S TATISTICAL PROCESS CONTROL

CUSTOMER & COMPETITIVE INTELLIGENCE FOR PRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE

Data Driven Decision Making

In God we trust. ... all others must bring data. --- The Statisticians Creed SPC is one method that assists in enabling data-driven decision making SPC is a ke !uantitative aid to !ualit im"rovement e##orts

Statistical Process Control

Statistical Process Control $SPC% can be thought o# as the a""lication o# statistical methods #or the "ur"oses o# !ualit control and im"rovement &ualit Im"rovement is "erha"s #oremost among all areas in business #or a""lication o# statistical methods

The Aim of S.P.C. - Detection Strategy

Detection: This focuses on identification of problems after production, by !!" inspection or through customer complaints Detection Dra#bac$s: Production is already made Customer dissatisfaction %nflated costs - re#or$& inspection 'epetiti(e problems )eglected impro(ements

Aim of S.P.C. - Prevention Strategy

Pre(ention: This focuses on in-process production and identification of problems through analysis of process capability %t is a future-orientated strategy Pre(ention *enefits: %mpro(ed design and process capability %mpro(ed manufacturing +uality %mpro(ed organisation Continuous %mpro(ement

SPC Techniques
,raphs and charts ha(e to be chosen for their simplicity, usefulness and (isibility
Pareto Diagram Process -lo# Diagram Cause-and-.ffect Diagram Chec$ Sheets /istogram Scatter Diagram Control Charts

Techni+ues -or %mpro(ement.

Inputs Outputs

Scatter Diagrams

Input-Output analysis Flow Charts

Cause-Effect Diagrams

x x x x x x x x

Pareto Analysis

Why - why analysis Why Why Why

Pareto Diagram
,raph that ran$s data classifications in descending order from left to right
0 Problems, causes, complaints, field failures, )C etc

1sed to identify the most important problems and measurement of progress

0 'esources are then directed to ta$e necessary correcti(e action

23ital -e#4 are placed on the left and 21seful 5any4 on the right
0 Some of 21seful 5any4 are grouped together and placed on the far right side of graph

-e# customers account for the ma6ority of sales

Pareto Analysis
(um$er of %efects Off Smeare% )issing *oose Other centre print la$el

!"# !"#of of the the pro$lems pro$lems may may $e $e attri$ute% attri$ute% to to &"# &"#of of the the causes' causes'

Pareto Diagram
Pareto diagram is constructed in fi(e steps
0 Determine the method of classifying the data: by problem, cause, )C etc 0 Decide of dollars 7best8, fre+uency, or both are to be used to ran$ the characteristics 0 Collect data for an appropriate time inter(al or use historical data 0 Summari9e the data : ran$ order categories from largest to smallest 0 Construct the diagram and find the 23ital -e#4

Process Flow Diagram

These sho# the flo# of products or ser(ices as it mo(es through the (arious processing operations 5a$es it easy to (isuali9e the entire system identify potential trouble spots, : locate control acti(ities
0 .nables to $no# 2;/< %S T/. ).=T C1ST<5.'4

%t subse+uently leads to impro(ements by reducing, combining, or eliminating steps The symbols are also used to pro(ide additional information about processes : decision ma$ing

Process -lo# Diagram

Cause-and-Effect Diagram C! E"

Composed of lines : symbols designed to represent a relationship b># an effect : its causes
0 Also called a 2-ishbone4 or 2%shi$a#a4 diagram 0 Causes are listed on left and .ffect on right side

1sed to in(estigate a 2*ad>,ood .ffect4 and to ta$e action to correct>learn the causes Causes are bro$en do#n into ma6or : then into numerous minor causes 5ost li$ely causes are then selected by the team Solutions for these causes are proposed and e(aluated before implementation

Cause-and-Effect Diagram
)etho%s
Cause Cause Cause Cause Cause Cause Cause

)aterials
Cause Cause Cause

En,ironment

Cause Cause

Effect

People

E+uipment

Cause-and-Effect Diagram C! E"

Tips for ma$ing a C : . Diagram&
0 Participation is re+uired from each member 0 ?uantity rather than +uality is imp for creati(e solution 0 -ocus on sol(ing the problem rather than discussing ho# it began. Criticism of any idea is not allo#ed 0 @et the idea to incubate for some time&at least o(ernight

*enefits
0 Analy9e actual conditions for +uality impro(ements, efficient use of resources : reduced costs 0 .liminate conditions causing )Cs : complaints 0 Standardi9e eAisting : proposed operations 0 .ducate : train personnel in decision-ma$ing and correcti(e-action acti(ities

