Six sigma

Yellow Belt
Introduction & Fundamentals
Introduction

 Welcoming to six sigma (Yellow belt) course

 Sharing our identity (Name, field, designation, organization)
 Why you are here and what is your expectations?
Course Objectives

At the end of the course, you will:

 Understand principal and concepts of six sigma
 Gain basic understanding and working knowledge of six sigma
 Explain how six sigma can be deployed within organization:
 Methodologies
 Tools
 Outputs
 Define different six sigma roles
 Develop a six sigma project
Course Road Map

 Number of sessions: six (one/week)

 Session Duration: 4 hours
 Evaluation: 15% Attendance, 35% project, 50% Final assessment
Evolutionary Timeline

 Six Sigma is a set of techniques, and tool used for

improvement purposes.

 In 1986, It was introduced by Sir. Bill Smith in

Motoro.

 In 1995, Six Sigma became well known after Mr.

Jack Welch made it a central focus of his business
strategy at General Electric, and today it is used in
different sectors of industry.
Definition

 Six Sigma approach is a collection of

managerial and statistical concept and
techniques that focuses on reducing
variation in processes and preventing
deficiencies in product.
 Sigma is the Greek letter representing the
standard deviation of a population of data.
 Sigma is a measure of variation (the data
spread)
 It represent 3.4 defects for every million
opportunity.
Objectives & Benefits

 Overall Business Improvement

Six Sigma methodology focuses on business improvement. Beyond reducing the
number of defects present in any given number of products.
 Reducing Defects/Variability
Any business seeking improvement, it must reduce the number of defective
products or services it produces.
Defective products can harm customer satisfaction levels.
 Reducing Costs
Reducing costs equal increasing profits. A company implementing Six Sigma
principles has to look to reduce costs wherever it possibly can-without reducing
quality.
Objectives & Benefits (Cont.)

 Improving Cycle Time

Any reduction in the time taken to produce a product or perform a service
means money saving, both in maintenance costs and personnel wages.
Additionally, customer satisfaction improves when both retailers and end users
receive products sooner than expected. The company that can get a product
to its customer faster may win its business.
 Increasing Customer Satisfaction
Customer satisfaction depends on successful resolution of all Six Sigma's other
objectives. But customer satisfaction is an ultimate objective all its own.
Methodologies
There are two main project methodologies, each
composed of five phases

DMAIC DMADV
DMAIC Methodology

 DMAIC is used for projects aimed at improving an existing business process.

Control
Improve

Analyze

Measure

Define
DMADV Methodology

 DMADV is used for projects aimed at creating new product or process

designs.

Define Design Verify

Measure Analyze
Main Tools

 Control Charts
Main Tools (Cont.)

 Control Charts
 Pareto Charts
Main Tools (Cont.)

 Control Charts
 Pareto Charts
 Cause and effect
diagrams
Main Tools (Cont.)

 Control Charts
 Pareto Charts
 Cause and effect diagrams
 Histograms
 Scatter Diagrams
 Flow Charts
Roles & Responsibilities

 Six Sigma Council

 Draft deployment plan
 Select Champions and Black Belts
 Approve selected projects
 Monitor progress of initiative
Roles & Responsibilities (Cont.)

 CHAMPIONS
 Promote awareness and execution of Six Sigma within lines of business and/or
functions
 Identify potential Six Sigma projects to be executed by Black Belts and Green
Belts
 Identify, select, and support Black Belt and Green Belt candidates
Roles & Responsibilities (Cont.)

 BLACK BELTS
 Use Six Sigma methodologies and advanced tools (to execute business
improvement projects
 Are dedicated full-time (100%) to Six Sigma
 Serve as Six Sigma knowledge leaders within Business Unit(s)
Roles & Responsibilities (Cont.)

 GREEN BELTS
 Use Six Sigma DMAIC methodology and basic tools to execute improvements
within their existing job function(s)
 May lead smaller improvement projects within Business Unit(s)
 Bring knowledge of Six Sigma concepts & tools to their respective job function(s)
Roles & Responsibilities (Cont.)

 OTHER ROLES
 Subject Matter Experts
 Provide specific process knowledge to Six Sigma teams
 Ad hoc members of Six Sigma project teams

 Financial Controllers
 Ensure validity and reliability of financial figures used by Six Sigma project teams
 Assist in development of financial components of initial business case and final cost-
benefit analysis
Development of Quality Thinking
Six Sigma elements

 A Measure: A statistical definition of how far a process deviates from

perfection.
 A Target: 3.4 defects per million opportunities.
 A Philosophy: A long term business strategy focused on the reduction of
cost through the reduction of variability in products and processes.
Why Six Sigma??

