Introduction to Statistical Process Control
Engineering Experimental Design Valerie L. Young
Outline
Description of and justification for Statistical Process Control Fundamental definitions and principles
Variability, specifications, capability Process characterization Why focus on variability first?
Constructing control charts Calculating process capability ratios
What is Statistical Process Control?
Strategy for process improvement that uses statistics-based techniques to evaluate the process and identify opportunities for improvement Strategy that focuses on quantifying, classifying, and reducing variability in the process Based on the philosophy that making the right product in the first place is better than trying to rework the wrong product
Quality Control vs. Process Control
Traditional quality control focuses on the product
Monitor product quality Rework or scrap off-spec product
Statistical process control focuses on the process
Monitor process behavior (including product quality) Adjust the process to eliminate off-spec production
Quality Control vs. Process Control
Traditional quality control focuses on the values
A value outside specifications is a signal that the product must be reworked or scrapped
Statistical process control focuses on the variability
Variation outside usual limits in ANY process measurement is a signal that the process should be adjusted to prevent production of unacceptable product
The Inspection Exercise
Count the Fs in the paragraph. Results:
Why Not Just Inspect & Reject?
Reality of escaping defects
Even the most careful inspection misses sometimes Bad product means unhappy customers
Inspection costs money Rejection wastes resources Reworking/scrapping wastes time, money, and resources
Why Use Statistics?
Intuition and gut feelings work for . . .
Simple problems Inexpensive solutions Low risk in case of failure
Statistical evaluation works for . . .
Complex problems Expensive solutions High risk in case of failure
Is this theory, or is this relevant?
Major corporations all over the world have adopted a Statistical Process Control strategy called Six Sigma, and are applying it to ALL operations, including production, marketing, and customer service. Many of the tools of Statistical Process Control (control charts, capability indices) can be used without any theoretical understanding of statistics.
Two Types of Variability
Common cause (Random)
Always present, even when process operation is consistent Can be quantified with summary statistics that are consistent over time CANNOT be reduced by adjusting the existing process, only by changing it
Special cause (Assignable)
Two Types of Variability
Common cause (Random) Special cause (Assignable)
Response to some inconsistency in process operation (purposefully adjusting that factor would give a predictable response) Causes summary statistics that are not consistent over time CAN be reduced by adjusting the existing process
Two Types of Variability
How could you reduce the Common cause (Random) variability Precision limits of instrumentation from each of these sources? Changes in ambient conditions
Special cause (Assignable)
Each operator has his own style Raw materials purchased from different suppliers have different properties Equipment wear causes drift over time
Two Types of Variability
Common cause (Random)
Precision limits of instrumentation
Buy better instruments
Changes in ambient conditions
Relocate process to climate-controlled building
Special cause (Assignable)
Each operator has his own style
Retrain operators
Raw materials purchased from different suppliers
Stick with one supplier; buy higher-grade supplies
Equipment wear
Increase maintenance frequency
Two Types of Variability
(This may hurt your brain at first)
Common cause (Random)
Random, so its effect on the product is predictable. If only common cause variability is present, then product quality will only vary within a specified range. (99+ % of product will be within 3 standard deviations of the mean value.)
Special cause (Assignable)
Non-random, so its effect on the product is UNpredictable until you identify the special cause. When special cause variability is present, but the cause has not been identified, product quality can change in any direction at any time.
Specifications
The range of acceptable values
May be given as Value Tolerance May be given as USL (upper specification limit) and LSL (lower specification limit)
Determined by the user, not by the process
Not calculated from process data
Product that does not meet specifications is termed off-spec
Process Capability Ratios
(Desired Performance) / (Actual Performance) Process performance is not necessarily centered between the spec limits The shaded areas represent the percentage of off-spec production
This curve is the distribution of data from the process
Voice of Customer
Voice of Process Ideally, you want to reduce the variability in the product until NO offspec product is made, and the capability ratio is 1 or more
Process Characterization
Ideal State
Process in control (all special causes of variability are eliminated, and only random variability remains) 100 % acceptable product (mean value variability of product is inside the specification limits)
Threshold State Brink of Chaos What happens if you do not distinguish State of Chaos between random and special cause
variability, and start adjusting the process to try to reverse a random fluctuation?
Process Characterization
Ideal State
Process in control
Only random variability remains Adjusting the process to try to correct a random fluctuation will destabilize the process
100 % acceptable product (mean value variability of product is inside the specification limits)
Threshold State Brink of Chaos State of Chaos
Process Characterization
Ideal State Threshold State
Process in control
all special cause variability eliminated only random variability remains
You should be able to use the expertise developed by controlling special cause variation to adjust the process to center the mean.
Some off-spec product
Mean value not centered between specification limits and/or Random process variability exceeds specification limits
Brink of Chaos State of Chaos
Adjusting the variables you already control will not fix this. Process modification is required.
Process Characterization
Ideal State Threshold State Brink of Chaos
Why is this a problem? The product is all OK.
Process out of control; product quality wanders due to
Uncontrolled special causes AND Inherent random variability
100 % acceptable product
State of Chaos
Process Characterization
Ideal State Threshold State Brink of Chaos
Could begin producing off-spec product at any time!
State of Chaos
Process Characterization
Ideal State Threshold State Brink of Chaos State of Chaos
Which problem should you address first: an offcenter mean, or special cause variability?
Process out of control; product quality wanders due to
Uncontrolled special causes AND Inherent random variability
Some off-spec product
Mean value not centered between specification limits and/or Process variability exceeds specification limits
Process Characterization
Ideal State Threshold State Brink of Chaos State of Chaos
Control special cause variability BEFORE you try to adjust the mean If you adjust the mean first, your work may be undone at any time by an uncontrolled special cause
Reality of Real Processes
Real processes, left unattended, will tend to a state of chaos Statistical process control monitors all processes, even those that have achieved the Ideal State, so that changes in process operation can be detected and corrected before they lead to off-spec product.
