A REPORT ON
“HUMAN
MACHINE
INTERFACE”
A Report submitted
In partial Fulfillment of the Requirements
Diploma in Electrical Engineering
LOKESH PRABHAKAR DESHMUKH
(173014)
UNDER THE GUIDANCE
OF
Prof. M. B. Gaikwad
(PROFESSOR OF DEPARTMENTOFELECTRICALENGINEERING)
DEPARTMENTOFELECTRICALENGINEERING
Modern Education Society’s
Cusrow Wadia Institute of Technology Pune 411001
ACADEMICYEAR: 2020-2021
2020-2021
DEPARTMENT OF ELECTRICAL ENGINEERING
CUSROW WADIA INSTITUTE OF TECHNOLOGY,Pune
Pune-411041
CERTIFICATE
This is to certify that the dissertation report entitled “ HUMAN
MACHINE INTERFACE” submitted by Mr. LOKESH PRABHAKAR
DESHMUKH is the bonafied record of work done by him under my supervision,
in partial fulfillment of the requirement for Diploma degree course in Electrical
Engineering from Cusrow Wadia Institute of Technolgy, Pune for the academic
year of 2020-2021.
Prof. M.B. Gaikwad Prof.K.G MANKAR
Guide Head of Department
Electrical Engineering Electrical Engineering
C.W.I.T, Pune C.W.I.T,Pune
Place: Pune Date:28/05/2021
DEPARTMENT OF ELECTRICAL ENGINEERING
CUSROW WADIA INSTITUTE OF TECHNOLOGY, Pune
Pune-411041
CERTIFICATE FOR CONDUCTION OF EXAM
This is to certify that the dissertation presentation of
Mr. LOKESH PRABHAKAR DESHMUKH with dissertation title “
HUMAN MACHINE INTERFACE” has been held on at Department of
Electrical Engineering, Cusrow Wadia Institute of Technolgy, Pune for the
academic year of 2020-2021
Prof. M.B. Gaikwad Prof.K.G MANKAR
Guide Head of Department
Electrical Engineering Electrical Engineering
C.W.I.T, Pune C.W.I.T,Pune
ACKNOWLEDGMENT
I would like to express my deepest sense of gratitude to my guide Prof. M.B. Gaikwad,
who offered her continuous advice and encouragement throughout the course of this seminar
work. I thank him for the systematic guidance and providing all the assistance needed to complete
the work. He inspired me greatly to work in this area. Her willingness to motivate me contributed
tremendously to my seminar. Her guidance and discussions with me are in valuable in realization
of this report.
I also thank our H.O.D. Prof. K. G. Mankar for their helpful suggestions which led to
improvement in my seminar. It is my pleasure to express great thanks to our Founder Director
Prin. V. K. Joag & Sir Cusrow Wadia and Principal Dr. V.R. Rao Sir for their support and
encouragement.
Samarth Arun Waghmare
Roll No: (183056)
Electrical Engineering
C.W.I.T, Pune
HUMAN MACHINE INTERFACE
Abstract
Abstract:Human Machine Interface (HMI) provides an user interface to humans for interacting with
machines. Advancement of Internet of Things (IOT) in HMI technology allows user to have remote
interaction with machines in industries. In this paper we propose x86-based embedded processor (Intel
Galileo) for development of HMI along with IOT support for Furnace Temperature Control System.
The communication between HMI and Field devices is done using Modbus TCP/IP fieldbus protocol.
The onfield realtime information like temperature data, valve status can be monitored and controlled
using both remote IOT client and local HMI display.
INDEX
Content Page
No.
