Statistical Process Contol
(SPC)
Presented By: Aditya Meena Abhishek Raj
What is SPC?
SPC stands for
Statistical
Collection, analyzing and interpreting data
Process
An activity which transforms input into output by utilizing resources
Control
Measuring and monitoring performance
Statistical Process Control (SPC)
SPC is a methodology for charting the process and quickly determining when a process is "out of control.
(e.g., a special cause variation is present because something unusual is occurring in the process).
The process is then investigated to determine the root cause of the "out of control" condition. When the root cause of the problem is determined, a strategy is identified to correct it.
Statistical Process Control (SPC)
The management responsible to reduce common cause or system variation as well as special cause variation. This is done through process improvement techniques, investing in new technology, or reengineering the process to have fewer steps and therefore less variation. Reduced variation makes the process more predictable with process output closer to the desired or nominal value.
Rationale for SPC
The rationale for SPC is to improve product quality and simultaneously reduce costs, and to improve product image in order to successfully compete in world markets.
DATA and its Types
ATTRIBUTE DATA Counted data or attribute data answers to the questions of how many or how often. VARIABLE DATA Measured data (variable data) answers to the questions like how long, what volume, how much time and how far. This data is generally measured with some instrument or device.
The SPC steps
Basic approach: Awareness that a problem exists. Determine the specific problem to be solved. Diagnose the causes of the problem. Determine and implement remedies. Implement controls to hold the gains achieved by solving the problem.
7
SPC requires the use of statistics
Quality improvement efforts have their foundation in statistics. SPC involves the
collection tabulation analysis interpretation presentation of numerical data.
What are 7-QC Tools
Graphs Scatter Diagram
Pareto diagram Cause & Effect
Diagram
Histograms
Control Chart
Check Sheets
SPC is comprised of 7 tools:
Pareto diagram Histogram Cause and Effect Diagram Check sheet Process flow diagram Scatter diagram Control chart
10
Pareto Principle
Alfredo Pareto (1848-1923) Italian Economist:
Conducted studies of the distribution of wealth in Europe. 20% of the population has 80% of the wealth
Joseph Juran used the term vital few & trivial many or useful many. He noted that 20% of the quality problems caused 80% of the dollar loss.
11
Pareto diagram
Percent from each cause
70 60 50
(64)
A pareto diagram is a graph that ranks data classifications in descending order from left to right.
40
30 20 10 0 (13)
(10) (6) (3) (2) (2)
Causes of poor quality
12
Pareto diagram
Sometimes a pareto diagram has a cumulative line. This line represents the sum of the data as they are added together from left to right.
13
Histogram
The histogram, graphically shows the process capability and, if desired, the relationship to the specifications and the nominal.
It also suggests the shape of the population and indicates if there are any gaps in the data.
14
Histogram
15
Histogram
Data Range
Frequency
0-10 10-20 20-30 30-40 40-50
1 3 6 4 2
16
Cause-and-Effect Diagrams
Show the relationships between a problem and its possible causes. Developed by Kaoru Ishikawa (1953) Also known as Fishbone diagrams Ishikawa diagrams
17
Cause and Effect Skeleton
Materials Procedures
Quality Problem
People
Equipment
18
Fishbone Diagram
Measurement
Faulty testing equipment
Human
Machines
Out of adjustment Tooling problems Old / worn
Poor supervision Lack of concentration Inadequate training
Incorrect specifications
Improper methods
Inaccurate temperature control Dust and Dirt
Quality Problem
Defective from vendor Not to specifications Materialhandling problems Poor process design Ineffective quality management
Deficiencies in product design
Environment
Materials
Process
19
Cause-and-Effect Diagrams
Advantages
making the diagram is educational in itself diagram demonstrates knowledge of problem solving team diagram results in active searches for causes diagram is a guide for data collection
20
Cause-and-Effect Diagrams
To construct the skeleton, remember: For manufacturing - the 4 Ms man, method, machine, material For service applications equipment, policies, procedures, people
21
Check Sheets
Check sheets explore what and where an event of interest is occurring. Attribute Check Sheet
Order Types Emergency Nonemergency Rework Safety Stock Prototype Order
7am-9am 9am-11am 11am-1pm 1pm-3pm 3pm-5-pm
Other
27
15
19
20
28
22
Flowcharts
Graphical description of how work is done. Used to describe processes that are to be improved.
