SPC TRAINING PRESENTATION

STATISTICAL PROCESS CONTROL

• SPC is a Technique which help us to predict

the how much variation present in our
process by determining the amount of
common cause and special cause

• SPC is the application of Statistical Methods to

monitor and control a process to ensure that it
operates at its full potential to produce conforming
product.
Objectives
• Able to take the decision on process variation
• Understand and apply the control chart
• Able to Calculate the Cp and Cpk
• To make the Quality Visible
• Continuous Improvement tools
WHY SPC?
• Customer requires a quality product

• Quality require a capable process

• A capable process requires a controlled process

• A Controlled process requires a predictable process

• A predictable process requires the knowledge of the relevant

sources of variation (and action taken when needed)

• Knowledge of the sources of variation requires analysis of the

process data

• Analysis of the process data requires statistical techniques

ADVANTAGES OF SPC
• Reduces waste

• Cost reduction

• Customer Satisfaction

• lead to a reduction in the time required to produce the product or

service from end to end due to a diminished likelihood that the final
product will have to be reworked, identify bottlenecks, wait times, and
other sources of delays within the process.

• A distinct advantage over other quality methods, such as inspection -

its emphasis on early detection and prevention of problems
Three type of Control
• A Type
• B Type
• C Type

• A Type
No Control = Find product

B Type of Control
Detection like temp. control
Like monitoring ( Without Control)
Measuring of part

• C Type of control
Like poke yoke : to prevent the defect

SPC is a B Type Control

Just only for monitoring
Voice of Process
(1) Central Tendency
(2) Variation
(3) Shape

(1) Central Tendency:

• Mean (Average)
• Median (Central Occurrence Value)
• Mode ( Most Occurrence Value)

2) Variation
• Range ( Max. – Min.)
• Standard Deviation n

s= R/ d2
 X i  X 2
S= i 1
n -1
(3) Shape
Skew ness

Normal distribution

Non Normal distribution

Why do we need process control?

• Lower the risk that comes with each change

• Superior cost savings and risk mitigation

• Making changes requires lesser time

• Prevent unexpected downtime

• Security

Why prevention instead of detection?

Detection tolerates waste, Prevention avoids it.

Variation
There are two types of variation

 Natural or Common Cause

 Special Cause or Assignable Cause

Natural or Common Cause: are those which always present in our

system

If only common causes are present in a process it is considered stable and in control.

If only common cause variation is present in a process the process outcome is

predictable or in control or Stable.
 Tool Wear
 Material Changes
 Gage Changes
 Variation in Tool Grind
 Variation in Loading the Fixture
 Temperature
 Properties of Raw Material
 Others???
Special Cause or Assignable Cause
Special Cause are those which is occurred by unusual or external events that are
above or beyond the common cause of variation

Special cause variation results in one or more points outside of controls limits and / or
non-random patterns of points within control limits.

Special cause variation is not predictable and, if present in a process, results in

instability and out of control conditions.

 Abnormal Raw material

 Incorrect Setup Parameters
 Earthquake
 Others
 Common Cause Variation

Common cause
variation can result
in, for example,
slight variation in
the size of a bolt
(exaggerated
visual)

Common cause variation can result in, for

example, slight variation in the size of a bolt
(exaggerated visual)
Determine Stability

All sample means

and ranges in
control and do not
indicate obvious
trends

Determine Normality
Placing all data in a
histogram to determine
normality.
If the data represents a
normal curve
Process Capability Goal

• Understand process capability and specification limits

• Understand the procedure of calculating process capability
• Understand Cp, Cpk, Pp and Ppk indices
• Estimating percentage of process beyond specification limits
• Understanding non-normal data

Example capability calculation

LSL USL
Specification Limits
Individual features (dimensions) on a product are assigned specification limits.
How do we determine a process is able to produce a part that meets specification limits?
Process Capability!
Process Capability and Specification Limits
Process capability is the ability of a process to meet customer requirements.

