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    Muhammad-Asif Process Capability

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    Jehan B Kothari
    The document discusses process capability and six sigma methodology. It defines key terms like Cp, Cpk which measure process capability based on the spread of the process relative to specification limits. A Cp or Cpk greater than 1 indicates a capable process. The document also discusses the six sigma DMAIC model of Define, Measure, Analyze, Improve, Control used to improve processes. It provides examples of calculating Cp and Cpk for processes and interpreting the results.

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    Muhammad-Asif Process Capability

    Uploaded by

    Jehan B Kothari
    158 views29 pages
    The document discusses process capability and six sigma methodology. It defines key terms like Cp, Cpk which measure process capability based on the spread of the process relative to specification limits. A Cp or Cpk greater than 1 indicates a capable process. The document also discusses the six sigma DMAIC model of Define, Measure, Analyze, Improve, Control used to improve processes. It provides examples of calculating Cp and Cpk for processes and interpreting the results.

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    The document discusses process capability and six sigma methodology. It defines key terms like Cp, Cpk which measure process capability based on the spread of the process relative to specification limits. A Cp or Cpk greater than 1 indicates a capable process. The document also discusses the six sigma DMAIC model of Define, Measure, Analyze, Improve, Control used to improve processes. It provides examples of calculating Cp and Cpk for processes and interpreting the results.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    158 views29 pages

    Muhammad-Asif Process Capability

    Uploaded by

    Jehan B Kothari
    The document discusses process capability and six sigma methodology. It defines key terms like Cp, Cpk which measure process capability based on the spread of the process relative to specification limits. A Cp or Cpk greater than 1 indicates a capable process. The document also discusses the six sigma DMAIC model of Define, Measure, Analyze, Improve, Control used to improve processes. It provides examples of calculating Cp and Cpk for processes and interpreting the results.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 29

    PROCESS CAPABILITY

    Muhammad Asif

    The Normal Distribution


    +1 S.D, 68% of population +2 S.D, 95% of population+3 S.D, 99.7% of population 95.46 %

    99.73 % -3 -2 -1 +1 +2 +3

    At 3-sigma away from process mean expect 99.73% of observations fall within these limits. At +2 expect 95.46%
    2

    Z- DISTRIBUTION TABLE

    Process Capability

    The ability of a process to meet product design/technical specifications Conducted only when the process is normally distributed

    HOW TO MEASURE Cp

    LTL

    UTL

    (UTL LTL ) Cp = 6
    6 Cp = = 1 6
    -4

    Process Capability Index: Cp -- Measure of Potential Capability


    allowable process variation USL LSL Cp = = actual process variation 6
    LSL USL

    Cp > 1

    Cp = 1

    Cp < 1
    6

    12 Cp = =2 6
    LTL UTL

    SIX SIGMA PROCESS

    -4

    What value of cp is acceptable


    Cp<1.0 Cp=1.0 Cp1.3 - 1.5 Cp=2

    poor process so ok good Excellent, that is 6 sigma

    Process Capability Index

    Example

    A manufacturing process produces a certain part with a mean diameter of 2 inches and a standard deviation of 0.03 inches. The lower and upper engineering specification limits are 1.90 inches and 2.05 inches. USL LSL 2.05 1.90 = = 0.83 Cp = 6 6(0.03)

    Process is not a capable process since Cp<1.0


    9

    Process Capability Index: Cpk -- Measure of Actual Capability


    C pk X LSL USL X , = min 3 3

    is the standard deviation of the process

    10

    WHY Cpk IS NEEDED? IS Cp NOT ENOUGH?

    11

    Impact of Process Location on Process Capability


    LSL USL

    = 2

    Cp = 2.0 Cpk = 2.0

    38

    44

    50

    56

    62

    Cp = 2.0 Cpk = 1.5


    38 44 50
    53

    56

    62

    Cp = 2.0 Cpk = 1.0


    38 44 50 56 62

    Cp = 2.0 Cpk = 0
    38 44 50 56 62

    12

    WHY Cpk IS NEEDED? IS Cp NOT ENOUGH?


    Cp TELLS U ONLY ABOUT THE SMARTNESS OF CURVE Cpk TELLS U ABOUT THE POSITIONING / LOCATION OF THE CURVE
    13

    Process Capability Index

    Example

    A manufacturing process produces a certain part with a mean diameter of 2 inches and a standard deviation of 0.03 inches. The lower and upper engineering specification limits are 1.90 inches and 2.05 inches.
    2 1.90 2.05 2 X LSL USL X = , min , C pk = min 3 3 3(0.03) 3(0.03) = min[1.11,0.56] = 0.56

    Therefore, the process is not capable (the variation is too large and the process mean is not on target)
    14

    Process Capability
    Nominal value

    Six sigma Four sigma Two sigma


    Lower specification Upper specification

    Mean
    15

    Six Sigma

    Is the relentless and rigorous pursuit of the reduction of variation in all critical processes to achieve continuous and breakthrough improvements that impact the bottom line of the organization and increase customer satisfaction. It is an organizational initiative designed to create manufacturing, service and administrative processes that produce approximately 3.4 defects per million. Opportunities (DPMO).