INTRODUCTION 02
HISTORY 03
ETYMOLOGY 04
METHODOLOGY 05
PROFESSIONALIZATION 06
CERTIFICATION 07
TOOLS AND METHODS 08
SIGMA LEVELS 09
SIX SIGMA IN PRACTICE 10
CRITICISM 12
SHIFLING CREATIVITY IN RESREACH 14
LACK OF DOCUMENTATION 15
REFERENCE 16
CHAPTER 1
INTRODUCTION
• HMI IS SOFTWARE DESIGNED FOR THE INTERFACE BETWEEN THE
USER AND MACHINE
• HMI IS DEVICE THAT’S ACTS AS AN INTERFACE BETWEEN PLC AND
OPERATOR
• HMI USED IN THE INDUSTRIAL TO COMMUNICATION BETWEEN
MACHINERY AND PRODUCTION PLANT
• HMI PROVIDES A GRAPHIC – BASED VISUALIZATION OF AN
INDUSTRIAL CONTROL AND MONITORING SYSTEM AND PROVIDES
REAL – TIME DATA ACQUISITION.
3
CHAPTER 2
HISTORY
HMI products originated from the need to make machinery easier to operate, while producing
optimal outputs. Predecessors of HMI include the Batch Interface (1945-1968), Command-Line User
Interface (1969-Present), and the Graphical User Interface (1981-Present). The Batch Interface is a
non-interactive user interface, where the user specifies the details to the batch process in advance, and
receives the output when all the processing is done. This batch process does not allow for additional
input once the process has begun, is problematic in modern manufacturing lines.
The Command-Line Interface is a mechanism that interacts with a computer operating system
or software by typing commands to perform specific tasks. The concept of the Command-Line
interface originated when teletypewriter machines were connected to computers in the 1950s, and
offered results on demand; a big downfall of Batch Interface because it could not deliver results on
demand. A basic example of Command-Line Interface would be windows Disk Operating System
"DOS" which dominated the 1980's. Over time, interfaces became highly complex and extremely easy
to use. One such interface would be the Graphical User Interface (GUI). Graphical User Interface
allows people to interact with programs in more ways than typing, such as computers, hand-held
devices such as MP3 Players, Portable Media Players or Gaming devices, household appliances, and
office equipment with images, rather than text commands. Human Machine Interface stems directly
from Graphical User Interface, and comes from the need to control and operate machinery much more
effectively. Human Machine Interface formerly known as Man Machine Interface, is now leading the
way in the control of manufacturing processes as an extremely user-friendly device.
4
CHAPTER 3
Etymology
The term Six Sigma comes from statistics, specifically from the field of statistical quality control, which
evaluates process capability. Originally, it referred to the ability of manufacturing processes to produce a very high
proportion of output within specification. Processes that operate with "six sigma quality" over the short term are
assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO). The 3.4 demo is
based on a "shift" of ± 1.5 sigma explained by Mikel Harry. This figure is based on the tolerance in the height of a
stack of discs.
Specifically, say that there are six standard deviations—represented by the Greek letter σ (sigma)—between
the mean—represented by μ (mu)—and the nearest specification limit. As process standard deviation goes up, or the
mean of the process moves away from the center of the tolerance, fewer standard deviations will fit between the mean
and the nearest specification limit, decreasing the sigma number and increasing the likelihood of items outside
specification. According to a calculation method employed in process capability studies; this means that practically no
items will fail to meet specifications.
One should also note that the calculation of Sigma levels for a process data is independent of the data being normally
distributed. In one of the criticisms of Six Sigma, practitioners using this approach spend a lot of time transforming
data from non-normal to normal using transformation techniques. It must be said that Sigma levels can be determined
for process data that has evidence of non-normality
5
CHAPTER 4
Methodologies
Six Sigma projects follow two project methodologies, inspired by W. Edwards Deming's Plan–Do–
Study–Act Cycle, each with five phases.[6]
• DMAIC is used for projects aimed at improving an existing business process
• DMADV is used for projects aimed at creating new product or process designs
4.1. DMAIC
The DMAIC project methodology has five phases:
• Define the system, the voice of the customer and their requirements, and the project goals,
specifically.
• Measure key aspects of the current process and collect relevant data; calculate the "as-is" process
capability
• Analyze the data to investigate and verify cause and effect. Determine what the relationships are,
and attempt to ensure that all factors have been considered. Seek out the root cause of the defect
under investigation.