Chec# Sheets
5eant to ensure that data are collected carefully : accurately by operating personnel
0 So that they are analy9ed +uic$ly : carefully

.ach chec$ sheet is indi(iduali9ed for each situation : designed by the pro6ect team Chec$ sheets may also be designed to sho# location %t should be user friendly and may also include information on time and location, #hene(er possible

Chec# Sheet
$illing Errors
%rong Account %rong Amount

(onday

A&' Errors
%rong Account %rong Amount

)istogram
*asic statistical method that describes (ariation in the process 7li$e a snapshot of a process8 %t gi(es sufficient info about a +uality problem to pro(ide a basis for +uic$ decision ma$ing %t can determine the process capability, compare #ith the specs, suggest the shape of population : indicate discrepancies in the data, such as gaps
0 ,raphically estimates the process capability : relationship to the specifications : target

The data is usually so (oluminous that it is more confusing then useful

)istogram
Some means are thus essential to summari9e the data to sho#&
0 ;hat (alue the data tend to cluster about 0 /o# the data are dispersed or spread out

T#o techni+ues are needed to accomplish this summari9ation of data- graphical : analytical
,raphical techni+ue is a picture of fre+uency distribution
0 Summari9ation of ho# the data points occur #ithin each subdi(ision of obser(ed (alues or groups of obser(ed (alues

Analytical techni+ues summari9e data by computing a measure of the central tendency 7a(g, median : mode8

Data %nterpretation
Consider these B! measurements
$ore Diameter *+.*, -.../mm *+.,0 - *+.*0mm" CD.CD CD.CG CD.CG CD.CC CD.CB CD.CC CD.CC CD.CG CD.CB CD.CB CD.CE CD.CB CD.CF CD.CB CD.CG CD.CG CD.CB CD.CC CD.CF CD.CB F FF FC FG FB FD FE FH FI C! CD.CG CD.CE CD.CG CD.CB CD.CG CD.CB CD.CD CD.CC CD.CD CD.CH C CF CC CG CB CD CE CH CI G! CD.CB CD.CB CD.CD CD.CE CD.CG CD.CD CD.CH CD.CG CD.CB CD.CB G GF GC GG GB GD GE GH GI B! CD.CD CD.CE CD.CE CD.CB CD.CE CD.CD CD.CB CD.CG CD.CB CD.CG

F C G B D E H I !

F C G B D E H I F!

Data 1nter2retation
As a set of numbers it is difficult to see any pattern ;ithin the table, numbers C! and CE #ere outside the tolerance 0 but were they easy to spot? A #ay of obtaining a pattern is to group the measurements according to si9e

Data 1nter2retation 3 Tally Chart

*+.*4 *+.*5 *+.*0 *+.*+ *+.*/ *+.*6 *+.** *+.*, *+.*7 *+.*. *+.,4 *+.,5

The tally chart groups the measurements together by si9e as sho#n The t#o parts that #ere out of tolerance are no# easier to detect 7CD.CHmm8

Tally Chart - Frequency

*+.*4 *+.*5 *+.*0 *+.*+ *+.*/ *+.*6 *+.** *+.*, *+.*7 *+.*. *+.,4 *+.,5

& . //& 0 &

The tally chart sho#s patterns and #e can obtain the 'A),. CD.CFmm to CD.CHmm The most -'.?1.)T@J <CC1''%), si9e is CD.CBmm

Tally Chart - 1nformation

The tally chart gi(es us further info:
0 )umber of bores at each si9e& 0 )umber of bores at the most common si9e& 0 The number of bores above and below the most common si9e 7CD.CBmm8 0 )umber abo(e CD.CBmm is EKDKFL B 0 )umber belo# CD.CBmm is FKBKFL I

)istogram
;e can redra# the fre+uency chart as a bar chart $no#n as a histogram:
7+ 76 7, 7. 5 + 6 , . *+.*7 *+.*, *+.** *+.*6 *+.*/ *+.*+ *+.*0 *+.*5 *+.*4

Smoothed Frequency
%f #e dra# a smooth cur(e through the top of each boA #e get a bell-shaped pattern:
7+ 76 7, 7. 5 + 6 , . *+.*7 *+.*, *+.** *+.*6 *+.*/ *+.*+ *+.*0 *+.*5 *+.*4