LSL USL LSL USL

Acceptable capability Product outside of spec limits

Capability Studies
• Types of capability study
– Pp – Ppk ( Process Performance)
• Long term process performance study
– Cp – Cpk ( Process Capability)
• Short term process capability study
– Cm – Cmk
• Machine capability study
Cp (Potential Process Capability) =

𝑇𝑜𝑙𝑒𝑟𝑎𝑛𝑐𝑒 / 𝑊𝑖𝑑𝑡ℎ 𝑜𝑓 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛

𝑉𝑜𝑖𝑐𝑒 𝑜𝑓 𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 / 𝑉𝑜𝑖𝑐𝑒 𝑜𝑓 𝑃𝑟𝑜𝑐𝑒𝑠𝑠

This index indicates potential process capability.

Cp is not impacted by the process location and can only be

calculated for bilateral tolerance
Process Capability
Definitions:

o USL = Upper specification limit

o LSL = Lower specification limit
o UCL = Upper control limit
o LCL = Lower control limit
o Cp = Process capability
o Cpk = Process capability(mean shift)

VOC Voice of customer

Cp =
VOP Voice of process
Process Indices
Indices of process variation only, in regard to specification; Cp and Pp
Indices of process variation and centering combined, in regard to
specification; Cpk and Ppk
NOTE :
Before calculating capability or performance indices we need to make sure of a couple of things!

• The process needs to be stable (in control)

• The process needs to be normal
• A completed MSA needs to prove the measurement system is acceptable
If the above items are not met understand the results of the capability studies may be inaccurate.
Also, per the AIAG PPAP manual (4th Edition) if the above items are not met corrective actions may
be required prior to PPAP submission.

Cp (Potential Process Capability)

𝑇𝑜𝑙𝑒𝑟𝑎𝑛𝑐𝑒 𝑉𝑜𝑖𝑐𝑒 𝑜𝑓 𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟
= =
𝑊𝑖𝑑𝑡ℎ 𝑜𝑓 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑉𝑜𝑖𝑐𝑒 𝑜𝑓 𝑃𝑟𝑜𝑐𝑒𝑠

This index indicates potential process capability.

Cp is not impacted by the process location & can only be calculated for
bilateral tolerance.
Cp Calculation Subgroup d2
𝑈𝑆𝐿 −𝐿𝑆𝐿 𝑈𝑆𝐿 −𝐿𝑆𝐿 Size
2 1.128
Cp = = 𝑅 3 1.693
6𝜎𝑐 6 𝑑2
4 2.059
Where:
USL = Upper specification limit
5 2.326
LSL = Lower specification limit 6 2.534
𝑅 = Average Range 7 2.704
d2 = a constant value based on subgroup sample size
8 2.847
9 2.970
10 3.078

Spec Width USL  LSL LSL USL

Cp  
Process Width 6s
Cpk Overview
Cpk is a capability index. It takes the process location and the capability into account.

Cpk can be calculated for both single sided (unilateral) and two sided (bilateral) tolerances.

For bilateral tolerances Cpk is the minimum of CPU and CPL where:

𝑈𝑆𝐿 −X 𝑈𝑆𝐿 − X X − LSL X − LSL

CPU = = and CPL = =
𝑅 𝑅
3𝜎𝑐 3 𝑑2 3𝜎𝑐 3 𝑑2
Where:
𝑋 = Process average
USL = Upper specification limit
LSL = Lower specification limit
𝑅 = Average Range
d2 = a constant value based on subgroup sample size
𝑅
Note that 𝑑2 is an estimate of the standard deviation

Calculation for X chart Calculation for R chart

UCL x = X + A2R UCL R = D4 R
LCL x = X – A2R LCL R = D3 R
A2 = 0.577 ( if n=5) • D4 = 2.38 ( if n=5)
• D3 = 0 ( if n=5)
Cpk Example
Machined casting with a hole diameter of 16.5 ± 1.0mm supplier has collected 25 subgroups
of 5 measurements and wants to determine the process capability.
With a subgroup size of 5 d2 is 2.326 (from table).
If the process average (𝑋 ) is 16.507 and the average range (𝑅 ) is 0.561, then the Cpk is
calculated as follows:
𝑈𝑆𝐿 −X 𝑈𝑆𝐿 − X X − LSL X − LSL
Cpk = Minimum CPU = = 𝑅 and CPL = = 𝑅
3𝜎𝑐 3 3𝜎𝑐 3 𝑑2
𝑑2
CPU = 17.5 −16.507 CPL = 16.507 −15.5
3 0.561 , 3 0.561
2.326 2.326

= Minimum CPU = 1.372 , CPL =1.392

= 1.372

Cp / Cpk Review
Cp indicates how many process distribution widths can fit within specification limits.
It does not consider process location. Because of this it only indicates potential process
capability, not actual process capability.

