1 Process Capability Process capability –For Variables The 6 versus specification limits –For...
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Transcript of 1 Process Capability Process capability –For Variables The 6 versus specification limits –For...
1
Process Capability
• Process capability– For Variables
• The 6 versus specification limits – For attributes
• Pareto chart• Cause and effect diagram
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Process Capability
• There is a difference between a process conforming to the specifications and a process performing within statistical limits
• A process in statistical control will not necessarily meet specifications as established by the customer
• The control limits on the charts represent what the process is capable of producing
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Process Capability
• Specifications are set by the customer. These are the “wishes.”
• Control limits are obtained by applying statistical rules on the data generated by the process. These are the “reality.”
• Process capability refers to the ability of a process to meet the specifications set by the customer or designer
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The 6 Versus Specification Limits
• It is important to compare the natural tolerances, 6, with the specification range (USL-LSL).
• Recall that may be estimated as follows:
2d
R
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The 6 Versus Specification Limits
• Suppose that process mean = (USL+LSL)/2
• Case I: 6 < USL - LSL
– The specifications will be met even after a slight shift in process mean
• Case II: 6 = USL - LSL
– As long as the process remains in control with no change in process variation, the specification will be met
• Case III: 6 > USL - LSL
– Although the process may be in statistical control, it is incapable of meeting specifications
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The 6 Versus Specification Limits
• Capability potential
• The relationship between process mean, and its target value, is obtained from an index
• Exercise: If the target mean value = (USL+LSL)/2, is the process capable if
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LSLUSLC p
),min( 00
0
XUSLLSLX
Xk
0X
?. if ?. and . 2040331 kkC p
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Process Capability
• Some indices:
• If the above indices are more than 1, the 3-sigma control limits are within the specification limits, and the process is capable - all but at most 0.27% items meet the specification
• If CpL < 1, too many items are outside LSL
• If CpU < 1, too many items are outside USL
),min(
,
pUpLpk
pUpL
CCC
USLC
LSLC
33
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The 6 Versus Specification Limits
• Sometimes, only one of CpL and CpU may be relevant e.g., testing for steel hardness
• If the process is not capable, actions may be taken to adjust the – process mean– variation– specifications
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Problem 9.6: A certain manufacturing process has been operating in control at a mean of 65.00 mm with upper and lower control limits on the chart of 65.225 and 64.775 respectively. The process standard deviation is known to be 0.15 mm, and specifications on the dimensions are 65.00±0.50 mm.
(a) What is the probability of not detecting a shift in the mean to 64.75 mm on the first subgroup sampled after the shift occurs. The subgroup size is four.
(b) What proportion of nonconforming product results from the shift described in part (a)? Assume a normal distribution of this dimension.
(c) Calculate the process capability indices Cp and Cpk for this process, and comment on their meaning relative to parts (a) and (b).
X
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Pareto Chart
Nu
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Cu
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11Defect type
C
DA B
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Pareto Chart
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Nu
mb
er o
f d
efec
ts
100
80
60
40
20
0
50
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Cu
mu
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ve p
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Defect type
C
DA B
Pareto Chart
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Cause and Effect Diagram
QualityProblem
MachinesMeasurement Men/Women
MethodsEnvironment Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old / worn
Defective from vendor
Not to specifications
Material-handling problems
Deficienciesin product design
Ineffective qualitymanagement
Poor process design
Inaccuratetemperature control
Dust and Dirt
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• Common categories of problems in manufacturing – 5 M’s and an E
• Machines, methods, materials, men/women, measurement and environment
• Common categories of problems in service– 3 P’s and an E
• Procedures, policies, people and equipment
Cause and Effect Diagram
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Reading and Exercises
• Chapter 9: – pp. 324-330 (Section 9.2)– 9.1, 9.5