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CHAPTER 1
INTRODUCTION TO THE COMPANY
With our state-of-the-art infrastructural facility, laced with all the necessary
equipment and machinery, attainment of goals and objectives is quite easier. For
reasons of maintenance of our reputation in the market, our facility is upgraded on a
highly regular basis. For reasons of managing the firm’s operations in the best possible
manner, the facility has been parted into several highly operational units. These units
in the most dedicated manner, maximization of the firm’s productivity. In addition, our
abidance of industry ethics, have helped us in the attainment of a number of highly
reputed clients like ATLAS COPCO, TAL.
Under the supervision of our company owners/partners Mr. Prashant Shirode &
Mr. Nityanand Tendulkar, we have witnessed several heights of success. His ability to
manage, foresee market changes and make decisions, have made him our most valuable
asset. In addition, regular benefits are made available to our employees, for maximum
satisfaction.
1.1 PROFILE:
We are fortunate enough to have a diligent team that helps us cater to the
requirements of the clients in an efficient and timely manner. Our team ensures that we
are able to achieve the organizational goals and rise further on the ladder of success.
The team that we have is the perfect blend of experience and zeal. Our team comprises
experienced and qualified professionals, who work to the best of their capabilities to
help us exceed the expectations of the clients. Despite belonging to different
backgrounds, these professionals understand the importance of working in unity and
leave no stone unturned to deliver what is expected of them. Our team comprises the
following members: Skilled & semi-skilled workers Quality controllers,
Administrative staff .
Wholesaler
Trader
Additional Business
Distributor
2015-16uptoRs.76,00,000/-Approx.
Annual Turnover
2016-17 uptoRs. 1,06,00,000/- Approx.
1.2 PRODUCTION:
Infrastructure
1.4 VISION :
1. Customer Satisfaction
2. Process quality
3. Employee Satisfaction
4. Timely delivery
5. Product quality
6. Productivity
CHAPTER 2
PRODUCTS MANUFACTURED
2.1 SMPS
2.4 DC CONVERTERS :-
The LED DIMMER is primarily a 555 IC based PWM (Pulse Width Modulation)
circuit developed to get variable voltage over constant voltage.
Floor Stand Required for ATLAS COPCO is made using sheet metal of various
materials such as G.I, S.S, M.S,etc upto thickness of 2-4mm as per the customer
requirement. The various process such as powder coating as per customer requirement
is carried out in our vendors location.
CHAPTER 3
INTRODUCTION TO QUALITY AND QUALITY OPERATION’S
Performance
Features
Conformance
Reliability
Durability
Service
Aesthetics – of product
Reliable products/services
Improved process
ASSIGNMENT-1
ASSIGNMENT-1
4. INTRODUCTION & IMPLIMENTATION OF 5s OPERATION
MODEL
4.1 Objective
4.2 Target
Systems should be set up so everything has a place that is available when needed,
including the manufacturing floor, areas where products are being packaged, through
the equipment maintenance area. Everything should be labelled and identified. Local
storage minimizes travel time, and adjustable storage and workbenches make it easier
to adapt to the differing needs of individual employees.
Definition of 5S
A philosophy based on five Japanese terms utilized for creating and sustaining
a well-organized workplace that is more efficient and productive in operation.
5S-The Beginning of Lean 5S is the one of the essential steps in motion and bring about
a flourishing Lean culture . It provides the ground work and the workplace as a way to
modify how people approach their planned future state. concur that 5S is often
understood as a simple strategy to clean the shop floor but it can be potent application
for developing a successful business for deploying a new standard of workplace
practices. When everything has a place and there is a position for all things, a 5S
program will serve for supporting a clear picture of the workplace.
The activity related rules have been stated and are to be implemented.
In the workshop, the location of all necessary objects have been defined and
marked.
The arranging way has been set according to destination and degree of usage.
