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International Journal of Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 3, Issue 2, May-August (2012), © IAEME 59 SIX SIGMA IMPLEMENTATION MODEL FOR FILE MANUFACTURING INDUSTRY U. D. Gulhane*, C.A.Nalawade, K.P.Sohani , V.S.Shirodkar Department of Mechanical Engineering, Finolex Academy of Management and Technology, Ratnagiri, Maharashtra 415612, India *Corresponding author- Asst. Professor, Dept. of Mechanical Engineering, Finolex Academy of Management and Technology, P-60/61, MIDC, Mirjole Block, RATNAGIRI- (M.S.) 415639, India, Tel.: +91-9226797252, Fax: +91-02352228436, E-mail ID: [email protected] ABSTRACT In recent years, many methods have been proposed and implemented to improve operations performance. A phenomenon cannot be scientifically studied until it is defined; therefore, we provide a starting point for future research on Six Sigma. Due to globalization and increasing competition, TQM was phased out and a new method Six Sigma evolved. Six sigma implementation requires sound knowledge of underlying theory.This paper proposes implementation of six sigma model to medium scale tool industry. Keywords: Six Sigma, DMAIC, Quality tools INTRODUCTION Intensive competition pressure gave rise to many of management philosophies in order to gain an edge over competition. Starting from the 1980s, an attempt was made to establish a connection between quality management and other departments like marketing, logistics etc. For the past few years, several studies have examined connection between quality and performance. Visionary leadership, internal and external cooperation, process management, and employee fulfillment are the key constructs of quality management. Moreover, they demonstrated that these constructs are drivers of customer satisfaction. Similar constructs have been identified in other studies and been INTERNATIONAL JOURNAL OF MECHANICAL ENGINEERING AND TECHNOLOGY (IJMET) ISSN 0976 – 6340 (Print) ISSN 0976 – 6359 (Online) Volume 3, Issue 2, May-August (2012), pp. 59-66 © IAEME: www.iaeme.com/ijmet.html Journal Impact Factor (2011): 1.2083 (Calculated by GISI) www.jifactor.com IJMET © I A E M E

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Page 1: INTERNATIONAL JOURNAL OF MECHANICAL ENGINEERING AND TECHNOLOGY (IJMET SIGMA... ·  · 2014-03-04International Journal of Mechanical Engineering and Technology ... International Journal

International Journal of Mechanical Engineering and Technology (IJMET), ISSN 0976 –

6340(Print), ISSN 0976 – 6359(Online) Volume 3, Issue 2, May-August (2012), © IAEME

59

SIX SIGMA IMPLEMENTATION MODEL FOR FILE

MANUFACTURING INDUSTRY

U. D. Gulhane*, C.A.Nalawade, K.P.Sohani , V.S.Shirodkar

Department of Mechanical Engineering, Finolex Academy of Management and

Technology, Ratnagiri, Maharashtra 415612, India

*Corresponding author- Asst. Professor, Dept. of Mechanical Engineering,

Finolex Academy of Management and Technology, P-60/61, MIDC, Mirjole Block,

RATNAGIRI- (M.S.) 415639, India, Tel.: +91-9226797252,

Fax: +91-02352228436, E-mail ID: [email protected]

ABSTRACT In recent years, many methods have been proposed and implemented to improve

operations performance. A phenomenon cannot be scientifically studied until it is

defined; therefore, we provide a starting point for future research on Six Sigma. Due to

globalization and increasing competition, TQM was phased out and a new method Six

Sigma evolved. Six sigma implementation requires sound knowledge of underlying

theory.This paper proposes implementation of six sigma model to medium scale tool

industry.

Keywords: Six Sigma, DMAIC, Quality tools

INTRODUCTION

Intensive competition pressure gave rise to many of management philosophies in

order to gain an edge over competition. Starting from the 1980s, an attempt was made to

establish a connection between quality management and other departments like

marketing, logistics etc. For the past few years, several studies have examined connection

between quality and performance. Visionary leadership, internal and external

cooperation, process management, and employee fulfillment are the key constructs of

quality management. Moreover, they demonstrated that these constructs are drivers of

customer satisfaction. Similar constructs have been identified in other studies and been

INTERNATIONAL JOURNAL OF MECHANICAL

ENGINEERING AND TECHNOLOGY (IJMET)

ISSN 0976 – 6340 (Print)

ISSN 0976 – 6359 (Online)

Volume 3, Issue 2, May-August (2012), pp. 59-66

© IAEME: www.iaeme.com/ijmet.html Journal Impact Factor (2011): 1.2083 (Calculated by GISI)

www.jifactor.com

IJMET

© I A E M E

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6340(Print), ISSN 0976 – 6359(Online) Volume 3, Issue 2, May-August (2012), © IAEME

60

shown to positively aspect of product quality and broader measures of manufacturing

performance.

