CPK 1245

1 OSV 2012 Internal Use Only
Process Capability Index

1.1. Why do we do Process Performance Calculation
Document baseline performance

Compare performance before and after
1.2. Process Capability Study
A process capability study is one of the major steps of the
continuous improvement process. It is part of an overall strategy of
Six Sigma and process improvement that has three objectives:

Obtain Stable processes
Reduce the Variability of key process outputs
Improve the Capability of key processes through the reduction of
variation and the centering of the process on its target value.

The capability of a process is increased relative to required
tolerances or process specifications by reducing the variation in the
process and centering of process variables on their respective
targets.

2.0. Capability Indices for Continuous Data
Capability is defined as the ability of a process to produce outputs
that meet engineering and/or customer specifications.

A capable process is one where the distributions of the process
output measurements are centered on the target, and a very high
percentage of the measurements fall within the specification limits.

Process Capability Indices are unitless metrics used to measure
and quantify the performance of a process Cp and Cpk.
Process Capability is
Quantifiable comparison of Voice of Customer (Spec Limits)
to Voice of the Process (Process Spread).
A method of tracking the relative improvement of an individual process
over time.

A method for estimating the percentage of defects or non-conforming
product.

A means of comparing the capability of several processes, each with
different units of measurement and different specifications.

A means for identifying the processes most in need of improvement.

One set of acceptance criteria for transferring a process from a
development area to a manufacturing line.

One set of qualification criteria for assessing suppliers.
2.2. Uses of Capability Indices
Process capability analysis generally consists of 4 steps:
Step 1: Verify that the process is stable.
Step 2: Determine if the data distribution is normal.
Step 3: Calculate the Capability Indices Cp and Cpk
Step 4: Make recommendations for process improvement.

2.3. Process Capability Study
Cp is a metric used to determine whether a new machine or process can
produce units that meet customer requirements or specifications provided that
the process is centered within that given specification.
Cp index is defined as the Ratio of total variation allowed by the specification
(specification width) to the total variation actually measured from the process
(actual process spread).

6
LSL USL
Spread) (Actual Spread Process
Spread) (Allowable Width Spec
Cp

= =
LSL USL
Allowable
Act ual
2.4. Potential Process Capability Index (Cp)
< 1.0 Poor Capability
1.0 - 1.5
Marginal
Capability
> 1.5 Good Capability
> 2.0
6 o Capability
Cp
Interpretation
LSL USL
2.5. Interpretation of Cp
3 Processes with same Cp value but different capability (different ppm)
Since Cp does not measure the location of the average of the actual spread
with respect to the center of the specification, a high Cp value does not
guarantee that the process is capable of producing products within spec.
Cp, therefore, represents what the process could become when it is brought to
the design target (centered), hence the word Potential.
Cp does not exist in processes with one-sided or unilateral specification limit.

T USL LSL
Cpk = 2.0 Cpk = 0.33 Cpk = 1.0
2.6. Limitation of Potential Process Capability Index (Cp)
Capability index - Cpk

Cp does not take into account the closeness of the mean to the
target.
Cp by itself is insufficient to describe the capability of a process to
conform to specifications.
An index that does take into account where the mean of the sample
is relative to the specification limits is Cpk.
If the sample average is on the target
(i.e., xbar = target), then Cpk = Cp. Otherwise, Cpk < Cp.
For a process to be at the 6o quality level, it must have a Cp 2.0
and a Cpk 1.5.

(

=
3
LSL x
,
3
x USL
min Cpk
2.7. Definition of Cpk
Background:
Data collected during a capability study of the wire pull force for a
wire bond process (in gram)
The specification limits are 8.0 to 50.0 gram.
Use file wire pull simple in folder Data 15.

Tasks:
Use JMP to calculate process capability indices.
Is the process capable of manufacturing can openers with the specs
provided?
What can you say about the sigma level of the process?

2.8. Example : Process Capability
The Cp and Cpk capability indices require the data to be
normally distributed.
Often attribute data is not normally distributed.
Examples:
Cell phone defect rates.
Number of calls waiting to be answered in a call center.

