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22 views3 pages

In This Section

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Như Vũ
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In this section, I present some general guidelines for implementing control charts.

Specifically, we
deal with the following:

1. Determining which process characteristics to control


2. Determining where the charts should be implemented in the process
3. Choosing the proper type of control charts
4. Taking actions to improve processes as the result of SPC/control chart analysis
5. Selecting data-collection systems and computer software

My presentation will focus 2 points: 3 and 4

First of all, Choosing the proper type of control charts

There are three types of control charts:

1. Variables Charts: can be measured by numerical values or continuous data, including X-Bar
and R-Chart.

2. Attributes Charts: can be classified into categories or counted. including p-chart, c-chart,
and u-chart.

3. Control Charts for Individuals

- Situations Favoring Variables Control Charts:


+ New Process or Product: When introducing a new process or product, variables control
charts provide insight into performance.
+ Operator Decision Making: Variables control charts assist operators in deciding when
process adjustments or setup evaluations are necessary.
+ Chronic TroublesVariables control charts offer clarity

- Consider using attributes control charts in:


+ Reducing Process Fallout: Attributes control charts, such as p charts, c charts, and u
charts, are valuable when operators need to control assignable causes to minimize process
fallout.

+Measurement Data Unavailability: Attributes control charts offer an alternative method

for monitoring.
- Using the control chart for individuals in conjunction with a moving-range chart in:
+ Single Measurement Constraints: especially in chemical processes where repeat
measurements may differ by laboratory errors
+ Exception, In phase II: Always use the EWMA and CUSUM charts of Chapter 9 in phase
II instead of individual charts

Other topics: Take actions to improve processes as the result of SPC/control chart analysis

Process improvement provides insights into two critical aspects: statistical control and capability.
This figure illustrates the possible states of a process

1. In Control and Capable (Upper-left corner): This is the ideal state where the process
meets business objectives. SPC methods are used for monitoring and detecting any new
issues that may arise.

2. In Control but Not Capable (Upper-right corner): Although the process is in statistical
control, it lacks capability for business objectives. Intervention is needed for diagnosis and
improvement. It may involve adjusting specifications or even exploring new technologies.

3. Out of Control and Not Capable (Lower-right corner): The process is out of control and
lacks capability. Immediate action is required to address assignable causes. SPC should
rapidly identify issues, and interventions are necessary to improve the process.

4. Out of Control but Not Producing Defectives (Lower-left corner): Even though the
process is not in statistical control, it does not produce many defectives due to wide
specifications. SPC methods should still be applied to establish control and reduce
variability to prevent potential capability issues in the future.
Determining Which Characteristics to Control and Where to Put the Control Charts.

1. Identify Key Characteristics: Start by applying control charts to critical product


characteristics or manufacturing operations.

2. Evaluate Need: Assess the necessity of each control chart based on immediate feedback.
Remove unnecessary charts and add new ones based on engineering and operator judgment.

3. Monitor and Update: Keep track of the number and types of control charts, updating them
regularly. Initially, expect the number to increase until the process stabilizes.

4. Adjust Over Time: As process understanding improves, transition from attributes control
charts to variable and Range (R) charts. The aim is to focus on critical parameters earlier in
the process.

5. Early Intervention: Establish process controls as early as possible. Replace late-stage


attributes control charts with earlier R charts, potentially even at the supplier level.

6. Close Monitoring: Implement control charts close to work centers for rapid feedback.
Ensure operators and engineers collect data, maintain charts, and interpret results. Utilize
microcomputers for enhanced process control.

7. Out-of-Control Actions: Maintain an up-to-date Out-of-Control Action Plan (OCAP) to


address deviations effectively.

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