TEAM-03 Dmaic Report MGT460 Section-1 Fall2021 PDF

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Summary

Improvement project of Faber Castle. Define, meausre, analyse, improvement and control report....

Description

Course: Lean Manufacturing and Six Sigma Course Initial: MGT460 Section: 01

QUALITY IMPROVEMENT Faber-Castell Color Pencil Submitted To, Dr. Ziaul Haq Adnan Associate Professor, Dept. Of Management, North South University Submitted by: Team 03 Name Nafisa Kauser Toybur Rahman Niloy Md.Belayet Hossain Fyaz Nafin Rahman Akib Zabed

ID 1712155030 1713015030 1731344630 1812054630 1812088030

Contents 1

DEFINE................................................................................................................................................................................... 3 MEASURE.............................................................................................................................................................................. 3 1.

Control Charts.......................................................................................................................................................... 3 I.

X-bar Chart...........................................................................................................................................................4

II.

R-bar chart...........................................................................................................................................................4

2. Process Capability Ratio (Cp) and Process Capability Index (Cpk)..................................................................................5 ANALYSIS............................................................................................................................................................................... 6 1.

Fishbone Diagram.....................................................................................................................................................6

2.

Pareto Chart.............................................................................................................................................................7

3.

Design of Experiment...............................................................................................................................................8

IMPROVEMENT...................................................................................................................................................................11 1. Kaizen: To Improve lack of skilled labor.......................................................................................................................11 2. Jidoka: To Improve the Technical Problems.................................................................................................................12 3. Issues with Design.......................................................................................................................................................12 Control................................................................................................................................................................................ 13 1.

Control Chart..........................................................................................................................................................13 I.

X-bar Chart.........................................................................................................................................................14

II.

R-bar Chart.........................................................................................................................................................14

2. Process Capability Ratio (Cp) and Process Capability Index (Cpk)................................................................................15 Findings............................................................................................................................................................................... 16

2

DEFINE FABER-CASTELL is recognized as one of the world’s leading manufacturers and distributors of premium products for writing, drawing & painting and creative designing. It’s a major manufacturer with a capacity of more than 1.8 billion black-lead and color pencils annually, with the production of color pencils being dominant. However, in recent times, it has come to the knowledge of the production and quality manager that some unusual variation in the length of color pencils have been observed. In order to identify the problem and improve the quality, the managers decided to conduct a DMAIC project.

MEASURE 1. Control Charts As some unusual variations in the length of the colour pencils have been observed, the manager now wants to determine and identify if there are any assignable causes or not with the help of control charts. To construct the chart a sample data needs to be collected. In the table below we have collected data from 10 colour pencils for 30 days consecutively. And with the aid of these data, we have constructed X-bar and R-bar chart respectively to determine if the manufacturing process is under control or has any assignable cause to be resolved immediately.

Sample

1

2

3

4

5

6

7

8

9

10

R

X-Bar

1

12.4

13.6

11.6

14.2

16.3

12.1

13.3

12.6

11.8

14.9

4.7

13.28

2

13.9

15.4

12.6

10.6

12.7

15.4

12.6

14.3

15.1

10.7

4.8

13.33

3

11.6

11.8

14.5

11.5

13.9

10.3

15.4

15.3

12.9

11

5.1

12.82

4

14.9

12.2

14.3

12.9

10.2

11.1

11.3

12.7

13.7

15.1

4.9

12.84

5

13.9

12.5

12.2

13.9

11.8

12.8

13.4

13.4

15

14

3.2

13.29

6

11.3

13.6

14

10.8

12.2

14.7

12.2

14.1

13.3

11.3

3.9

12.75

7

10.3

12.1

10.2

14.7

11.4

12.5

10.4

11.4

12.5

13.7

4.5

11.92

8

11.2

10.1

13.6

12.4

11.6

12.2

12.2

12.2

13.6

13.3

3.5

12.24

9

13.9

13.9

15.4

13.9

14.9

13.6

11.9

11.9

15.4

12.5

3.5

13.73

10

12.8

12.2

11.8

11.6

13.9

12.1

14.4

14.4

11.8

13.9

2.8

12.89

11

15.3

11.9

12.2

16.3

11.3

10.1

15.2

15.2

12.2

12.2

6.2

13.19

3

I.

