Transparency

There are no hidden agendas and conditions in fine print when we deal with anybody – be it an employee, a
customer, a partner / vendor / associate, a shareholder or any other stakeholder. Through our actions, policies and
procedures we deliver what we promise and vice versa. We always comply with disclosure norms.
Integrity
We always conduct business with a deep-rooted sense of fair play. We adhere to the highest ethical standards and
comply with all statutory laws and regulations, in both letter and spirit.

Responsibility
We have a finely developed sense of ownership of our own work and its consequences. We are emotionally and
intellectually involved in translating organisational goals into reality.

Passion for Excellence

We do not compromise. We never settle. Second best, for us, is simply not an option. With enormous energy,
motivation and enthusiasm we strive to achieve best-in-class in all that we do. Across function. Across profile. Across
the organisation.
Respect

We celebrate our differences. We respect one another. We value the opinions of all those we interact with. We treat
our ecosystem – both business as well as natural – with deference and humility.
 WHAT IS S.P.C ?
Statistics:-
A value calculated from or based upon sample data
(e.g. a subgroup average or range ) used to make inferences about the
process that produced the output from which the samples comes.

Statistical Control :-
The condition describing a process from which all special
causes of variation have been eliminated and only common causes remain.

Statistical Process Control:-

The use of Statistical techniques (control charts) is to

analyze a process or it’s output, so as to take appropriate actions to
achieve and maintain a state of statistical control and to improve the
process capability.
 VARIATION

Random Non-Random
– common causes – special causes
– inherent in a process – Due to identifiable
– can be eliminated only factors
through improvements – can be modified
in the system through operator or
management action
What is Variation?

Less Variation
=
Higher Quality
 What is Variation?
Both are within spec
Which is more desirable?
LSL USL LSL USL
 Examining Variation
Definition

A Stable Process has the same

normal distribution at all times.
A stable process is In Control

A stable process still has variation

Examining Variation
Stable Process

Prediction

Time

Normal distribution at all times

 Examining Variation

Common Causes

The cause of variations in a stable

process is called a Common Cause.

A common cause is a natural cause of

variation in the system.
 Examining Variation

Common Cause Examples

➢ Machine vibration
➢ Temperature fluctuations
➢ Slight variation in raw materials
➢ Human variation in setting control dials
 Examining Variation
Tools for Examining Stability
200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
Trend Chart: A plot showing the behavior of a
process over time.
 Examining Variation
Tools for Examining Stability
35
30
25
Percentage

20
15
10
5
0
10

70
20
30
40
50
60

80
90

170
100

120
130
140
150
160

180
190
200
110
0

Thickness
Histogram: A bar chart showing the distribution
of the process.
 Examining Variation
Activity: Comparing stable processes
150 150
140 140
130 130
120 120

Thickness
Thickness

110 110
100 100
90 90
80 80
70 70
60 60
50 50

0 5 10 15 20 25 0 5 10 15 20 25
Sequence Sequence
A B
Which process has better quality?
 Examining Variation
Activity: Comparing stable processes
(cont’d)
150 150
140 140
130 130
120 120

Thickness
Thickness

110 110
100 100
90 90
80 80
70 70
60 60
50 50

0 5 10 15 20 25 0 5 10 15 20 25
Sequence Sequence
A B
Which process has better quality?
 Examining Variation
Unstable Process

? ?

Prediction

Time

Any process that is not stable is called an

unstable or out-of-control process.
 Examining Variation

Kinds of Instability: Excursions

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Examining Variation

Kinds of Instability: Shifts

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Examining Variation

Kinds of Instability: Drifts

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Examining Variation

Kinds of Instability: Cycles

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Examining Variation

Kinds of Instability: Chaos

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Examining Variation

Special Causes

Anything that causes variations that are not

part of the stable process is called a
special cause, assignable cause, or
unnatural cause.
 Examining Variation

Examples of Special Causes

❖ Batch of defective raw material

❖ Faulty set-up
❖ Human error
❖ Incorrect Tool adjustment
❖ Blown gasket
 Reducing Variation

Improving a Stable Process

Two strategies for improving a stable process

• Centering at Target
• Reducing Common Cause Variation
 Reducing Variation

Centering at Target

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Reducing Variation
Reducing Common Cause Variation

200 200
180 180
160 160
Thickness

140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0

Time
 Reducing Variation

Reducing Variation in a Stable Process

Make Permanent Changes
Changes are based on the scientific
approach
❖Structured problem solving
❖Planned experiments
Examples: New equipment, equipment upgrade, new
procedure, new machine settings, better raw material
 Reducing Variation
Reducing Variation in an Unstable Process

➢ Do not ignore special causes.