• Improve or optimize the current process based upon data analysis using techniques such as design
of experiments, poka yoke or mistake proofing, and standard work to create a new, future state
process. Set up pilot runs to establish process capability.
• Control the future state process to ensure that any deviations from the target are corrected before
they result in defects. Implement control systems such as statistical process control, production
boards, visual workplaces, and continuously monitor the process. This process is repeated until the
desired quality level is obtained
4.2. DMADV
Also known as DFSS ("Design for Six Sigma"), the DMADV methodology's five phases are:
• Define design goals that are consistent with customer demands and the enterprise strategy.
• Measure and identify CTQs (characteristics that are Critical to Quality), measure product
capabilities, production process capability, and measure risks.
• Analyze to develop and design alternatives
• Design an improved alternative, best suited per analysis in the previous step
• Verify the design, set up pilot runs, implement the production process and hand it over to the
process owner(s).
6
CHAPTER 5
Professionalization
One key innovation of Six Sigma involves professionalizing quality management. Prior to Six Sigma,
quality management was largely relegated to the production floor and to statisticians in a separate
quality department. Formal Six Sigma programs adopt an elite ranking terminology similar to martial
arts systems like judo to define a hierarchy (and career path) that spans business functions and levels.
Six Sigma identifies several roles for successful implementation:
• Executive Leadership includes the CEO and other members of top management. They are
responsible for setting up a vision for Six Sigma implementation. They also empower other
stakeholders with the freedom and resources to transcend departmental barriers and overcome
resistance to change.
• Champions take responsibility for Six Sigma implementation across the organization. The
Executive Leadership draws them from upper management. Champions also act as mentors to
Black Belts.
• Master Black Belts, identified by Champions, act as in-house coaches on Six Sigma. They devote
all of their time to Six Sigma, assisting Champions and guiding Black Belts and Green Belts. In
addition to statistical tasks, they ensure that Six Sigma is applied consistently across departments
and job functions.
• Black Belts operate under Master Black Belts to apply Six Sigma to specific projects. They also
devote all of their time to Six Sigma. They primarily focus on Six Sigma project execution and
special leadership with special tasks, whereas Champions and Master Black Belts focus on
identifying projects/functions for Six Sigma.
• Green Belts are the employees who take up Six Sigma implementation along with their other job
responsibilities, operating under the guidance of Black Belts.
According to proponents, special training is needed for all of these practitioners to ensure that they
follow the methodology and use the data-driven approach correctly.
Some organizations use additional belt colours, such as "yellow belts", for employees that have basic
training in Six Sigma tools and generally participate in projects, and "white belts" for those locally
trained in the concepts but do not participate in the project team. "Orange belts" are also mentioned to
be used for special cases.
7
CHAPTER 6
Certification
General Electric and Motorola developed certification programs as part of their Six Sigma
implementation. Following this approach, many organizations in the 1990s started offering Six Sigma
certifications to their employees. In 2008 Motorola University later co-developed with Vative and the
Lean Six Sigma Society of Professionals a set of comparable certification standards for Lean
Certification. Criteria for Green Belt and Black Belt certification vary; some companies simply require
participation in a course and a Six Sigma project. There is no standard certification body, and different
certifications are offered by various quality associations for a fee. The American Society for Quality,
for example, requires Black Belt applicants to pass a written exam and to provide a
signed affidavit stating that they have completed two projects or one project combined with three years'
practical experience in the body of knowledge
8
CHAPTER 7
Tools and method
Within the individual phases of a DMAIC or DMADV project, Six Sigma uses many established
quality-management tools that are also used outside Six Sigma. The following table shows an overview
of the main methods used.