12

10.1

14.4

13.6

12.7

10.3

13.9

12.2

12.2

12.5

11.9

4.3

12.38

13

13.9

15.2

12.1

13.9

11.2

12.2

11.2

11.2

13.6

14.4

4.0

12.89

14

12.2

12.2

10.1

10.2

13.9

11.9

14.1

14.1

12.1

15.2

5.1

12.6

15

11.9

11.2

13.9

11.8

12.8

14.4

12.2

12.1

10.1

12.2

4.3

12.26

16

13.58

17

12.54

18

13.43

19

13.44

20

11.71

21

12.9

22

13.15

23

13.72

24

12.65

25

12.53

26

13.2

12.2

12.2

15.4

10.1

11.6

12.1

11.2

11.2

15.1

5.3

12.43

27

14.2

11.4

14

10.3

13.9

14.9

15.4

12.2

13.9

12.9

5.1

13.31

28

12.2

15.2

10.2

11.1

12.2

13.9

10.3

11.9

12.8

13.7

5.0

12.35

29

15.1

12.2

13.6

14.5

11.9

11.3

14.4

14.4

15.3

15

4.0

13.77

30

12.2

11.2

15.4

14.3

14.4

15.2

15.2

15.2

10.1

13.3

5.3

13.65

X-bar Chart

4

There are too many variations in the length of color pencils and the data is not properly centered even though the data are within the limit. II.

R-bar chart

5

Again, we can see that the process variation is very high with distinctive variations in length.

2. Process Capability Ratio (Cp) and Process Capability Index (Cpk) After forming the charts, the production manager of Faber Castell looked into the manufacturing process to find out whether it is capable of fulfilling the required standard at 3-sigma. Here, the standard size of color pencil is 13 ± 1 cm. The standard deviation of the process is 1.58 cm and x-bar-bar is 12.92 cm.



Upper Specification Limit = (13+1) cm = 14 cm



Lower Specification Limit = (13-1) cm = 12 cm

a. The process capability ratio: Cp

The process capability ratio is 0.2101, which is not equivalent to 3σ and not even close to 2σ. So Faber-Castell cannot produce the pen within the specifications. b. The process capability index: Cpk

= Minimum of (0.194, 0.228) = 0.194 The process capability index is 0.194 < 3σ. Hence the manufacturing process of Faber-Castell is not centered, and the process is not capable of 3-sigma level of performance. So, the management must improve the process by applying some improvement techniques after finding out the significant reasons for the problem in the analysis section.

ANALYSIS 6

Even while the process is not out of control by a small margin, the issue is clear: there are unusual variances in the length of the pencils. As a result Faber castell production method is incapable of achieving the desired results, and it is unable to create the color pencil within the specified time frame specifications. To identify, use the fishbone diagram, Pareto chart, and multi-vari chart. The most serious issue that has to be addressed right away.

1. Fishbone Diagram Identifying the difficulties for which the quality might be decreased in the situation described above using the fishbone diagram

Design problem

Problems Manufacturing skill gap

The following are the major issues that could be causing the quality drop: unusual variances in pencils lengths: 1. Management skill 2. Technical problems 3. Labor shortage 4. Design problem 5. Manufacturing skill gap Now, we can identify what are the major issues.

7

2. Pareto Chart Using the information from the fishbone diagram, creating a Pareto chart by assuming data to show the problem that has the greatest impact on the quick decline of the quality problem, which has resulted in a major issue of odd differences in the lengths of the color pencil.

Problems Manufacturing skill gap Technical problems Design problem Labor shortage Management skill Total

Frequency 45 32 22 12 4 115

Percentage 39.13% 27.83% 19.13% 10.43% 3.48% 100.00%

Cumulative Percentages 39.13% 66.96% 86.09% 96.52% 100.00%

Pareto Chart 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

M

an ag e

m

en ts

kil l

rta ge

pr ob le n ig De s

La bo rs ho

m

s ro bl em Te ch ni ca lp

M

an uf ac tu ri n g

sk ill ga p

50 45 40 35 30 25 20 15 10 5 0

Frequency

Cumulative Percentages

Manufacturing skill gap, technical problems, and design problem these three are the first three major difficulties and if these can be solved 86% percent of the quality issues will be rectified.

8

3. Design of Experiment The key variable in the problem is the unusual variances in pencil lengths, a Multi-Vari Chart can be used to determine which sort of variation and why this unexpected variation in the manufacturing process occurs. 9:00 AM Production Floor Production Floor

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Producti on Floor Average

Length of pencil (CM)