3.1. Capability Indices for Attribute Data
Percentile Capability Indices:
Used when the attributed data has counts.
Example: Number of calls in a call center waiting to be answered.
NOTE: This technique can also be used for non-normal, variable
data.
YB needs to consult to a MBB/BB for doing capability calculations for
non-normal data. It is covered here for completeness purposes.
DPMO (Defects per Million Opportunities):
Used when the attributed data has two values: good and bad. GB is
expected to be able to do this capability calculation
Example: Number of defective phones produced.
3.2. Capability Indices for Non-Normal Distributions
3.3. Percentile Capability Indices
Similar to the Cp and Cpk calculations.
The mean is replaced by the median.
Percentiles are used instead of sigma.

NOTE: Need a minimum sample size of 100.

* The n in Cnp and Cnpk stands for nonparametric

005 . 0 995 . 0
P P
LSL USL
Cnp
=
)
`
=
005 . 0 50 . 0
50 . 0
50 . 0 995 . 0
50 . 0
, min
P P
LSL P
P P
P USL
Cnpk
3.4. DPMO based Capability Indices

By examining the raw data, we can count the number of
defects that do not meet customer requirements and
translate that directly into a defect calculation referred to
as Defects Per Million Opportunities, or DPMO.

Based on the DPMO, look up the sigma quality level.

3.5. DPMO Defined
DPMO = Defects Per Million Opportunities
= 1 Million * [ D / ( N * O ) ]

where:
D* = total number of defects counted in the sample:
a defect defined as failure to meet a Critical Customer Requirement
or CCR
N = number of units of product or service
O = number of opportunities per unit of product or service for a customer
defect to occur
M = million

There must be at least 5 defects and 5 non-defects to use the
DPMO formula.
3.6. Opportunity
People often get confused in determining the number of opportunities for
defects. The basis for the defects and the opportunities must match.

Example: A die has 28 leads requiring 28 wires and 56 bonds (one on each
end of the wire).
Defect Opportunity
Number of die with at least one bad
wire bond.
1 (Only count one possible defect per
die)
Number of bad wires per die 28 (There are 28 wires per die)
Number of bad bonds per die 56 (There are 56 bonds per die)
3.7. DPMO/PPM Based Capability Indices
Sigma DPMO Cp Cpk
2 308770 0.67 0.17
2.25 226716 0.75 0.25
2.5 158687 0.83 0.33
2.75 105660 0.92 0.42
3 66811 1.00 0.50
3.25 40060 1.08 0.58
3.5 22750 1.17 0.67
3.75 12225 1.25 0.75
4 6210 1.33 0.83
4.25 2980 1.42 0.92
4.5 1350 1.50 1.00
4.75 577 1.58 1.08
5 233 1.67 1.17
5.25 88 1.75 1.25
5.5 32 1.83 1.33
5.75 11 1.92 1.42
6 3.4 2.00 1.50
Compute the defects per million
opportunities and then look up
on the table for the Cp and Cpk.

Scenario:

A hotel provides room service meals to its guests.

Hotel policy is that the meal must be delivered at the time scheduled by the
customer.

The hotel six sigma team has found from the Voice of the Customer that a
too early breakfast delivery will inconvenience the guest as well as a too late
delivery.

Guest research indicates that customers require that the breakfast meal be
delivered within 10 minutes of the scheduled delivery time.

725 deliveries were monitored and 53 of those arrived outside the +/- 10
minute window.

What is the capability of the meal delivery service?

3.8.a. Example: DPMO Based Capability Indices
For this example:
D = 53 Early or late deliveries
N = 725 Number of deliveries monitored
O = 1 Each delivery had one opportunity for
a defect

DPMO = 1,000,000 * [53 / (725*1)]
= 73,103 DPMO

Using the Sigma Calculation table, enter the DPMO column and look up the
process sigma directly.

Sigma Quality Level Approximately 2.9
3.8.b. Example: DPMO Based Capability Indices
Thank You

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1 OSV 2012 Internal Use Only

Process Capability Index

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