G 120:1/150KV/25KV KON-11ER 200:5 - TP KOR-12 30:5 KOR-12 300/600:5 KOR-20 400:5/200KV/34.5KV KOR-15C 400/800:5/150KV/25KV VOY-20 175/300:1/200KV/34.5KV VOZ-15 120:1/150KV/25KV - TP

HLIC Machine Malfunction Mold build error Overpot

06/05/2014 06/05/2014 06/05/2014 06/05/2014

1 1 1 1

Overpot

06/05/2014

1

Ratio Iron Loss Wire Showing Ext Voids Ext Voids HLIC Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Cracked Unit HLIC LIC Loose Hardware Loose Hardware Loose Hardware Loose Hardware Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC HLIC

06/05/2014 06/05/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/04/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/03/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014

1 1 1 1 1 1 1 2 1 2 1 1 1 2 2 3 2 1 7 2 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1

106

VOZ-15 7200/14400:120/150KV/25KV VIL-95 100:1 - TP VOG-11 60:1,7200/12470GY,110KV BIL KON-11HA 25:5 KON-12ER 200:5 KOR-15C 25:5/150KV/25KV VIZ-11 110:1 /110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY,110KV BIL VOY-60 20:1 VOZ-11 60:1/110KV/15KV VOZ-11M 120:1 VIZ-11 100:1/110KV/15KV - TP VIZ-11, 14400-120V, 120:1, L-to-G VIZ-15 200:1 VOG-11 60:1 VOY-12 100:1/125KV/25KV VOY-15G 63.5/120:1 DUAL HV VIY-95 104.17:1/95KV/15KV KOR-15C 400/800:5/150KV/25KV VOY-11 109.11/110KV/15KV VIZ-11 100 & 100:1 VOZ-15 120:1/150KV/25KV - TP VOZ-11M 63.5:1 & 63.51 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 63.5:1,7620/13200GY,110KV BIL VOZ-15 7200/14400:120/150KV/25KV VOY-20G 139/249&139/249:1/200KV/34.5CSA VIZ-11, 14400-120V, 120:1, L-to-G VOZ-11M 120:1 VIZ-11 60:1 7200/110KV/15KV VIZ-11, 14400-120V, 120:1, L-to-G VOZ-15 120:1/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VOZ-11M 60:1/110KV/15KV - TP KOR-12 25:5 VOY-60 20:1 VOG-12 120:1 VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV

HLIC HLIC LIC Machine Malfunction Mold Leaked Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal Damage Terminal inserted incorrectly Wrong Hardware Wrong hardware Cracked Unit Ext Voids External Cosmetics HLIC Mold Leaked

06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014 06/02/2014

1 1 1 2 2 1 1 1 1 2 2 1 1 1 2 1 1 1

06/02/2014

1

06/02/2014 05/30/2014 05/30/2014 05/30/2014 05/30/2014 05/30/2014 05/30/2014

1 2 1 1 1 1 1

Overpot

05/30/2014

1

Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids LIC Loose Hardware Ratio Turns Ratio Turns Ratio Turns Ratio Turns

05/30/2014 05/30/2014 05/30/2014 05/30/2014 05/30/2014 05/30/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014

1 1 1 2 2 1 1 1 1 1 2 1 1

107

VIL-95 100:1 - TP VIY-60 20:1 VIY-95 104.17:1/95KV/15KV VIZ-11 100:1 /110KV/15KV L-TO-G VIZ-11 100:1/110KV/15KV - TP VIZ-11 103.9:1 /110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOY-11 60:1 50 HZ/110KV/15KV VOZ-11 100:1 N0 BADGES/110KV/15KV VOZ-11 60:1/110KV/15KV VOZ-11M 60:1/110KV/15KV - TP VOY-12 120:1/125KV/25KV VOY-20G 175/300&75/300:1/200KV/34.5 TP VOZ-11M 120:1 VOZ-75 20:1/75KV/8.7KV - TP VOY-15G 63.5/120:1 DUAL HV VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 VOY-12 120:1/125KV/25KV VOY-15 120:1/150KV/25KV - TP VOY-20 300:1/200KV/34.5KV - TP VOY-60 20:1 VOZ-11M 70:1/110KV/15KV - TP VIY-60 20:1 VIZ-11 103.9:1 /110KV/15KV L-TO-G VIZ-11 60:1 7200/110KV/15KV VIZ-20G 166:1 - TP VIZ-75 35:1 SF6/75KV/8.7KV - TP VIZ-75 35:1 SF6/75KV/8.7KV - TP KOR-12 300/600:5 KOR-12 30:5 VIY-60 40:1 VOZ-11 100:1 N0 BADGES/110KV/15KV VOY-20G 139/249&139/249:1/200KV/34.5CSA VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 KON-11ER 1000:5 KON-11ER 1000:5

Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged De-Molding Damaged De-Molding Damaged De-Molding Damaged De-Molding Ext Voids

05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/29/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014

1 1 1 2 1 5 5 1 1 1 1 2

Ext Voids

05/28/2014

1

Ext Voids LIC LIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal inserted incorrectly Wire Showing Wires Showing Wires Showing

05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014 05/28/2014

2 1 1 1 1 1 1 6 1 3 1 1 3 1 1 5

05/28/2014

1

05/28/2014 05/28/2014 05/28/2014

1 1 1

Cracked Unit

05/27/2014

1

HLIC HLIC HLIC LIC LIC

05/27/2014 05/27/2014 05/27/2014 05/27/2014 05/27/2014

1 1 1 1 5

108

KOR-11 50:5 - TP KOR-12 300/600:5 KOR-11 50:5 - TP VOG-11 60:1 VOZ-11M 120:1 VOG-11 60:1 VOG-12 120:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA VOZ-15 7200/14400:120/150KV/25KV VOY-20G 175:1/200KV/34.5KV VIZ-12 66.39:1 VOY-11 60:1 50 HZ/110KV/15KV VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOY-95 5:1 VOZZ-20 175/300 & 175/300:1 VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOY-11 3.2 & 3.2:1 VOG-11 60:1 VOY-15G 120/200:1 VIZ-75 20:1/75KV/8.7KV - TP VIZ-75 20:1/75KV/8.7KV - TP VOY-11 60:1 50 HZ/110KV/15KV VOY-11 60:1 50 HZ/110KV/15KV VOY-11 60:1 50 HZ/110KV/15KV VOY-11 60:1 50 HZ/110KV/15KV VIZ-11 110:1 110KV 15KV L-TO-L VOY-60 20:1 VOZ-11M 60:1/110KV/15KV - TP VOZ-11M 70:1/110KV/15KV - TP VOZ-75 20:1/75KV/8.7KV - TP VOZ-75 60:1/75KV/8.7KV - TP VIZ-75 35:1 SF6/75KV/8.7KV - TP VOY-11 3.2 & 3.2:1 VOY-15G 63.5/120:1 DUAL HV VOY-15G 63.5/120:1 DUAL HV VOG-12 120:1 KON-11 50:5

Machine Malfunction Machine Malfunction Mold Leaked Open Primary Ratio Iron Loss Reverse Polarity Reverse Polarity

05/27/2014 05/27/2014 05/27/2014 05/27/2014 05/27/2014 05/27/2014 05/27/2014

1 1 1 1 1 1 1

Reverse Polarity

05/27/2014

1

Wrong hardware Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wires Showing Wires Showing Wires Showing Wires Showing Wrong Hardware Bad Connection Cracked Unit Damaged De-Molding Damaged De-Molding Damaged De-Molding Damaged De-Molding Damaged De-Molding Damaged De-Molding Dropped unit Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Surface Irregularities

05/27/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/23/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014

2 1 1 2 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 3 2 2 2 1 2 1

109

KON-11 50:5 VIY-60 35:1 VIY-60 35:1 VIZ-11 120:1/110KV/15KV VIZ-11 120:1/110KV/15KV PTL-5L 20/10:1 2 FUSE REV PTL-5L 20/10:1 2 FUSE REV VOG-11 60:1 KOR-12 300/600:5 VIZ-75 35 & 35:1 (SF6)/75KV/8.7KV VIZ-75 35 & 35:1 (SF6)/75KV/8.7KV VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11, 14400-120V, 120:1, L-to-G VOG-11 60:1 VOG-11 66.42:1 - TP VOY-15G 110:1/150KV/25KV VOY-20G 139/249&139/249:1/200KV/34.5CSA KON-11HA 25:5 KOR-11 400/800:5 - TP VOY-11 60:1/110KV/15KV VOY-60 20:1 VOZ-11M 70:1/110KV/15KV - TP VIZ-20 183.3:1 VOY-11 3.2 & 3.2:1 VOY-12 100:1/125KV/25KV VOY-15G 63.5/120:1 DUAL HV VOY-95 3.2:1 VOG-11 70:1 KOR-20 5/10:5/200KV/34.5KV KOR-20 5/10:5/200KV/34.5KV VOG-11 60:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 KIR-60 300:5 - TP KIR-60 300:5 - TP KIR-60 600:5 - TP KIR-60 600:5 - TP KOR-11 50:5 - TP VOG-11 60:1 VOG-11 60:1,7200/12470GY,110KV BIL KON-11HA 25:5

Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Wires Showing Wires Showing Bad Connection Cracked Unit Defective Mold Defective Mold HLIC HLIC Mold build error Mold build error Mold build error

05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/22/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014

1 1 1 2 2 1 1 1 1 1 1 2 1 1 1 1

Mold build error

05/21/2014

1

Mold Leaked Mold Leaked Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Surface Irregularities Surface Irregularities Wire Showing Wire Showing Wire Showing Damaged De-Molding Damaged De-Molding Damaged De-Molding Damaged De-Molding Ext Voids Ext Voids Ext Voids HLIC

05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/21/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014

1 1 1 1 1 1 12 2 1 6 1 1 1 1 1 1 1 1 2 2 1 1 1 1

110

KON-11ER 1000:5 KIR-60 300:5 - TP VOY-20G 166/287.53&166/287.53:1 VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL KOR-11 25:5 VOZ-15 7200/14400:120/150KV/25KV VIZ-12 175:1 LT VOZ-11 60:1/110KV/15KV VOY-12 100:1/125KV/25KV VOY-12 100:1/125KV/25KV VOZ-11M 60:1/110KV/15KV VOZ-11M 60:1/110KV/15KV VOG-11 66.42:1 - TP VIZ-12 175:1 LT VIZ-11 120 & 120:1/110KV/15KV VIZ-11 120 & 120:1/110KV/15KV VIZ-11 110:1 110KV 15KV L-TO-L KON-11 300:5 VOZ-15 7200/14400:120/150KV/25KV KIR-11 300:5 KOR-11 25:5 KOR-11 25:5 VOG-11 60:1 VOZZ-20 175/300 & 175/300:1 KON-11HA 25:5 VOY-11 60:1/110KV/15KV VOY-15 120:1/150KV/25KV - TP VIZ-11 35:1 110KV/15KV VOZ-11M 60:1/110KV/15KV VOG-11 60:1 VOG-11 60:1 VIZ-11, 14400-120V, 120:1, L-to-L VOG-11 60:1 VOY-15G 63.5/120:1 DUAL HV VIZ-11 35:1 110KV/15KV KON-11 25:5 KOR-11 50:5 - TP VOZ-11 120:1/110KV/15KV - TP

LIC LIC LIC Surface Irregularities Surface Irregularities Wire Showing Wire Showing HLIC HLIC HLIC HLIC Loose Hardware Loose Hardware Loose Hardware Loose Hardware Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Damaged De-Molding HLIC HLIC LIC Machine Malfunction Machine Malfunction Wires Showing Dropped unit HLIC HLIC HLIC HLIC Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Broken Shed HLIC HLIC 111

05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/20/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/19/2014 05/16/2014 05/16/2014 05/16/2014 05/16/2014 05/16/2014 05/16/2014 05/16/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/15/2014 05/14/2014 05/14/2014 05/14/2014

1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 2 2 2 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 2 1 3 1 1 1 1

VIZ-11 63.5:1 /110KV/15KV L-TO-G VIZ-11 35:1 110KV/15KV VIZ-11, 7200-120V, 60:1, L-to-L VIZ-12G 120:1 UNFUSED LT VIZ-20 300:1 (SF6) VIZ-20G 300:1 - TP VOZZ-20G 175/300:1/200KV/34.5KV (SF6) VIZ-11, 14400-120V, 120:1, L-to-G VOG-12 120:1 VOZ-15 7200/14400:120/150KV/25KV VOZ-11 70:1/110KV/15KV KON-11ER 100:5 KON-11ER 200:5 - TP KON-12ER 200:5 VOZ-11 70:1/110KV/15KV VOZ-15 7200/14400:120/150KV/25KV VIY-60, 4200-120V, 35:1, L-to-G KON-11ER 1000:5 KOR-15C 200:5/150KV/25KV - TP VOG-11 70:1 VOG-11 70:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 35:1 110KV/15KV KOR-11 50:5 - TP VIZ-11 60:1 7200/110KV/15KV VOG-12 120:1 VOY-12 120:1/125KV/25KV VOY-12 120:1/125KV/25KV VIZ-11 35:1 110KV/15KV VOG-11 60:1,7200/12470GY,110KV BIL KON-11 100:5 KOR-11 50:5 - TP VOZ-11 70:1/110KV/15KV VOG-11 60:1,7200/12470GY,110KV BIL VOZ-11 110:1/110KV/15KV - TP VOZ-11 120:1/110KV/15KV - TP VOZ-11 120:1/110KV/15KV - TP KOR-11 50:5 - TP VOG-11 60:1,7200/12470GY,110KV BIL KON-11HA 25:5 KON-11HA 25:5

Machine Malfunction Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Wire Showing Defective Mold Ext Voids Ext Voids Ext Voids HLIC HLIC HLIC LIC Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Defective Mold LIC Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Wire Showing HLIC HLIC Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wire Showing Wire Showing Broken Shed Ext Voids 112

05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/14/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/13/2014 05/12/2014 05/12/2014 05/12/2014 05/12/2014 05/12/2014 05/12/2014 05/12/2014 05/12/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/09/2014 05/08/2014 05/08/2014

1 5 2 1 1 2 1 1 3 1 1 2 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 9 1 1 2 3 1 1 3 2 1 1 1 1

VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOZ-11M 70:1 & 70:1 VOZ-11 70:1/110KV/15KV KON-11HA 25:5 VOZ-11 70:1/110KV/15KV VOZ-20 300/175:1/200KV/34.5KV - TP KON-11ER 100:5 VOG-11 60:1,7200/12470GY,110KV BIL KOR-11 300/600:5 - TP VOY-15G 110:1/150KV/25KV VOY-15G 60/102.86&60/102.86:1 KON-11 15:5 - TP KOR-11 400/800:5 - TP KON-11ER 1000:5 KON-11ER 1000:5 KON-11ER 1000:5 VOG-11 63.5:1 - TP VOG-12 120:1 KON-11HA 25:5 VOZ-11M 70:1/110KV/15KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VOZ-20 300/175:1/200KV/34.5KV - TP KON-11ER 1000:5 KON-11HA 25:5 VOY-95 3.2:1 KON-11ER 1000:5 VIZ-11 63.5:1/110KV/15KV L-TO-G VIZ-11 70:1/110KV/15KV L-TO-G VIZ-11, 7200-120V, 60:1, L-to-G VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 120:1 /110KV/15KV L-TO-G VOY-95 3.2:1 VOY-95 3.2:1 VOZZ-20 300 & 300:1 - TP VOZ-11M 60:1/110KV/15KV KOR-15C 50:5/150KV/25KV - TP KON-11HA 25:5 VOZ-20 300/175:1/200KV/34.5KV - TP KON-11 300:5 KON-11HA 25:5

Ext Voids HLIC LIC Machine Malfunction Mold Leaked Ext Voids Ext Voids LIC Reverse Polarity Cracked Unit Ext Voids Ext Voids HLIC HLIC LIC LIC LIC Open Primary Open Primary Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Ext Voids HLIC HLIC LIC Overpot Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wrong Hardware Damaged Terminal Ext Voids HLIC LIC Ratio Iron Loss 113

05/08/2014 05/08/2014 05/08/2014 05/08/2014 05/08/2014 05/07/2014 05/07/2014 05/07/2014 05/07/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/06/2014 05/05/2014 05/05/2014 05/05/2014 05/05/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/02/2014 05/01/2014 05/01/2014 05/01/2014 05/01/2014 05/01/2014

1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 3 1 4 1 1 1 1 1 1 2

KON-11 5:5 KON-11ER 1000:5 KON-11ER 1000:5 VOG-12 120:1 VOY-11 60:1/110KV/15KV VOY-20G 139/249&139/249:134.5CSA VOZ-15 120:1/150KV/25KV - TP KON-11ER 200:5 - TP VOZ-11M 70:1/110KV/15KV - TP KOR-20 100/200:5/200KV/34.5KV KOR-20ER 1000:5/200KV/34.5KV VOY-15 120:1 VOY-15G 120:1/150KV/25KV VOY-20G 165.83&165.83:1/34.5 - TP VIZ-11 70:1/110KV/15KV L-TO-G VIZ-75 20:1/75KV/8.7KV - TP VOY-95 3.2:1 VOY-11 60:1/110KV/15KV VOG-11 60:1 VIZ-11 120 & 120:1/110KV/15KV VOY-15 120:1 VOY-95 3.2:1 VOY-95 3.2:1 VOZ-11E 70:1 VOY-95 3.2:1 VOY-11 60:1/110KV/15KV VOY-11 60:1/110KV/15KV KOR-11 400/800:5 - TP VOG-11 60:1,7200/12470GY,110KV BIL KON-12ER 200:5 VOZ-11 60:1/110KV/15KV VOG-11 60:1 VOG-11 60:1 VOG-12 120:1 VOY-20G 275:1 VOZ-11M 70:1/110KV/15KV - TP VOZ-15 120:1/150KV/25KV - TP VOY-95 3.2:1 VOY-95 3.2:1 VOZ-11E 70:1