• 5 Whys
• Statistical and fitting tools
o Analysis of variance
o General linear model
o ANOVA Gauge R&R
o Regression analysis
o Correlation
o Scatter diagram
o Chi-squared test
• Axiomatic design
• Business Process Mapping/Check sheet
• Cause & effects diagram (also known as fishbone or Ishikawa diagram)
• Control chart/Control plan (also known as a swimlane map)/Run charts
• Cost–benefit analysis
• CTQ tree
• Design of experiments/Stratification
• Histograms/Pareto analysis/Pareto chart
• Pick chart/Process capability/Rolled throughput yield
• Quality Function Deployment (QFD)
• Quantitative marketing research through use of Enterprise Feedback Management(EFM) systems
• Root cause analysis
• SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
• COPIS analysis (Customer centric version/perspective of SIPOC)
• Taguchi methods/Taguchi Loss Function
• Value stream mapping
9
CHAPTER 8
Sigma levels
The table below gives long-term DPMO values corresponding to various short-term sigma levels.
These figures assume that the process mean will shift by 1.5 sigma toward the side with the critical
specification limit. In other words, they assume that after the initial study determining the short-term
sigma level, the long-term Cpk value will turn out to be 0.5 less than the short-term Cpk value. So, now
for example, the DPMO figure given for 1 sigma assumes that the long-term process mean will be 0.5
sigma beyond the specification limit (Cpk = –0.17), rather than 1 sigma within it, as it was in the short-
term study (Cpk = 0.33). Note that the defect percentages indicate only defects exceeding the
specification limit to which the process mean is nearest. Defects beyond the far specification limit are
not included in the percentages.
The formula used here to calculate the DPMO is thus
Sigma Sigma (with 1.5σ DPMO Percent Percentage Short-term Long-term
level shift) defective yield Cpk Cpk
1 −0.5 691,462 69% 31% 0.33 −0.17
2 0.5 308,538 31% 69% 0.67 0.17
3 1.5 66,807 6.7% 93.3% 1.00 0.5
4 2.5 6,210 0.62% 99.38% 1.33 0.83
5 3.5 233 0.023% 99.977% 1.67 1.17
6 4.5 3.4 0.00034% 99.99966% 2.00 1.5
7 5.5 0.019 0.0000019% 99.9999981% 2.33 1.83
10
CHAPTER 9
Six Sigma in practice
Six Sigma mostly finds application in large organizations.[5] According to industry consultants
like Thomas Pyzdek and John Kullmann, companies with fewer than 500 employees are less
suited to Six Sigma or need to adapt the standard approach to making it work for them. Six
Sigma, however, contains a large number of tools and techniques that work well in small to
mid-size organizations. The fact that an organization is not big enough to be able to afford
black belts does not diminish its ability to make improvements using this set of tools and
techniques. The infrastructure described as necessary to support Six Sigma is a result of the
size of the organization rather than a requirement of Six Sigma itself.
9.1 Manufacturing
After its first application at Motorola in the late 1980s, other internationally recognized firms currently
recorded high number of savings after applying Six Sigma. Examples include Johnson & Johnson, with
$600 million of reported savings, Texas Instruments, which saved over $500 million as well
as Telefónica, which reported €30 million in savings in the first 10 months; Sony and Boeing also
reported successfully reducing waste
9.2 Engineering and construction
Although companies have considered common quality control and process improvement strategies,
there’s still a need for more reasonable and effective methods as all the desired standards and client
satisfaction have not always been reached. There is still a need for an essential analysis that can control
the factors affecting concrete cracks and slippage between concrete and steel. After conducting a case
study on Tinjin Xianyi Construction Technology, it was found that construction time and construction
waste were reduced by 26.2% and 67% accordingly after adopting Six Sigma. Similarly, Six Sigma
implementation was studied at one of the largest engineering and construction companies in the
world: Bechtel Corporation, where after an initial investment of $30 million in a Six Sigma program
that included identifying and preventing rework and defects, over $200 million were saved.
9.3 Finance
Six Sigma has played an important role by improving the accuracy of allocation of cash to reduce bank
charges, automatic payments, improving the accuracy of reporting, reducing documentary credit
defects, reducing check collection defects, and reducing variation in collector performance.