 Addressing a potential answer for that question, can be summarized in the

following:
1. Improving financial performance and profitability: can be clarified through
exploring two important ideas
1.1 Cost of Poor Quality and
1.2 Waste
2. Responsive to and Focused on Customers
2.1 Product out vs. Market In
3. Improve Product and Service Performance
3.1 Taguchi Loss Function and Customer Satisfaction
4. Contributing to Organizational Learning
1.1 Cost of Poor Quality
1.1 Cost of Poor Quality (Cont.)
1.2 Waste
2.1 Product out vs. Market In

Product out concept Market In concept

3.1 Taguchi Loss Function and Customer
Satisfaction
4. Contributing to Organizational
Learning
Six Sigma: As Key Strategic Concepts

There are a number of important concepts which have come together in the
modern Six Sigma philosophy:
1. Six Sigma is Strategic thinking
2. Six Sigma is About Customers
3. Six Sigma is About Variation
4. Six Sigma is About Process and Scientific Investigation
5. Six Sigma is About People and Learning
Six Sigma: As Key Strategic Concepts
1. Six Sigma is Strategic thinking
 In modern philosophies about six sigma, DMAIC cycle should be linked with
another cycle, responsible for setting strategic objectives, from which
project definitions are developed and followed through with the outcomes
feeding back and measures
Six Sigma: As Key Strategic Concepts
2. Six Sigma is About Customers
Six Sigma: As Key Strategic Concepts
3. Six Sigma is About Variation
Six Sigma recognises that variation in products generates problems not only in
terms of defects (the famous Defects Per Million Opportunities metric is
perhaps a little misleading in this regard) but also in terms of adding cost and
reducing customer satisfaction - and future revenues.
Examples:
 Variation in component parts can lead to issues in assembly where fits vary
to a significant degree. Time can be taken up with adjustment and 'fitting'
as opposed to simple assembly.
 Inconsistent performance of products which are superficially the same
causes customer dissatisfaction leading to reduced future purchases due
to the impact on reputation from the few poorly performing products.
Six Sigma: As Key Strategic Concepts
4. Six Sigma is About Process and
Scientific Investigation

The Three question model:

 What are we trying to accomplish?
 How will we know that a change is
an improvement?
 What specific changes can lead to
this improvement?
Six Sigma: As Key Strategic Concepts
5. Six Sigma is About People and
Learning

 One of the keys to Six Sigma

success at GE was the fact that,
Jack welch set out to turn it into
a learning organization before
implementing Six Sigma. Welch
himself is on record as seeing this
as a vital precursor to Six Sigma
Project

 Group formation
 Nominate Coordinators
 Discussing frame of work
 Setting timeline basis
DMAIC
DMAIC Methodology

 DMAIC is used for projects aimed at improving an existing business process.

Control
Improve

Analyze

Measure

Define
I- Define Phase

 The Big Picture

Alignment of project with boarder goals
 Listening to The Voices
Customer requirements and expectations for product or
service
 Complete Charter
identify opportunity, project boundaries, leadership and team
 Understand Process
Map business process and Identify stakeholders
Aligning Project with Broader Goals
Alignment - Mission / Purpose

 Corporate Mission Statements

We are ladies and gentlemen serving ladies and gentlemen.
Rltz-Carlton

 Typical Organizational Mission Statement

Our mission is to assist in designing and implementing a team
concept of management throughout all levels in our plant
that will facilitate employee involvement for the mutual
benefit of all in achieving our goal of continuous improvement
in safety, environment, quality, production and cost.
 Alignment - Goals and Objectives

SMART" Objectives
 Specific  Unclear Project Objective:

 Measurable Remove paper data entry during Shipping

Process
 Attainable
 Clearer Project Objective:
 Reasonable
Reduce shipping paperwork data entry by
 Tied to Time Frame 25% by the end of Q2 2018
Alignment – Project Scope
Listening to the Voices

Voice of the
 Customer- Quality, Price, Responsiveness
 Employee - Satisfaction, Appreciation, Safety
Also remember the other stakeholders -
 Owners - Returns, Growth
 Suppliers - involvement, Price, Stability
Objectives & Benefits (Cont.)