Terminal not Seated Properly External Cosmetics External Cosmetics External Cosmetics External Cosmetics External Cosmetics External Cosmetics LIC LIC Machine Malfunction Mold build error Mold Release BU Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Machine Malfunction Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal not Seated Properly Ext Voids Ext Voids HLIC HLIC LIC LIC Overpot Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns 114

05/01/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/30/2014 04/29/2014 04/29/2014 04/29/2014 04/29/2014 04/29/2014 04/29/2014 04/29/2014 04/29/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014 04/28/2014

1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 4 2 1 1 1 1 15 4 1 1 2 1 1 1 1 1 1 1 2 1 1 1 4 7 1

VOZ-11M 70:1/110KV/15KV VIL-12S 100:1 (48 Hr Test) KON-11ER 200:5 - TP KON-11HA 25:5 VOY-15G 110:1/150KV/25KV VOZ-11M 70:1/110KV/15KV - TP KOR-15C 100/200:5/150KV/25KV VOY-12 120:1/125KV/25KV KON-11ER 1000:5 KON-12ER 200:5 VOZ-20 300/175:1/200KV/34.5KV - TP KON-11HA 25:5 VOY-20G 165.83&165.83:1/200KV/34.5 - TP VOG-11 60:1 KOR-15C 100/200:5/150KV/25KV VOY-11 60:1/110KV/15KV VOY-11 60:1/110KV/15KV VOY-95 3.2:1 VOZ-11M 70:1/110KV/15KV VOG-11 63.5:1,7620/13200GY,110KV BIL KOR-15C 5:5/150KV/25KV - TP VOY-12 120:1/125KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VIY-95G 20:1 /95 kV/15 kV - TP KON-11HA 25:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VIZ-12G 150:1 1 FUSE - TP LT KOR-15C 50:5/150KV/25KV - TP KON-11HA 25:5 VOY-11 60:1/110KV/15KV VOY-11 60:1/110KV/15KV VOZ-11M 70:1/110KV/15KV - TP VIL-12S 100:1 (48 Hr Test) KOR-15C 25:5/150KV/25KV - TP KOR-15E 600:5 KOR-20 100/200:5/200KV/34.5KV - TP VOG-11 63.5:1,7620/13200GY,110KV BIL VOY-20 175:1/200KV/34.5KV KON-11ER 1000:5 VOY-20G 275:1

Ratio Turns Wrong Hardware Cracked Unit Ext Voids Ext Voids External Cosmetics HLIC HLIC LIC LIC LIC Mold Leaked Overpot Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Surface Irregularities Surface Irregularities Wire Showing Wire Showing Ext Voids Ext Voids Ext Voids HLIC Machine Malfunction Mold Leaked Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Surface Irregularities Surface Irregularities Surface Irregularities Wire Showing HLIC LIC Mold build error 115

04/28/2014 04/28/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/25/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/24/2014 04/23/2014 04/23/2014 04/23/2014

1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 2 3 1 1 1 2 1 1 1 1 2 1 1 1 2 1 1 2 1 1 1 1

KOR-15C 100/200:5/150KV/25KV VOZ-11 60:1/110KV/15KV VOG-11 60:1 VOY-20G 275:1 VIZ-11 120:1/110KV/15KV VOG-11 60:1 VOY-20G 175/300:1 200KV BIL VIL-12S 100:1 (48 Hr Test) VOY-20 175:1/200KV/34.5KV KON-11ER 1000:5 KON-11ER 1000:5 KOR-15C 100/200:5/150KV/25KV KOR-15CER 1000:5/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VOY-20G 275:1 VIY-95 20:1/95KV/15KV - TP VIZ-11 100:1 SF6/110KV/15KV VIZ-11 120:1/110KV/15KV VIZ-20 287.5:1 W/ PRIMARY LEADS - TP VIZ-20 300:1 (SF6) VIZ-75 20:1 VOZ-11 60:1/110KV/15KV KOR-11 400/800:5 - TP KON-12ER 200:5 VOZZ-20G175/300&175/300:1/200KV/34. TP VOY-11 63.5:1/110KV/15KV VIZ-11 35:1 VIZ-11 60:1 7200/110KV/15KV VIZ-11 60:1 7200/110KV/15KV VIZ-12G 120:1 1 FUSE - TP LT VIZ-11 40:1/110KV/15KV VIZ-15 220:1 VOG-11 60:1 VIY-95 104.17:1/95KV/15KV VIZ-11 120:1 /110KV/15KV SF-6 VIZ-11 40:1/110KV/15KV VIZ-11 60:1 7200/110KV/15KV VIZ-11 60:1 7200/110KV/15KV VIZ-11 63.5:1 /110KV/15KV L-TO-G VOG-11 60:1 VOY-95 5:1

Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids LIC LIC Machine Malfunction Mold Leaked Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC LIC

04/23/2014 04/23/2014 04/23/2014 04/23/2014 04/23/2014 04/23/2014 04/23/2014 04/23/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/22/2014 04/21/2014 04/21/2014

Open Secondary

04/21/2014

Incorrect Leads Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Ratio Turns Ratio Turns Ratio Turns HLIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns

04/17/2014 04/17/2014 04/17/2014 04/17/2014 04/17/2014 04/16/2014 04/16/2014 04/16/2014 04/15/2014 04/15/2014 04/15/2014 04/15/2014 04/15/2014 04/15/2014 04/15/2014 04/15/2014

116

1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 2 1 1 1 3 1 1 1 3 2 1 1 1 1 3

VOY-20 275:1 VOZ-11 60:1/110KV/15KV VOG-12 120:1 KON-12ER 200:5 VOZ-11 70 & 70:1 VOG-11 60:1,7200/12470GY,110KV BIL KOR-20 400:5 VIL-95 63.5:1 - TP VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-11, 7200-120V, 60:1, L-to-G VIZ-20 300:1 (SF6) VOG-11 60:1 VOG-12 120:1 VOY-60 40:1 - TP VOZ-11 60:1/110KV/15KV VOZ-11M 60:1/110KV/15KV - TP KOR-11 1200:5 - TP KOR-11 600:5 KOR-11 600:5 KON-12ER 200:5 VOG-12 120:1 VOZ-11M 60:1/110KV/15KV - TP KON-11HA 25:5 VOZ-11 20:1 KOR-15C 25/50:5/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VIZ-12 220:1 LT KOR-11E 200:5 KOR-15C 25/50:5/150KV/25KV KOR-20 150:5/200KV/34.5KV - TP KOTD-110 400:1SR, W/ 3"BAR KOTD-110 400:1SR, W/ 3"BAR VIY-60, 4200-120V, 35:1, L-to-G VIZ-11 63.5:1 /110KV/15KV L-TO-G VOY-15 120:1 VOY-60 40:1 - TP KOR-20ER 1000:5/200KV/34.5KV VOZ-11 60:1/110KV/15KV VOY-20 275:1 VIY-60, 4200-120V, 35:1, L-to-G

HLIC Open Secondary Overpot Ratio Iron Loss Reverse Polarity Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing Flashing Flashing LIC Overpot Overpot Ratio Iron Loss Ratio Turns Terminal not Seated Properly Wire Showing Open Primary Wire Showing Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids External Cosmetics Flashing HLIC HLIC 117

04/11/2014 04/11/2014 04/11/2014 04/11/2014 04/11/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/10/2014 04/09/2014 04/09/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014

2 1 3 1 1 1 1 2 1 1 6 9 5 1 2 1 2 3 1 3 4 1 1 3 1 1 2 1 1 1 1 6 2 1 1 2 1 1 1 1 1

VOG-11 60:1,7200/12470GY,110KV BIL VOY-15G 63.5/120:1 VOG-11 60:1,7200/12470GY,110KV BIL VOZ-11E 70:1 VOG-11 60:1,7200/12470GY,110KV BIL VOZ-11M 63.5:1 & 63.51 VIZ-11 60:1 7200/110KV/15KV VIY-60 40:1 - TP KOTD-110 400:1SR, W/ 3"BAR VIY-60 35:1 VIZ-11 120:1/110KV/15KV VIZ-11, 14400-120V, 120:1, L-to-G VOY-15 120:1 VOZ-11E 110:1/110KV/15KV KOR-20 25/50:5/200KV/34.5KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VOY-20 175/300 & 175/300:1 VOY-60 34.67:1 VIZ-15 220:1 KON-12ER 200:5 VIZ-11 120:1/110KV/15KV KOR-15C 200:5/150KV/25KV - TP VOY-60 34.67:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-12 220:1 LT KOR-20ER 50:5 VOY-60 20:1 VOY-60 34.67:1 VOG-11 63.5:1,7620/13200GY,110KV BIL VIZ-11 35:1/110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOZ-15 100:1/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL KON-11HA 25:5 KON-11HA 25:5 KON-11HA 25:5 KON-11HA 25:5 VOG-11 60:1,7200/12470GY,110KV BIL KOTD-110 400:1SR, W/ 3"BAR VIL-12S 136.17/100:1 LT