4.6PROCEDURE :-
1. Sort (Seiri)
Sorting is the first step-removing all surplus items from the work centre which
are not needed for the immediate continual operations (Hough, 2008). At this stage it is
decided what is really needed and what is not. Any item or tool that is unaccounted out
of place or unnecessary needs to be clearly documented. A red tag is a document made
on red colour paper that is attached to potential junk items in a workplace. The items
are stored temporarily until assignable action can be undertaken; it is usually the starting
point of a 5S exercise. Items are red tagged with the best description of use or placement
recorded on it. All red tagged articles are moved to a temporary holding area, and that
area clearly is identified as the red tag or Seiri area. Equipment or anything else that is
not of use, should be discarded as refuse to be thrown out (Howell, 2009). To implement
the first step of 5S, a production team needs to know what material is used when the
material in storage are to used where the required materials are, and what the users
requirement are. This is an opportunity for every team to re-evaluate the tools at their
disposal and make sure that they are using the best available tools for the process.
The second step in a 5S launch is taking the stored items and putting them
Where they best support the function they provide. Workers should be motivated to
place items at their point of use and improve the workplace‘s visual management (Van
Pattern 2006). Before and after photos should be taken to document progress and
explain activity benefits are of key importance at this stage (Samuels, 2009). One
important advantage of Set in order is that everything needed for the job is clearly
visible. Another objective of this step is to arrange the work in such a manner that
missteps can be easily identified and corrected which is one of the main reason why the
implementation of visual controls is encouraged during this step. Associates may apply
these philosophies by referring to checklists, designing tool boards, parts container and
improving workplace design. The practice of shadow boarding can be quickly identify
when a piece of equipment is missing from a work station (Becker 2001). The main
advantage of tool ―shadowing‖ is that people instantly know which tool is missing and
where it stored. Furthermore if one is missing it’s easy to guess what shop users are
looking for and where it belongs.
3. Shine (Seiso)
Once the unneeded is thrown away and sorting and set in order has taken place,
it is now time for the sanitize phase. A cross functional team should agree on what the
cleaning standards need to be. This is sometimes referred to as shine or sweep stage
where teams thoroughly remove clutter and fix equipment or building components. The
objective of this phase is to identify and eliminate the root cause of waste, dirt and
damage as well as clean up the work station . 5S projects that are almost entirely focused
on cleaning and painting, prevent recording the valuable information that can be gained
from assessing it. This step needs to have the full involvement of employees to gather
the data of what they feel needs to be cleaned and how often it should be cleaned.
4. Standardize (Seiketsu)
After the organizing and cleaning of a production area, it is essential that the
area is maintained. This stage requires that the improvements of the previous three
phases are maintained. That‘s why organization develop standardized procedures, rules
and expectations for maintaining continuous activity in all of the areas shift by shift and
crew. This is a means of creating consistent ways for implementing the tasks outlined
above on daily basis. the challenge is to visually maintain known agreed upon
conditions rather than to write work instruction. Teams can develop their own standards
by using the 5M‘s borrowed from Kaoru Ishikawa‘s Fishbone diagram. In it, he lists
Manpower, Methods, Materials, Machines and Measurements as the 5 components of
the standardizing step (Ishikawa, 1986). An organization achieves conformity when
employees value working to one common metric, rather than working however they
feel like working or how they think a job should be done .
5. Sustain (Shitsuke)
The benefits of the above four phases of 5S are powerful, visual and easily
measured. However without self-discipline, elements for sustainability the success of
5S program is brief and everything will atrophy or revert to the previous messy state .
In daily life, when we diet to lose weight, we still need discipline to help us maintain
our objective. Therefore discipline and motivation go hand and hand to reach your goals
To continue the gains from implementing the 5S system, efforts should be taken to
install the importance of maintaining employee dedication for a neat, orderly and safe
workplace and reinforcing good work habits. Every employee needs to understand the
importance of safety, order and cleanliness and be willing to take the necessary steps
that guarantee the prescribed standards are accommodated when every square foot of
a production floor is assigned to an associate then clutter will not build up.
4.7Study :-
Well organized, clean, high effective and high quality workplace is the creation of
5S methodology. The study was carried out in the manufacturing company signtronics
Company,narhe. During the study it was executed that selection of process
parameters/procedure in chosen production process, on each workplace. The 5S
methodology was introduced to workers and control questions have been asked. Each
rule has been implemented and in consequence the great changes have appeared as
reflected in figures.Also our objective is to research was to increase the storing place
with 30%, create and preserve standards and service procedures specific to the
workshop, reduce unproductive time with 10%, redefine access, working and storage
spaces, readjust the location.
