Six Sigma

Reg. Sheet

Start Date

End Date

Customer

TL/HOD

BB Guide

VI Gr.

PMH/VP/Dir

Mfg
Div / Prod :

4-3-2008

3-5-2008
Name : :Diganta Name : Rajeev Arora Name : Sasha Name : P.Tikoo

QA DD/CTV LGQA & ED Team

Project Leader Emp. Code

LG - Raghav (F00020) LG OEM Akshat (E-Durables)USS

GB

BB

Project Category

R&D

Mfg

Vendor

Team Name

F00020 & ED Employee

Model Part No. & Part Name Project Major Imapct
PRODUCTIVITY QUALITY COST INNOVATION

LQC

SCR

Re-Ld

LRN

Theme : Project Need :

To Reduce the Focus Out Problem on Line. To Reduce the Reloading & LQC.
B E F O R E A F T E R

All model

Targets

1564 PPM
Zst 3.99

Savings (Rs. Lacs):

Mention the index here

100 PPM
Zst 5.21

0.42 Lacs/ Year

MARKET SHARE

BRAND EQUITY

Bottle Necks
1. 2. 3.

FBT Pot Locking Process. CPT Manufacturing Process. PCM Locking.

Define
1.

Measure
1. 2. 3. 4.

Analyze
1. 2. 3. 4.

Improve/ Design
1. DOE 2. Innovation 3. 4. 2. 3. 4. 22/ 04/ 2008

Control / Validate
1. Control chart.

Pareto Chart Process Mapping

Gauge R& R Process Capability

19/ 03/ 2008

4M Analysis Annova Regression

Tools to be Used

2. 3. 4.

Finishing Date

04/ 03/ 2008

06/ 04/ 2008

03/ 05/ 2008

* Project leader should have at least attended USS Training

Eff. Date: 21.09.07

Format No.: F/SUP/105; Rev. No.:08

Project Registration Mfg. (2/2 Process Issues/Need)

Project Identification Matrix Very Tedious Difficulty of Task High Medium Low Process Mapping
Cabinet Loading at trolley Cabinet Assembly Cabinet Inspection PCB Inspection

Focus Out
D G Coil Testing

Type A Type C
<2

CPT Loading & CPT Inspection

Cabinet Input & CPT Fixing

D G Coil Fixing

PCB Docking & Connector Fixing

Pre testing

Harnessing

Type B

LQC

W/Balance

Convergence

Gauss Chamber 1

Screen Adjustment

AGC Adjustment

Soaking Geometry Adjustment

B/C Input & B/C Fixing

HV & IR Testing

Gauss Chamber 2

AV Checking

FQC

Aesthetic

Cleaning

5 10 12 15 20 25 >40
Annual Saving (Rs. Lac)

B/C Input

To BSR

OQC & ELT

Packing

Issues in Current Process (Pareto)

Pareto Chart of DEFECTS
12000 10000 8000
Count

Project Focus Area :

1. 2 3. 4. FBT Pot locking Process. CPT manufacturing Process. Operator Training PCM Locking.

Projected CI Calculation (Rs. Lacs)

Current PPM After PPM PPM Saved PRODUCTION OF 12 MONTHS Rejection Saved Then Cost of Component Total saving Suppose Rework time in Mins Ttl rework Time in Mins Ttl rework Time in Hrs At 90% efficiency Factor Manhr Cost/hr Total Rework Cost Overhead / Set Total Overhead cost lost Total Saving Total Saving --RS 1564 100 1464 200,000 293 90 26,352 15 4392 73 81 20 1627 25 7,320 35,299

100 80 60 40 20
ut O ut ut O de Si no t po
Percent

6000 4000 2000 0 DEFECTS

YC D d BA Fo h tc Pa nd ou

a De

s cu

C T

te hi W

ne O

Count Percent Cum %

2207 19.2 19.2

2115 18.4 37.6

1655 14.4 52.0

1564 13.6 65.6

1288 11.2 76.8

1196 10.4 87.2

736 6.4 93.6

736 6.4 100.0

42,156

Eff. Date: 30.08.07

Format No.: F/SUP/105; Rev. No.:07

Reloading Data
Fault Description
Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out Focus Out