 Goal - To identify how to create value to customers

 Steps:
 Collect raw data – Surveys, Questionnaires
 Group data into themes - Affinity Diagrams
 Identify underlying issues (drivers) – 5 Whys, Fishbone diagram, Pareto
Analysis
 Define measurable variables (Critical-to-Quality, or CTQ, variables) - House
of Quality (HOQ)
Customer Satisfaction Survey

 Goal: to measure the quality of a product or service

 Usage:
 To identify areas which give competitive advantages to gain back
and retain customers
 To identify gaps in management
 To acquire feedback for improvement
Customer Satisfaction Survey (Cont.)
Ex. Survey of Passenger Needs parameters
1. No loose baggage 11. Comfortable cabin temp/humidity
12. Assistance with connections
2. No damaged baggage
13. Being kept informed of delays
3. Clean toilets
14. Transport to cities
4. Comfortable seats
15. Accurate arrival information
5. Prompt baggage delivery 16. Well-organized boarding
6. Ample leg room 17. Quick/friendly airport check-in
7. Good quality meals 18. Self-service baggage trolleys

8. Prompt reservation service 19. On-time arrival

20. Provision of pillows/rugs
9. Friendly/efficient cabin crew
21. Assistance with customs
10. Clean and tidy cabin
22. On-time departures
Affinity Diagrams

 Goal: to organize abstract thinking about a problem

 Uses: To brainstorm various possibilities about how to solve a problem or to
scope project when a team cannot clearly decide what to do next.
Identifying drivers

A systematic approach should be applied to ensure that no

potential root cause is lost through focusing only on a few assumed
root causes.

This approach can be one of the following:

 The five whys, a simplistic approach exhausting the question
"Why?".
 Fishbone diagram, a cause and effect diagram also known as
the Ishikawa diagram.
 Pareto analysis, the 80/20 rule premised on a
predefined database of known problems.
 Identifying drivers (Cont.)

 Direct Cause: The cause that directly resulted in the event. (The
first cause in the chain.)

 Contributing Cause: The cause(s) that contributed to an event

but, by itself, would not have caused the event. (The causes
after the direct cause.)

 Root Cause: The fundamental reason for an event, which if

corrected, would prevent recurrence. (The last cause in the
chain.)
 The Five Whys Technique

 The 5 Whys technique is a simpler form of fault tree

analysis for investigations, especially investigations
of specific accidents.
 The 5 Whys technique is a brainstorming technique
that identifies root causes of accidents by asking
why events occurred or conditions existed.
 The 5 Whys process involves selecting one event
associated with an accident and asking why this
event occurred. This produces the most direct cause
of the event.
Workshop case No.1
 Creating a Fishbone Diagram
 A fishbone diagram is a cause and effect diagram that
looks much like a skeleton of a fish.
 It is also called a Ishikawa diagram who is first used the
technique in the 1960s.
 To draw the diagram, first list the problem/issue to be
studied in the head of the fish.
 Label each bone of the fish. The major categories
typically used are typically (6M’s): Machines, Methods,
Materials, Measurements, Mother Nature
(Environment), Manpower (People).
Creating a Fishbone Diagram (Cont.)
Workshop case No.2
Workshop case No.2 (proposal)
 Pareto Charts

 In the Pareto chart, the lengths of the bars represent

frequency or cost (time or money), and are arranged
with longest bars on the left and the shortest to the
right.
 In this way the chart visually represents which
situations are more significant (a Pareto analysis).
 Pareto Charts (Cont.)

When to Use a Pareto Chart

 When analysing data about the frequency of
problems or causes in a process.
 When there are many problems or causes and you
want to focus on the most significant.
 When analysing broad causes by looking at their
specific components.
 When communicating with others about your data.
Pareto Charts (Cont.)
House of Quality

 Goal: to model customer

requirements into critical to
quality characteristics
 Use: To prioritize areas for
improvement or to design
new produces or services
Complete Project Charter

 Problem Statement
 Project and Process Mission
 Objective Statement
 Obtain Commitment
 Set Roles and Responsibility
 Set Project Schedule
Roles and Responsibilities (RACI Model)
Project Scheduling (GANTT Chart)
Understand Process
Workshop case No.3
II- Measure Phase

 Validate the measurement system (making sure you

can trust numbers).
 Collect data.
Validate the measurement system

 Define clearly what will be measured.