Machine Malfunction Mold build error Open Primary Ratio Iron Loss Ratio Turns Ratio Turns Surface Irregularities Terminal not Seated Properly Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing HLIC HLIC HLIC HLIC HLIC LIC LIC Loose Hardware Machine Malfunction Manual Test Rework Mold build error Ratio Iron Loss Ratio Iron Loss Ratio Iron Loss Ratio Turns Surface Irregularities Surface Irregularities Terminal not Seated Properly Ext Voids HLIC LIC Overpot Ext Voids Ext Voids Ext Voids Ext Voids 118

04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/08/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/07/2014 04/04/2014 04/04/2014 04/04/2014 04/04/2014 04/03/2014 04/03/2014 04/03/2014 04/03/2014

2 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 5 1 1 1 2 1 1 1 2 1 2 1 1 2 1 1 1 1 1 10 8

VIZ-11 120:1/110KV/15KV KON-11 15:5 KON-11HA 25:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 63.5:1,7620/13200GY,110KV BIL KOR-15C 200:5 - TP KOTD-110 1800:1SR, W/ 3"BARS KOTD-110 400:1SR, W/ 3"BAR VOG-11 60:1,7200/12470GY,110KV BIL KOR-20 25/50:5/200KV/34.5KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VOY-15G 63.5/120:1 VOG-11 60:1,7200/12470GY,110KV BIL VIZ-20 300:1 (SF6) VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV KOR-20 400:5 VIZ-11 120:1/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOY-95 5:1 KOR-15C 800:5/150KV/25KV - TP KOR-20ER 1000:5/200KV/34.5KV VOY-20 175:1/200KV/34.5KV KOR-15C 50/100:5/150KV/25KV - TP KIR-11 200:5 VOY-15G 63.5/120:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOY-20G 62.5 &62.5:1 166 & 166:1 VOY-20G 62.5 &62.5:1 166 & 166:1 VOY-60 20:1 VIZ-11 70:1/110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOZ-11 60:1/110KV/15KV VOG-11 60:1,7200/12470GY,110KV BIL VIZ-15G 120:1 1 FUSE (SF6) - TP LT VOY-20G 175:1/200KV/34.5KV VIY-60 35:1

LIC Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids HLIC Machine Malfunction Machine Malfunction Machine Malfunction Open Primary Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC HLIC HLIC HLIC Mold build error Mold Leaked Open Primary Mold Leaked Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Terminal damage 119

04/03/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/02/2014 04/01/2014 04/01/2014 04/01/2014 04/01/2014 04/01/2014 04/01/2014 04/01/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/31/2014 03/28/2014 03/28/2014 03/28/2014 03/28/2014

1 1 1 1 1 2 3 3 1 1 2 1 1 1 1 1 14 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

VOY-20 175/300 & 175/300:1 KOR-11 100:5 - TP KOR-15C 800:5/150KV/25KV - TP KOR-20ER 1000:5/200KV/34.5KV VOG-11 63.5:1,7620/13200GY,110KV BIL VIZ-15G 183:1 VOG-12 120:1 KOR-20ER 1000:5/200KV/34.5KV VOZ-11E 70:1 VOZ-11M 63.5:1/110KV/15KV - TP VOG-11 63.5:1,7620/13200GY,110KV BIL VOZ-11E 70:1 VOG-11 63.5:1,7620/13200GY,110KV BIL VOZ-11 34.67:1/110KV/15KV VIZ-11 115:1/110KV/15KV SF6 VIZ-12 175:1 LT VIZ-15 207.83:1 VOY-60 20:1 VOZ-15 120:1/150KV/25KV KON-11ER 1000:5 KOR-20ER 1000:5/200KV/34.5KV KOR-20ER 1000:5/200KV/34.5KV KIR-11ES 75:5 VOY-95 5:1 KOR-11 1200:5 KOR-11 400:5 - TP KOR-15C 5:5/150KV/25KV - TP KON-12ER 100:5 VOG-12 120:1 VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11E 60:1 VIZ-11E 60:1 VIZ-12 175:1 LT VOG-11 60:1 VOG-11 70:1 VOY-95 5:1 VOY-95 5:1 VIZ-15G 183:1 KON-11HA 25:5 KOR-20ER 1000:5/200KV/34.5KV KOR-20ER 50:5

HLIC HLIC Machine Malfunction Machine Malfunction Open Primary Wire Showing Ext Voids External Cosmetics External Cosmetics HLIC Open Primary Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal damage Ext Voids Ext Voids Ext Voids HLIC HLIC Machine Malfunction Machine Malfunction Machine Malfunction Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Terminal damage HLIC Machine Malfunction Machine Malfunction 120

03/27/2014 03/27/2014 03/27/2014 03/27/2014 03/27/2014 03/27/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/26/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/25/2014 03/24/2014 03/24/2014 03/24/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 3 3 1 1 3 1 1 1 1 1 1

KON-12ER 100:5 VOZ-11E 70:1 KOR-20ER 200:5/200KV/34.5KV - TP KOR-20ER 50:5 VOY-20G 175/300:1/200KV/34.5KV - TP KOR-15C 200:5/150KV/25KV KOR-15C 600:5 KOR-15C 600:5/150KV/25KV - TP KOTD-200 2000/4000:5 VIZ-20 220:1 (SF6) KOR-11 100:5 - TP VOY-11 60:1/110KV/15KV VOY-11 60:1/110KV/15KV KOR-15C 200:5/150KV/25KV KOR-15C 600:5 VIL-95 115:1 VIY-60 35:1 VIY-60 35:1 VIY-60 35:1 VIY-60 35:1 2 BUSH/FUSE - TP VIY-60, 4200-120V, 35:1, L-to-L VIZ-11 110:1/110KV/15KV L-TO-L VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 70:1/120:1/110KV/15KV - TP VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11, 14400-120V, 120:1, L-to-G VIZ-12 175:1 LT VIZ-75 60:1 VIZ-75 60:1 KON-11HA 25:5 VOG-12 120:1 VOZ-11M 70:1/110KV/15KV - TP VIY-60 35:1 PT-.7 360:120 KON-11ER 200:5 - TP VOY-15G 63.5/120:1

Ratio Iron Loss Ratio Iron Loss Damaged Leads Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing Flashing LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Terminal not Seated Properly Wrong hardware Cracked Unit 121

03/24/2014 03/24/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/21/2014 03/20/2014 03/20/2014

1 1 1 3 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 2 1 1 1 3 1 1 1 1 1 3 3 1 1 1 1 1 1 1 1 3 1

VOY-20 300:1 TESCO VT-FB VOY-20G 175/300:1/200KV/34.5KV - TP VOZ-15 120:1/150KV/25KV - TP KOR-15CER 200:5/150KV/25KV KOR-20ER 50:5 VOY-12 175:1 KON-11ER 200:5 - TP KOR-11 1200:5 KON-11HA 25:5 KON-12ER 100:5 KIR-11 600:5 VIZ-11 120:1/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 63.5:1 /110KV/15KV L-TO-G VIZ-11 66.33:1/110KV/15KV VOY-11 120:1/110KV/15KV VOY-12 100:1/125KV/25KV VOZ-11M 66.4:1/110KV/15KV VOG-11 60:1,7200/12470GY,110KV BIL KON-11HA 25:5 KON-12ER 100:5 VOG-11 60:1,7200/12470GY,110KV BIL VOY-20 300:1 TESCO VT-FB VOY-20 300:1 TESCO VT-FB VOZ-11E 70:1 KON-11ER 200:5 - TP VOZ-15 120:1/150KV/25KV - TP VOG-11 60:1,7200/12470GY,110KV BIL KON-12ER 100:5 KOR-15CER 200:5/150KV/25KV VOG-12 120:1 VOY-20 175/300 & 175/300:1 KON-11ER 1000:5 VOG-12 120:1 VOG-12 120:1 KOR-20ER 50:5 VOG-12 120:1 VOG-12 120:1 VOG-12 120:1 VOG-12 120:1

Cracked Unit Cracked Unit Cracked Unit Ext Voids External Cosmetics External Cosmetics HLIC HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wrong hardware Cracked Unit HLIC Ratio Iron Loss Ext Voids Ext Voids HLIC Mold build error Open Primary Open Primary Ratio Iron Loss Ext Voids Ext Voids HLIC Open Primary 122

03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/20/2014 03/19/2014 03/19/2014 03/19/2014 03/18/2014 03/18/2014 03/18/2014 03/18/2014 03/18/2014 03/18/2014 03/18/2014 03/17/2014 03/17/2014 03/17/2014 03/17/2014