23
Flowcharts
Activity
Decision
Yes
No
24
Flowcharts
25
Flow Diagrams
26
Process Chart Symbols
Operations Inspection
Transportation
Delay Storage
27
Scatter Diagram
.
(a) Positive correlation (b) No correlation (c) Curvilinear relationship
The patterns described in (a) and (b) are easy to understand; however, those described in (c) are more difficult.
28
Process Control Charts
Statistical technique for tracking a process and determining if it is going out to control
Establish capability of process under normal conditions Use normal process as benchmark to statistically identify abnormal process behavior Correct process when signs of abnormal performance first begin to appear Control the process rather than inspect the product!
29
Process Control Charts
Upper Spec Limit Upper Control Limit
6
Target Spec
3
Lower Control Limit
Lower Spec Limit
30
Process Control Charts
In control
UCL
Out of control !
Look for special cause ! Back in control!
Target
LCL
Time Samples
Natural variation
31
When to Take Action
A single point goes beyond control limits (above or below) Two consecutive points are near the same limit (above or below) A run of 5 points above or below the process mean Five or more points trending toward either limit A sharp change in level Other erratic behavior
32
Types of Control Charts
Attribute control charts
Monitors frequency (proportion) of defectives p - charts
Defects control charts
Monitors number (count) of defects per unit c charts
Variable control charts
Monitors continuous variables x-bar and R charts
33
p-Chart
UCL = p + zp LCL = p - zp where z = the number of standard deviations from the process average p = the sample proportion defective; an estimate of the process average p = the standard deviation of the sample proportion
p =
p(1 - p) n
Control Chart Z Values
Smaller Z values make more sensitive charts Z = 3.00 is standard Compromise between sensitivity and errors
p-Chart Example
20 samples of 100 pairs of jeans
SAMPLE NUMBER OF DEFECTIVES PROPORTION DEFECTIVE
1 2 3 : : 20
6 0 4 : : 18 200
.06 .00 .04 : : .18
p-Chart Example
20 samples of 100 pairs of jeans
SAMPLE NUMBER OF DEFECTIVES PROPORTION DEFECTIVE
1 2 3 : : 20
Example 15.1
6 0 4 : : 18 200
.06 .00 total defectives p = .04 total sample observations : = 200 :/ 20(100) = 0.10 .18
UCL = p + z UCL = 0.190
p(1 - p) = 0.10 + 3 n
0.10(1 - 0.10) 100
LCL = p - z
LCL = 0.010
p(1 - p) = 0.10 - 3 n
0.10(1 - 0.10) 100
p-Chart
0.20 0.18 0.16 0.14
Proportion defective 0.12 0.10 0.08 0.06 0.04 0.02 p = 0.10 UCL = 0.190
LCL = 0.010
2 4 6 8 10 12 Sample number 14 16 18 20
Using c-charts
Find long-run proportion defective (c-bar) when the process is in control. Determine control limits
UCL c z c LCL c z c
c c
40
C: count the Number of defects
c-Chart
The number of defects in 15 sample rooms
SAMPLE NUMBER OF DEFECTS
1 2 3
12 8 16
190 c= = 12.67 15 UCL = c + zc = 12.67 + 3 12.67 = 23.35 LCL = c + zc = 12.67 - 3 12.67 = 1.99
: :
15
: :
15
190
c-Chart
Number of defects
24 UCL = 23.35 21 18 15 12 9 6 3
c = 12.67
LCL = 1.99
10
12
14
16
Sample number
Control Charts for Variables
Mean chart ( x -Chart )
Uses average of a sample
Range chart ( R-Chart )