 Decide how much data you need. A simple rule is more than 30. There are more
complex and mathematical techniques, but this will serve as a guideline.
 Develop forms and procedures for collecting the data.
 Develop the sampling plan. It must ensure capturing most of the possible events
that can occur over time. Production, sales, and other activities show variations
throughout a day, a week, or a month.
 Train all data collectors in the procedures.
 Make sure you're getting measurements that are aligned with predefined
accuracy & precision levels
 Collect the data.
Accuracy & Precision
Calculating current Sigma Levels
Discrete Data
 Considering having supermarket measuring number of correct orders
(baskets)
 The discrete data can be considered a yield of successes in your process.
 Out of a sample of 1,000 baskets sold over a two-week period, we found 97
incorrect totals
 Which means an error rate of 9.7 percent (97 / 1,000).
 The yield is determined by subtracting the error rate from 100:
 100 - 9.7 = 90.3 percent.
Sigma Level Conversion Table
Sigma Level Conversion Table (Cont.)

1
Calculating current Sigma Levels
Attribute Data
 Consider having following results with its upper specification limit (USL) &
Lower Specification Limit (LSL) to determine which is acceptable and which
is rejected
 Sample data (28, 35, 31)
 USL (47) & LSL (25)
Process Performance Index (Ppk)
Definition
 Process Performance Index is an estimation of the capability of the process
during its initial set-up.
 It demonstrates how a process is able to create the output to its overall
specifications
 Calculations:
Mean & Std. Dev

 xi
 Mean / Average x
n

2  ( xi  x )
2
 Variance s 
n 1

 Standard Deviation s s 2
Calculations

Mean= (28+35+31)/3 = 31.3

Std. Dev. = √ (28-31.3)2 + (35-
31.3)2 + (31-31.3)2 / 3-1
= √(10.89+13.69+0.09 / 2)
= √12.335 = 3.5
Calculations (Cont.)

Ppk = min ((47-31.3/3*3.5) , (31.3-25/3*3.5))

= min (1.49 , 0.6)
So Ppk is 0.6
Ppk / Sigma Level Conversion Table
Workshop case
III- Analyze Phase

In the Analyze phase you determine which Xs

are causing the problems in your critical
metrics and come up with solutions targeted at
the confirmed causes.
Analyze Phase (Cont.)

 Main steps:
1. Localize the problem.
2. State the relationship you are trying to establish.
3. Establish the hypothesis or the questions describing the problem.
4. Decide on appropriate techniques to prove your hypothesis.
5. Test the hypothesis using the data collected
6. Analyze the results and reach conclusions.
Localize the Problem

 There are two major categories of problems

Establish the hypothesis

 Null hypothesis (HQ) The supposition that there is no difference between the
groups you're comparing, that the factor under investigation is not making
a difference.
 Alternative hypothesis (Ha) The supposition that the factor under
investigation is making a difference, such that there is a difference
between a group where the factor was present and a group where it was
not present.
Testing data and Correlation Analysis

 Correlation analysis determines the extent to which values of two

quantitative variables are proportional to each other and expresses it in
terms of a correlation coefficient (Pearson's correlation coefficient)
 Proportional means linearly related; that is, the correlation is high if it can be
approximated by a straight line (sloped upwards or downwards).
 Correlation measures the degree of linearity between two variables.
 Correlation lies between -1 and +1.
 As a general rule, a correlation higher than .80 is important and a
correlation lower than .20 is not significant.
correlation coefficient (r)
correlation coefficient (r) (cont.)
correlation coefficient (r) (cont.)

 Scatter Diagrams used to present measurements of two related variables

No.
correlation coefficient (r) (cont.)
correlation coefficient (r) (cont.)

 Graphical method (as Simplest technique):

1. Draw an oval around the plot of points.
2. Measure the maximum diameter (A) of the oval with
a scale.
3. Measure the minimum diameter (B) of the oval with a
scale.
4. The value of r is estimated by ±(1-(B/A)),
where the sign is a plus if the A diameter slopes upward
and minus if the A diameter slopes downward.
correlation coefficient (r) (cont.)
correlation coefficient (r) (cont.)

 A is 9 cm and B is 4.6 cm.