Distri<ution
The bell-shaped pattern is fairly typical of most industrial processes There is a central (alue at the highest point of the cur(e and the pattern of results spread out e+ually on both sides of the central (alue The further #e mo(e from the central (alue, the fe#er (alues #e #ill find This bell-shaped pattern is $no#n as the 289'(A: D1ST'1$;T1984 0 .Apected #here the process is running in a stable condition

Scatter Diagram
The simplest #ay to determine if the cause-andeffect relationship eAist b># t#o (ariables -e# steps to construct a scatter diagram are&
0 Data are collected as ordered pairs 7A,y8 0 The sample numbers are plotted and scatter diagram is complete 0 After constructing the scatter diagram, correlation b># the t#o (ariables can be e(aluated
%f 2J4 increases #ith 2=4, it has a positi(e correlation %f 2J4 decreases #ith 2=4, it has a negati(e correlation %f 2J4 does not change #ith 2=4, it has no correlation Cur(ilinear correlation may eAist

Process =ariation
Process Variability
1ariations %ue to2

(atural Causes2
' (nvironment variation ' )aterial variation ' (!ui"ment variation ' *"erator "er#ormance

Assigna$le Causes2
' )achine is breaking ' +ntrained o"erative ' )achine movement ' Process has changed

)ust $e monitore%

Early an% ,isi$le warning re+uire%

Control Charts: Recognizing Sources of Variation

' ,h +se a Control Chart. To monitor/ control/ and improve "rocess "er#ormance over time b stud ing variation and its source

' ,hat 0oes a Control Chart 0o. 1ocuses attention on detecting 2 monitoring "rocess variation over time3 . 0istinguishes special #rom common causes o# variation/ as a guide to local or management action3 . Serves as a tool #or ongoing control o# a "rocess3 . 4el"s im"rove a "rocess to "er#orm consistentl and "redictabl #or higher !ualit / lower cost/ and higher e##ective ca"acit 3 . Provides a common language #or discussing "rocess "er#ormance

'un Chart
5 .9 8 5 .9 7 5 .9 6 5 .9 : 5 .9 5 .6 8 5 .6 7 5 .6 6 ; : < 6 9 7 = 8 > ;5 ;; ;: 3 im e 4 5 o u rs 6

Diameter

3ime 45ours6

Control Chart
7.,. 7.7. 7... 44. 45. 40. . 7 , * 6 / + 0 5 4 7. 77 7, 7* 76 7/

UCL

LCL

Control Chart Construction

' Select the "rocess to be charted ' 0etermine sam"ling method and "lan3
. 4ow large a sam"le needs to be selected- ?alance the time and cost to collect a sam"le with the amount o# in#o ou will gather . @s much as "ossible/ obtain the sam"les under the same technical conditionsA the same machine/ o"erator/ lot/ and so on . 1re!uenc o# sam"ling will de"end on whether ou are able to discern "atterns in the data. Consider hourl / dail / shi#ts/ monthl / annuall / lots/ and so on. *nce the "rocess is in control/ ou might consider reducing the #re!uenc with which ou sam"le . Generall / collect :5-:9 grou"s o# sam"les be#ore calculating the statistics and control limits . Consider using historical data to establish a "er#ormance baseline

Control Chart Construction

' Initiate data collectionA . Bun the "rocess untouched/ and gather sam"led data . Becord data on an a""ro"riate Control Chart sheet or other gra"h "a"er. Include an unusual events that occur ' Calculate the a""ro"riate statistics and control limitsA . +se the a""ro"riate #ormulas ' Construct the control chart$s% and "lot the data

Trac$ing %mpro(ements
;C: ;C: ;C:

:C: Process centered Process not centered and sta<le and not sta<le :C:

:C: Additional im2rovements made to the 2rocess

Control Charts: Control Limits

1C@
A

M M M M M

1FS;@ 1 S@ C@ @ S@ @FS;@ @C@

M M M M M MM

$ C

M C
$ A

M M

Control Chart Interpretation

' Center line $CC% "ositioned at the estimated mean ' +""er and lower one standard deviation lines $+;SC and C;SC% "ositioned one standard deviation above and below the mean. ' +""er and lower two standard deviation warning lines $+:S,C and C:S,C% "ositioned at two standard deviations above and below the mean. ' +""er and lower control lines $+CC and CCC% "ositioned at three standard deviations above and below the mean.

