case study on Design for Six sigma which benefited the organization on following accounts:
• Rejections at the supplier end were reduced from 9% to less than 4%.
• The in-plant rejection was reduced from 3.2% to 1%.
• The average no. of reworks/day decreased from 8.75 to 2.87.
• Zero field failure on account of Hitch control valve during last year against previous level of 5400 PPM
• Financial savings to the tune of $30,000 were made due to fewer internal rejections
Root Causes Analysis for Lean Maintenance Using Six Sigma Approachtheijes
The aim of the project is to reduce rejection level of needle roller bearing assembly using six sigma techniques. Six Sigma is a quality improvement tool for product. It reduces the defects, minimizes the variation and improves the capability of the manufacturing process. The main objective of Six Sigma is to increase the profit margin, improve financial condition through minimizing the defects rate of product. Further it increases the customer satisfaction, retention and produces the best class product from the best process performance. The needle roller bearing has more Lining Thickness Variation (LTV) defect and bearing Fits like loose fit and tight fit in the production line. The current rejection level of lining thickness variation defect is very high which leads to consumption of money in the form of rework and rejection of the job. The aim of the project is to identify the causes for various assembly defect and its remedies to reduce rejection level in needle roller bearing
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
This is complete research and study on the Six sigma and its methodology with case studies of Motorola and GE etc. This will help you a lot in understanding Six Sigma in Detail.
Root Causes Analysis for Lean Maintenance Using Six Sigma Approachtheijes
The aim of the project is to reduce rejection level of needle roller bearing assembly using six sigma techniques. Six Sigma is a quality improvement tool for product. It reduces the defects, minimizes the variation and improves the capability of the manufacturing process. The main objective of Six Sigma is to increase the profit margin, improve financial condition through minimizing the defects rate of product. Further it increases the customer satisfaction, retention and produces the best class product from the best process performance. The needle roller bearing has more Lining Thickness Variation (LTV) defect and bearing Fits like loose fit and tight fit in the production line. The current rejection level of lining thickness variation defect is very high which leads to consumption of money in the form of rework and rejection of the job. The aim of the project is to identify the causes for various assembly defect and its remedies to reduce rejection level in needle roller bearing
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
This is complete research and study on the Six sigma and its methodology with case studies of Motorola and GE etc. This will help you a lot in understanding Six Sigma in Detail.
Six Sigma Deployement Plan: A Case StudyAyat A. Saleh
The purpose of this case study is to present a Six Sigma Deployment Plan in a company. This case study was submitted as a part of the 'Quality, Reliability and Maintenance' course in the University of Warwick, United Kingdom, 2015. For more information, you can check this blog post: https://ayatsaleh.com/2017/01/15/six-sigma-journey/
The key challenge is to remain successful. This presentation explains could we remain competitive and successful by imbibing the culture of Customer Focus, Continuous Improvement
This presentation describes six sigma as a business strategy for improving capability, reliability and responsiveness of the processes for achieving business results.
nkchawla@gmail.com
6 panel manual training guide by Tonatiuh Lozada Duarte an excellent method o...Tonatiuh Lozada Duarte
Besides the traditional 8D's to solve problems this a great method to solve any problem, companies as Ford Motor Company requires this method to their suppliers to get quick and correct solutions, I hope this material can be helpful for you.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Apo news sep oct2015_sixsigmacasestudy
1. 2
APO News ● September–October 2015
Improving product quality using design for Six Sigma: an Indian case study
alumnl
news
NPO
focus
T
his case study was conducted at Swaraj Division of
Mahindra & Mahindra, a 2012 Deming Prize-winning
company. It has remained at the top position in the
Customer Satisfaction Index (CSI) in the tractor industry for
the last three consecutive years. To maintain its CSI position
and achieve the organizational vision of improving market
share in 2015–2016, one of the key focus areas is to improve
product quality by solving chronic issues. The company
therefore sponsored an executive from the R&D Division,
Deputy General Manager (Design) J.S. Sohal, to attend Six
Sigma Black Belt training at the PTU Nalanda School of
TQM & Entrepreneurship and equip him with the meth-
odology and advanced tools for building quality into the
product at the design stage. He was mentored by the author
of this column, who is a Master Black Belt in Six Sigma,
to solve the chronic problem of early-hour failures of hitch
control valves (field failures occurring between 0–250 hours
of tractor running) using define-measure-analyze-design-
optimize-verification (DMADOV) methodology. This case
demonstrates that if we follow improved methodology rig-
orously and appropriate quality tools are used, we can reap
immense benefit on a recurring basis.
Define phase: selection and definition of problem
Among all failures due to hydraulics in Swaraj tractors,
those in hitch control valves are the most common. Six-
month data showed that the average in-
house rejection rate for hitch control
valves was 3.2%, costing the company
US$40,000 annually. This high internal
rejection was also reflected in external
failures. Early failures of tractors are
most damaging to customer satisfaction.
Warranty costs during early-hour failures
are more than 50% of the total warranty
amount.