1

2

1 12.4 13.6 2 13.9 15.4 1 2 3 3 11.6 11.8 12.4 11.6 11.6 4 14.9 12.2 13.9 15.4 12.6 5 13.9 12.5 11.6 6 11.811.3 14.5 13.6 14.9 7 12.2 10.3 11.3 12.1 13.9 8 12.511.2 12.2 10.1 11.3 9 13.6 10.1 13.9 13.9 10.3 12.1 10.2 10 12.8 12.2 11.2 10.1 13.6 11 15.3 11.9 13.9 12 13.9 10.1 15.4 14.4 12.8 13 12.2 11.8 13.9 15.2 15.3 11.9 12.2 14 12.2 12.2 10.1 12.4 13.6 15 11.9 11.2 13.9 16 15.2 14.4 12.1 14.1 12.2 17 12.2 15.2 10.1 13.6 11.9 18 11.2 12.2 13.9 15.4 11.1 19 14.111.2 12.2 11.8 15.2 20 13.6 11.9 14.1 12.2 12.2 15.4 14.4 21 15.2 16.3 11.2 22 11.8 12.2 15.2 12.7 11.2 23 12.2 14.3 12.2 13.9 15.2 11.1 11.2 24 10.2 10.2 12.2 12.7 11.6 25 13.9 11.8 14.3 13.9 12.6 26 13.2 12.2 10.2 27 10.2 14.2 14.5 11.4 13.9 28 11.8 12.2 11.2 15.2 13.2 12.2 12.2 29 15.1 12.2 14.2 30 11.4 14 12.2 11.2 12.2 15.2 10.2 12.594 12.53 Productio n Floor Average 12.3322 Length 12.2354 12.2774 6 8 2 Average

3

4 5 Length of pencil (CM)6

11.6 14.2 12.6 10.6 4 14.5 11.5 14.2 14.3 12.9 10.6 12.2 13.9 1411.5 10.8 12.9 14.7 10.2 13.9 12.4 13.6 10.8 15.4 13.9 14.7 11.8 11.6 12.4 12.2 16.3 13.613.9 12.7 12.111.6 13.9 12.2 10.1 10.2 12.7 13.9 11.8 12.213.9 12.2 11.910.2 11.4 14.411.8 12.1 12.2 15.4 15.2 12.211.4 10.3 12.1 11.2 11.1 10.3 12.8 11.6 10.3 14.7 12.6 11.1 14.5 12.5 12.8 14.3 12.1 14.7 12.2 15.4 12.5 10.3 14 12.1 11.1 10.2 15.4 13.6 14.5 10.3 15.4 14.3 11.1 12.6 12.4 4 12.0322 6

15.3 12.7 5 13.9 16.9 10.2 12.7 11.8 13.9 12.2 10.2 11.4 11.8 11.6 12.2 14.9 11.4 13.9 11.6 11.3 11.1 10.3 11.1 11.2 11.3 13.9 10.3 12.8 11.2 15.3 13.9 10.1 12.8 15.2 15.3 12.2 10.1 11.2 15.2 14.1 12.2 15.2 11.2 12.2 10.2 13.6 15.2 12.1 12.2 10.1 13.6 13.9 12.1 12.2 10.1 11.9 13.9 14.4 12.2 12.45

12.1677 4

9

10

12.1 13.3 12.6 11.8 15.4 12.6 14.3 15.1 6 7 8 10.3 15.4 15.3 12.9 12.1 13.3 12.6 11.1 11.3 12.7 13.7 15.4 12.6 14.3 12.8 13.4 13.4 15 10.3 15.4 14.1 12.313.3 14.7 12.2 11.1 11.3 11.4 11.412.5 12.5 10.4 12.8 11.4 12.2 12.2 12.2 11.613.6 14.7 12.2 13.6 11.9 11.9 11.115.4 12.5 10.4 11.4 12.1 14.4 14.4 11.8 12.2 12.2 12.2 10.1 15.2 15.2 12.2 11.6 12.2 11.9 12.2 11.912.5 13.9 12.1 11.4 11.2 14.413.6 12.2 11.2 10.1 11.6 15.2 11.9 14.1 14.1 12.1 13.9 11.1 12.2 14.4 12.2 12.1 10.1 12.2 11.9 11.2 15.4 11.213.9 15.2 11.9 14.4 14.1 10.3 11.312.2 12.2 14.4 12.2 12.2 12.114.3 11.2 15.2 15.2 11.9 12.1 12.2 13.6 15.415.3 12.2 14.4 10.1 11.9 12.1 10.312.7 11.2 15.2 12.2 13.9 14.4 10.1 11.6 12.1 12.2 11.9 13.614.9 12.2 15.2 10.1 11.9 14.4 12.113.9 14.3 12.2 10.9 14.4 10.1 15.3 11.2 15.2 11.3 12.2 11.9 11.9 12.7 14.1 12.2 10.3 11.4 12.2 11.3 11.6 12.1 11.2 11.2 11.6 11.2 15.2 14.9 15.4 12.2 13.9 11.1 10.3 14.1 11.9 12.212.8 13.9 11.6 12.1 11.2 11.3 14.4 14.4 15.3 14.9 15.4 12.2 15.2 15.2 15.2 10.1 11.9 10.3 11.9 12.63 12.87 12.8 12.848 2