For example, Bank of America announced in 2004 that Six Sigma had helped it increase customer
satisfaction by 10.4% and decrease customer issues by 24%; similarly, American Express eliminated
non-received renewal credit cards. Other financial institutions that have adopted Six Sigma include GE
Capital and JPMorgan Chase, where customer satisfaction was the main objective.
11
CHAPTER 9
Six Sigma in practice
9.4 Supply chain
In the supply-chain field, it is important to ensure that products are delivered to clients at the right time
while preserving high-quality standards. By changing the schematic diagram for the supply chain, Six
Sigma can ensure quality control on products (defect-free) and guarantee delivery deadlines, the two
main issues in the supply chain.
9.5 Healthcare
This is a sector that has been highly matched with this doctrine for many years because of the nature of
zero tolerance for mistakes and potential for reducing medical errors involved in healthcare. The goal
of Six Sigma in healthcare is broad and includes reducing the inventory of equipment that brings extra
costs, altering the process of healthcare delivery in order to make it more efficient and refining
reimbursements. A study at the MD Anderson Cancer Centre, which recorded an increase in
examinations with no additional machines of 45% and a reduction in patients' preparation time of 40
minutes; from 45 minutes to 5 minutes in multiple cases.
Lean Six Sigma was adopted in 2003 at Stanford hospitals and was introduced at Red Cross hospitals in
2002.
12
CHAPTER 10
CRITICISM
• Lack of top management attitude, commitment, and involvement; lack of leadership and vision
• Lack of training and education; lack of resources (financial, technical, human, etc.)
• Poor project selection and prioritization; weak link to strategic objectives of the organization
• Resistance to culture change; Poor communication; Lack of consideration of the human factors
• Lack of awareness of the benefits of Lean/Six Sigma; Lack of technical understanding of tools,
techniques, and practices
Others have provided other criticisms.
10.1 Lack of originality
Quality expert Joseph M. Juran described Six Sigma as "a basic version of quality improvement",
stating that "there is nothing new there. It includes what we used to call facilitators. They've adopted
more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to
create specialists who can be very helpful. Again, that's not a new idea. The American Society for
Quality long ago established certificates, such as for reliability engineers."
10.2 Inadequate for complex manufacturing
Quality expert Philip B. Crosby pointed out that the Six Sigma standard does not go far enough—
customers deserve defect-free products every time. For example, under the Six Sigma
standard, semiconductors, which require the flawless etching of millions of tiny circuits onto a single
chip are all defective.
10.3 Role of consultants
The use of "Black Belts" as itinerant change agents has fostered an industry of training and
certification. Critics have argued there is overselling of Six Sigma by too great a number of consulting
firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding
of the tools and techniques involved or the markets or industries in which they are acting.
10.4 Potential negative effects
A Fortune article stated that "of 58 large companies that have announced Six Sigma programs, 91%
have trailed the S&P 500 since". The statement was attributed to "an analysis by Charles Holland of
consulting firm Qualpro (which espouses a competing quality-improvement process)". The summary of
the article is that Six Sigma is effective at what it is intended to do, but that it is "narrowly designed to
fix an existing process" and does not help in "coming up with new products or disruptive technologies."
13
10.5 Over-reliance on statistics
More direct criticism is the "rigid" nature of Six Sigma with its over-reliance on methods and tools. In
most cases, more attention is paid to reducing variation and searching for any significant factors, and
less attention is paid to developing robustness in the first place (which can altogether eliminate the need
for reducing variation).[37] The extensive reliance on significance testing and use of multiple regression
techniques increase the risk of making commonly unknown types of statistical errors or mistakes. A
possible consequence of Six Sigma's array of p-value misconceptions is the false belief that the
probability of a conclusion being in error can be calculated from the data in a single experiment without
reference to external evidence or the plausibility of the underlying mechanism.[38] One of the most
serious but all-too-common misuses of inferential statistics is to take a model that was developed
through exploratory model building and subject it to the same sorts of statistical tests that are used to
validate a model that was specified in advance.
