PROCESS CAPABILITY

&

SEVEN QC TOOLS
 PROCESS CAPABILITY

 Process Capability
 Process Capability Ratio (Cp)
 Process Capability Index (Cpk )

 Seven QC Tools
 Process Capability
Control limits are based on the process and
they reflect process variability.

Control limits provide a means for determining

natural variations in a production process. And
are the statistical results based on sampling.

The natural variation of a process should be

small enough to produce products that meet the
standards required
 Process Capability
Tolerances are the design specifications
reflecting customer requirements of a product.
Tolerances are not determined by the production
process but are externally decided by the
customers and imposed by the designers.
 A process in statistical control does not
necessarily meet the design specifications
 Process capability is a measure of the
relationship between the natural variation of the
process and the design specifications
 Process Capability Ratio
Upper Specification - Lower Specification
Cp =
6s
 A capable process must have a Cp of at
least 1.0
 Does not look at how well the process
is centered in the specification range
 Often a target value of Cp = 1.33 is used
to allow for off-center processes
 Six Sigma quality requires a Cp = 2.0
 Process Capability
Design
Specifications

(a) Natural variation

exceeds design
specifications; process
is not capable of
meeting specifications
all the time.
Process
Design
Specifications

(b) Design specifications

and natural variation the
same; process is capable
of meeting specifications
most of the time.

Process
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 Process Capability
Design
Specifications

(c) Design specifications

greater than natural
variation; process is
capable of always
conforming to
specifications.
Process
Design
Specifications

(d) Specifications greater

than natural variation, but
process off center;
capable but some output
will not meet upper
specification.
Process

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 Process Capability Ratio
Insurance claims process

Process mean x = 210.0 minutes

Design specification = 210 ± 3 minutes
Process standard deviation s = .516 minutes

Upper Specification - Lower Specification

Cp =
6s
 Process Capability Ratio
Insurance claims process

Process mean x = 210.0 minutes

Process standard deviation s = .516 minutes
Design specification = 210 ± 3 minutes

Upper Specification - Lower Specification

Cp =
6s
213 - 207
= = 1.938
6(.516)
 Process Capability Ratio
Insurance claims process

Process mean x = 210.0 minutes

Process standard deviation s = .516 minutes
Design specification = 210 ± 3 minutes

Upper Specification - Lower Specification

Cp =
6s
213 - 207
= = 1.938 Process is
6(.516) capable
 Process Capability Index

Upper Lower
Specification - x x - Specification
Cpk = minimum of ,
Limit Limit
3s 3s

 A capable process must have a Cpk of at

least 1.0
 A capable process is not necessarily in the
center of the specification, but it falls within
the specification limit at both extremes
 Process Capability Index
New Cutting Machine
New process mean x = .250 inches
Process standard deviation s = .0005 inches
Upper Specification Limit = .251 inches
Lower Specification Limit = .249 inches
 Process Capability Index
New Cutting Machine
New process mean x = .250 inches
Process standard deviation s = .0005 inches
Upper Specification Limit = .251 inches
Lower Specification Limit = .249 inches
(.251) - .250
Cpk = minimum of ,
(3).0005
 Process Capability Index
New Cutting Machine
New process mean x = .250 inches
Process standard deviation s = .0005 inches
Upper Specification Limit = .251 inches
Lower Specification Limit = .249 inches
(.251) - .250 .250 - (.249)
Cpk = minimum of ,
(3).0005 (3).0005

Both calculations result in

New machine is
.001
Cpk = = 0.67 NOT capable
.0015
 Interpreting Cpk

Cpk = negative number

Cpk = zero

Cpk = between 0 and 1

Cpk = 1

Cpk > 1
 Process Capability
• Measurable property of process relative to its
specifications
• Measures the variability of the process outputs
• Is meaningful only in case of processes which
are under control/stable
• Compares this variability with the product’s
specifications
• Helps predicting as to how many products will
meet / will fall outside the specification limits
 7 Quality Control Tools
• Flow Chart
• Check Sheet
• Histogram
• Cause-and-Effect Diagram
• Pareto Analysis
• Scatter Diagram
• Control Chart

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 Flow Chart
• A flow chart is a diagram of the steps in a job,
operation or process
• Enables everyone involved in identifying and
solving quality problems
• Enables to have a clear picture of how a specific
operation works and a common frame of reference
• Enables a process improvement team to
understand the interrelationship of the
departments and functions that constitute that
process
• Help focus on where in a process a quality problem
might exist

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 Flow Chart

Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

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 Check Sheet
• A fact finding tool for tallying the
number of defects or quality problems
• The defects a tallied for a list of variety
of previously identified problem
causes
• The data from the check sheet with the
total tally of defects for each cause can
be used to create a histogram or a
pareto chart

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 Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2012
REPAIR TECHNICIAN: S Tendulkar

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

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 Histogram

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

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 Cause - and - Effect Diagram

Can
Can be
be used
used to
to systematically
systematically track
track
backwards
backwards toto find
find aa possible
possible cause
cause of
of
aa quality
quality problem
problem (or(or effect)
effect)

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 Cause - and - Effect Diagram
Measurement
Measurement Human
Human Machines
Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Quality
Inaccurate Problem
Problem
temperature
Defective from vendor Poor process design
control
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment
Environment Materials
Materials Process
Process

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 Pareto Analysis
• Devised by Joseph Juran, quality expert in 50s
• Named after Italian economist Vilfredo Pareto
• Small %age of people account for most of the
wealth
• Most quality problems and costs results from only
few causes
• Identifies the quality problems that will result in
the greatest immediate impact on quality
improvement
• Pareto diagram is the frequency distribution for
focusing on major quality problems

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 Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

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27
Percent from each cause

10
20
30
40
50
60
70

0
Po
or
W De
ro si
ng gn
di
(64)

m
en
De si
fe on
ct s
iv
e (13)
M pa
rts
ac
Pareto Chart

hi
ne
(10)

ca
O l ib
pe ra
ra tio
to ns
(6)

re
rr
or
De
fe s
ct
(3)

iv
e
m
Causes of poor quality

Su at
rfa er
ia
ce ls
(2)

ab
ra
si
on
s
(2)
 Scatter Diagram

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 Control Chart

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UCL = 23.35
Number of defects

21
18 c = 12.67

15
12
9

6
3 LCL = 1.99
2 4 6 8 10 12 14 16
Sample number

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