Control Charts for the Process Mean and Dispersion

DE bar Chart
T "icall used to monitor "rocess centralit $or location% Cimits de"end on the measure used to monitor "rocess dis"ersion

DS or DStandard 0eviation ChartA

+sed to monitor "rocess dis"ersion when n F ;5 +sed where more sensitivit is desired ,hen data are collected automaticall

DB or DBange ChartA
@lso used to monitor "rocess dis"ersion when onl one observation is "ossible at a time and data are normal (!uations are based u"on moving range o# two

Sample Summary Information

' m G :5 to 65 initial sam"les o# n observations each ' Ei G mean o# ith sam"le ' Si G standard deviation o# ith sam"le ' Bi G range o# ith sam"le
' L 7' K 'F K ... K'm8>m S L 7S K SF K ... K Sm8>m L '>dF #here dF depends only on n

Coordinates for the X-bar Control Chart

' CCG E/ ' +CCG EH @:B/ ' +CCG E- @:B ' +:S,CG EH :@:BI< ' C:S,CG E- :@:BI< ' +;SCG EH @:BI< ' C;SCG E- @:BI<
@: is a constant that de"ends onl on n

Coordinates for an R Control Chart

' CCG B ' +CCG 06B ' CCCG 0<B ' +:S,CG BH :$06-;%BI< ' C:S,CG B- :$06-;%BI< ' +;SCG BH $06-;%BI< ' C;SCG B- $06-;%BI< ' where 0< and 06 de"end onl on n

Championship Card Company

Championship

Championship Card Company

Cham"ionshi" Card Com"an $CCC% "roduces collectible s"orts cards o# college and "ro#essional athletes. CCCs card-#ront design uses a "icture o# the athlete/ bordered all-the-wa -around with one-eighth inch gold #oil. 4owever/ the "rocess used to center an athletes "icture does not #unction "er#ectl . 1ive cards are randoml selected #rom each ;555 cards "roduced and measured to determine the degree o# o##-centeredness o# each cards "icture. The measurement taken re"resents "ercentage o# total margin $.:9% that is on the le#t edge o# a card. 0ata #rom <5 consecutive sam"les is included and summariJed on the #ollowing slides.

Championship Card Company

Sample 7-$ar 8 / 00'- && & -/'" &9 9 :0'& &" : :-'& // 0 :-'! /! . ! ; /" :;'! :-'! ::'& 0"'! :!': &9 /! &" 9& /Sample 7-$ar 8 // 0/'& /0 /& :;': /: /9 ::'" 9& /: 0/'- /: /0 09'& /& //. /! /; &" 0&': 0"'0-'" 0"'& ::'" &9 ! /! /; &9 Sample &/ && &9 &: &0 &&. &! &; 9" 7-$ar 0"'" :.'" 0"':!'! ::':-'! :;'& :0'0.'0/': 8 // /: /0 /&& /! /; :" /.

Championship Card Company Summary Information

nLB = L GI.DC S L E.GF ' L H.DC dF L F.CFD AF L !.BEE AC L .GFE *C L )A *G L F.!HI DC L )A DG L F. B L '>dF L H.!

Championship Card Company X-bar and R Control Chart Limits

= based on ' 1C@ 1FS;@ 1 S@ C@ @ S@ @FS;@ @C@ D!.CH BD.H! BC.FF GI.DC GD.!B GF.GE CH.HI ' CI.G! CF.GH FB.BB H.DC .E G.EI ------

Championship Card Company

E? ar Chart #or S"orts C ards C enteringK alues
Cimits ?ased on B
; D! <.5S CG 75.<8 :.5S CG 97.85 ;.5SCG 9<.:: E G 6>.7< -;.5SCG 67.59 -:.5S CG 6:.6= G! ! ! F! C! -<.5S CG <8.8>

n a e 5 e l p B! m a S

Sam "les o# 9 #romeach ;555 Cards Printed

S a m ple)um be r

Championship Card Company

BC hart #or S"orts C ard C entering
G! <.5S CG <>.65 :.5S CG <:.68 ;.5SCG :9.99 BG ;8.7< -;.5SCG ;;.=; -:.5S CG 6.=>; ! ! ! F! C! -<.5S CG 5.555

e g C! n a ' e l p F! m a S
!

Sam "les o# 9 C ards #romeach ;555 Produced

S a m ple)um be r

Championship Card Company X-bar & R Chart Interpretation

' @""lication o# all eight to the E-bar chart indicated a violation o# one "oint "lotting above the +CC at sam"le :. @""arentl / a success#ul "rocess adLustment was made/ as suggested b eMamination o# the remainder o# the chart. ' @""lication o# one through #our to the B chart indicated a violation at sam"le :>. )easures would be investigated to reduce "rocess variation at that "oint. The violation was a close call and was out o# character with the remainder o# the data. ' Now we will be able to a""l P0C@ to the "rocess #or the "ur"ose o# achieving lasting "rocess im"rovements.

