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Process Control

The document discusses process control and capability, emphasizing the importance of identifying and managing variability in processes through various tools such as control charts and Six Sigma methodology. It outlines the steps of the DMAIC process—Define, Measure, Analyze, Improve, and Control—to enhance quality and reduce defects. The document also highlights the significance of understanding customer specifications and the ability of a process to meet these requirements.

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6 views31 pages

Process Control

The document discusses process control and capability, emphasizing the importance of identifying and managing variability in processes through various tools such as control charts and Six Sigma methodology. It outlines the steps of the DMAIC process—Define, Measure, Analyze, Improve, and Control—to enhance quality and reduce defects. The document also highlights the significance of understanding customer specifications and the ability of a process to meet these requirements.

Uploaded by

p24sharanr
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Process Control and

Capability
Prakash Awasthy
TQM review
• Highlight the problem

• Identify opportunity [Histograms, Pareto diagram]

• Analyze problem [Fishbone, CEDAC]

• Operational planning [Poka yoke]

“Quality in a service or product is not what you put into it. It is what the client or
customer gets out of it”
-Peter Drucker
Process Variability
• It’s everywhere

• What is process variability?

• Dimensions

• Causes
Causes of Variability
• Normal
• Common
• Random/Chance
• Inherent

• Abnormal
• Assignable
• External
• Special
Process Control
• The goal of process control is to identify if the variability is assignable
or random
• And, take appropriate action

• How to identify?
• Control charts
Control chart
• If variability is too much (beyond a band), it could be due to
assignable reasons

• Statistical Process Control (SPC) involves establishing a control band of


acceptable variation in the process performance
• Control band  [LCL, UCL]
Let’s watch a video
Measures in control charts
• Mean,

• Range, R

• Proportion of defects, p

• Number of defects, c
𝑋 𝐶h𝑎𝑟𝑡
• Process average (centre line),

Control chart constants


Sample
size (n)
2 1.880 0 3.268
• UCL = 3 1.023 0 2.574
4 0.729 0 2.282
5 0.577 0 2.114
• LCL =
6 0.483 0 2.004
7 0.419 0.076 1.924
8 0.373 0.136 1.864
9 0.337 0.184 1.816
10 0.308 0.223 1.777
– An example
Sample number Observations in each sub-group (in ml)
(day number)
Observation 1 Observation 2 Observation 3 Observation 4
Day 1 500.5 500.7 500.1 498.5
Day 2 505.3 501.4 502.3 500.6
Day 3 498.1 498.3 500.3 503.2
Day 4 502.3 497.8 496.9 504.6
Day 5 504.2 502.1 505.1 495.9
– An example
Sample Observations in each sub-group (in ml)
number (day
number)
Observation 1 Observation 2 Observation 3 Observation 4 Average
Day 1 500.5 500.7 500.1 498.5 499.95
Day 2 505.3 501.4 502.3 500.6 502.4
Day 3 498.1 498.3 500.3 503.2 499.975
Day 4 502.3 497.8 496.9 504.6 500.4
Day 5 504.2 502.1 505.1 495.9 501.825
– An example
Sample Observations in each sub-group (in ml)
number (day
number)
Observation 1 Observation 2 Observation 3 Observation 4 Average Range
Day 1 500.5 500.7 500.1 498.5 499.95 2.2
Day 2 505.3 501.4 502.3 500.6 502.4 4.7
Day 3 498.1 498.3 500.3 503.2 499.975 5.1
Day 4 502.3 497.8 496.9 504.6 500.4 7.7
Day 5 504.2 502.1 505.1 495.9 501.825 9.2
– An example
Sample Observations in each sub-group (in ml)
number (day
number)
Observation 1 Observation 2 Observation 3 Observation 4 Average Range
Day 1 500.5 500.7 500.1 498.5 499.95 2.2
Day 2 505.3 501.4 502.3 500.6 502.4 4.7
Day 3 498.1 498.3 500.3 503.2 499.975 5.1
Day 4 502.3 497.8 496.9 504.6 500.4 7.7
Day 5 504.2 502.1 505.1 495.9 501.825 9.2

500.91

´
𝑋
– An example
Sample Observations in each sub-group (in ml)
number (day
number)
Observation 1 Observation 2 Observation 3 Observation 4 Average () Range (R)
Day 1 500.5 500.7 500.1 498.5 499.95 2.2
Day 2 505.3 501.4 502.3 500.6 502.4 4.7
Day 3 498.1 498.3 500.3 503.2 499.975 5.1
Day 4 502.3 497.8 496.9 504.6 500.4 7.7
Day 5 504.2 502.1 505.1 495.9 501.825 9.2

500.91 5.78

´
𝑋 𝑅
– An example
Sample Observations in each sub-group (in ml)
number (day
number)
Observation 1 Observation 2 Observation 3 Observation 4 Average () Range (R)
Day 1 500.5 500.7 500.1 498.5 499.95 2.2
Day 2 505.3 501.4 502.3 500.6 502.4 4.7
Day 3 498.1 498.3 500.3 503.2 499.975 5.1
Day 4 502.3 497.8 496.9 504.6 500.4 7.7
Day 5 504.2 502.1 505.1 495.9 501.825 9.2

500.91 5.78
UCL =

LCL = = 500.91 – 0.729*5.78 = 496.6964 ´ 𝑅


𝑋
Mean quantity (ml)
Let’s plot Chart
• Average, centre line
• UCL
• LCL
• Sample means

Sample number
𝑅 𝐶h𝑎𝑟𝑡
• Process average, centre line

• UCL =

• LCL =
p charts
• Proportion of defects

• Binomial distribution

• Process average, centre line

• UCL =

• LCL =
c charts
• Number of defects

• Process average, centre line

• UCL =

• LCL =
Process Capability
Process Capability
• USL & LSL
• The range of performance which customer is ready to accept (acceptable
variation)

• Would average performance work?

• Process capability: Ability of the process to meet customer


specification
Potential capability

Process capability and Proportion defective


Defects (ppm) 10,000 3,000 1,000 100 10 1 2ppb
0.86 1 1.1 1.3 1.47 1.63 2
Sigma capability
•  Actual sigma capability of a process

•  Potential sigma capability of a process

Process capability and Proportion


defective
S 3 4 5 6

1 1.33 1.667 2

Defects (ppm) 66810 6210 233 3.4


Six-Sigma approach
• Improve the quality such that you have near-zero defect levels

• First used at Motorola in 1986 for process improvement


• GE, Honeywell and many other firms

• Six-Sigma translates to DPMO = 3.4


Six-Sigma methodology
• DMAIC

• Define
• Measure
• Analyze
• Improve
• Control
Define
• Define the problem
• Its context- Identify stakeholders, create process map

• Scope

• What we know, what we need to know

• Customer’s perspective/voice – With survey (VOC)


• Set the improvement goals
Measure
• Identify the variables to be measured
• Number of defective holes in PCB
• Number of deviations from SOP

• Method of collecting data


• Automation
• Workforce
• Indirect ways
• Data collection and synthesis
Analyze
• Possible causes of bad quality

• Identify areas to reduce defects

• Develop and apply tools for analysis


• Graphs, charts

• Identify possible source of variation

• How can we eliminate causes of variation?


Analyze
• Sharpness causing variability
• The sharpness of cutting tool changes with time and temperature

• Hardness causing variability


• Hardness of bread changes with moisture, texture
Improve
• Elimination of root causes of variability

• Generating and validating improvement alternatives

• Create new process map or SOP


• About frequent sharpening or moisture control
Control
• Ensure that process follows new plan/standard

• Develop control plan

• Organize training for new plan

• Establish new plan as a standard

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