Another comment refers to the oft-mentioned Transfer Function, which seems to be a flawed theory if
looked at in detail. Since significance tests were first popularized many objections have been voiced by
prominent and respected statisticians. The volume of criticism and rebuttal has filled books with
language seldom used in the scholarly debate of a dry subject. Much of the first criticism was already
published more than 40 years ago (see Statistical hypothesis testing § Criticism).
In a 2006 issue USA Army Logistician an article critical of Six Sigma noted: "The dangers of a single
paradigmatic orientation (in this case, that of technical rationality) can blind us to values associated
with double-loop learning and the learning organization, organization adaptability, workforce creativity
and development, humanizing the workplace, cultural awareness, and strategy making."
Nassim Nicholas Taleb considers risk managers little more than "blind users" of statistical tools and
methods. He states that statistics is fundamentally incomplete as a field as it cannot predict the risk of
rare events—something Six Sigma is especially concerned with. Furthermore, errors in prediction are
likely to occur as a result of ignorance of or distinction between epistemic and other uncertainties.
These errors are the biggest in time variant (reliability) related failures.
14
CHAPTER 10
Stifling creativity in research
According to John Dodge, editor in chief of Design News, the use of Six Sigma is inappropriate in a
research environment. Dodge states "excessive metrics, steps, measurements and Six Sigma's intense
focus on reducing variability water down the discovery process. Under Six Sigma, the free-wheeling
nature of brainstorming and the serendipitous side of discovery is stifled." He concludes "there's
general agreement that freedom in basic or pure research is preferable while Six Sigma works best in
incremental innovation when there's an expressed commercial goal."
A BusinessWeek article says that James McNerney's introduction of Six Sigma at 3M had the effect of
stifling creativity and reports its removal from the research function. It cites two Wharton
School professors who say that Six Sigma leads to incremental innovation at the expense of blue skies
research. This phenomenon is further explored in the book Going Lean, which describes a related
approach known as lean dynamics and provides data to show that Ford's 6 Sigma program did little to
change its fortunes.
15
CHAPTER NO. 11
Lack of documentation
One criticism voiced by Yasar Jarrar and Andy Neely from the Cranfield School of Management's
Centre for Business Performance is that while Six Sigma is a powerful approach, it can also unduly
dominate an organization's culture; and they add that much of the Six Sigma literature – in a
remarkable way (six-sigma claims to be evidence, scientifically based) – lacks academic rigor:
One final criticism, probably more to the Six Sigma literature than concepts, relates to the evidence for
Six Sigma’s success. So far, documented case studies using the Six Sigma methods are presented as the
strongest evidence for its success. However, looking at these documented cases, and apart from a few
that are detailed from the experience of leading organizations like GE and Motorola, most cases are not
documented in a systemic or academic manner. In fact, the majority are case studies illustrated on
websites, and are, at best, sketchy. They provide no mention of any specific Six Sigma methods that
were used to resolve the problems. It has been argued that by relying on the Six Sigma criteria,
management is lulled into the idea that something is being done about quality, whereas any resulting
improvement is accidental (Latzko 1995). Thus, when looking at the evidence put forward for Six
Sigma's success, mostly by consultants and people with vested interests, the question that begs to be
asked is: are we making a true improvement with Six Sigma methods or just getting skilled at telling
stories? Everyone seems to believe that we are making true improvements, but there is some way to go
to document these empirically and clarify the causal relations.
16
REFERENCES
• "The Inventors of Six Sigma". Archived from the original on 2005-
11-06.Retrieved 2006-01-
• "About Motorola University". Archived from the original on 2005-12-22.
Retrieved 2006-01-28.
• "Six Sigma: Where is it now?". Retrieved 2008-05-22.
• https://en.wikipedia.org/wiki/Six_Sigma
17
