Abstract
This article discusses the successful implementation of Six Sigma DMAIC (Define–Measure–Analyse–Improve–Control) methodology along with Beta correction technique in an automotive part manufacturing company. The implementation of Six Sigma approach resulted in reduction of process capability-related problems and improved the first pass yield from 94.86 % to 99.48 %. After studying the baseline performance of the process, a brainstorming session was conducted with all stakeholders of the process for identifying the potential causes of the problem. Data were collected on all the identified potential causes and various statistical analyses like regression analysis, hypothesis testing, and Taguchi methods were performed for identifying the root causes. Solutions were identified and implemented for the validated root causes, and results were observed. The Beta correction technique was introduced for monitoring the process in the control phase. Implementation of Six Sigma methodology with Beta correction technique had a significant financial impact on the profitability of the company. An approximate saving of US$87,000 per annum was reported, which is in addition to the customer-facing benefits of improved quality on returns and sales. This study contributes uniquely by elucidating the synergistic impact of Beta correction for greater effectiveness of Six Sigma programmes in the engineering industry.
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Appendices
Annexure 1 Project charter
Project Title: First-pass yield improvement in the plunger manufacturing line. | |
Background and reasons for selecting the project: This is a high-volume production process utilising costly equipments and tools. The first-pass yield of the process is as low as 94 % resulted in scrapping of around 1,900 components every month. The problem is very complex, and there are too many variables affecting the taper and foot face thickness. The estimated financial loss due to rejection and scrap was around US$ 95,000 per annum. | |
Aim of the project: To improve the first-pass yield from 94 % to 99 % in plunger manufacturing line. | |
Project champion: | Manager–production |
Project leader: | Assistant Manager–production |
Team members: | Engineer–maintenance Engineer–product planning Supervisor–production Engineer–quality control Operator–shift I Operator–shift II Operator–shift III |
Expected benefits: | A saving of approximately US$ 100,000. |
Expected customer benefits: | Reduction of customer complaints related to field failure and delay in delivery. |
Schedule: | Define, 2 weeks; Measure, 3 weeks; Analyse, 4 weeks; Improve, 4 weeks; Control, 8 weeks |
Annexure 2 SIPOC along with process map
Supplier | Input | Process | Output | Customer |
Supplier | Pre-machined parts | Foot face grinding and finish size grinding | Finished parts | Stores |
Planning department | CNC program | Production and quality reports | Manufacturing department | |
Calibration department | Gauges | |||
Planning department | Tooling |
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Gijo, E.V., Scaria, J. Process improvement through Six Sigma with Beta correction: a case study of manufacturing company. Int J Adv Manuf Technol 71, 717–730 (2014). https://doi.org/10.1007/s00170-013-5483-y
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DOI: https://doi.org/10.1007/s00170-013-5483-y