4S:
The standards of the company came to next level.
Improvement in safety has supported in reducing the injuries of workers.
Slips and falls of the material have been reduced.
Travel time of materials is reduced which led to reduction of work hazard
5S:
It gives a scope for Workers participation in the work area design and maintenance.
Workers absenteeism has been lowered down.
Increasing of the awareness and morale.
Decreasing of mistakes quantity resulting from the inattention.
Proceedings according to decisions.
Improvement of the internal communication processes.
Improvement of the inter human relations.
5.8Application :-
It is often simple to talk about how lean approaches work and about 5S in
particular. However, the implementation of lean tools on the floor is totally different.
This is because 5S is not just a methodology; it is a culture change that involves all
parties to drive the organization towards effectiveness and continuous improvement.
Thus, we had to first make it clear to all project parties why we are adopting the 5S
lean technology.
5.9 CONCLUSION :-
Several plant conditions have called for the improvement of the manufacturing
process (a combination of job shop and assembly operations). The process flow at the
Signtronics Company, Narhe Unit is not streamlined due to the wide variety in product
specifications, the growing demand, the push production policy, and the nature of heavy
metal and woodwork operations. Due to that, the plant has turned into a jungle of dirty
machines and excess materials, scrap, and rework spread all over plant floor creating a
plenty of flow complications and causing space and production issues.
ASSIGNMENT-2
ASSIGNMENT-2
5.1 INTRODUCTION:-
Sheet metal is metal formed by an industrial process into thin, flat pieces. Sheet
metal is one of the fundamental forms used in metalworking and it can be cut and bent
into a variety of shapes. Countless everyday objects are fabricated from sheet metal.
Thicknesses can vary significantly; extremely thin sheets are considered foil or leaf,
and pieces thicker than 6 mm (0.25 in) are considered plate.
Sheet metal is available in flat pieces or coiled strips. The coils are formed by
running a continuous sheet of metal through a roll slitter. In most of the world, sheet
metal thickness is consistently specified in millimeters. In the US, the thickness of sheet
metal is commonly specified by a traditional, non-linear measure known as its gauge.
The larger the gauge number, the thinner the metal. Commonly used steel sheet metal
ranges from 30 gauge to about 7 gauge. Gauge differs between ferrous (iron based)
metals and nonferrous metals such as aluminum or copper; copper thickness, for
example is measured in ounces, which represents the weight of copper contained in an
area of one square foot.
here are many different metals that can be made into sheet metal, such as
aluminium, brass, copper, steel, tin, nickel and titanium. For decorative uses, some
important sheet metals include silver, gold, and platinum (platinum sheet metal is also
utilized as a catalyst.)
5.2 OBJECTIVE :-
The sheet metal technology is one of the oldest form of metal application and,
yet it is still one of the many processes crucial to the manufacturing industry.
Historically, an important use of sheet metal was in plate armor worn by cavalry, and
sheet metal continues to have many decorative uses, including in horse tack. The
objective behind the study of the sheet metal working process is that this is a versatile
manufacturing process which is used in many streams and branches of industries. Sheet
metal is used in automobile and truck (lorry) bodies, airplane fuselages and wings,
medical tables, roofs for buildings (architecture) and many other applications. Sheet
metal of iron and other materials with high magnetic permeability, also known as
laminated steel cores, has applications in transformers and electric machines. The
purpose of this assignment is to study the sheet metal processes and post processes to
gain knowledge about the technology and the areas of application of the technology
that has many applications in present day industries.
Grade 304 is the most common of the three grades. It offers good corrosion resistance
while maintaining formability and weldability. Available finishes are #2B, #3, and #4.
Grade 303 is not available in sheet form.
Grade 316 possesses more corrosion resistance and strength at elevated temperatures
than 304. It is commonly used for pumps, valves, chemical equipment, and marine
applications. Available finishes are #2B, #3, and #4.
Grade 410 is a heat treatable stainless steel, but it has a lower corrosion resistance than
the other grades. It is commonly used in cutlery. The only available finish is dull.