A Six Sigma project team was formed
and set the goal of reducing in-house
rejections by 50% (from 3.2% to 1.6%)
by June 2014, thus contributing $20,000
directly to the bottom line of the com-
pany annually. It also estimated that this
reduction in internal failures would stop
80% of early failures.
Measure phase: establishing baseline
The team recorded the trend of internal
failures as well as failures at the sup-
plier end of control valves for the period 12 February to 13
August. The baseline figure for internal failures was 3.2%
expressed as rejections per hundred units (RPH) and that for
the supplier end was 9%. Field data showed that there were
332 early field failures attributed to hitch control valve fail-
ure during the period among the 72,083 units in the field, i.e.,
5,396 parts per million.
Further analysis showed lift dropping is a critical-to-quality
parameter of hitch valves. A lift drop of more than 10 mm in
3 minutes is considered as failure of the control valve. From
past experience, the team was aware that it occurs because
of oil leakage inside the valve.
Analyze phase: identifying key design parameters
The team studied the construction of the control valve to
identify defective components. It was concluded that any
variation in the design parameters of the three major parts,
the spool valve, spool sleeve, and control valve housing,
could lead to oil leakage which in turn leads to lift dropping.
The team identified the design parameters, as shown in
Figure 1. Thirty control valves were selected randomly and
regression analysis between their design parameters (Xs,
p-Watch
A macro view of productivity trends
Figure 1. Design parameters of the hitch control valve.
Design
parameters Description
X1=D3-D4 Clearance between spool & sleeve
X2=X21-X22
Spool overlap
X21=Spool land-to-land distance (spool L/L)
X22=Spool hole-to-hole distance (spool H/H)
X3 Surface finish of sleeve bore
X4 Taper in sleeve bore
X5 Ovality of sleeve bore in lowering zone
X6 Surface finish of sleeve O.D
X7 Taper/ovality in spool
X8 Surface finish of housing bore
2. 3
APO News ● September–October 2015
causes) and lift dropping (Y, effect) was performed. It was
concluded from the analysis that out of all the design param-
eters, four, i.e., clearance between spool and sleeve (X1),
spool overlap comprising spool land-to-land (L/L) and spool
hole-to-hole (H/H) distances (X21 – X22), and ovality of the
sleeve bore (X5) contributed 90% to the total variation in lift
dropping. These design parameters are controlling factors.
Design phase: designing parameters
The Six Sigma team proposed alternative values for these
parameters, as shown in Figure 2. Based on full factorial
design of experiments (DoE) at two levels, the existing and
proposed levels for four parameters, 16 experiments (24
)
were conducted. Four sets of experiments were conducted
at median values, i.e., the average of existing and proposed
values. Experiments were replicated to capture variations
with the same design. At the proposed levels, lift drop was
significantly lower, and therefore a design modification was
proposed. The results are shown in Figure 2.
Optimization phase: optimizing results
For design optimization, a global solu-
tion of all four parameters, i.e., clearance,
spool L/L, spool H/H, and ovality, were
computed using a response optimizer
and contour plots with Minitab software.
However, the manufacturability of the
parameters at the proposed tolerances
was a major challenge. Before rolling
out the new design, it was decided to
improve the capabilities of the related
manufacturing processes such as honing,
drilling sleeve cross holes, and heat treat-
ment.
Verification phase: results
After implementation of process and de-
sign improvements, the magnitude of re-
sponse (lift drop) and its variations were
reduced significantly, as shown in Figure
3.The RPH rate (on the production line)
was also reduced significantly, as shown
in Figure 4.
Benefits
The Swaraj Division reaped the follow-
ing benefits from applying the DMADOV
methodology of Six Sigma to issues in its
tractor hitch control valves:
• Rejections at the supplier end were
reduced from 9% to less than 4%.
by Naresh Chawla
Control factor
Level 1
(existing level)
Level 2
(proposed level)
X1 (μm) 10 6
X21 (mm) 50.5 51.1
X22 (mm) 50.0 49.8
X5 (μm) 2 4
Figure 3. Improvement in lift drop.
Figure 4. Reduction in the RPH rate before and after manufacturing process redesign.
Figure 2. Results of DoE.
(Continued on page 6)
3. 6
APO News ● September–October 2015
• The in-plant RPH rate
was reduced from 3.2%
to 1% by June 2014.
• The average number of
reworks/day decreased
from 8.75 to 2.87.
• Financial savings to the
tune of $30,000 were
made due to fewer inter-
nal rejections.
Improving product quality using design for Six Sigma: an Indian case study ��������������������������� (Continued from page 3)
Naresh Chawla holds a postgraduate degree in engineering and is an APO-
certified Productivity Practitioner with abundant experience in consulting
and training in industrial engineering, quality management, and operation-
al excellence. He served as Deputy Director of the NPC, India, for 15 years.
Naresh is a Six Sigma Master Black Belt and lean manufacturing consult-
ant with the NPC while spearheading programs on Six Sigma certification
and lean manufacturing in various organizations as General Manager (Consultancy and
Training) of the PTU Nalanda School of TQM and Entrepreneurship in Mohali, India.