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By
Piu Jain, Assistant Professor Garima Sharma, Assistant Professor Maharaje Agrasen Institute of Technology Sector 22, Rohini , New Delhi
CONTENTS
1.
2. 3. 4. 5. 1.
INTRODUCTION
DEFINITION AND SCOPE SIX SIGMA TOOLS AND TECHNIQUES METHODOLOGY WITH CASE STUDY RESULTS , DISCUSSIONS AND CONCLUSIONS LIMITATIONS
Introduction
Across nations and regions, companies are facing new challenges and competition in a changing environment.
As the competition gets tougher, there is more pressure on organizations for process quality improvement and productivity improvement while reducing cost and wastage.
Quality concepts and principles are universal and can be applied to all types of organization for higher efficiency of operation, higher productivity and hence higher revenue and profit.
Methodology adopted for cycle time reduction are time and motion study , automation , layout improvement by process flow analysis etc.
The use of Quality tools like TQM and six sigma methodology in process improvement has immense scope which needs to be further researched
What is Quality?
Quality is the totality of features and characteristics of an entity or a product or service that bears in its ability to satisfy stated or implied needs.
Conformance to specifications
Minimum variations
Economist
Accountant
Behavioral science Engineers
P R O D U C T I V I T Y
Branches of Quality
Six-Sigma
A statistical measure of performance of a process or a product.
Combination of quality and management tools through for continuous improvement of production of goods and services.
Methodology
The methodology used for increasing productivity is SixSigma
Identifying the industry and product Study the production, productivity , layout , organization structure Study process flow chart, quality control charts. Study application of Six-Sigma tools. Collection of data (cycle time) Analysis of data using minitab. Finding optimal solution. Implementation Study of results Recommendations
Basic Requirements
The basic requirements to implement Six Sigma tools for improvement of cycle time in a process industry :
It should have a flow process system A TQM culture Willingness of the management modifications of the findings to implement the
Flow Chart
Example : Flow Chart Of Production Shop of a Washing machine unit
water seal fitment to Wash tub assembly Driving shaft and pulley fitment Wash motor fitting to main base Tee assembly fitment to wash tub
Pulsator fitment
reject
Leakage testing
Pretesting
CP Cover fitting
Packing acessory
Packing stage
Machine offloading
Control Charts
Example : Control Chart of Water seal fitment to wash tub
The control chart shows that One point more than 3.00 standard deviations from centre line. Test Failed at points: 3.
Define Phase
1. Prepare a Sipoc Diagram. SIPOC is a Six Sigma tool. The acronym SIPOC stands for Suppliers, inputs, process, outputs and customers. A SIPOC is completed most easily by starting from the right ("Customers") and working towards the left. The customer in this case is bonded store and requirement is increased productivity
SIPOC diagram
Supplier Input Process Output Customer
Stores
Bill Of Material
Assembly
Customer
Inspection
Packing
Define Phase
2.Prepare Process Flow chart, which provides a visual representation of the steps in a process. Flow Charts are also referred to as Process Mapping or Flow Diagrams. 3.The cycle time of the stages to be noted using a stop watch and the bottle necked cycle times to be identified.
66
60
58
68
61
62.60
69.56
2 3
1 1
50 49
51 53
52 52
51 53
50 48
50.80 51.00
56.44 56.67
4
5 6 7
2
1 1 2
45
40 47 53
47
39 48 51
43
42 43 52
44
42 45 52
43
38 47 50
44.40
40.20 46.00 51.60
49.33
44.67 51.11 57.33
8
9 10 11 12 13 14 15 16 17 18 19 20 21
1
1 1 2 1 2 1 1 1 2 1 2 2 1
37
46 52 52 50 63 62 67 35 50 63 45 63 51
39
47 52 51 51 63 68 63 37 48 64 41 66 51
43
42 55 53 49 62 64 68 32 50 68 46 62 53
38
41 51 53 50 65 65 65 31 51 66 40 60 51
37
48 50 49 51 63 65 62 37 49 61 42 64 50
38.80
44.80 52.00 51.60 50.20 63.20 64.80 65.00 34.40 49.60 64.40 42.80 63.00 51.20
43.11
49.78 57.78 57.33 55.78 70.22 72.00 72.22 38.22 55.11 71.56 47.56 70.00 56.89
Result
Analyze-Activity 1
PROCESS FLOW OF WATER SEAL FITMENT TO WASH TUB ASSEMBLY S.no Activity Operate Transport Inspect Delay Storage Time required (sec)
1
2
Put wash tub on table Put anabond around water seal assemby
Fit water seal assemby to wash tub Check for fitment is concentric with tub and all locks of water seal assemby in position Wait for anabond to get cure Put wash tub on conveyor for next operation TOTAL TIME TOTAL TIME WITH 90% EFFICIENCY
12
8.11
20.55
4 5
5 12.56
Analyze-Activity 1
Cause and effect Diagram for Water seal fitment to wash tub
Analyze-Activity 1
Why Why analysis for water seal fitment to wash tub assembly
Water seal assembly fitted to wash tub with hand and tightened with pliers
Improve
After drawing cause and effect diagram for cycle time improvement of specified stages, remedial actions are suggested to remove the causes. These actions are taken for further quality improvements in company
Improve Activity 1
Action for improvement of cycle time of water seal fitment to wash tub
Benefits in terms of Cycle time reduction/improvement
The time for process to fit water seal assy to wash tub takes 10 sec with help of jig and the activity to check for fitment is concentric with tub and all locks of water seal assy in position is eliminated.