Grade 430 is popular grade, low cost alternative to series 300's grades. This is used
when high corrosion resistance is not a primary criterion. Common grade for appliance
products, often with a brushed finish.
5.3.2 Aluminium:
Aluminum is also a popular metal used in sheet metal due to its flexibility, wide range
of options, cost effectiveness, and other properties. The four most common aluminium
grades available as sheet metal are 1100-H14, 3003-H14, 5052-H32, and 6061-T6.
Grade 3003-H14 is stronger than 1100, while maintaining the same formability and low
cost. It is corrosion resistant and weldable. It is often used in stampings, spun and drawn
parts, mail boxes, cabinets, tanks, and fan blades.
Grade 5052-H32 is much stronger than 3003 while still maintaining good formability.
It maintains high corrosion resistance and weldability. Common applications include
electronic chassis, tanks, and pressure vessels.
The hot dip galvanized steel sheets (GI) have the advantage of low
manufacturing cost in comparison to the electrogalvanized sheets, but the improvement
of surface quality problems and various other quality properties related to assembly of
the auto body was necessary. This report describes a manufacturing technology for GI
which solves these problems and has been applied successfully to automobile outer
panels, together with the quality features of this product.
5.4.1 Bending: -
The bend allowance (BA) is the length of the arc of the neutral line between the tangent
points of a bend in any material. Adding the length of each flange taken between the
center of the radius to the BA gives the Flat Pattern length.
5.4.2. Punching: -
Punching is a metal forming process that uses a punch press to force a tool, called a
punch, through the workpiece to create a hole via shearing.
Blanking and piercing are shearing processes in which a punch and die are used to
modify webs. The tooling and processes are the same between the two, only the
terminology is different: in blanking the punched-out piece is used and called a blank;
in piercing the punched-out piece is scrap. The process for parts manufactured
simultaneously with both techniques is often termed "pierce and blank."
5.4.4. Notching: -
A water jet cutter, also known as a water jet or waterjet, is an industrial tool
capable of cutting a wide variety of materials using a very high-pressure jet of water,
or a mixture of water and an abrasive substance. The term abrasive jet refers specifically
to the use of a mixture of water and abrasive to cut hard materials such as metal or
granite, while the terms pure waterjet and water-only cutting refer to waterjet cutting
without the use of added abrasives, often used for softer materials such as wood or
rubber.
Waterjet cutting is often used during fabrication of machine parts. It is the
preferred method when the materials being cut are sensitive to the high temperatures
generated by other methods. Waterjet cutting is used in various industries, including
mining and aerospace, for cutting, shaping, and reaming.
Laser cutting is a technology that uses a laser to cut materials, and is typically
used for industrial manufacturing applications. Laser cutting works by directing the
output of a high-power laser most commonly through optics. The laser optics and CNC
(computer numerical control) are used to direct the material or the laser beam generated.
A typical commercial laser for cutting materials involved a motion control system to
follow a CNC or G-code of the pattern to be cut onto the material. The focused laser
beam is directed at the material, which then either melts, burns, vaporizes away, or is
blown away by a jet of gas, leaving an edge with a high-quality surface finish. Industrial
laser cutters are used to cut flat-sheet material as well as structural and piping materials.
Elongation Determines the capability of the sheet metal to stretch without necking
and failure; high strain-hardening exponent (n)and strain-rate
sensitivity exponent (m)desirable.
Yield- Observed with mild-steel sheets; also called Lueder’s bands and
point stretcher strains; causes flamelike depressions on the sheet surfaces;
elongation can be eliminated by temper rolling, but sheet must be formed within a
certain time after rolling
Post process for sheet metal is carried as per the customer requirement in our
company, such as powder coating. Powder coating is the process which is performed
by our company vendors as per the client requirement.
5.9. CONCLUSION :-
From this study assignment, we get to learn various processes and post-
processes on sheet metal. We could acquire basic knowledge of sheet metal processing
and post-processes (if any). We get to know real life and industrial application and
actual working of the sheet metal processes and post-processes.
We studied the operation, material, chemical composition, mechanical
properties, and application in sheet metal. The most common properties considered are
strength ,ductility, hardness, impact resistance, and fracture toughness. Most structural
materials are anisotropic, which means that their material properties vary with
orientation.