S.No.
53 65 72 89 93 110 130 158 161 173 185 188 197

Date
09.02.08 10.02.08 10.02.08 12.02.08 12.02.08 14.02.08 16.02.08 21.02.08 22.02.08 23.02.08 25.02.08 26.02.08 26.02.08

Model
20D7RB-AX 20D7RB-AX 20D7RB-AX 20D7RB-AX 20D7RB-AX 20D7RB-AX 20D3RGE-AX 20D3RGE-AX 20D7RB-AX 20D7RB-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX

Cause
Readjusted CPT Defective Readjusted CPT Defective Readjusted Readjusted Readjusted CPT Defective CPT Defective CPT Defective Readjusted CPT Defective Readjusted

Qty
2 1 1 1 1 2 1 1 2 1 2 1 1

Classification
Process CPT Process CPT Process Process Process CPT CPT CPT Process CPT Process

Vendor
EMS JCT EMS Samtel EMS EMS EMS Samtel Samtel Samtel EMS Samtel EMS

Categor y
Process Part Process Part Process Process Process Part Part Part Process Part Process

Total Production : 10873 Defect Qty : 17 Defect PPM : 1564

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Operator S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Raju R1 OK OK OK OK OK OK OK OK OK OK OK NG OK OK OK OK OK OK OK OK R2 OK OK OK OK OK OK OK OK OK OK OK NG OK OK OK OK OK OK OK OK R1 OK OK OK OK OK OK OK OK OK OK OK NG OK OK OK OK OK OK OK OK

Neeraj R2 OK OK OK OK OK OK OK OK OK OK OK NG OK OK OK OK OK OK OK OK

No of Sample : No of Successes: No of Failure : There fore % Gauge R&R=

20 20 0

No of Defect/No of samples x100 = 0/20 x100 = 0% Since % gauge R&R is less than 5% Hence Gage R&R is acceptable.

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Measure-Process Capability Done on Focus Out Problem

M A I C

Binomial Process Capability Analysis of Rejection

P Chart 0.010
P r opor tion

Rate of Defectives UC L=0.00978

% Defectiv e

Prod Rejection
308 594 429 872 343 630 326 748 755 203 1 1 1 1 1 1 0 1 0 1

0.005 _ P=0.00154 LC L=0 1 2 3 4 5 6 7 Sample 8 9 10

0.000

0 300 600 Sample Size 900

Tests performed w ith unequal sample sizes Cumulative % Defective Summary Stats 0.30
% Defectiv e

Dist of % Defective Tar 3

(using 95.0% confidence) % Defectiv e: Low er C I: Upper C I: Target: PPM Def: Low er C I: Upper C I: Process Z: Low er C I: Upper C I: 0.15 0.07 0.30 0.00 1536 663 3024 2.9604 2.7451 3.2101

0.25 0.20 0.15 0.10 2 4 6 Sample 8 10

0.0 0.1 0.2 0.3 0.4 0.5

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4M for Focus Out Problem

Man
Unskilled PCM Locking Skill

Method
G2 G3 Short Checking

FBT Sealing not Properly Focus Out Problem

FBT Pot Pattern Process PCM CPT

Machine

Material

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Two Proportion Test

2 Prop Test Unskilled Manpower

Level 1 : Skilled Manpower Level 2 : Unskilled Manpower Test and CI for Two Proportions Since P- Value is Less than 0.05 hence Sample X N Sample p Unskilled Manpower is a Considerable Factor 1 100 100 1.000000 2 96 100 0.960000 Difference = p (1) - p (2) Estimate for difference: 0.04 95% CI for difference: (0.00159271, 0.0784073) Test for difference = 0 (vs not = 0): Z = 2.04 P-Value = 0.041