Common Questions for Investigating an Out-of-Control Process

' @re there di##erences in the measurement accurac o# instruments I methods used' Is the "rocess a##ected b "redictable conditions such as tool wear' 4as there been a change in the source #or in"ut to the "rocess such as a new su""lier or in#ormation' @re there di##erences in the methods used b di##erent "ersonnel' ,ere an untrained "ersonnel involved in the "rocess at the time' Is the "rocess a##ected b em"lo ee #atigue' Is the "rocess a##ected b the environment/ e.g. tem"eratureIhumidit ' 4as there been a signi#icant change in the environment-

Common Questions for Investigating an Out-of-Control Process

' Is the "rocess #re!uentl adLusted' 0id the sam"les come #rom di##erent "arts o# the "rocessShi#ts- Individuals' 4as there been a change in "olicies or "rocedures such as maintenance "rocedures' @re em"lo ees a#raid to re"ort bad news

P-Chart
%t is used to report the performance of group or +uality of produced item %t is used to control&
0 <ne +uality Characteristic or& 0 ,roup of ?uality Characteristic of the same type or same part or& 0 To control the entire product

A hierarchy of utili9ation eAists so that data collected for one chart can also be used on a more all-inclusi(e chart

P Chart Control Lines & Limits 3he coor%inates for the se,en lines on the P
chart are positione% at2 C* < =/S* < =&SW* < =C* < p p > Sp p > &Sp p > 9Sp */S* < p - Sp *&SW* < p - &Sp *C* < p - 9Sp

South of the Borders, Inc.

Custom %all2a2ers ! $orders

Free Estimates .7*" ///-4466

South of the Borders, Inc.

South of the $orders> 1nc. is a custom wall2a2ers and <orders manufacturer. %hile their 2roducts vary in visual design> the manufacturing 2rocess for each of the 2roducts is similar. Each day a sam2le of 7.. rolls of wall2a2er <order is sam2led and the num<er of defective rolls in the sam2le is noted. The num<er of defective rolls in sam2les from ,/ consecutive 2roduction days follows. Determine all coordinates? construct ! inter2ret the 2 chart.

Day Defective 'olls 7 7* , 6 * 0 6 77 / 5 + 7. 0 , 5 4 4 7, 7. + 77 6 7, 0 7* 4

South of the Borders, Inc.

Day 76 7/ 7+ 70 75 74 ,. ,7 ,, ,* ,6 ,/ Defective 'olls 5 4 * / 76 7. 77 + + 4 * 7.

South of the Borders, Inc.

Total N of items sampled L FB!! Total N of defecti(e items L ID p L ID>FB!! L .!EHG Sp L @ .!EHG7.IF D8> !! L .!FDHH

South of the Borders, Inc.

C@ L 1C@ L @C@ L .!EHG .!EHG K .!EHG C7.!FDI8 L .!H!E L F7.!FDI8 L .!BCH L .!FDI L .!FDI L . BI! -.!!FC . CFF .!FGD . !BC .!B B 1FS;@ L .!EHG K @FS;@ L .!EHG 1 S@ L @ S@ L .!EHG K .!EHG -

P Chart #or 0e#ective ,all"a"er Bolls n o i t r o !. ! " o r P !.!B

!. B !.!! S ubgroup B olls ! B 8 ! 7 B > F! ;; FB ;5 <.5SC G5.;9>5 :.5SC G5.;<:: ;.5SC G5.;59< PG 5.5=865 -;.5SC G5.59;9: -:.5SC G5.5:676 -<.5SC G5.555

Pro"ortion o# 0e#ective Bolls Beceived

South of the Borders, Inc.

P Chart Interpretation
No violations are apparent. This implies that the process is in a state of statistical control. It does not indicate that we are satisfied with the performance of the process. It does, however, indicate that the process is stable enough in its performance that we may seriously engage in P !" for the purpose of long#term process improvement.

Process Capa$ility2
1. Construct t ! contro" c #rt #n$ r!%o&! #"" s'!c(#" c#us!s. NOTE) s'!c(#" c#us!s #r! *s'!c(#"+ on", (n t #t t !, co%! #n$ -o, not .!c#us! t !(r (%'#ct (s !(t !r *-oo$+ or *.#$+

/. Est(%#t! t ! st#n$#r$ $!&(#t(on. T ! #''ro#c us!$ $!'!n$s on 0 !t !r # R or P c #rt (s us!$ to %on(tor 'roc!ss &#r(#.("(t,.