14.9 10.7 9 11 11.8 15.1 15.1 14 12.9 11.3 13.7 13.7 10.2 13.3 13.3 12.5 11.4 13.9 11.6 12.2 11.1 11.9 11.8 14.4 10.1 15.2 12.5 12.2 11.6 11.2 12.1 14.1 10.1 12.1 13.9 15.4 12.2 10.3 11.2 11.1 15.3 12.8 12.7 14.7 11.6 12.5 11.1 11.8 10.9 15.1 11.3 12.9 10.3 13.7 11.2 15 13.9 13.3 12.8 12.98

12.1354 12.68 8

7

12.4548 4

8

12.3354 8

12.0032 3

10

14.9 10.7 11 15.1 14 11.3 13.7 13.3 12.5 10.9 12.2 11.9 14.4 13.2 12.2 11.2 14.1 10.1 15.4 10.3 11.1 12.8 11.1 12.5 11.8 15.1 12.9 13.7 10.1 13.3 12.4774 2

9

Length Average

12.2451 6

5:00 PM Production Floor

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Productio n Floor Average

Length of pencil (CM)

1

2

3

4

5

6

7

8

9

10

12.4 13.9 11.6 14.9 13.9 11.3 10.3 11.2 11.1 10.9 11.3 10.1 13.9 12.2 11.9 11.1 15.2 10.2 11.2 11.2 15.2 12.2 14.3 10.2 13.9 13.2 14.2 12.2 13.2 12.2 11.987 1

11.6 10.4 11.8 12.2 12.5 13.6 12.1 10.1 13.9 12.2 11.9 12.4 10.1 12.2 11.2 11.1 10.9 11.3 11.8 12.2 11.1 12.7 13.9 10.2 11.8 12.2 11.4 15.2 12.2 11.2 11.5935 5

11.6 12.6 14.5 11.3 12.2 10.1 10.2 13.6 15.4 11.8 12.2 13.6 12.1 10.1 13.9 12.2 11.9 14.4 15.2 12.2 11.2 11.6 12.6 14.5 11.2 12.2 14 10.2 11.1 10.9 12.0516 1

10.3 10.6 11.5 12.9 13.9 10.8 10.3 11.2 11.1 11.6 12.2 12.7 13.9 10.2 11.8 12.2 11.4 12.1 10.3 10.3 11.1 12.8 10.1 12.5 12.1 15.4 10.3 11.1 11.1 14.3 11.487 1

16.3 12.7 13.9 10.2 11.8 12.2 11.4 11.6 11.1 11.1 11.3 10.3 11.2 13.9 12.8 15.3 10.1 15.2 12.2 11.2 10.2 15.2 12.2 13.6 12.1 10.1 13.9 12.2 11.9 14.4 12.1483 9

12.1 15.4 10.3 11.1 12.8 14.7 12.5 12.2 11.6 12.1 10.1 13.9 12.2 11.9 14.4 15.2 12.2 11.2 12.1 10.1 10.9 12.2 11.4 11.6 11.1 11.6 10.1 11.9 11.3 15.2 11.9806 5

13.3 12.6 15.4 11.3 11.4 12.2 10.4 12.2 11.9 11.4 11.6 11.1 11.2 14.1 12.2 11.9 10.1 15.2 12.2 11.9 14.4 11.9 12.2 11.2 14.1 12.1 15.4 10.3 14.4 15.2 12.3161 3

12.6 14.3 12.3 11.4 11.6 11.1 11.4 12.2 11.9 10.3 11.2 11.1 11.2 11.3 12.1 15.4 10.3 12.2 10.1 12.1 10.1 11.9 11.3 15.2 12.2 11.2 12.2 11.9 10.3 11.2 11.6645 2

11.8 10.3 11.2 11.1 10.2 10.1 11.4 11.6 11.1 11.8 10.1 12.5 11.6 12.1 10.1 10.1 12.2 11.2 15.3 12.7 11.6 11.1 10.9 11.3 10.3 11.2 10.3 11.2 11.1 10.1 11.1806 5

10.1 10.7 11 15.1 10.1 11.3 10.3 11.2 11.1 10.9 12.2 11.9 10.1 13.2 12.2 11.2 10.1 10.1 15.4 10.3 11.1 12.8 11.1 12...