 ±(1-(B/A)): 1 - (4.6 / 9) = 0.48.
 Since diameter A slopes upward, we use a plus sign for coefficient r: +0.48.
 Determining correlation using decision points:
 It is built on number of samples
 If coefficient is less than or equal to the decision point for sample size, then we
cannot say whether or not there is any correlation between two variables.
 If coefficient is greater than the decision point, then there is some correlation. If
coefficient is positive, the correlation is positive; if coefficient is negative, the
correlation is negative.
correlation coefficient (r) (cont.)
 Considering sample size is 10, so
the decision point is 0.632,
correlation coefficient (r) is 0.48,
which is below the decision point.
 This simply means there is no
clear correlation between X
and Y.
 In other words, we don't know
the relationship between X
and Y, so you are spending
money on unknown
assumptions.
Workshop case
IV- Improve Phase

 The project team is ready to implement solutions to improve the process.

 Here are the questions need to be fulfilled to proceed with the Improve phase:
1. What is the possible root cause of defects?
2. How can you prevent or eliminate these causes?
3. What changes in product, service, or process design are required to achieve
your improvement goals? How do you know those changes will be effective?
4. What are your next steps toward achieving your improvement targets?
5. Has Finance been involved in the project to fully understand the cost
implications of your improvement plans?
6. What other support actions or activities do you need to accelerate your
progress?
Improve Phase (Cont.)

The basic steps in the Improve phase can be summarized as:

1. Establish the detailed improvement objective.
2. Clarify the variables and choose the levels for the input variables.
3. Select the improvement design.
4. Run the improvement and collect data.
5. Analyze the data.
6. Draw practical conclusions.
7. Replicate or validate the improvement results.
Improve phase example

 Improving shower water temperature control:

 basic improvement topic is : setting temperature control for a
shower based on knob.
 There are two variables (Factors) : the hot water and cold water.
 We will have two levels:
low pressure when you open the knob on first level (Low level)
(improvement is here, to adjust that level)
high pressure when you open the knob on second level (High
level)
Improve phase example (Cont.)

 Number of combination will be:

Improve phase example (Cont.)

 Considering simple experiment for getting the desired temperature

for the water.
 The results for three trials each of four combinations of factors.
 Yl, Y2, and Y3 are the resulting temperature measurements in Fahrenheit.
Improve phase example (Cont.)

 Plotting observed temperature will resulting in:

 So if the target level

of hottest water in
shower is 94
 So with this
improved low level
of cold knob in
combination with
high level of hot
knob is achieved
by average of
(93,94,95)
V- Control Phase

 The main methods used in the Control phase are statistical process
control (SPC) and mistake proofing.
 These methods complete the cycle of finding the controls for the solution/improvement
and, more importantly, maintaining the control of the solution.
 You cannot only assume that training or changing policies or procedures will be adequate
to achieve control.
 You must ask the right questions to ensure control. Here are some of those questions:
1. What is your plan to enforce policy and procedures?
2. What chart will be used to show how the process is working and ensure control of the
solution?
3. Who is responsible for maintaining the solutions and control plans?
4. What are the consequences when the process is out of control?
5. What is the review plan to maintain the solution?
Control Phase (Cont.)

 The basic steps in the Control phase, using the standard steps for
SPC, to serve as a guideline for working with control charts:
1. Select the variable to chart.
2. Select the type of control chart to use.
3. Determine sampling interval/frequency
4. Calculate the parameters of the control chart.
5. Develop a control plan.
6. Train the people and use the charts.
7. Conduct a periodical review
Control Charts For Variables

Definitions:
 n – Number of samples
 m – Sample size (sometimes called a subgroup)

 xi = average of the observations in the sample (where i = 1, 2, ..., m)

 x = grand average or “average of the averages” (this value is used as
the centre line of the control chart)
 Ri = range of the values in the ith sample

Ri = xmax - xmin

 R = average range for all m samples

Control Limits for the X Chart

 Process center may be monitored by plotting values of the sample

average on a control chart. The center line and control limits are as
follows:

UCLx  x  A2 R m

Center Line  x  xi
x  i 1
LCLx  x  A2 R m

 The constant A2 is tabulated for various sample sizes.