2 R 3 $/ S!&!r#" c#'#.("(t, (n$(c!s #r! 'ro&($!$ on t ! 4o""o0(n- s"($!.

Process Capa$ility In%ices2 1aria$les Data

CP 2 5En-(n!!r(n- To"!r#nc!637 2 5USL 8 LSL6 3 7 9 9 T (s (n$!: (s -!n!r#"", us!$ to !&#"u#t! %#c (n! c#'#.("(t,, to"!r#nc! to t ! !n-(n!!r(n- r!;u(r!%!nts. Assu%(n- t #t <t ! 'roc!ss (s 5#''ro:(%#t!",6 nor%#"", $(str(.ut!$ #n$ t #t t ! 'roc!ss #&!r#-! (s c!nt!r!$ .!t0!!n t ! s'!c(4(c#t(ons=, 9 An (n$!: &#"u! o4 *1+ (s cons($!r!$ to r!'r!s!nt # *%(n(%#"", c#'#."!+ 'roc!ss. >O?EVER @ 9 A""o0(n- 4or # $r(4t, # %(n &#"u! o4 1.AA (s or$(n#r(", sou- t @ .(--!r (s .!tt!r. 9 A tru! *S(: S(-%#+ 'roc!ss 0("" #&! C' 2 /.

Process Capa$ility In%ices2 1aria$les Data

1 ^ BU 2 5USL 8 X6 3 B%(n 2 M(n(%u% 5BL , BU6 C'C 2 B%(n 3 A 9 T (s (n$!: DOES t#C! (nto #ccount o0 0!"" or o0 'oor", c!nt!r!$ # 'roc!ss (s. A &#"u! o4 #t "!#st D1 (s r!;u(r!$ 0(t # &#"u! o4 #t "!#st D1.AA .!(n- 'r!4!rr!$. C' #n$ C'C #r! c"os!", r!"#t!$. In so%! s!ns! C'C r!'r!s!nts t ! curr!nt c#'#.("(t, o4 t ! 'roc!ss 0 !r!#s C' r!'r!s!nts t ! 'ot!nt(#" -#(n to .! #$ 4ro% '!r4!ct", c!nt!r(n- t ! BL 2 5X 8 LSL6 3

Process Ca"abilit A (Mam"le

Assu%! t #t 0! #&! con$uct!$ # c#'#.("(t, #n#",s(s us(n- XE.#r #n$ R c #rts 0(t su.-rou's o4 s(F! n 2 G. A"so #ssu%! t ! 'roc!ss (s (n st#t(st(c#" contro" 0(t #n #&!r#-! o4 H.IIJA/ #n$ #n #&!r#-! r#n-! o4 H.H//HG. A t#."! o4 $/ &#"u!s -(&!s $/ 2 /.A/7 54or n 2 G6. Su''os! LSL 2 H.IJHH #n$ USL 2 1.H/HH

1 2 R 3 $/ 2 H.H//HG3/.A/7 2 H.HHIKJ C' 2 51.H/HH 8 H.IJHH6 3 75.HHIKJ6 2 H.LHA BL 2 5.IIJA/ E .IJHHH635.HHIKJ6 2 1.I BU 2 51.H/HHH 8 .IIJA/635.HHIKJ6 2 /.A so t #t B%(n 2 1.I C'C 2 B%(n 3 A 2 1.I 3 A 2 H.7A

Process Capa$ility2 Interpretation

C' 2 H.LHA @ s(nc! t (s (s "!ss t #n 1, t ! 'roc!ss (s not r!-#r$!$ #s .!(nc#'#."! BL 2 1.I @ T (s s ou"$ .! #t "!#st DA #n$ t (s &#"u! (n$(c#t!s t #t %or! '!rc!nt#-! o4 'ro$ucts 0("" .! un$!rs(F!$ BU 2 /.A s ou"$ .! #t "!#st DA #n$ t (s &#"u! (n$(c#t!s "!ss '!rc!nt#-! o4 'ro$ucts 0("" .! o&!rs(F!$ C'C 2 H.7A @ s(nc! t (s (s on", s"(- t", "!ss t #t t ! &#"u! o4 C' t ! (n$(c#t(on (s t #t t !r! (s "(tt"! to .! -#(n!$ ., c!nt!r(n- #n$ t #t t ! n!!$ (s to r!$uc! 'roc!ss &#r(#t(on