On this journey of companies to excel in quality it is realized that getting quality

products at low cost and better services are essential for customer satisfaction. This

environment gave rise to TQM and Six Sigma. Six Sigma is a smarter way to manage a

business or a department. Six Sigma puts the customer first and uses facts and data to

drive better solutions.Although the tools and techniques inSix Sigma are strikingly

similar to prior approaches to quality management but it provides an organizational

structure not previously seen.what is new in Six Sigma when compared to prior quality

management approaches is more its organizational implementation rather than the

underlying philosophy or the quality tools/techniques employed.[1]

Despite the immense popularity and the wide-spread adoption of Six Sigma, there

is an increasing concern across industries regarding the failure of Six Sigma programs.

One reason many Six Sigma programs fails is because an implementation model detailing

the sequence of Six Sigma elements/activities is not available.[2]

Six Sigma efforts target three main areas like Improving customer satisfaction, reducing

cycle time and reducing defects. Improvements in these areas usually results in cost

savings to businesses, along with opportunities to retain customers, capture new markets,

and build a reputation for top performing products and services.[3]

Characteristics of Six Sigma are it is customer focused. It keeps customer’s view

as a reference and designs and implements changes accordingly. It projects produce

major returns on investment. It produces number of minute changes which indirectly or

directly result in cost reduction and hence profit. It changes how management operates.

Six Sigma is much more than improvement projects. Senior executives and leaders

throughout a business are learning the toolsand concepts of Six Sigma: new approaches

to thinking, planning, and executing to achieve results. In a lot of ways, Six Sigma is

about putting into practice the notions of working smarter, not harder. [3]

Six Sigma hierarchy consists of Black belt a full-time person dedicated to tackling

critical change opportunities and driving them to achieve results. Master Black belt

serves as a coach and mentor or consultant to Black Belts working on a variety of

projects. The Master Black Belt is a real expert in Six Sigma analytical tools, often with a

background in engineering or science or an advanced degree in business. Green Belt is

someone trained in Six Sigma skills, often to the same level as a Black Belt. But the

Green Belt still has a “real” job and serves as either a team member or a part-time Six

Sigma team leader. A Champion is an executive or a key manager who initiates and

supports (sponsors) a Black Belt or a team project. Implementation Leader is either a

seasoned professional in organizational improvement or quality or a respected inside

executive with significant company experience and strong leadership and administrative

abilities. This is a high-stress, high-demand job with short-term goals, long-term visions,

and significant accountability

METHODOLOGY

Define is first stage in any six sigma project it consist of developing team charter

and process map. This stage gives problem statements, constraints and assumptions, team

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players and roles, scope and primary plan. Output of this stage is charter of projects

Measure is the second and important step in DMAIC model is measure which deals with

measuring of current sigma ratings, also it defines performance standards. Gathering of

relevant data is crucial for further success of project. It is also important that data

obtained is presented in such a format that areas causing problems can be pinpointed

easily. In Analyze, the DMAIC team delves into the details, enhancesits understanding of

the process and problem, and, if all goes asintended, identifies the root cause of the

problem. One of the principles of good DMAIC problem solving is to consider many

types of causes, so as not to let biases or past experience cloud the team’s judgment.

Some of the common cause categories to be explored are man, machine, material,

method. Improve Assumption busting and other creativity exercises help the team shake

up its thinking and approach idea generation in new ways. The team may also look at

other companies or other groups in their business to see whether they can borrow “best

practices” from elsewhere. Once several potential solutions have been proposed, the

analytical headsets go back on, and several criteria, including costs and likely benefits,

are used to select the most promising and practical solutions. The “final” solution or

series of changes must always be approved by the Champion and often by the entire

leadership team. Trials are carried out to ensure improvements. Control involves

monitoring the improved process continuously to ensure long term sustainability of the

new developments. Documenting the results and accomplishments of all the

improvement activities for future reference is also important.

Tools used in DMAIC model are very important for team players to understand,

proper choice of tool is essential for success of the project. Tools for generating ideas and

organizing information are Brainstorming, Structure tree (tree diagram),High-level

process map (SIPOC diagram) ,Flowchart (process map),Cause-and-effect (ishikawa)

diagrams .Tools for data gathering are Sampling ,Operational definitions ,Voice of the

customer (VOC) methods ,Check sheets and spreadsheets. Tools for process and data

analysis are Process-flow analysis ,Pareto chart Histogram (frequency plot), Scatter plot

(correlation) diagram .Tools for statistical analysis are Correlation and regression Design

of experiments. Tools for implementation and process management are Project

Management Methods ,Potential Problem Analysis and Failure Mode and Effects

Analysis.

SIX SIGMA: IMPLEMENTATION IN INDUSTRY

J.K.Files is file producing company. Here various six sigma tools were used to produce

model for implementation.

Reason

The 6 “ RT file is a fast-moving product of JK Files Ltd and constitutes nearly

half of the companies production . It has a separate semi-automated line of production

which is an added advantage as changes required can be implemented easily. It would

have a great impact if the rejection is reduced.