Sheet metal is metal formed by an industrial process into thin, flat pieces. It is
one of the fundamental forms used in metalworking and it can be cut and bent into a
variety of shapes.
ASSIGNMENT-3
ASSIGNMENT-3
6.1 INTRODUCTION:-
Six Sigma means several things. It is a statistical measurement of how good our
product, services and process really are. Bill Smith, father of six sigma, introduced his
statistical approach aimed at increasing profitability by reducing defects. His approach
was, “if you want to improve something, involve the people who are doing the job.” He
always wanted to make it simple, so people would use it. Sigma (σ) is Greek letter that
is used in statistic to describe variability of a process. This means “standard deviation”.
The Six Sigma system is a Top Driven, Disciplined Approach (DMAIC) for
Continual Improvement of Quality for Benefit to all concerned. It comprises of a system
of practices to improve processor by eliminating defects. In this sense, the sigma scale
of measure provides us with a “goodness micrometer” for gauging the adequacy of our
products, services, and process.
The origin of six sigma can be traced to the 1970s when Motorola faced with
serious quality – related problems, embarked on ambitious journey to achieve “Zero
defects” in its products. This project was named “Six Sigma” by Mikel Harry, then a
senior staff engineer with Motorola’s Government Electronic group.problems, improve
the quality, profitability and customers satisfaction.
6.2 OBJECTIVE :-
The main objective of any business is to make profit. For increasing the
profit, the selling price should increase and/or the manufacturing cost should come
down. Since the price is decided by the competition in the market, hence the only the
way to increase the profit is to cut down the manufacturing cost which can be
achieved only through continuous improvement in the company’s operation. Six
sigma quality programs provide an overall framework for continuous improvement
in the process of an organization. Six sigma uses facts, data and root cause to solve
problems.
The main objective of this assignment is to study the Six Sigma approach in
Quality of the product. The use of SPC tools for the measurement of Quality is studied
in this assignment. The concept of FMEA is studied through a case study. SIPOC is
prepared to identify CTQ’s and CTP’s which are critical for the quality and the
customer satisfaction of the product or the service. Using SIPOC, we can apply safety
measures like RCO and ICD without which the process cannot be finished or serviced
to the customer.
Six Sigma uses two different sets of methodologies, DMAIC and DMADV,
as lenses to examine and address complementary aspects of business processes.
The DMAIC and the DMADV distinctions are aimed at viewing different sectors
of a business simultaneously but addressing them separately. Despite unique
distinctions, the methodologies overlap during the examination process and share
the same end goal - improvement of business processes.
6.3.1 DMAIC:-
6.3.2 DMADV:-
The most accurate definitions of the term “Quality” was given by the Quality
Gurus – Juran, Deming and Shewart. Juran states that- “The components are said to be
of good quality, of they work well in the equipment for which they are meant.” Deming
and Shewart gave the definition as- “Quality is customer satisfaction”
In general, quality is the totality of features and the characteristics of a product or
service that bears on its ability to satisfy stated or implied needs.
6.5.2 Voice of Customer: An organization going in for Six Sigma must listen to the
customer. Customers requirements may be in the form of LINGALOR
SPECIFICATIONS. Hence customers requirements have to be translated into criteria’s
to be incorporated in the development of a process leading to product or service.
6.5.3 Critical To Satisfaction(CTS) of customer, the aspects which will give him
sufficient confidence on the party. For example: Critical bugs will be fixed within a
stipulated time. Medical productivity in terms of Number of Transactions per unit time
is at least0.90. Call Quality rating is at least 0.85. The other measures are cost (CTC)
and Delivery (CTD).
6.5.4 CTQ Tree is a tool that aids in translating customer Language into Quantified
requirements for products or services. This helps in translating Broad Customer
requirement in specifics. Ensures all aspects of customer needs are identified.
Attributes which must be present in order for the product / service to be useful.
(However, the customer will remain neutral towards the product / service even if quality
of these aspects is increased to a higher level).
Customers may get great satisfaction from an added feature - and are willing to pay a
price premium. However, satisfaction will not decrease (below neutral) if the product
lacks the feature.