2 Prop Test FBT Sealing not Properly

Level 1 : FBT Sealing Properly Level 2 : FBT Sealing not Properly Test and CI for Two Proportions Sample X N Sample p Since P- Value is Less than 0.05 hence FBT 1 99 100 0.990000 Sealing not Properly is a Considerable Factor 2 93 100 0.930000 Difference = p (1) - p (2) Estimate for difference: 0.06 95% CI for difference: (0.00632418, 0.113676) Test for difference = 0 (vs not = 0): Z = 2.19 P-Value = 0.028

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Two Proportion Test

2 Prop Test PCM Locking

Level 1 : PCM Locking not Loose Level 2 : PCM Locking Loose Since P- Value is Less than 0.05 hence Test and CI for Two Proportions CPT is a Considerable Factor. Sample X N Sample p 1 98 100 0.980000 2 93 100 0.930000 Difference = p (1) - p (2) Estimate for difference: 0.05 95% CI for difference: (-0.00704135, 0.107041) Test for difference = 0 (vs not = 0): Z = 1.72 P-Value = 0.086

2 Prop Test CPT Design (Samtel & JCT)

Level 1 : Samtel CPT Level 2 : JCT CPT Since P- Value is Less than 0.05 hence Test and CI for Two Proportions Dust Particle is not a Considerable Factor. Sample X N Sample p 1 99 100 0.990000 2 96 100 0.960000 Difference = p (1) - p (2) Estimate for difference: 0.03 95% CI for difference: (-0.0130746, 0.0730746) Test for difference = 0 (vs not = 0): Z = 1.37 P-Value = 0.172

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Improve

Factors For Focus Out

S.NO.
1. 2. 3. 4.

Factors Studied
PCM Locking FBT Sealing CPT Unskilled Manpower

Vital Few

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Improve DOE
Full Factorial Design Factors: 3 Base Design: 3, 8 Runs: 8 Replicates: 1 Blocks: 1 Center pts (total): 0

Sample Run 100nos.

StdOrder RunOrder Blocks 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1

Unskilled Manpower Skilled Skilled Skilled Skilled Unskilled Unskilled Unskilled Unskilled

FBT Sealing not Properly FBT Properly Sealing FBT Properly Sealing FBT Not Properly Sealing FBT Not Properly Sealing FBT Properly Sealing FBT Properly Sealing FBT Not Properly Sealing FBT Not Properly Sealing

PCM Response Locking PCM Loose PCM Fixed PCM Loose PCM Fixed PCM Loose PCM Fixed PCM Loose PCM Fixed 1 0 2 1 2 1 2 1

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Improve DOE
Interaction Plot (data means) for Response
Improper Proper Loose FIxed 1.5

Main Effects Plot (data means) for Response

Skill Unskilled Skill

1.6 1.4 1.2

Mean of Response

Skill

FBT sealing

Skill

1.0

0.5 1.5

1.0 0.8 Unskilled 1.6 1.4 1.2 1.0 PCM fixing Skill Improper Proper

FBT sealing Improper Proper

FBT sealing

1.0

0.5

PCM fixing

0.8 Loose FIxed

Main Effect Plot Shows the Effect of Factors

Interaction Plot Shows the Interactions of the Factors with each other.

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Improve DOE
Cube Plot (data means) for Response
1 0

2 Proper

FBT sealing

1 FIxed PCM fixing Loose Skill Skill

1 Improper Unskilled

Best condition :
Skill : Skill Manpower PCM fixing : Fixed Properly FBT sealing : Sealed Properly

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Improve DOE

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Improve DOE

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Improve DOE

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EMS Activity

Critical Process Man Power Mgt.(4M)

I D M A C

Area : Geometry & Focus Work Content : Geometry & Focus Adjustment

Heera Bisht: Main Operator

Dilip Jha Replacement 1

Sanjay Replacement 2

NareshKr. Replacement 3

Major Check Points :

# 1. VA (Vertical Amplitude) Should be 27 to 55. 2. Adjust the focus.

Drive 3Q.. Achieve 555

E-Durables

Innovation
Innovation Theme Before No Separate Stage
To avoid Focus Out Problem due to Process Problem. Focus was Adjusted at Convergence Stage. No Separate Stage was available for Focus Adjustment. .