1 1 1 1 1 1 2 1 5 1 1 1 1 1 3 1 2 1 1 1 1 1 1 1 1 7 1 1 1 2 1 1 1 1 1 1 1 1 1 1 3

VOG-12 120:1 VOY-15 120:1/150KV/25KV - TP KOR-20 600:5/200KV/34.5KV VOG-12 120:1 VOY-15G 63.5/120:1 VOZ-15 120:1/150KV/25KV - TP VOZ-15 7200/14400:120/150KV/25KV VOZ-15 7200/14400:120/150KV/25KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-75 58.62 & 58.62:1 VOY-15G 110:1/150KV/25KV VOZ-15 7200/14400:120/150KV/25KV VOZ-15 7200/14400:120/150KV/25KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 70:1/110KV/15KV L-TO-G VOY-12 120:1/125KV/25KV VOY-12 120:1/125KV/25KV KON-11ER 200:5 - TP VOG-12 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOZ-75 20:1/75KV/8.7KV KOR-20ER 50:5 VOG-11 60:1,7200/12470GY,110KV BIL VOY-11 60:1/110KV/15KV VOY-12 120:1/125KV/25KV VOY-15G 110:1/150KV/25KV VOY-20 175/300 & 175/300:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOG-12 120:1 VOZ-11M 60:1/110KV/15KV VOG-11 60:1 VOY-15G 63.5/120:1 VOZ-11M 60:1/110KV/15KV - TP VIZ-12 192:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 VOG-11 60:1,7200/12470GY,110KV BIL

Reverse Polarity Cracked Unit Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC Manual Test Rework Mold build error Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Broken Shed HLIC Manual Test Rework Manual Test Rework Ratio Turns Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC Manual Test Rework Manual Test Rework Mold build error Mold build error Overpot Ratio Turns Ratio Turns Ratio Turns Wire Showing Ext Voids HLIC 123

03/17/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/14/2014 03/13/2014 03/13/2014 03/13/2014 03/13/2014 03/13/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/12/2014 03/11/2014 03/11/2014

2 1 1 1 1 2 1 1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 2 2 1 1 1 1 1 2 1 1 1

VOG-12 120:1 VOZ-15 7200/14400:120/150KV/25KV VIY-60 35:1 VIZ-12 175:1 LT VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 63.5:1/110KV/15KV L-TO-G KON-12ER 100:5 VOG-12 120:1 VOG-12 120:1 VOG-12 120:1 VOY-12 120:1/125KV/25KV VIZ-15G 120:1 1 FUSE (SF6) - TP LT VOG-12 120:1 VOY-12 120:1/125KV/25KV KON-12ER 100:5 KOR-15C 100/200:5/150KV/25KV KOR-11 100:5 KOR-11 30:5 - TP KOR-11 30:5 - TP KON-11 50:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 VOG-12 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-15G 60/120:1 (SF6) KON-11 15:5 KOR-15CER 200:5/150KV/25KV VOY-12 120:1/125KV/25KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G KON-12ER 100:5 VIZ-11 120:1 /110KV/15KV L-TO-G

HLIC HLIC HLIC LIC Manual Test Rework Mold build error Overpot Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids HLIC HLIC Lead Location Lead Location Lead Location LIC Manual Test Rework Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC Machine Malfunction Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold build error Mold build error 124

03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/11/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/10/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014 03/07/2014

1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 3 1 1 1 1 1 1 1 1 4 1 2 3 2 1 1

VOG-11 20:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA VOY-20G 175/300:1/200KV/34.5KV - TP KON-11 100:5 KOR-15CER 200:5/150KV/25KV KOR-60 400:5 VOZ-15 7200/14400:120/150KV/25KV VIY-60 35:1 VIZ-11, 14400-120V, 120:1, L-to-G VOY-12 120:1/125KV/25KV VOG-12 120:1 VOG-12 120:1 VOG-12 120:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA VOY-20G 175/300:1/200KV/34.5KV - TP VIL-95 60:1 - TP VIY-60 35:1 VOG-12 120:1 KON-11 15:5 KOR-11 1000:5 - TP VOG-12 120:1 VOG-12 120:1 KOR-11E 200:5 KOR-11 50:5 KON-11 15:5 KOR-15CER 200:5/150KV/25KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOY-20 175/300 & 175/300:1 VIY-60 35:1 KON-11 100:5 VOZ-15 120:1/150KV/25KV - TP VOG-12 120:1 VIL-95 60:1 - TP VIZ-11 120:1 /110KV/15KV L-TO-G VOG-12 63.5:1 VOZ-11M 63.5:1/110KV/15KV - TP VIL-95 60:1 - TP

Wire Showing

03/07/2014

1

Cracked Unit

03/06/2014

1

Cracked Unit Ext Voids Ext Voids Ext Voids HLIC HLIC HLIC Machine Malfunction Open Primary Ratio Iron Loss Ratio Turns

03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/06/2014

1 2 1 1 2 1 1 1 1 1 1

Ratio Turns

03/06/2014

1

Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC Machine Malfunction Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold build error Mold build error Mold Leaked Mold Leaked Open Primary Open Secondary Overpot Ratio Turns Ratio Turns Ratio Turns

03/06/2014 03/06/2014 03/06/2014 03/06/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/05/2014

1 1 1 1 4 1 3 1 1 1 1 1 1 2 2 2 1 1 1 1 1 1 1 1 1 1

125

VIZ-12 175:1 LT VIZ-20G 300:1 - TP VOG-11 20:1 VOY-20G 175:1/200KV/34.5KV KON-11 1200:5 - TP KOR-15CER 200:5/150KV/25KV KOR-11E 200:5 KOR-60 400:5 VOG-12 120:1 VOG-12 120:1 VOZ-15 120:1/150KV/25KV - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOG-12 120:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA VIL-95 60:1 - TP VIZ-20 220:1 VOZ-11 60:1/110KV/15KV VU KOR-15C 200:5/150KV/25KV - TP VOG-11 63.5:1,7620/13200GY,110KV BIL KOR-15C 400:5/150KV/25KV KON-11ER 1000:5 KON-11ER 200:5 - TP KON-11 100:5 KOR-15CER 200:5/150KV/25KV VOZ-15 120:1/150KV/25KV - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-20G 300:1 - TP VIZ-20G 300:1 - TP VOZZ-15G 120/200&120/200:1 VOZZ-15G 120/200&120/200:1 VIZ-75 40:1/75KV/8.7KV - TP KON-11 100:5 KOR-15CER 200:5/150KV/25KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 63.5:1,7620/13200GY,110KV BIL

Ratio Turns Ratio Turns Ratio Turns Wrong hardware Machine Malfunction Machine Malfunction Mold Leaked Mold Leaked Open Primary External Cosmetics HLIC Manual Test Rework Manual Test Rework Manual Test Rework Overpot

03/05/2014 03/05/2014 03/05/2014 03/05/2014 03/04/2014 03/04/2014 03/04/2014 03/04/2014 03/04/2014 03/03/2014 03/03/2014 03/03/2014 03/03/2014 03/03/2014 03/03/2014

3 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Ratio Turns

03/03/2014

1

Ratio Turns Ratio Turns Ratio Turns Ext Voids External Cosmetics HLIC LIC LIC Machine Malfunction Machine Malfunction Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged De-Molding LIC Machine Malfunction Manual Test Rework Manual Test Rework Ratio Turns

03/03/2014 03/03/2014 03/03/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/28/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014

1 1 1 1 1 3 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1

126

VIY-60 40:1 - TP VIZ-11 110:1 /110KV/15KV L-TO-G VIZ-11 110:1 /110KV/15KV L-TO-G VIZ-12 175:1 LT VOZ-11 60:1/110KV/15KV VOZ-11M 66.4:1/110KV/15KV VOG-12 120:1 VOY-20 175/300 & 175/300:1 VOY-20G 139/249&139/249:1/200KV/34.5CSA VOZ-20 500/300:1/200KV/34.5KV - TP KIR-11 200:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-12 175:1 LT VOY-60 20:1 VOY-60 20:1 KOR-11 200/400:5 KOR-11E 400:5 KIR-11 600:5 KOR-11 300:5 VIZ-11 115:1/110KV/15KV SF6 VIZ-11 120:1 /110KV/15KV L-TO-G VIY-95 115:1/95KV/15KV - TP KOR-11 1000:5 - TP VIZ-11, 14400-120V, 120:1, L-to-G VIZ-75 40:1/75KV/8.7KV - TP VOY-60 40:1 - TP VIZ-11 115:1/110KV/15KV SF6 VIZ-11 120:1 /110KV/15KV L-TO-G VIY-95 115:1/95KV/15KV - TP VIY-95 115:1/95KV/15KV - TP VOY-60 35:1 VOG-12 120:1 KOR-15CER 200:5/150KV/25KV VOG-12 120:1 VOY-15G 120:1/150KV/25KV VOZZ-20G175/300&175/300:1/200KV/34. TP KON-11ER 1000:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G

Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Cracked Unit

02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/27/2014 02/26/2014

1 1 1 1 3 1 1 1

Cracked Unit

02/26/2014

1

Cracked Unit LIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids LIC Machine Malfunction Machine Malfunction Manual Test Rework Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ext Voids Manual Test Rework Manual Test Rework Wires Showing Wires Showing Ext Voids HLIC Machine Malfunction Machine Malfunction Machine Malfunction

02/26/2014 02/26/2014 02/26/2014 02/26/2014 02/26/2014 02/26/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/25/2014 02/24/2014 02/24/2014 02/24/2014 02/24/2014 02/24/2014 02/21/2014 02/21/2014 02/21/2014 02/21/2014 02/21/2014

1 1 4 1 2 7 1 3 1 1 1 1 1 1 1 1 1 1 8 2 2 1 1 1 1 1

Ratio Turns

02/21/2014

LIC Manual Test Rework Manual Test Rework Manual Test Rework

02/20/2014 02/20/2014 02/20/2014 02/20/2014

127

1 1 2 1 1

VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1/110KV/15KV VIZ-20 300:1 W/ PRIMARY LEADS - TP VOZ-11M 60:1/110KV/15KV - TP VOY-15G 110:1/150KV/25KV VOY-15G 63.5/120:1 VOY-20 275:1/200KV/34.5KV KON-11 300:5 - TP VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 63.5:1 - TP VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 110:1 VOG-12 120:1 VOY-20G 175/300:1/200KV/34.5KV - TP VOG-12 120:1 VOY-15G 110:1/150KV/25KV VIZ-11 120:1 /110KV/15KV L-TO-G KOR-15CER 200:5/150KV/25KV VIZ-75 20:1/75KV/8.7KV SF-6 VOY-15G 120:1/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VIY-60 35:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20 300:1 W/ PRIMARY LEADS - TP VOY-15G 103.9:1/150KV/25KV VOY-60 35:1 - TP VOZ-11E 63.5:1/110KV/15KV VIZ-11 120:1 SF6/110KV/15KV L-TO-L KON-11 25:5 VIZ-11 120:1 /110KV/15KV L-TO-G KOR-20 100/200:5/200KV/34.5KV - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 115:1 /110KV/15KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G KOR-11 50:5

Manual Test Rework Mold build error Ratio Turns Ratio Turns Ratio Turns Ratio Turns Cracked Unit Cracked Unit Damaged Terminal HLIC HLIC HLIC LIC Mold build error Mold build error Open Primary Overpot Ratio Turns Ratio Turns Ratio Turns HLIC Mold Release BU Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC Machine Malfunction HLIC LIC Manual Test Rework Surface Irregularities Manual Test Rework Manual Test Rework Manual Test Rework Ratio Turns HLIC 128

02/20/2014 02/20/2014 02/20/2014 02/20/2014 02/20/2014 02/20/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/19/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/18/2014 02/17/2014 02/17/2014 02/14/2014 02/14/2014 02/14/2014 02/14/2014 02/12/2014 02/12/2014 02/12/2014 02/12/2014 02/11/2014

2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1 2 1 3 1 2 1 1 1 1 1 1 3 1 1

VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-11 63.5:1/110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VIZ-15 240:1 SF6 VOZ-11 70:1/110KV/15KV VOZ-11E 63.5:1/110KV/15KV VIZ-75 20:1/75KV/8.7KV SF-6 VIZ-11 120:1 /110KV/15KV L-TO-G VOG-11 60:1 VIZ-11 63.5:1/110KV/15KV L-TO-G VIZ-20 300:1 - TP KON-11ER 1000:5 VOY-60 35:1 KIR-11 600:5 KIR-11 600:5 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 7200/110KV/15KV VIZ-12G 127:1 VIZ-75, 4200-120V, 35:1, L-to-L VOY-15G 120:1/150KV/25KV VOZ-11 100:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOY-20 300:1/200KV/34.5KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20 300:1 W/ PRIMARY LEADS - TP VIZ-75 35:1 SF6/75KV/8.7KV - TP VOG-11 60:1 VOG-12 120:1 VOY-11 63.5:1/110KV/15KV KOR-15CER 1000:5/150KV/25KV VIZ-11 115:1 /110KV/15KV VIZ-11 7200/110KV/15KV VIZ-12 175:1 LT VIZ-75 35:1 SF6/75KV/8.7KV - TP VOY-11 100:1/110KV/15KV VOY-12 120:1/125KV/25KV VOY-15G 120:1/150KV/25KV

Manual Test Rework Manual Test Rework Manual Test Rework Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wrong Hardware HLIC HLIC Ratio Turns Ratio Turns Ext Voids External Cosmetics Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids Ext Voids HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework 129

02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/11/2014 02/10/2014 02/10/2014 02/10/2014 02/10/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/07/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014

1 1 1 2 1 2 1 1 1 3 1 1 2 2 2 1 1 1 2 1 1 1 1 1 1 1 1 1 4 1 1 1 1 1 2 3 1 4 1 1 3

VOZ-11 100:1/110KV/15KV VOZ-11 60:1 VOG-11 60:1 VIZ-15G 300 & 519.63:1 KON-11ER 200:5 - TP VIY-60 35:1 VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-11 63.5:1/110KV/15KV - TP VIZ-75 20:1/75KV/8.7KV VOZ-11 70:1/110KV/15KV VIZ-11 100:1/110KV VIZ-11 100:1/110KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-15G 60/120:1 (SF6) VOG-11 70:1 VOY-12 120:1/125KV/25KV VOY-20G 175/300:1 200KV BIL VOY-95 3.2:1 VOZ-11 100:1/110KV/15KV VOZ-15 100:1/150KV/25KV VOZ-15 100:1/150KV/25KV VOZ-11E 63.5:1 VOZ-11E 70:1 KOTD-110 400:1SR, W/ 3"BAR VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 60:1 VOZ-11 60:1/110KV/15KV VOG-12 63.5:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G KON-11 600:5 VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 KOR-15E 400:5 VOG-11 60:1 PT-25 24940GY/14400:120&120SF6 PT-25 24940GY/14400:120&120SF6 VIY-60 35:1

Manual Test Rework Manual Test Rework Mold build error Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Ratio Iron Loss Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Wire Showing Wire Showing HLIC HLIC HLIC HLIC Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework 130

02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/06/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/05/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014

2 1 1 1 1 1 1 1 2 1 1 1 6 2 1 1 2 1 1 1 1 2 1 1 1 1 1 2 1 10 1 1 1 1 1 1 1 2 1 1 2

VIY-60 35:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-15G 140:1 1 FUSE (SF6) VIZ-20G 140:1 VOY-12 120:1/125KV/25KV VOY-15G 120:1/150KV/25KV VOY-11 63.5:1/110KV/15KV VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-11 63.5:1/110KV/15KV - TP VIZ-12 175:1 LT VIZ-15G 300 & 519.63:1 VIZ-75 20:1/75KV/8.7KV - TP VIZ-75 35:1/75KV/8.7KV VIZZ-15 150:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1 VOY-12 120:1/125KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL KOR-11 100:5 KOR-11 100:5 VIZ-11 60:1/110KV/15KV L-TO-G VOY-12 120:1/125KV/25KV VOG-12 63.5:1 VOZ-11 70/120:1 VIZ-75 35:1 SF6/75KV/8.7KV - TP VIZ-75, 4200-120V, 35:1, L-to-L VOG-12 120:1 KON-11 50:5 VIL-12S 136.17/100:1 LT VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VOY-12 120:1/125KV/25KV VOY-11 100:1/110KV/15KV VOY-11 100:1/110KV/15KV VOZ-11 70/120:1 VOZ-11 70/120:1 VOZ-11E 70:1 VOZ-11E 70:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-75 35:1 SF6/75KV/8.7KV - TP

Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold build error Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids HLIC HLIC Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Open Secondary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns HLIC HLIC Machine Malfunction Manual Test Rework Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns 131

02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/04/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 02/03/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014 01/31/2014

2 1 1 1 2 1 1 1 1 1 2 1 3 2 1 1 1 1 1 1 1 1 1 1 1 2 2 1 1 1 1 1 1 2 2 1 1 1 1 1 3

VOG-11 70:1 VOY-20G 175/300:1 200KV BIL VOG-12 63.5:1 KOR-15CER 200:5/150KV/25KV VOG-12 120:1 VOG-12 120:1 VOZ-11E 70:1 VOZ-11E 70:1 VIY-60 35:1 VIZ-15G 140:1 1 FUSE (SF6) VOZ-11E 63.5:1 VOG-12 120:1 VOY-15G 66.42:1 KON-11ER 200:5 - TP VOG-11 60:1 VOG-12 120:1 VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 66.42:1 - TP VOZ-11 60:1/110KV/15KV VOZ-11 70/120:1 VOZ-11E 70:1 VIZ-15G 140:1 1 FUSE (SF6) VOY-12 120:1/125KV/25KV VOY-95 3.2:1 VOY-95 3.2:1 VOG-12 120:1 VOZ-11M 70:1 & 70:1 VOG-12 120:1 VOY-20 300:1/200KV/34.5KV - TP VIY-60 20:1 VOG-11 60:1 KON-11 400:5 KIR-11 400:5 PT-25 24940GY/14400:120&120SF6 VIZ-11 100:1 W/ 1E FUSES VIZ-11 103.9:1 /110KV/15KV L-TO-G VIZ-11 60:1 7200/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11, 7200-120V, 60:1, L-to-G VIZZ-15G 200:1 - TP VOG-11 60:1