Cpk indicates actual process capability, taking into account both process
location and the width of the process distribution.
Cpk Overview
Distance From X To Nearest Spec Limit
C pk 
3s𝜎

LSL USL
Introduction to Capability
Total Design Tolerance
Cp = Pr ocess Width

Distance From X To Nearest Spec Limit

C pk 
3s
3𝜎

Cp =1, Cpk = 1

Cp =1, Cpk = 0.5

Cp =1, Cpk = 0.25

Cp =2, Cpk = 2

Cp =2, Cpk = 1.5

Cp =2, Cpk = 0

Cp =0.5, Cpk = 0.5

Cp =0.5, Cpk = 2.5

Cp =0.5, Cpk = < 0

Shift Happens!
• Mean Shifts (X)
– Changes in the Mean (average)
– Cp Stays Same, Cpk Changes

• Variation Shifts (s)

– Changes in the Standard Variation
– Cp and Cpk Change
Pp Overview
This index indicates potential process performance.
It compares the maximum allowable variation as indicated by tolerance to the
process performance
Pp is not impacted by the process location and can only be calculated for bilateral
tolerance.
Pp must be used when reporting capability for PPAP

Where:
𝑈𝑆𝐿 −𝐿𝑆𝐿 σ = Standard deviation
Pp = USL = Upper specification limit
6𝜎𝑝 LSL = Lower specification limit

Ppk Overview :

Ppk is a performance index. It indicates actual process performance, taking into

account both process location and overall process variation.

Ppk shows if a process is actually meeting customer requirements.

Ppk can be used for both unilateral and bilateral tolerances.

Ppk must be used when reporting capability for PPAP

Ppk Calculation :
Ppk is the minimum of PPU and PPL where :
𝑈𝑆𝐿 −X X − LSL
PPU = and PPL =
3𝜎p 3𝜎𝑐
Where:
𝑋 = Process average
USL = Upper specification limit
LSL = Lower specification limit
𝜎 = Standard deviation

Pp / Ppk Review
Pp indicates how many process distribution widths can fit within specification limits.
It does not consider process location. Because of this it only indicates potential process
performance, not actual process performance.

Ppk indicates actual process performance, taking into account both process location and the
width of the process distribution.
A Few Notes

• Cpk will always be smaller than Cp, unless the process is centered.
If the process is centered the two value will be the same.

• Ppk will always be smaller than Pp, unless the process is centered.
If the process is centered the two values will be the same.

• Cp and Pp cannot be calculated for unilateral tolerances.

• Cpk and Ppk can be calculated for both unilateral and bilateral tolerances.

• Often, short term capability will be calculated using Cp and Cpk. This is because
these indices use 𝑅/𝑑2 to estimate standard deviation, which is a calculation of within
subgroup variation. This calculation tells us how good a process could potentially be at
its best performance.

• Pp and Ppk uses the actual (overall or between subgroup) standard deviation to
calculate performance.
Cp and Cpk Visualization
Difference between cp and Cpk and Pp and Ppk
• Cp and Cpk • Pp and Ppk
(1) This is for process capablity (1) This is for process
performance

(2) Consider only common cause (2) Consider the common cause
and special cause

(3) Sigma is Calculated by (3) Sigma is calculated by

n
  R bar/ d2
 i 
2
X X
i 1
n -1
(4) Many subgroup are (4) Data collected randomly
collected over a period of from population which cover
time the average variation the all events like shift
with in a subgroup is change, material change,
consider to represent the tools change,
inherent variation
 Book of Knowledge Rules
WE Rule 1 1. One (1) point beyond zone A.
WE Rule 4 2. Nine (9) points in a row in zone C or beyond. (All on one side.)
3. Six (6) points in a row, all increasing or decreasing.
4. Fourteen (14) points in a row, alternating up and down.
WE Rule 2 5. Two (2) out of three (3) points in a row in zone A or beyond.
WE Rule 3 6. Four out of five (5) points in a row in zone B or beyond.
7. Fifteen (15) points in a row in zone C, above or below center.
8. Eight (8) points in a row beyond zone C, above or below center.