After Separate Stage.

Treated as Critical Stage & Focus Adj. done at Separate Stage & Crosschecked at Convergence Stage. .

FBT Sealing with Funnel

When Sealing with Funnel it takes around 5 Minutes to Dry and it was not Proper Dropped at the FBT Pot FBT Pot Sealing with Funnel and it takes 5-10 minutes to Dry. .

FBT Sealing with Soft Brush

Nail Polish is Implemented for Locking the FBT Pot with the Soft Brush and it Dries Immediately. .

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Process Capability on Focus Out Problem

Z Value : 3.62
Binomial Process Capability Analysis of Rej.
P Chart 0.0045
P r opor tion

Prod.
Rate of Defectives

Rej.
0 0 0 0 0 0 0 0 0 0 0 0 1 0

0.0030 0.0015 0.0000

1 2 3 4 5 6 7 8 9 10 11 12 13 14

UC L=0.003687

% Defectiv e

3 2 1 0 0 500 Sample Size 1000

_ P=0.000148 LC L=0 Sample

Tests performed w ith unequal sample sizes Cumulative % Defective Summary Stats 0.08
% Defectiv e

Dist of % Defective Tar 12 9 6 3 0

(using 95.0% confidence) % Defectiv e: Low er C I: Upper C I: Target: PPM Def: Low er C I: Upper C I: Process Z: Low er C I: Upper C I: 0.01 0.00 0.08 0.00 148 4 822 3.6196 3.1481 4.4798

0.06 0.04 0.02 0.00 2 4 6 8 10 Sample 12 14

0.00

0.12 0.24

0.36 0.48

665 808 497 275 118 233 808 774 966 383 500 447 198 106

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Reloading Details of Jun07.

DAILY RELOADING REJECTION REPORT
EMS - E-DURABLES MONTH - APR - 2008

S.No.
1 2 3 4 5 6 7 8 9 10 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189

Date
03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 03.04.08 25.04.08 25.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 26.04.08 27.04.08 27.04.08 27.04.08 27.04.08 27.04.08 27.04.08

Model
20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 20D3RGE-AX 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 20D7RB-AX 20D7RB-AX 20D7RB-AX 20D7RB-AX 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9 21FD5RGE-A9

Fault Description
DYC Out AV Socket Loose Eye not Work Width Less DYC Out Black Spot RBA G2 G3 Short White Spot MPH Low Emission RBA (+P) Key not Working Power Switch Defective One Side Low Sound Picture Dry Dead One Side No Sound RBA STC & DYC Out H-Line RBA Scratch Pincushion Jarring Sound Picture Sparking RBA D-Focus Black Spot

Cause
CPT Defective Loose IC-01 Defective Q-806 Leg Out CPT Defective CPT Defective CPT Defective CPT Defective CPT Defective CPT Defective CPT Defective CPT Defective Extra Glue in Tact Switch Power Switch Defective IC-602 Defective Chassis Defective Speaker Defective CPT Defective Readjusted IC-301 & J-219 Defective CPT Defective Paint NG CPT Defective Speaker Defective 13A Clinching not Proper in PCB CPT Defective CPT Defective CPT Defective

Qty
1 2 1 1 2 2 3 2 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1

Classification
CPT Process PCB PCB CPT CPT CPT CPT CPT CPT CPT CPT PCB PCB PCB PCB Speaker CPT Process PCB CPT Front Cabinet CPT Speaker PCB CPT CPT CPT

Vendor
JCT EMS Kortek Kortek JCT JCT JCT JCT JCT JCT Samtel Samtel Kortek Kortek Kortek Kortek Salora Samtel EMS Dixon Samtel Noble Moulds Samtel Salora Kortek Samtel Samtel Samtel

Category
Part Process Part Part Part Part Part Part Part Part Part Part Part Part Part Part Part Part Process Part Part Part Part Part Part Part Part Part