➢ Do quickly detect special cause variations.
➢ Do stop production until the process is fixed.
(Reactive)
➢ Do identify and permanently eliminate
special causes. (Preventive)
 Reducing Variation
Improving an Unstable Process
Four Step Process
❖ Detect the special cause variation.
❖ Identify the special cause.
❖ Fix the process
• Remove the special cause, or
• Compensate for the special cause.
❖ Prevent the special cause from occurring again
 VARIATION AND CAUSES

VARIATION :-
The inevitable differences among individual outputs of a
process; The sources of variation can be grouped into two major classes:
Common Causes And Special Causes.

Common Causes:-
A source of variation that affect all the individual values of the
process output and inherent in the process itself and can not be eliminated
totally. (e.g. Tool wear / machine repeatability)

Special Causes:-
A source of variation that is intermittent, unpredictable, instable;
this causes can be identifiable and can be eliminated permanently.
(e.g. Tool edge growth / setting)
 WHY S.P.C REQUIRED

Mistake Proofing 100 % Inspection Statistical Process Control

For this technique investment

is very less.
Process is controlled on each
In this method more As it is detection type of workstation therefore
advanced and modern technique it can’t avoid defective components is not
techniques are used failure but rejects defective forwarded to next operation.
which require substantial products. Requires more
investment during its inspectors, more inspection
installment and times and in turn more Predictability reduces
maintenance. cost. frequent adjustments & in
turn increases productivity,
reduces inspection cost at
station & at final inspection.

From the above we can observe that S.P.C is the economical way of controlling the
process in comparison with Mistake Proofing and 100% Inspection
Standard Capability Term
 PRECISION AND ACCURACY

Neither precise nor accurate

Greaves Cotton Limited - LEU-II

PRECISION AND ACCURACY

Accurate but not precise

 PRECISION AND ACCURACY

Precise but not accurate

 PRECISION AND ACCURACY

Neither precise nor accurate Accurate but not precise

Precise but not accurate Precise and Accurate

 Cp & Cpk DEFINITIONS

Process Capability (Cp)

Cp means comparing the actual process variation with the

specified tolerance limits in a statistical way.

Process Capability refers to the normal behaviour of the process.

1
Examples ____ X 100 = 60%
In case of Cp observed 1.67, it means 1.67

The process is capable of producing components within 60% of the

specified tolerance limit. 1
____ X 100 = 75%
In case of Cp observed 1.33, it means 1.33

Process Capability Index (Cpk) indicates the shift of the

process mean value w.r.to the specification mean value either
on the lower side or upper side.
 CAPABILITY STUDIES

PURPOSE:-

- Determine whether process or machine is in a state

of statistical control.

- Define the distribution which describes the output of

the process or machine .

- Relate the mean and variability of the process

to the permissible range of dimensions
allowed by the specified tolerance.
 PROCESS DISTRIBUTION

Design specifications greater than natural variation; process is capable of

always conforming to specifications.
Design
Specifications

Process
Design
Specifications

Process
 PROCESS DISTRIBUTION

LSL Mean USL

PRINCIPLES OF SPC

VARIATION IS INEVITABLE

VARIATION IS PREDICTALBLE

VARIATION IS MEASURABLE
 BASIC ELEMENTS OF SPC

• USL - Upper Specification Limit • Example

Specification - Ø20 +0.020/-0.010
• LSL - Lower Specification Limit USL = 20.020
LSL = 19.990
• Tolerance = USL – LSL. Tolerance = 0.030

R Range (Variation between Max & Min of one subgroup observation data)
_
R R bar (Average of total sub group Range)

X Average dimension of one sub group

=
X X Double bar (Average dimension of all sub groups X)

 Standard Deviation (Indicator of process variability)

 Cp & Cpk

The constant varying by sample size - N

Sample CONSTANTS
size - N
A2 D3 D4 d2
_
2 1.880 0 3.268 1.128
 = R
d2 3 1.023 0 2.574 1.693
4 0.729 0 2.282 2.059
5 0.577 0 2.114 2.326

Process Capability Cp = USL – LSL

6
= =
Process Capability Index Cpk = minimum of USL – X , X – LSL
3 3
_ _
X CHART R CHART
= _ _
UCL = X + A2 R UCL = D4 X R

= _ _
LCL = X - A2 R LCL = D3 X R
 Pp & Ppk

Pp – Preliminary Process Capability

These are used for short-term studies conducted to obtain early

information on how a new process performs relative to the requirements.