6.5.8 Quality in Six Sigma: A state in which value entitlement is realized for the
customer as well as for the provider in every aspect of the business relationship covering
the entire supply chain. It is a WIN –WIN approach for all.
6.5.9 Cost of poor Quality: The cost of poor quality is defined as those costs associated
with the non-achievement of product or service quality as defined by the requirements
established by the organization and its contracts with customers and society.
6.5.10 Cost of poor Quality categories and Elements: There are four categories –
prevention, appraisal, internal failure and external failure. Each category contains
elements and sub elements.
6.5.11 Prevention: The prevention is defined as the experience gained from the
identification and elimination of specific causes of failure cost to prevent the recurrence
of the same or similar failure in other product and services.
Prevention cost like planning and training.
6.5.12 Appraisal Cost: The appraisal cost is the assurance that the product or service
is acceptable as delivered to customers. Appraisal cost like inspection and testing.
6.5.13 Internal failure costs: Internal failure costs is defined to include basically all
costs required to evaluate, dispose of, and either correct or replace non-confirming
products or services prior to delivery to the customer and also to correct or replace
incorrect or incomplete product or service description. Internal failures like re-design
of modules, reworking on effort estimation, loss on productivity etc.
6.5.14 External failure cost: The External failure cost includes all costs incurred due
to nonconforming or suspected nonconforming product or service after delivery to the
customer. External failures like Delayed submission of developed modules, customers
dissatisfaction etc. All these costs are called components of cost of it is the hidden cost
of failing quality to meet customer requirement.
6.5.15 Process: Process is the requires of activities which result in a product or service.
6.5.16 Unit: A unit is the item (e.g. product or component, service or service step or
time period to be studies with a Six Sigma project).
6.5.19 Defects per unit (DPU): Defects per unit refers to the average of all the defects
for a given number of unit, that is, the total number of defects for n units divided by n,
the number of units.
6.5.20 Defects per Opportunity (DPO): Defects per opportunity refers to the average
of all the defects for a given number of unit, that is, the total number of defects for units
divided by the total number of opportunities. DPO = DPU / Total number of
opportunities.
6.5.21 Defects Per Million Opportunities (DPMO): DPMO equals DPO multiplied
by one million.
6.5.22 RCO: Poka Yoke is a technique of preventing mistakes by designing the process
/ equipment such that an operation just cannot be performed incorrectly.
6.5.23 ICD: Another form of Poka Yoke is that any attempt to perform a process /
operation incorrectly, is met with a warning signal or alarm.
In a Six Sigma project, the SIPOC diagram is one of the important tools in
the Six Sigma DEFINE phase of the DMAIC framework. In Lean Six Sigma Green
Belt course, and even in free Lean Six Sigma course, you will learn that it is an acronym
that stands for Suppliers, Inputs, Process, Outputs, and Customers. The SIPOC
diagram is fairly common among business process experts as a logical way of looking
at a process in terms of a series of steps; that converts an input into an output. Inputs
come from suppliers, and the outputs go to customers. It helps clearly understand the
purpose and the scope of a process. Let’s have a look at the SIPOC diagram in more
detail.
Let us now see when we need to use that important diagram. It is useful for
focusing a discussion and helping team members agree upon a common language and
understanding of a process for Continuous Improvement. In Six Sigma, SIPOC is
often used during the “Define” phase of the DMAIC improvement steps. One should
use this diagram when process management or an improvement activity is underway
since it’s important to get a high-level understanding of the process’s scope first.
Please note that SIPOC and COPIS is not equivalent to Process Mapping or
Flow-charting. SIPOC is considered as a traditional tool while COPIS is the latest tool.
Nowadays, many process improvement projects directly begin with COPIS framework.
It’s just a matter of your approach towards the problem area.
SPC is comprised of seven tools. Pareto diagram, Cause and effect diagram,
Check sheets, Process flow diagram, Scatter diagram, Histogram & control
charts and Stratification.
Types of field failure Construction of a Parato diagram is every simple There are steps:
• Determine the method of classifying the data, by problem, cause,
type of non-conformity, and so forth.
• Ranks data classification in descending order from left to right.
• Decide of dollars (belt), weighted frequency or frequency is to
be used to rank the characteristics.
• Collect data for an appropriate time interval.