+3s
+2s Zone A
+1s Zone B
Avg. Zone C
Zone C
-1s
Zone B
-2s
Zone A
-3s
PROCESS CAPABILITY
LSL USL

All
Cp = 1

LSL USL

Over Time

Shift Happens! - Mean Shifts

PROCESS CAPABILITY
 Rules for Capable Process
1. One (1) point beyond zone A.
2. Nine (9) points in a row in zone C or beyond. (All on one side.)
3. Six (6) points in a row, all increasing or decreasing.
4. Fourteen (14) points in a row, alternating up and down.
5. Two (2) out of three (3) points in a row in zone A or beyond.
6. Four out of five (5) points in a row in zone B or beyond.
7. Fifteen (15) points in a row in zone C, above or below center.
8. Eight (8) points in a row beyond zone C, above or below center.

+3s
+2s Zone A
+1s Zone B
Avg. Zone C
Zone C
-1s
Zone B
-2s
Zone A
-3s
 Control charts

• Show the variation in a measurement during the time period that the process is observed
• Monitor processes to show how the process is performing and how the process and capabilities are affected by
changes to the process. This information is then used to make quality improvements
• Used to determine the capability of the process
• Help to identify special or assignable causes for factors that impede peak performance.

•The area between each control limit and the centerline is divided into thirds.
1) Zone A - *1-sigma zone*
2) Zone B - "2-sigma zone"
3) Zone C •" 3-sigma zone *
Control Chart
 CONTR
Part Name M/C No. Characterstic

Part No. Stage Specification LSL

X-BAR CHART UCL= X+A2.R= 29.947 LCL= X-A2.R=

29.954
1 1 1 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
29.952 A B C A B C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
UCLx 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947 29.947
29.950
LCLx 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944 29.944
X Avg 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945
Control Limits

29.948
X Bar 29.944 29.945 29.944 29.944 29.945 29.945 29.946 29.945 29.945 29.945 29.944 29.946 29.945 29.946 29.945 29.946 29.944 29.944 29.945 29.945 29.944 29.945 29.945 29.945 29.944 29.946 29.946 29.945 29.946 29.946 29.945
USL
29.946 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952 29.952
LSL 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938 29.938
29.944

29.942

29.940

29.938

29.936
A B C A B C
1 1 1 2 2 2

Average Values

R- BAR CHART UCL= D4.R = 0.006 LCL=D3.R =

0.010
0.009
0.008
0.007
00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan 00-Jan
0.006 A B C A B C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Range

UCLR 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006 0.006
0.005
LCLR 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000
R Bar 0.004 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003
R 0.005 0.009 0.003 0.009 0.004 0.001 0.003 0.001 0.004 0.004 0.004 0.003 0.006 0.003 0.002 0.003 0.003 0.003 0.001 0.002 0.004 0.001 0.002 0.002 0.004 0.003 0.004 0.002 0.003 0.004 0.002
0.003
0.002
0.001
0.000
A B C A B C
1 1 1 2 2 2

Range Values

SAM PLE
1 1 1 2 2 2
DATE

SHIFT A B C A B C

TIM E 10:00 02:00

X1 29.946 29.945 29.945 29.945 29.942 29.945 29.945 29.945 29.945 29.944 29.941 29.948 29.947 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945

X2 29.944 29.941 29.942 29.945 29.946 29.945 29.945 29.945 29.945 29.948 29.942 29.945 29.941 29.948 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945

X3 29.945 29.945 29.945 29.948 29.945 29.944 29.945 29.945 29.946 29.945 29.945 29.945 29.945 29.945 29.943 29.948 29.942 29.942 29.944 29.947 29.941 29.946 29.947 29.947 29.941 29.948 29.949 29.947 29.948 29.949 29.947

X4 29.941 29.950 29.945 29.939 29.945 29.945 29.948 29.946 29.942 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945 29.945
 Thank You

Thank You