r Statistical Process Control SPC Second Edition a i ee,STATISTICAL PROCESS CONTROL (SPC) | REFERENCE MANUAL CONTROLLED ' Copy DOCUMENT . |_ CONTROL .} ‘Second Edition, Issued July 2005 Issued 1992, Second Printing March 1995 (new cover only) Copyright © 1992, © 1995, © 2005 DaimlerChrysler Corporation, Ford Motor Company, and General Motors CorporationSTATISTICAL PROCESS CONTROL SPC FOREWORD to Second Edition This Reference Manual was developed by the Statistical Process Control (SPC) Work Group, sanctioned by the DaimnlerChrysier/Ford/General Motors Supplier Quality Requirements Task Force, and under the auspices of the American Society for Quality (ASQ) and the Automotive Industry Action Group (AIAG). The Work Group responsible for this Second edition was prepared by the quality and supplier assessment staffs at DaimlerChrysler Corporation, Delphi Corporation, Ford Motor Company, General Motors Corporation, Omnex, Inc. and Robert Bosch Corporation working in collaboration with the Automotive Industry Action Group (AIAG), ‘The Task Force charter is to standardize the reference manuals, reporting formats and technical nomenclature used by DaimlerChrysler, Ford and General Motors in their respective supplier assessment systems, Accordingly, this Reference’ Manual can be used by any supplier to develop information responding to the requirements of either DaimlerChrysler’s, Ford’s or General Motors’ supplier assessment systems. This second edition was prepared to recognize the needs and changes within the automotive industry in SPC techniques that have evolved since the original manual was published in 1991 The manual is an introduction to statistical process control. It is ot intended to dimit evolution of SPC methods suited to particular processes or commodities. While these guidelines are intended to cover normally occurring SPC system situations, there will be questions that arise. These questions should be directed to your customer’s Supplier Quality Assurance (SQA) activity. If you are uncertain as to how t0 contact the appropriate SQA activity, the buyer in your customer's purchasing office can help, ‘The Task Force gratefully acknowledges: the leadership and commitment of Vice Presidents Peter Rosenfeld at DaimlerChrysler Corporation, Thomas K. Brown at Ford Motor Company and Bo Andersson of General Motors Corporation; the assistance of the AIAG in the development, production and distribution of the manual; the guidance of the Task Force principals Hank Gryn (DaimlerChrysler Corporation), Russ Hopkins (Ford Metor Company), and Joe Bransky (General Motors Corporation), Therefore this manual was developed to meet the specific needs of the automotive industry. This Manual is copyrighted by DaimlerChrysler Corporation, Ford Motor Company, and General Motors. Corporation, all rights reserved, 2005. Additional manuals can be ordered from AIAG and/or permission to copy portions of this manuat for ase within supplier organizations may be obtained from AIAG at 248- 358-3570 or http://www.aiag.org.ACKNOWLEDGEMENTS to Second Edition ‘The joint consensus on the contents of this document was effected through Task Team Subcommittee Members representing DaimlerChrysler, Ford, and General Motors, respectively, whose approval signatures appear below, and who gratefully acknowledge the significant contribution of Gregory Gruska of Omnex Ine., Gary A. Hiner of Delphi Corporation, and David W. Stamps of The Robert Bosch Corp, ‘The latest improvements were updating the format to conform to the current ALAG/ ISO/ TS 16949:2002 documentation, more clarification and examples to make the manual more user friendly and additional areas which where not included or did not exist when the origiaal manual was written, The current re-write subcommittee is chaired by Mike Down from General Motors Corporation and consists of Todd Kerkstra and Dave Benham from DaimlerChryster Corporation, Peter Cvetkovski from Ford Motor Company. Gregory Greiska, as a representative of the Omnex Inc. and ASQ, Gary A. Hiner of Delphi Corporation, and David W. Stamps of The Robert Bosch Corp. Michael H. Down Todd Kerkstra General Motors Corporation DaimlerChrysler Corporation Peter Cvetkovski David R. Benham Fosd Metor Company DaimlerChrysler Corporation iiiivSTATISTICAL PROCESS CONTROL SPC FOREWORD to First Edition ‘This Reference Manual was prepared by the quality and supplier assessment staflS at Chrysler, Ford and General Motors, working under the auspices of the Automotive Division of the American Society for Quality Control Supplier Quality Requirements Task Foree, in collaboration with the Automotive Industry Action Group. ‘The ASQCIAIAG Task Force charter is to standardize the reference manuals, reporting formats and technical nomenclature used by Chrysler, Ford and General Motors in their respective supplier