Case Study

Reliance Industries
Wins Silver at
International Team
Excellence Competition
Submitted to: Submitted by:
Dr. Yogesh Pranita Jain
Upadhyay
 Outline
 Introduction
 Problems
 Effects of Problem
 Steps taken to solve the problem: Six Sigma
(DMAIC Approach)
 Critical Objectives
 Data Analysis
 Improvements
 Benefits
 Overview of various tools used for quality
improvements
 Other tools that can be used to solve the problem
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 Introduction: Reliance
• Reliance Industries Limited is India's largest
private-sector company and a major player
in the Indian petrochemical sector.
• It was founded in 1977 by Dhirubhai H.
Ambani (1932-2002).
• Today the management team is headed by
Shri Mukesh Ambani, CEO & MD and Shri H.
S. Kohli, Ex. Director and head of Hazira
manufacturing division.

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 Problems
• Shade variation in
fabrics due to ‘b’
color.
• UV glow of fiber.

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Effects of high ‘b’ color

• Cost of production.
• Customer dissatisfaction.
• Complaint resolution cost.

• Profit margin.
• Quality
• Global sales

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 DMAIC
• Implementation of Six Sigma was taken in 2001.
• Problem was addressed by DMAIC approach.
• Define, Measurement, Analysis, Improvement and
Control.

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Define
– Project selection and purpose.
– CTQ
– Cross functional team.

Measurement
– Measurement of ‘b’ color by
spectrophotometers.

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Critical Objectives

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 Data Analysis
CTQ elements

• Cause and Effect Analysis • Reactor temperature.

• Analysis of variance. • PTA/EG quality.
• Brain storming. • Slurry temperature.
Cross • FMEA • Reactor level
Functional • Mind Mapping. • Slurry mode ratio.
Team
• Pareto diagram.

CTQ

Concentration of ‘b’
color

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Pareto diagram: Key Output
variables

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Matrix Data Analysis

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 Improvements
• Tree diagram.
• Identification of potential actions.
• Solution for the root causes.

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 Control
• RPN calculation.
• Effectiveness = pre-action output-post
actions.

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 Benefits
• Total savings $1.8 million.
• Product down gradation was nearly eliminated.
• Market complaints were reduced to zero.
• CSI increased by 10%.
• Team-work.
• Increase in available time for other critical jobs.
• Learning of problem-solving techniques and statistical
tools.
• Awareness of various stakeholders requirements.
• Environmental improvements.

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 Tools used for quality
QC Tools
improvement
– Cause and effect diagram. ( Ishikawa diagram )
– Pareto analysis.

Management Tools
– Matrix data analysis.
– Tree diagram.

Corrective Actions
– SPC ( Statistical Process Control )
– SQC ( Statistical Quality Control )
– Process capability.
– Quality loss index.
– Regular analysis of trends.
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 Other Steps
• Lean Production
– To consider the organisation in terms of a supply chain of value streams that
extends from suppliers of raw materials to final customers.
– To organize workers in teams & to have everyone conscious of thier work.
– To produce products of perfect quality and to have continuous quality
improvement (kaizen) as a goal.
– To operate the facility in just in time (JIT- Just In Time) mode.
• Business process Re-engineering (PDPC)
– the fundamental rethinking & radical design of business processes to achieve
dramatic improvements in critical contemporary measures of performance such as
cost, quality, service & needs.
• Quality audit
– Audits are an essential management tool to be used for verifying objective
evidence of processes, to assess how successfully processes have been
implemented, for judging the effectiveness of achieving any defined target levels,
to provide evidence concerning reduction and elimination of problem areas.
• Benchmarking
– Benchmarking involves management identifying the best firms in the industry
where similar processes exist, and comparing the results and processes to own
results and processes to learn how well the targets performed.

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 Bibliography
• Google search
• Wikipedia
• www.asq.org
• http://www.asq.org/learn-about-quality/new-management-plann
• http://www.scribd.com/doc/6370236/Seven-Quality-Tools
• http://www.scribd.com/doc/24842705/Seven-Quality-Tools-New

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THANK YOU