Ratio Turns Ratio Turns HLIC Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Dropped unit HLIC HLIC LIC Mold Leaked Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids HLIC HLIC HLIC HLIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework 132

01/31/2014 01/31/2014 01/30/2014 01/30/2014 01/30/2014 01/30/2014 01/30/2014 01/30/2014 01/30/2014 01/30/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/28/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 5 20 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

VOG-11 63.5:1 VOG-11 63.5:1 VOY-12 120:1/125KV/25KV VOY-15 120:1/150KV/25KV - TP VOG-11 63.5:1 KOR-15C 50:5/150KV/25KV - TP VOG-11 60:1,7200/12470GY,110KV BIL VOZ-75 20:1/75KV/8.7KV - TP VIZ-11 35:1/110KV/15KV L-TO-G VOY-12 120:1/125KV/25KV VOZ-15 175:1/150KV/25KV VIY-60 20:1 VOG-12 120:1 VOG-12 120:1 KIR-11 600:5 KOTD-110 1800:1SR, W/ 3"BARS VIY-60, 4200-120V, 35:1, L-to-G VIZ-20G 167.7 & 291.7:1 W/ PRIMARY LEAD VIZZ-15G 200:1 - TP VOY-20 287.5:1/200KV/34.5KV VOY-20 287.5:1/200KV/34.5KV VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11, 8400-120V, 70:1, L-to-G VOG-11 60:1 VOZ-11 100:1 N0 BADGES/110KV/15KV VOZ-15 175:1/150KV/25KV VOZ-15 175:1/150KV/25KV KOR-15C 200:5/150KV/25KV - TP KOR-15C 200:5/150KV/25KV - TP VOG-12 120:1 VOG-12 120:1 VOZ-11E 63.5:1 VOZ-11E 63.5:1 VOZ-11E 70:1 VOZ-11E 70:1 PT-25 24940GY/14400:120&120SF6 VIZ-11 137.5:1/110KV/15KV/1.5E FUSE L-L VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1

Manual Test Rework Manual Test Rework Manual Test Rework Overpot Overtrim Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Wires Showing Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids HLIC HLIC HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Reverse Polarity Ext Voids Ext Voids Ext Voids 133

01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/27/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/24/2014 01/23/2014 01/23/2014 01/23/2014

1 1 1 1 2 1 1 3 1 2 1 2 3 3 1 1 2 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 4

VOG-12 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1/110KV/15KV VOY-11 60:1/110KV/15KV VOZ-11 100:1 N0 BADGES/110KV/15KV VOZ-15 175:1/150KV/25KV VIZ-11 35:1/110KV/15KV L-TO-G KOR-20 200:5/200KV/34.5KV - TP VOG-12 120:1 VOG-12 120:1 KOR-15C 200:5/150KV/25KV - TP KOR-15C 200:5/150KV/25KV - TP KOR-15C 50:5/150KV/25KV - TP KOR-15C 50:5/150KV/25KV - TP VOZ-11M 70:1 & 70:1 VOZ-11M 70:1 & 70:1 VOG-12 63.5:1 VOG-12 63.5:1 VOZ-11E 63.5:1 VOZ-11E 63.5:1 VIZ-11 35:1/110KV/15KV L-TO-G VOY-95 3.2:1 KOR-20 200:5/200KV/34.5KV - TP VOZ-15 175:1/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VOG-11 60:1,7200/12470GY,110KV BIL KIR-11 200:5 KIR-11 600:5 VOZ-15 175:1/150KV/25KV VOY-20 150:1/200KV/34.5KV/50HZ VOY-20 150:1/200KV/34.5KV/50HZ VOZ-20 175 & 175:1 VOZ-20 175 & 175:1 KOR-11 400/800:5 VOY-20 150:1/200KV/34.5KV/50HZ VOY-20 150:1/200KV/34.5KV/50HZ VOZ-11E 63.5:1 VOZ-11E 63.5:1 VOZ-11E 70:1 VOZ-11E 70:1 VOG-11 63.5:1

Ext Voids Flashing Flashing Flashing Flashing Flashing HLIC Manual Test Rework Mold build error Mold build error Mold Leaked Mold Leaked Ratio Iron Loss Ratio Iron Loss Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Wires Showing Cracked Unit Cracked Unit Flashing Flashing Flashing HLIC HLIC HLIC HLIC HLIC LIC LIC Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns 134

01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/23/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014 01/22/2014

4 1 1 1 1 3 1 1 1 1 1 1 1 1 2 2 1 1 5 5 2 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 3 3 1

KIR-75 1200:5 VOZ-11M 70:1 & 70:1 VOZ-11M 70:1 & 70:1 KOR-11 400/800:5 KOR-20 200:5/200KV/34.5KV - TP VIY-60 20:1 VIZ-11 35:1/110KV/15KV L-TO-G VIZ-15G 60/120:1 VIZ-20G 167.7 & 291.7:1 W/ PRIMARY LEAD VOG-11 63.5:1 VOG-11 63.5:1 VOY-95 3.2:1 VOY-95 5:1 VIZ-11 120 & 120:1 /110KV/15KV VIZ-11 60:1 7200/110KV/15KV VIZ-11 100:1/110KV/15KV L-TO-L KON-11ER 200:5 - TP KON-11ER 200:5 - TP VIZ-11 120 & 120:1 /110KV/15KV VIZ-11 120 & 120:1 /110KV/15KV VIZ-11 63.5:1 /110KV/15KV L-TO-G VIZ-11 7200/110KV/15KV VIZ-75 35:1/75KV/8.7KV VOY-95 3.2:1 VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV KOR-15C 25:5/150KV/25KV - TP KOR-15C 25:5/150KV/25KV - TP VOZ-11 60:1/110KV/15KV VOZ-11 60:1/110KV/15KV VOZ-11M 70:1 & 70:1 VOZ-11M 70:1 & 70:1 VOZ-11 70:1/110KV/15KV VIY-60 20:1 VIY-60, 4200-120V, 35:1, L-to-G VIZ-20G 175:1 W/ PRIMARY LEAD KON-11 400:5 - TP KOTD-110 1800:1SR, W/ 3"BARS KTH-15 300:5 (SF6) VOZZ-15 120:1

Damaged De-Molding Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing Flashing HLIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold Leaked Mold Leaked Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Terminal not Seated Properly Terminal not Seated Properly Defective Mold Ext Voids Ext Voids Ext Voids Ext Voids 135

01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/21/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014

1 1 1 1 1 1 2 2 1 1 3 1 2 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 4 4 1 1 1 5 1 4 1 3

KON-11 400:5 - TP KIR-11 200:5 VIY-60, 4200-120V, 35:1, L-to-G VOZ-20 175 & 175:1 VOZ-20 175 & 175:1 KON-12ER 200:5 KON-12ER 200:5 KIR-11 100/200:5 VIZ-11 120:1 SF6/110KV/15KV L-TO-L VIZ-11 35:1/110KV/15KV L-TO-G VIZ-75 35:1 SF6/75KV/8.7KV - TP KON-11ER 800:5 KON-11ER 800:5 VIZ-11 7200/110KV/15KV VOZ-11M 70:1 & 70:1 VOZ-11M 70:1 & 70:1 VIZ-11 35:1/110KV/15KV L-TO-G VOZ-15 175:1/150KV/25KV KOR-15C 10:5 KOR-15C 10:5 VOY-15G 63.5/120:1 VOY-20 300:1/200KV/34.5KV - TP KIR-75 1200:5 VIZ-11 103.9:1 SF6/110KV/15KV L-TO-L VOY-11 120:1/110KV/15KV VOY-95 3.2:1 VIZ-11, 8400-120V, 70:1, L-to-G VOZ-11M 70:1 & 70:1 VOZ-11M 70:1 & 70:1 VOY-95 3.2:1 VOY-95 3.2:1 VOG-11 60:1,7200/12470GY,110KV BIL KON-12ER 200:5 KON-11ER 200:5 - TP VIZ-11, 7200-120V, 60:1, L-to-G VIZ-11, 7200-120V, 60:1, L-to-L VIZ-11, 7200-120V, 60:1, L-to-L VIZ-12 175:1 LT KOR-15CER 200:5/150KV/25KV VOY-20 300:1/200KV/34.5KV - TP