assessment systems: Supplier Quality Assurance, Total Quality Excellence and Targets for Excellence. Accordingly, this Reference Manual can be used by any supplier to develop information responding to the requirements of either Chrysler's, Ford’s or Genera! Motors” supplier assessment systems. Until now, there has been no unified formal approach in the automotive industry on statistical process control, Certain manufacturers provided methods for their suppliers, while others had no specific requirements. In an effort to simplify and minimize Variation in supplier quality requirements, Chrysler, Ford, and General Motors agreed to develop and, through AIAG, distribute this manual. The work team responsible for the Manual’s content was led by Leonard A. Brown of General Motors. The manual should be considered an introduction to statistical process control. It is ‘Hot intended to limit evolution of statistical methods suited (0 particular processes or commodities nor is it intended to be comprehensive of all SPC techniques. Questions on the use of alternate methods should be referred to your customer's quality activity. The Task Force gratefully acknowledges: the senior leadership and commitment of Vice Presidents Thomas T. Stallkamp at Chrysler, Clinton D. Lauer at Ford, and Donald A. Pais at General Motors; the technical competence and hard Work of their quality and supplier assessment teams: and the iavaluable contributions of the Automotive Industry Action Group (under AIAG Executive Director Joseph R. Phelan) in the development, production and distribution of this Reference manual. We also wish to thank the ASQC reading teant fed 6y Tripp Martin of Peterson Spring, who reviewed the Manual and in the process made Valuable contributions to intent and content. Bruce W. Pince Task Force Coordinator ‘Sandy Corporation Troy, Michigan December, 1991 This Manual is copyrighted by Chrysler Corporation, Ford Motor Company, General Motors Corporation, all rights reserved, 1991. Additional copies can be ordered from A.1LA.G., and/or permission eo copy portions ‘of the Manual for use within supplier organizations may be obtained from A.1.A.G. at (248) 358-3570.viACKNOWLEDGEMENTS 1 First Edition The joint consensus on the contents of this document was effected through Task Team Subcommittee Members representing General Motors, Ford, and Chrysler, respectively, whose approval sighatures appear below, and who gratefully acknowledge the significant contribution of Pete Jessup of the Ford Motor Company, who was responsible for developing the majority of the material found in Chapters f, If, and II, and the Appendix ofthis document Harvey Goltzer of the Chrysler Corporation contributed concepts relative to process capability and capability studies, found in the introduction section of Chapter 1. Jack Herman of Du Pont contributed some of the concepts relative to capability and performance indices and the importance of measurement variability, found in portions of Chapters Il and IV. respectively. The General Motors Powertrain Division contributed the discussion and examples relative to subgrouping and process over-adjustment, The section in Chapter II which provides understanding of process capability and related issues was developed by the General Motors Corporate Statistical Review Committee. This committee also contributed to the development of Chapter IV. Process Measurement Systems Analysis, as well as to some Appendix items. Finally, valuable input to all sections of the manual was provided by ASQC representatives Gregory Gruska, Doug Berg, and Tripp Martin Leonard A. Brown, Victor W. Lowe, Jr David R. Benham, GM. Ford ChryslerTABLE OF CONTEN' ‘CHAPTER I Continual mprovement and Statistical Process Control. Introduction Six Points CHAPTER I~ Section A... Prevention Versus Detection. CHAPTER I ~ Section B.. A Process Control Systet CHAPTER I~ Seetion Variation: Common... and Special Causes CHAPTER I - Section D.. Local Actions And Actions On The System CHAPTER I - Seetion E sm : Process Control and Process Capability. Control vs. Capability Process Indices CHAPTER I - Section F. a ‘The Process Improvement Cycle and Process Control... CHAPTER I - Section G.. Control Charts: Tools For Process Control and Improvement... How do they work? Approach: CHAPTER I — Section H.. Effective Use and Benefits of Control Charts, (CHAPTER I. Control Charts Introduction: 2 Variables Control Charts Attributes Control Charts Elements of Control Charts CHAPTER II - Section A.. Control Chart Process. Preparatory Steps... Control Chart Mechanics Establish Control Limits... Interpret for Statistical Control Final Comments, a Extend Control Limits for Ongoing Control CHAPTER II - Section B Defining “Out-of-Control” Signals Point Beyond a Control Limit. Patterns or Trends Within the Control Limits Special Cause