    16

    WITH OUT ANY DEVIATION

    -6

    -5

    -3

    -2

    -7

    -4

    -1

    between + / - 1 between + / - 2 between + / - 3 between + / - 4 between + / - 5 between + / - 6

    68.27 % 95.45 % 99.73 % 99.9937 % 99.999943 % 99.9999998 %

    result: 317300 ppm outside (deviation)

    7 45500 ppm 2700 ppm 63 ppm 0.57 ppm 0.002 ppm

    17

    Distribution shifted 1.5

    18

    DMAIC Model

    The model that is used to improve a process in Six Sigma management is called the DMAIC model. This stands for:

    Define Measure Analyze Improve Control

    19

    LEADERSHIP

    Six Sigma must be implemented from the top-down.

    20

    Green Belt.

    Green Belts are project leaders who receive two weeks of training on the Six Sigma roadmap and essential elements of Statistical methodologies supporting Six Sigma projects. Successful Green Belts are able to allocate 50% of their time to their four to six month Six Sigma Project.
    21

    CHAMPIONS

    An executive level business leader who facilitates the leadership, implementation, and deployment of Six Sigma philosophies.

    22

    Black Belt.

    Black Belts are project leaders who receive four weeks of training focusing on the Six Sigma Road map and extensive statistical methodologies Successful Black Belts normally dedicate at least 75% of their time to 4 -6 month Six Sigma Project.

    23

    Master Black Belt.

    Master Black Belt provides technical leadership to Six Sigma program. The mentor and teacher of the of Six Sigma Black Belt and Six Sigma Green Belt.

    24

    6 Sigma Support Personnel

    25

    Process capability calculation using Minitab


    Please refer to the examples discussed in class

    26

    Process Capability of Supp1


    LSL
    Process Data LSL 598 Target 600 USL 602 Sample Mean 599.548 Sample N 100 StDev(Within) 0.576429 StDev(Overall) 0.620865

    Target

    USL

    Within Overall
    Potential (Within) Capability Cp 1.16 CPL 0.90 CPU 1.42 Cpk 0.90 Overall Capability Pp PPL PPU Ppk Cpm 1.07 0.83 1.32 0.83 0.87

    597.75 598.50 599.25 600.00 600.75 601.50


    Observed Performance PPM < LSL 10000.00 PPM > USL 0.00 PPM Total 10000.00

    Exp. Within Performance PPM < LSL 3621.06 PPM > USL 10.51 PPM Total 3631.57

    Exp. Overall Performance PPM < LSL 6328.16 PPM > USL 39.19 PPM Total 6367.35

    27

    Process Capability of Supp2


    LSL
    Process Data LSL 598 Target 600 USL 602 Sample Mean 600.23 Sample N 100 StDev(Within) 1.67231 StDev(Overall) 1.87861

    Target

    USL

    Within Overall
    Potential (Within) Capability Cp 0.40 CPL 0.44 CPU 0.35 Cpk 0.35 Overall Capability Pp PPL PPU Ppk Cpm 0.35 0.40 0.31 0.31 0.35

    597.0 598.5 600.0 601.5 603.0 604.5


    Observed Performance PPM < LSL 110000.00 PPM > USL 180000.00 PPM Total 290000.00

    Exp. Within Performance PPM < LSL 91186.50 PPM > USL 144933.01 PPM Total 236119.51

    Exp. Overall Performance PPM < LSL 117604.95 PPM > USL 173049.32 PPM Total 290654.27

    28

    Process Capability Sixpack of Supplier 2


    Xbar Chart
    1 1

    Capability Histogram
    UCL=602.474 _ _ X=600.23
    LSL USL

    Sample Mean

    602 600 598


    1 3 5 7 9 11 13 15 17 19

    Specifications LSL 598 USL 602

    LCL=597.986
    597.0 598.5 600.0 601.5 603.0 604.5

    R Chart
    8
    Sample Range

    UCL=8.225 _ R=3.890

    Normal Prob Plot AD: 0.287, P: 0.615

    0
    1 3 5 7 9 11 13 15 17 19

    LCL=0

    595

    600

    605

    Last 20 Subgroups
    604
    Values

    Capability Plot
    Within StDev 1.67231 Cp 0.4 Cpk 0.35
    Within

    600

    Overall

    Overall StDev 1.87861 Pp 0.35 Ppk 0.31 Cpm *

    596
    5 10 Sample 15 20

    Specs

    29

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