Stage
2nd Inspection LQC 2 LQC 3 Pre-Testing Convergence Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Touch Up LQC 2 LQC 2 Pre-Testing Pre-Testing Pre-Testing Pre-Testing Convergence Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing Pre-Testing

Total Production : 9330 Defect Qty : 1 Defect PPM : 107

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Cost Innovation Calculation Sheet

HOD

Mfg Plng / CP

Name :

Name :

Project Theme :

To Reduce Focus Out Problem

Project Type :

Project Leader: Raghav / Akshat

Project End Date :

CI Break Up Current Year
Current PPM After PPM PPM Saved

03/05/08

Team Name :

6
ED Team
CI Break up Next Year
1564 107 1457
Current PPM After PPM PPM Saved PRODUCTION OF 12 MONTHS Rejection Saved Then Cost of Component Total saving Suppose Rework time in Mins Ttl rework Time in Mins Ttl rework Time in Hrs At 90% efficiency Factor Manhr Cost/hr Total Rework Cost Overhead / Set Total Overhead cost lost Total Saving Total Saving --RS

FRP

TDR

1564 100 1464 250,000 366 90 32,940 15 5490 92 102 20 2033 25 9,150 44,123

PRODUCTION OF 12 MONTHS Rejection Saved Then Cost of Component Total saving Suppose Rework time in Mins Ttl rework Time in Mins Ttl rework Time in Hrs At 90% efficiency Factor Manhr Cost/hr Total Rework Cost Overhead / Set Total Overhead cost lost Total Saving Total Saving --RS

150,000 219 90 19,670 15 3278 55 61 20 1214 25 5,464 26,347

33,205

57,839

* Balance months of running year after closing

* No. of Months of next year = 12

Saving Amount (This Year Rs. Lacs) : 0.33 Note :

To be Filled & verified at the time of Closing of Project. All Non Mfg Project CI to be verified by Corp Plg All Mfg Project CI to be verified by Mfg Plg & If it is more than 10 Lacs, then by Corp Plg

Saving Amount (Next Year Rs. Lac) : 0.58 Costing Details (Till date Rs. Lac)
Cost Invested Cost Saved from Project Total Saving (Benefit)

0.10

0.91

0.81

Blue Ocean Innovation Profitable Growth

Six Sigma
Closing Sheet

Start Date 03/03/08

End Date 03/05/08

Actual Closing 09/05/08

Customer

TL/HOD

BB Guide

BOIG

PMH/VP/Dir

Name Diganta:

Name :

Name :Sasha

Name :P.Tikoo

Div / Prod :

Team Name :ED Team

Theme
KPI LQC PPM

To Reduce Focus Out Problem

Project Leader : Raghav / Akshat

Before 1564

Target 100

Achieved 107

% Achievement
= (Before Achieved) / (Before Target)

Remarks (By HOD/ Customer)

(If Achievement Less than 80%)

93.46%
Specifications / Control Limits
(Optimum Condition)

Factors Description
Controlling Factor
(Control Points)

Measuring Method
Frequency of Inspection Maintenance Area
(IQC/Line/LQC/OQC/Other)

Responsibility
Name Sign

CTQ/CTP/ Time Check

Before

After

Reference Document

1. Unskilled Manpower.
2. FBT Pot Sealing . 3. PCM Locking 3. Treated as Critical Stage & Separate Stage is made.

Multiskilling

Daily

Line Line Line

No M.Skill No No Not as a Critical Stage

12-13 Yes Yes Yes

Scanned Photo Time Check Scan Copy CTQ

Babar Sharafat Sharafat Babar

Time Check. Every Set Time Check Multiskilling KPI Monthly Status Chart Displayed

1564

Benefits from the Project

PRODUCTIVITY QUALITY COST INNOVATION MARKET SHARE BRAND EQUITY

1025 107 100

Before Target M1 M2 Current
(From Closure Month Starting ~ Till Date)

107

Cost Invested

Cost Saving

Benefit *

0.10

0.91

0.81

* Benefit : As verified by Mfg Planning / CP

Eff. Date: 17.01.07

Format No.: F/SUP/106; Rev. No.:07