Control Limits for the R Chart

 Process variability may be monitored by plotting values of the sample

average on a control chart. The center line and control limits are as
follows:

UCL R  D4 R m

Center Line  R  Ri
R  i 1
LCLR  D3 R m

 The constant D4 and D3 is tabulated for various sample

sizes.
Average and Range X and R Chart
Example

 Piston rings for an automotive engine are produced

by a forging process. We wish to establish statistical
control of the inside diameter of the rings
manufactured by this process using x and R charts.
Twenty five samples, each of size 5, have been
taken when we think the process is in control.
The inside diameter measurement data from
these sample are shown in the next table.
Subgroup Data for Piston Ring
Sample
Observations xi Ri
Number
1 74.030 74.002 74.019 73.992 74.008 74.010 0.038
2 73.995 73.992 74.001 74.011 74.004 74.001 0.019
3 73.988 74.024 74.021 74.005 74.002 74.008 0.036
4 74.002 73.996 73.993 74.015 74.009 74.003 0.022
5 73.992 74.007 74.015 73.989 74.014 74.003 0.026
6 74.009 73.994 73.997 73.985 73.993 73.996 0.024
7 73.995 74.006 73.994 74.000 74.005 74.000 0.012
8 73.985 74.003 73.993 74.015 73.988 73.997 0.030
9 74.008 73.995 74.009 74.005 74.004 74.004 0.014
…

…
24 74.015 74.008 73.993 74.000 74.010 74.005 0.022
25 73.982 73.984 73.995 74.017 74.013 73.998 0.035
Sum 1850.028 0.581
x = 74.001 R = 0.023
Solution

 Using the data from the previous table, we find that the center line for the R
chart is
25
 Ri 0.581
R i 1   0.023 mm
25 25
 For samples of m = 5, and using the table we have
 D3 = 0
 D4 = 2.115
Solution (Cont.)

The trial control limits for the R chart are

UCLR  D4 R
 (2.115)(0.023)
 0.049 mm
LCLR  D 3 R
 (0)(0.023)
 0
 Solution (Cont.)
R Chart for Piston Ring Data
0.05 UCL=0.04914

•When the 25 0.04

sample ranges are

Sample Range
plotted on the 0.03
_
chart, there is no R=0.02324
indication of an 0.02

out-of-control
condition. 0.01

0.00 LCL=0

1 3 5 7 9 11 13 15 17 19 21 23 25
Sample
Solution (Cont.)

 The center line is

25
 xi
1850.028
x i 1
  74.001 mm
25 25
 To find the control limits, for sample of size n = 5 and using the table
 A2 = 0.577
Solution (Cont.)

Therefore, the trial control limits for the x chart are

UCLx  x  A2 R
 74.001  (0.577)(0.023)
 74.014 mm
LCLx  x  A2 R
 74.001  (0.577)(0.023)
 73.988 mm
 Solution (Cont.)

Xbar Chart for Piston Ring Data

•When preliminary 74.015 UCL=74.01458

sample averages
plotted on the chart, 74.010

no indication of an
74.005

Sample Mean
out-of-control _
_
condition is 74.000
X=74.00118

observed.
73.995

73.990
LCL=73.98777

1 3 5 7 9 11 13 15 17 19 21 23 25
Sample
Workshop case
Control Charts For Attribute
(Nonconformities)

 There are many instances where an item will contain nonconformities

 We can use c-control chart to represent that case
 It can be developed using the following equations:

UCL  c  3 c
CL  c
LCL  c  3 c
c chart Example
 The data in the following table presents the number of
nonconformities observed in 26 successive samples of 100 printed
circuit boards.
 For reason of convenience, each sample represent one inspection
unit. The inspection unit is defined as 100 boards.
 Set up a c chart to test whether the process exhibit control.
 Data for Printed Circuit Board
Sample Number of Sample Number of Sample Number of
Number Nonconformities Number Nonconformities Number Nonconformities
1 21 12 24 23 16

2 24 13 16 24 19

3 16 14 19 25 17

4 12 15 10 26 15

5 15 16 17 Sum 516

6 5 17 13

7 28 18 22

8 20 19 18

9 31 20 39
10 25 21 30

11 20 22 24
Solution
 Since the 26 samples contain 516 nonconformities, we estimate c
by:
516
c  19.85
26
 Therefore, the trial control limits are given by:

UCL  c  3 c  19.85  3 19.85  33.22

CL  c  19.85
LCL  c  3 c  19.85  3 19.85  6.48
 Plot the Trial Control Limits

C Chart of Number nonconformities for Boards

•Two points plot 40
Temperature Control
1

outside the control

UCL=33.21
limits, samples 6 and 30
20.

Sample Count
•The process is out of 20
_
C=19.85
control.
•The point must be 10
investigated to see LCL=6.48
whether an 1 Inspection Error

assignable cause 0
1 4 7 10 13 16 19 22 25
can be determined Sample
Workshop case
 Thanks
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