External Cosmetics Flashing Flashing HLIC HLIC LIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Overpot Overpot Ratio Turns Ratio Turns Terminal not Seated Properly Terminal not Seated Properly Terminal Pulled off Terminal Pulled off Ext Voids HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids HLIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Ratio Iron Loss Ratio Turns 136

01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/20/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/17/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014 01/16/2014

1 1 1 1 1 1 1 1 1 1 1 1 1 2 7 7 1 1 1 1 1 2 1 1 1 1 1 4 4 3 2 1 1 1 2 2 1 1 1 1

VOY-20G 175/300&75/300:1/200KV/34.5 TP VOY-20G 175/300&75/300:1/200KV/34.5 TP KON-12ER 200:5 KOR-11 1200:5 - TP VIY-60 20:1 VIY-60 35:1 VIZ-11, 7200-120V, 60:1, L-to-L VOG-11 60:1,7200/12470GY,110KV BIL VOG-12 120:1 VOY-15G 110:1/150KV/25KV KOR-60 400:5 VOG-12 120:1 VOG-12 120:1 VOY-20 300:1/200KV/34.5KV - TP VOY-95 3.2:1 VOY-95 3.2:1 VOY-95 3.2:1 KOR-11 100:5 - TP VIY-60, 4200-120V, 35:1, L-to-G VIZ-11 103.9:1 SF6/110KV/15KV L-TO-L VIZ-11 120:1/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 70:1 VOZ-11 100:1 N0 BADGES/110KV/15KV VIZ-11 120 & 120:1/110KV/15KV KON-11 600:5 VOG-12 120:1 VOG-12 120:1 VOY-15G 60/120:1 VOZ-15 120:1/150KV/25KV - TP VOZ-20 175 & 175:1 VIL-95 63.5:1 - TP VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 63.5:1 /110KV/15KV L-TO-G KON-12ER 200:5 VOG-11 63.5:1 - TP KOR-11 100:5 - TP KON-11 100:5 KIR-75 800:5 KOR-15C 50:5/150KV/25KV

Ratio Turns

01/16/2014

1

Ratio Turns

01/16/2014

1

Ext Voids LIC Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Open Primary Overpot Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Overpot Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ext Voids Ext Voids LIC Machine Malfunction Manual Test Rework Manual Test Rework

01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/15/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/14/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014

1 1 1 2 1 1 1 1 3 1 1 1 4 3 1 1 2 1 3 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1

137

VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOZ-11 100:1 N0 BADGES/110KV/15KV VOG-12 120:1 VOZ-15 120:1/150KV/25KV - TP VIY-60 20:1 VIZ-11 103.9:1 SF6/110KV/15KV L-TO-L VIZ-11 7200/110KV/15KV VIZ-11, 14400-120V, 120:1, L-to-L VOY-12 120:1/125KV/25KV VOY-12 120:1/125KV/25KV VIZ-15G 120:1 1 FUSE - TP LT VIZ-11 7200/12470Y VIZ-20 287.5:1 KON-11 100:5 VOG-11 60:1,7200/12470GY,110KV BIL KON-11 400:5 - TP KOR-11 1200:5 VOY-20 275:1/200KV/34.5KV KOR-11 100:5 - TP VIZ-11 100:1/110KV/15KV L-TO-L VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VIZ-75 20:1/75KV/8.7KV/SF6 GAS KIR-11 100/200:5 VOY-20 300:1/200KV/34.5KV - TP KOR-12 20:5 KOR-11 100:5 - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VOZ-11 100:1 N0 BADGES/110KV/15KV VOG-12 120:1 VOZ-15 120:1/150KV/25KV - TP VIZ-20 287.5:1 KOR-15C 50:5/150KV/25KV VIL-95 60:1 - TP VOZ-11 100:1 N0 BADGES/110KV/15KV VIZ-20 287.5:1 KON-11 400:5 - TP

Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Ratio Turns Damaged De-Molding Defective Mold Defective Mold Dropped unit Dropped unit Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids Flashing HLIC LIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities Defective Mold Ext Voids 138

01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/13/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/10/2014 01/09/2014 01/09/2014

1 1 1 1 1 1 1 1 3 1 1 1 2 1 1 1 1 1 1 1 2 1 2 2 3 1 2 1 1 1 1 1 1 1 1 1 1 1 3 2 1

KOR-15C 50:5/150KV/25KV KOR-15C 50:5/150KV/25KV VIZ-75 20:1/75KV/8.7KV/SF6 GAS VOY-20G 175/300:1 200KV BIL KIR-11E 150:5 KON-11 15:5 - TP KON-11 5:5 - TP VOG-12 120:1 VOY-20 300:1/200KV/34.5KV - TP KOR-11 400/800:5 - TP VOG-12 120:1 VIZ-11 60:1/110KV/15KV L-TO-G VOZ-11 100:1 N0 BADGES/110KV/15KV KOR-15C 10:5 VIZ-11 100:1/110KV/15KV L-TO-L VIZ-11 7200/12470Y VOZ-11M 60:1/110KV/15KV - TP KIR-11E 300:5 - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-12G 120:1 1 FUSE - TP LT VOZ-11 100:1 N0 BADGES/110KV/15KV VIZ-11 60:1/110KV/15KV L-TO-G VIZ-20 287.5:1 KOR-15C 50:5/150KV/25KV VOG-11 60:1,7200/12470GY,110KV BIL VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 60:1/110KV/15KV L-TO-G VIZ-11 7200/110KV/15KV VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11, 14400-120V, 120:1, L-to-G VOG-12 120:1 VOG-12 120:1 VOZ-11 120:1 VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20 300:1 W/ PRIMARY LEADS - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-20 287.5:1 VOZ-20 175:1

Ext Voids Ext Voids Ext Voids Ext Voids Flashing HLIC HLIC HLIC HLIC LIC Machine Malfunction Manual Test Rework Manual Test Rework Ratio Iron Loss Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Surface Irregularities Bad Connection Defective Mold Ext Voids Machine Malfunction Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Open Primary Ratio Turns Ratio Turns Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Defective Mold Dropped unit 139

01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/09/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/08/2014 01/07/2014 01/07/2014

6 1 2 2 3 1 1 1 2 1 1 1 2 1 2 3 1 2 1 8 2 2 2 1 2 3 2 1 1 1 2 1 1 1 1 1 2 3 1 4 1

KON-11 300:5 - TP KON-11 400:5 - TP KOR-15C 50:5/150KV/25KV VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11, 14400-120V, 120:1, L-to-G KON-12ER 200:5 KON-11 15:5 VIZ-11 120:1 /110KV/15KV L-TO-G KON-11 300:5 - TP KOR-11 200/400:5 VIZ-11 120:1 /110KV/15KV L-TO-G KON-11 15:5 VIY-95G 35:1 /95 kV/15 kV - TP VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11 120:1 /110KV/15KV L-TO-G VIZ-11, 14400-120V, 120:1, L-to-G VIZ-12G 120:1 1 FUSE - TP LT VIZ-75 20:1/75KV/8.7KV - TP VOZ-11 100:1 N0 BADGES/110KV/15KV VOZ-11 100:1 N0 BADGES/110KV/15KV VIZ-15G 120:1 1 FUSE - TP LT KON-11 400:5 - TP VOY-95 3.2:1 VOZ-11 60:1 VIY-60 20:1 KIR-60 25:5 - TP VIZ-20 287.5:1 VIZ-11, 14400-120V, 120:1, L-to-G KON-11 100:5 VIZ-11 120:1 /110KV/15KV L-TO-G VOG-12 120:1 VIZ-11, 14400-120V, 120:1, L-to-G KOR-11 400/800:5 - TP VOG-12 120:1 VIZ-20 287.5:1 VIZ-20 300:1 W/ PRIMARY LEADS - TP VIZ-11 100:1/110KV/15KV - TP VIZ-11, 14400-120V, 120:1, L-to-G VOY-95 3.2:1 VOZ-11 100:1/110KV/15KV

Ext Voids Ext Voids Ext Voids Ext Voids Ext Voids External Cosmetics Flashing Flashing HLIC HLIC HLIC Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Manual Test Rework Mold Leaked Ratio Iron Loss Ratio Turns Ratio Turns Terminal not Seated Properly LIC Defective Mold Ext Voids HLIC HLIC Open Primary Overpot Ratio Iron Loss Ratio Iron Loss Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities Ratio Turns 140

01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/07/2014 01/06/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/03/2014 01/02/2014

1 1 1 1 1 3 1 2 1 1 1 1 1 1 1 1 5 1 1 1 1 1 1 1 2 1 1 2 6 1 1 1 1 1 1 1 1 6 1 1 1

VIZ-11, 14400-120V, 120:1, L-to-G VOY-15G 120:1/150KV/25KV VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11, 14400-120V, 120:1, L-to-G VIZ-11, 14400-120V, 120:1, L-to-G

Ratio Turns Ratio Turns Surface Irregularities Surface Irregularities Surface Irregularities

141

01/02/2014 01/02/2014 01/02/2014 01/02/2014 01/02/2014

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