• Summarize the data and rank order categories from largest to
smallest.
• Compute the cumulative percentage if it is to be used.
• Construct the diagram and find the vital few.
Pareto diagram are used to identify the most important problems, Usually, 80%
of total results from 20% of the items. The Pareto diagram is a powerful quality-
improvement tool. It is applicable to problem identification and measurement of
progress.
A cause and effect (C&E) diagram is a picture composed of lines and symbols
designed to represent a meaningful relationship between an effect and it causes. It was
developed by Dr.Kaoru Ishikawa in 1943 and also called as on Ishikwara diagram.
C&E diagram are used to investigate either a “bad” effect and to take action to correct
the caused for “good” effect and to learn those cause responsible.
The figure shows the C&E diagram with the effect on the right and causes on the left.
The effects the quality characteristics that need improvement, Causes are usually
broken down into the major causes of man, machine, material, measurement, work
method and environment.
Management and maintenance are also sometimes used for major cause is
further subdivided into numerous minor cause. For example, under work methods, we
might have training, knowledge, ability, physical characteristic, and so forth. C&E
diagram also called. “Fish bone diagrams” because of their shape of the complete
structure.
The main purpose of check sheet is to ensure that the data is collected carefully
and accurately by operation personnel or process control and problem solving. Data
should be presented in such a form that it can be quickly and easily used and analyzed.
The diagram shows who is the next customer in the process¸ thereby increasing
the understanding of the process. Flow diagrams are best constructed by a team, because
it is rare for one individual to understand the entire process. Improvements to the
process can be accomplished by eliminating steps, combining steps, or making
frequently occurring steps more efficient.
A tool to study the cause and effect relationship between two variables is known
as scatter diagram.
The relationship or correlation between the two variables can be evaluated.
PURPOSE: TO FIND THE CTPs IN THE PROCESS
Y : Dependent Variable
Xs (X1, X2, X3, CCC..Xn): Independent variables.
We draw Scatter Diagram to see the kind of relationship of Y with each of the Xs i.e.
X1, X2, X3,CCC.Xn.
After plotting the data points for (say) Y Vs X1, we draw a best fitting line.
a) If Y increases as X1 increases, it’s a POSITIVE Co-relation.
b) If Y decreases as X1 increases, it’s a NEGATIVE Co-relation
The FMEA is a formal and systematic method to analyze and eliminate potential
failure cause in the design and manufacturing phase. FMEA should be applied as early
as possible in the design process and definitely before starting the manufacturing
process.
The FMEA is a relatively simple multi-step process consisting of the following
tasks:
1. List all reasonably possible failure, deficiencies, omissions, unintended
influences, etc. systematically.
2. Evaluate their effects and potential impact on the product, process or
customers.
3. Classify the severity or importance of the effect.
4. Identify causes of the potential failures, etc.
5. Estimate the probability of occurrence of the failure, etc.
6. Perform an evaluation of the product specification and/ or process monitoring
with regard to failure detection and avoidance.
7. Evaluate the probability of the failure detection.
6.9 CONCLUSION :-
7 CONCLUSION
We get to learn the sheet metal processes and post-processes like powder
coating from vendor site of the company, Signtronics. We get to know the essential
characteristics of sheet metal and the also the actual working processes, CAD drawing
making and reading and its parameters.
Study of Six Sigma tools was beneficial for us to find out CTQ’s to satisfy
customer needs. We managed to avoid hazardous conditions in the company premises
that will affect the well-being of the concerned personnels through study of FMEA.
8 REFERENCES
[1] Geoffrey K. Aligula, Chee Kuang Kok, Hock Kheng Sim, (2017) "Driving
quality in product development in a Malaysian optoelectronic firm", International
Journal of Lean Six Sigma, Vol. 8 Issue: 4, pp.482-498,
Reference to a book:
[3] Dr. Dheeraj Mehrotra, “Implementing Six Sigma In Education” EPH publishers.
[6] Jain R.K., “Production Technology”, Khanna Publishers, 2008, ISBN 81-7409-099-
1.
[7] HajaraChoudhari, Bose S. K., “Elements of Workshop Technology” Vol. II, Asia
Publishing House, 2002.
[8] http://www.ijreat.org