Uses amount of dispersion in a sample
Range ( R- ) Chart
UCL = D4R LCL = D3R R R= k
where R = range of each sample k = number of samples
R-Chart Example
OBSERVATIONS (SLIP-RING DIAMETER, CM)
SAMPLE k
1 2 3 4 5 6 7 8 9 10
1
5.02 5.01 4.99 5.03 4.95 4.97 5.05 5.09 5.14 5.01
2
5.01 5.03 5.00 4.91 4.92 5.06 5.01 5.10 5.10 4.98
3
4.94 5.07 4.93 5.01 5.03 5.06 5.10 5.00 4.99 5.08
4
4.99 4.95 4.92 4.98 5.05 4.96 4.96 4.99 5.08 5.07
5
4.96 4.96 4.99 4.89 5.01 5.03 4.99 5.08 5.09 4.99
x
4.98 5.00 4.97 4.96 4.99 5.01 5.02 5.05 5.08 5.03 50.09
R
0.08 0.12 0.08 0.14 0.13 0.10 0.14 0.11 0.15 0.10 1.15
R=
R = k
1.15 = 0.115 10
UCL = D4R = 2.11(0.115) = 0.243 LCL = D3R = 0(0.115) = 0
0.28 0.24 0.20 UCL = 0.243 R = 0.115
Range
0.16 0.12 0.08 0.04 0
LCL = 0 | | | 1 2 3
| | | 4 5 6 Sample number
| 7
| 8
| 9
| 10
Mean (x-bar) Chart
Choose sample size n (same as for R-charts) Determine average of in-control sample means (x-double-bar)
x-bar = sample mean k = number of observations of n samples
Construct x-bar-chart with limits:
x x /k
UCL x A2 R
LCL x A2 R
47
x-Chart Example
OBSERVATIONS (SLIP-RING DIAMETER, CM)
SAMPLE k
1 2 3 4 5 6 7 8 9 10
1
5.02 5.01 4.99 5.03 4.95 4.97 5.05 5.09 5.14 5.01
2
5.01 5.03 5.00 4.91 4.92 5.06 5.01 5.10 5.10 4.98
3
4.94 5.07 4.93 5.01 5.03 5.06 5.10 5.00 4.99 5.08
4
4.99 4.95 4.92 4.98 5.05 4.96 4.96 4.99 5.08 5.07
5
4.96 4.96 4.99 4.89 5.01 5.03 4.99 5.08 5.09 4.99
x
4.98 5.00 4.97 4.96 4.99 5.01 5.02 5.05 5.08 5.03 50.09
R
0.08 0.12 0.08 0.14 0.13 0.10 0.14 0.11 0.15 0.10 1.15
x-Chart Example
= x= x = k 50.09 = 5.01 cm 10
= A R = 5.01 + (0.58)(0.115) = 5.08 UCL = x + 2
LCL = x -= A2R = 5.01 - (0.58)(0.115) = 4.94
Example 15.4
5.10 5.08 5.06 5.04 Mean 5.02 5.00 4.98 4.96 4.94 4.92
x-Chart Example
UCL = 5.08
= x = 5.01
LCL = 4.94
| 1
| 2
| 3
| | | 4 5 6 Sample number
| 7
| 8
| 9
| 10
Benefits of SPC
Factual decision Waste reduction IMPROVEMENT PERFORMANCE Increased monitoring Operator involvement
COPQ reduction Customer satisfaction
51
benefits
Provides surveillance and feedback for keeping processes in control Signals when a problem with the process has occurred Detects assignable causes of variation Reduces need for inspection Monitors process quality Provides mechanism to make process changes and track effects of those changes Once a process is stable, provides process capability analysis with comparison to the product tolerance
52
SUMMARY
SPC using statistical techniques to
measure and analyze the variation in processes to monitor product quality and maintain processes to fixed targets.
Statistical quality control using statistical techniques for
measuring and improving the quality of processes, sampling plans, experimental design, variation reduction, process capability analysis, process improvement plans.
53
SUMMARY
A primary tool used for SPC is
the control chart, a graphical representation of certain descriptive statistics for specific quantitative measurements of the process.
These descriptive statistics are displayed in the control chart in comparison to their "in-control" sampling distributions. The comparison detects any unusual variation in the process, which could indicate a problem with the process.