Preliminary Process Capability Pp = USL – LSL

6
Preliminary Process Capability _ _
Index Ppk = minimum of USL – X , X – LSL
3 3

Standard Deviation  is calculated from all of the values in a sample from

the equation.
_
2
= ( X- X) n = sample size
n-1
 Cp & Cpk related to % of Nonconformance and Parts per Million (PPM)

Cp Cpk
% of Parts per % of Parts per
Cp Nonconformance Cpk
Million (PPM) Nonconformance Million (PPM)
0.50 13.36 133,600 0.50 6.68 66,800
0.62 6.50 65,000 0.51 6.50 65,000
0.68 4.00 40,000 0.58 4.00 40,000
0.75 2.50 25,000 0.65 2.50 25,000
0.81 1.50 15,000 0.72 1.50 15,000
0.86 1.00 10,000 0.78 1.00 10,000
0.91 0.65 6500 0.83 0.65 6500
1.00 0.27 2700 1.00 0.135 1350
1.33 0.006 60 1.33 0.003 30
 INTERPRETATION OF CP

Interpretation of Cp

Cp > 1 : The process is quite capable

Cp = 1 : The process is just capable

Cp < 1 : The process is in capable

The recommended value of Cp & Cpk is 1.33 ( minimum )

 INTERPRETATION OF Cpk

Thus Cpk = Cp, it means the process is centered .

Cpk < 1, it means Non conformances are being produced.

Cpk < 0 (or) negative indicates that the process has been set
beyond either of the two specification limits.

Note : Cpk is always less than or equal to Cp.

CONTROL CHART
 RUN CHART – RUN RULE

☺ Two consecutive green / one green & one yellow – Continue to run


Two consecutive yellow / Seven consecutive green on the same direction
- adjust the process

 One red – Stop the process & investigate

CONTROL CHART
CONTROL CHART
CONTROL CHART
 On Line SQC Charts

➢ Process Capability Study Report

➢ Histogram (Distribution)

➢ X Bar, R & Histogram

 EXERCISE - 1

Specification : Ø 6.0+0.012
1 6.010 18 6.014 35 6.014
2 6.011 19 6.012 36 6.014
3 6.016 20 6.012 37 6.012
4 6.012 21 6.013 38 6.012
5 6.012 22 6.014 39 6.016
6 6.012 23 6.014 40 6.012
7 6.011 24 6.013 41 6.013
8 6.011 25 6.011 42 6.012
9 6.012 26 6.012 43 6.012
10 6.013 27 6.014 44 6.015
11 6.012 28 6.014 45 6.015
12 6.014 29 6.012 46 6.016
13 6.012 30 6.016 47 6.010
14 6.012 31 6.016 48 6.012
15 6.016 32 6.016 49 6.012
16 6.011 33 6.012 50 6.012
17 6.013 34 6.013

Using the above data calculate Cp & Cpk

EXERCISE
EXERCISE
 EXERCISE - 2

Specification : Ø 40.0 -0.010

1 39.995 18 39.995 35 39.995
2 39.996 19 39.994 36 39.995
3 39.996 20 39.995 37 39.995
4 39.996 21 39.994 38 39.995
5 39.996 22 39.994 39 39.995
6 39.995 23 39.995 40 39.995
7 39.995 24 39.995 41 39.995
8 39.996 25 39.996 42 39.996
9 39.995 26 39.995 43 39.996
10 39.995 27 39.996 44 39.995
11 39.995 28 39.994 45 39.996
12 39.995 29 39.995 46 39.995
13 39.995 30 39.995 47 39.995
14 39.996 31 39.995 48 39.994
15 39.995 32 39.995 49 39.995
16 39.995 33 39.996 50 39.995
17 39.994 34 39.995
Using the above data calculate Cp & Cpk
Ppk Calculation
 ONLINE SPC

INPUT SYSTEM:-

➢ Every shift beginning

➢ Every shift middle Production Operator

➢ Every shift End

➢ Any tool change

Quality Supervisor
➢ Any setting change