Cause
Machine
15 sec
Method
Man
Work that was originally performed by highly skilled operator can now be performed with semi skilled operator due to ease in assembly with the help of jig.
Improve Activity 1
Before After photograph of water seal fitment to wash tub Water seal fitment Assembly with hand Jig with pressure Gauge for water seal Assembly
IMPROVE
Control Charts
Used to distinguish between variations in a process resulting from common causes and A variation resulting from special causes statistical
tool
Graphic display
Process has displayed a certain degree of consistency in the past and is expected to Maintain process continue to do so in the future.
stability
Limitation
References
1)
2) 3)
4)
5) 6) 7) 8) 9)
Roger G. Schroeder , Kevin Linderman , Charles Liedtke , Adrian S. Choo, Six Sigma: Definition and underlying theory , Journal of Operations Management, Vol 26,pp. 536554 , 2008 .Khalid S. Al-Saleh, Productivity improvement of a motor vehicle inspection station using motion and time study techniques , Journal of King Saud University Engineering Sciences, Vol 23, pp.3341, 2011 Xingxing Zu a, TinaL.Robbins b, LawrenceD.Fredendall b, Mapping the critical links between organizational culture and TQM /Six-Sigma practices , Int. J. Production Economics, Vol 123 , pp. 86106, 2010 Satya S. Chakravorty, Six-Sigma programs: An implementation model, Int. J. Production Economics, Vol 119 , pp. 116 , 2009 Xingxing Zu , Lawrence D. Fredendall , Thomas J. Douglas,The evolving theory of quality management: The role of Six-Sigma, Journal of Operations Management, Vol 26 , pp. 630650, 2008. J. Harjac a, A. Atrens a, C.J. Moss b, Six-Sigma review of root causes of corrosion incidents in hot potassium carbonate acid gas removal plant , Engineering Failure Analysis, Vol 15, pp. 480496, 2008 Chao-Ton Su , Chia-Jen Chou, A systematic methodology for the creation of Six-Sigma projects: A case study of semiconductor foundry ,Expert Systems with Applications , Vol 34 , pp. 26932703, 2008 M. Sokovic a, D. Pavletic b , S. Fakin, Application of Six-Sigma methodology for process design, Journal of Materials Processing Technology, Vol 162163, pp. 777783 , 2005 U. Dinesh Kumara, David Nowickib, Jose Emmanuel Ramrez-Ma rquezb, Dinesh Verma, On the optimal selection of process alternatives in a Six-Sigma implementation , Int. J. Production Economics, vol 111 , pp. 456467, 2010
References
10) Colin Herrona,_, Paul M. Braidenb, A methodology for developing sustainable quantifiable productivity improvement in manufacturing companies, Int. J. Production Economics , Vol 104 , pp. 143153, 2006 11) C Alessandro Brun, Critical success factors of Six Sigma implementations in Italian companies Int. J.ProductionEconomics ,2010 12) Kevin Linderman a,*, Roger G. Schroeder a,1, Adrian S. Choo Six Sigma: The role of goals in improvement teams , Journal of Operations Management, vol 24, pp. 779790, 2006 13) Tongdan Jin , Balaji Janamanchi, Qianmei FengInt. J.Reliability deployment in distributed manufacturing chains via closed-loop Six Sigma methodology ,Production Economics, vol 130 , 96103, 2011 14) Hannu Rantanen, Internal obstacles restraining productivity improvement in small Finnish industrial enterprises , Int. J. Production Economics, vol 69 , 85-91, 2001 15) Gulin Buyukozkan , Demet Ozturkcan, An integrated analytic approach for Six Sigma project selection,Expert Systems with Applications, vol. 37 , pp.58355847, 2010 16) Linderman, K., Schroeder, R.G., Zaheer, S., Choo, A.S., 2003. Six Sigma: a goal-theoretic perspective. Journal of Operations Management 21, 193203. 17) Pyzdek, T., 2003. The Six Sigma Handbook: A Complete Guide for Green Belts, Black Belts, and Managers at all Levels. McGrawHill, New York, NY