54
Steps in Implementing SPC The Preparation Phase
The three phases in implementing SPC are preparation, planning and execution. The preparation phase has 3 steps: 1. Commit to SPC top management must be committed. It requires spending money, utilizing human resources, changing the organizations culture, hiring employees with new skills, or retaining consultants. 2. Form a SPC Committee SPC can be delegated to a cross functional team that is tasked to oversee implementation and execution. A typical team will be composed of representatives from manufacturing, quality assurance, engineering, finance, and statistics. In a manufacturing plant, the manufacturing member should be the team leader. The function of the team will be to plan and organize the implementation for its unique application, to provide training for the operators, and to monitor and guide the execution phase. Forming the committee is top managements responsibility. 3. Train the SPC Committee: The training must be done by an expert. The members will then know enough to set objectives and to determine which process should be targeted first. Continued help from a statistics expert remains critical.
Steps in Implementing SPC The Planning Phase
The planning phase includes the next 5 steps: 4. Set SPC Objectives: How will we measure success (balance sheet, customer feedback, reduction in scrap, lower cost of quality). Objectives may be added, eliminated, or changed, but they must be in place and understood by all. 5. Identify Target Processes: Select a few processes for pilot implementation. With some initial successes under its belt, the organization can go with confidence to the processes that are the most critical. Start implementation at the front of a series of processes. 6. Train Appropriate Operators and Teams: The operators and teams who will be directly involved with the collection, plotting, and interpretation of SPC data, and those who will be involved in getting the targeted processes under control will require training in the use of quality tools. 7. Ensure Repeatability and Reproducibility of Gauges and Methods: All measuring instruments from simple calipers and micrometers to coordinate measuring machines must be calibrated and certified for acceptable performance. 8. Delegate Responsibility for Operators to Play a Key Role: Operators need to be delegated the responsibility for collecting and plotting the data, maintaining the SPC control charts, and taking appropriate action.
Steps in Implementing SPC The Execution Phase
The execution phase includes 9 steps: 9. Flowchart the Process: Flowcharting will reveal process features or factors that were not known to everyone. The development of the process flowcharts should be the responsibility of special teams composed of the process operators, their internal suppliers and consumers, and appropriate support members. 10. Eliminate the Causes of Special Variation: The cause and effect diagram is then used to list all the factors (causes) that might impact the output (effect). Then by applying other tools such as Pareto Charts, histograms, and stratification, the special causes can be identified and eliminated. Elimination of special causes should be a team effort. 11. Develop Control Charts: The statistics expert or consultant can help develop the appropriate control charts and calculate valid upper and lower limits and process averages. 12. Collect and Plot SPC Data & Monitor: The process operator takes the sample data and plots it on the control chart at regular intervals. The operator carefully observes the location of the plots, knowing they should be inside the control limits. 13. Determine Process Capability: When a process is in control and is still not capable of meeting the customer specifications, it is up to management to upgrade the process capability, which may require the purchase of new equipment.
Steps in Implementing SPC The Execution Phase
14. Respond to Trends and Out of Limits Data: With experience, operators may be able to handle many of these situations on their own, but if they cannot, it is important they summon help immediately. The process should be stopped till the cause is identified and removed. Prevent the production of defective products that must be scrapped or reworked. 15. Track SPC Data: The SPC committee and management should see where they should concentrate resources for improvement. 16. Eliminate the Root Cause of Any New Special Cause of Variation: For example, it is possible that the material from a new vendor for raw material may cause the process to shift the process average one way or the other. Eliminating the root cause may require management approved procedure mandating the use of preferred suppliers. 17. Narrow the Limits for Continual Improvement: Narrowing the limits will result in fewer parts failing to meet the specifications. Quality will improve, and costs will decrease. The key is finding ways to improve the process.
Inhibitors of SPC
The most common inhibitor of SPC is lack of resources. Capability in Statistics: Many organizations do not have the in house expertise in statistics that is necessary for SPC. Misdirected Responsibility for SPC: The process operators will require help from the statistician and others from time to time, but they are the appropriate owners of SPC for their processes. Failure to Understand the Target Process: A good SPC system cannot be designed for a process that is not fully understood. Failure to Have Process Under Control: Before SPC can be effective, any special cause of variation must be removed. Inadequate Training and Discipline: Everyone who will be involved in the SPC program must be trained. Measurement Repeatability and Reproducibility: Before a gauge is used for SPC it should be calibrated and its repeatability certified. Low Production Rates: Low rates of production offers an opportunity for taking a 100% sample.