Problem Statement

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To decrease the current rejection rate (35000 defects per million opportunities) of

6 “ Regular Taper File to minimum possible rejection rate (less than 10000 defects per

million )

Constraints & Assumptions

This being a implementation model the feasibility of changes has to be studied

thoroughly with the help of concerned personnel, No defects exist in the delivery of

finished product to the customer, Negligible or no defects occur in pre and post

production processes of the 6 “RT file , Our model will be restricted only to production

process of 6 “ RT.

Various tools such as process flow diagram, Ishikawa, Pareto charts are used to gather

and analyze data. We studied the process flow of that productwhich is essential for

further analysis.

The priorities to be given are as follows :

1. Up cutting

2. Grinding

The type of data gathered is of Discrete type .

Fig.1 Flow Chart of Production Process of 6”RT

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63

WORK DONE UNDER ACTUAL DMAIC

Define

Pitch Variations is the variation distance between point on one teeth of a file to

corresponding point on the successive teeth. Grinding Marks appear on the file due to the

variation of grinding pressure. Some marks are visible immediately after grinding but

certain marks become visible after upcutting .Less/more deep cut occurs due to the

change in pressure of the chisel. Bad edge can occur due to improper handling of the file

while preparing it for grinding. In Level out, the file after grinding may not be plane on

the surface due to improper grinding which results to one of the above rejections.

Measure

The number of each rejection was noted in the sample size of 500 .Above data is

represented below using pareto chart & also the current sigma rating is shown below. We

collect data on 500 files and find that 31 were pitch variation, 16 were grinding marks, 10

were uneven deep cut, 10 were level out and 5 were bad edge. To calculate sigma, we

take the total number of defects counted, divide by the total number of units, and multiply

by the number of defect opportunities:

DPMO={(31+16+10+10+5)/(500 x 5)} x 10^6

This gives us 72/2500 i.e 0.0288; we call this defects per opportunity (DPO), we usually

consider 1 million opportunities, so that would be 28,800 defects per million

opportunities (DPMO). Now all you do is look up that DPMO number in a table 1 to find

what sigma it represents. In this case, the production process is performing at about 3.4

sigma.

Table 1 Sigma Equivalence Table

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Analysis

The data obtained clearly suggests that major rejections are of pitch variation and

less/more deep cut Now we used tools such as Ishikawa and pareto analysis to get idea

about the root cause of defects. These defects are organized into man, machine, material,

mother nature depending upon their origin. Given below are two ishikawa diagrams of

prioritized processes in the entire production. After collection of data we first find out the

major defects that are responsible for bigger part of rejection, for that we use most widely

used and one of 7 QC tools i.e. Pareto analysis.

Fig. 2 Pareto Analysis

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Fig. 3 Cause and Effect Diagram for Upcutting Process

Fig. 4 Cause and Effect Diagram For Grinding Process

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Improve

With above data at hand we generate number of potential solutions which will

reduce the rejections. The solution to be applied should be verified using design of

experiment tool. Also we have suggested few remedies for grinding and upcutting

processes.

For Grinding the remedies are Precision tanging of the file, Use of gauges after

tang forging, Use of proper jigs and fixtures, Constant monitoring of pressure applied by

grinding wheel.

For Upcutting the remedies are Analysis of carbon content after annealing, Use of

mechanism for proper lubrication, Automation, Consistent verification & Adjustment of

chisel angle.

CONCLUSION

This define, measure and analyze phase have been completed using above

mentioned tools. Further in improve phase the remedies which have been suggested will

give a significant reduction in rejection. The control phase can be implemented once the

initial set of result is obtained. This paper gives initial definition and theory of six sigma

based on grounded theory approach. Although Six Sigma builds off prior

qualitymanagement practices and principles, it offers a newstructure for improvement.

The structural differencessimultaneously promote both more control and explorationin

improvement efforts. Some organizations mayfind benefit from the Six Sigma approach

because it fitstheir organizational needs better.Academics need to better understand Six

Sigma sothat they do not overhype it or too quickly dismiss it asnothing new. It proposes

a rigorous base definition of Six Sigma from the literature and field study that can be

used for further research.We differentiate Six Sigma from TQM and other quality

management approaches.

REFERENCES

1. Roger G. Schroeder, Kevin Linderman, Charles Liedtke, Adrian S. Choo, Six

Sigma: Definition and underlying theory in Journal of Operations Management

26 (2008) 536–554

2. SatyaS.Chakravorty _ Six Sigma programs: An implementation model , Int. J.

Production Economics

3. Pete Pande,Larry HolppWhat is Six Sigma ?

4. BengtKlefsjö (Corresponding Author )and BjarneBergquist, Rick L. Edgeman ,

Six Sigma and Total Quality Management: differentday, same soup? In Int. J. Six

Sigma and Competitive Advantage, Vol. x.