Criteria. Average Run Length (ARL). CHAPTER II - Section C Control Chart Formulas.Variables Control Charts Average and Range Chars (XR) Average and Standard Deviation Chas (Xs) Median and Range Charts (, R) Individuals and Moving Range Charts (X, MR) Attributes Control Charts ‘Control Charts for Nonconforming Items. Proportion Nonconformning (p Chart) Number of Nonconforming Chart (mp Chart) Number of Nonconformities per Unit Chart (v Chart) Number of Nonconformities Chart (c Chart) CHAPTER IT srs Other Types of Control Charts Introduction Probability Based Charts ‘Short-Run Control Charts Charts for Detecting Small Changes Non-Normal Charts Multivariate Other Charts . Regression Control Charts, Residual Charts Autoregressive Charts Zone Chants CHAPTERIV. Understanding Process Capability... and Process Performance for Variables Data Introduction CHAPTER IV - Section A. Definitions of Process Terms : Process Measures for Predictable Processes Indices ~ Bilateral Tolerances Indices ~ Unilateral Tolerances CHAPTER IV - Section B. Description of Conditions : Handling Non-Normal and Multivariate Distributions Relationship of Indices and Proportion Nonconforming. ‘Non-Normal Distributions Using Transformations ‘Non-Normal Distributions Using Non-Normal Forms Multivariate Distributions CHAPTER IV - Section C. Suggested Use of Process Measures The Loss Function Concept Alignment of Process to Customer Requirements. APPENDIX Some Comments on Sampling, Effects of Subgrouping. 79 9 83.Autocorrelated Data... me : . sen 1ST. Multiple Stream Process Example... : — 162 Effects of Sample Size on Indices. APPENDIX B Some Comments on Sp Over-Adjustment. Time Dependent Processes Repeating Patteres. APPENDIX C. oe Selection Procedure for the Use of the Control Charts Described in This Manual APPENDIX D Relationship Between Com and Other Indices APPENDIX E Table of Constants and Formulas for Control Charts. APPENDIX F Capability Index Calculations Example Data Set: — AnIAlYSi8.nnr nn Diameter Statisties: Conclusion: APPENDIX G. Glossary of Terms and Symbols Terms Used in This Manual... Symbols as Used in This Manual. APPENDIX H. ne References and Suggested Readings APPENDIX Standard Normal Tables. INDE: 4 S.P.C, Manual User Feedback Process .. ial Causes xiLIST OF ILLUSTRATIONS Figure 1.1: A Process Control System..... Figure 1.2: Variation: Common Cause and Special Cause. Figure 13: Process Control and Process Capability Figure 1.4: The Process Improvement Cycle Figure 1.5: Control Charts Figure ILI: Variables Data Figure 11.2: Attributes Data, Figure 11.3: Elements of Control Chars... Figure I14a: Sample Control Chart (Front side).. Figure II 4b: Sample Control Chart (back side) ~ Event Log. Figure I].5: Extending Control Limits. Figure 11.6: Control Limits Recalculation. Figure 1.7: Extend Control Limits for Ongoing Control Figure 11.8: Process Variation Relative to Specification Limits. Figure 11.9: Points Beyond Control Limits e Figure I1.10: Runs in an Average Control Chart. Figure II:1]: Runs in a Range Control Chart Figure II.12: Nonrandom Patterns in a Control Chart. Figure II.13: Average and Range Charts... Figure II.14: Average and Standard Deviation Charts. Figure II15: Median and Range Charts. Figure I1.16: Individual and Moving Range Charts Figure I1.17: Proportion Nonconforming Chart. Figure 11.18: Number of Nonconfecming Chart. Figure II-19: Number of Nonconforming per Unit Chart. Figure 11.20: Number of Nonconformities Chart... Figure Ill 1: Control Charts... Figure I11.2: Stoplight Control. Figure 1IL3: Pre-ConttOl en. Figure Ill: NOM Control Chart. Figure I1L.S: CUSUM Chart with V-Mask igure IIL6: X, MR Chart Figure I1L-7: EWMA Chart of Viscosity Figure 111.8: X, MR Chart of Viscosity. Figure IV.1: Within- and Between-Subgroup Variation... Figure 1V.2: Cand Py, Comparison Figure IV.3: Comparison between a Predictable and Immature Process. Figure IV.4: Cpk and Ppk Values Produced by a Predictable and Immature Process. Figure IV.5: “Goal Post” vs. Loss Function = a Figure 1V.6: Comparison of Loss Function and Specifications Figure IV.7: Comparison of Loss Functions... so Figure IV.8: A Process Control System. Figure IV.9: Process Alignment to Requirements. 130 152CHAPTER | Continual Improvement and Statistical Process ControlThis page intentionally left blankCHAPTER I Continual Improvement and Statistical Process Control Introduction To prosper in today’s economic climate, we ~ automotive manufacturers, suppliers and dealer organizations — must be dedicated to continual improvement. We must constantly seek more eicient way’ to produce products and services, These products and services must continue to improve in value. We must focus upon our customers, both intemal and extemal, and make customer satisfaction a primary business goal, To accomplish this, everyone in our organizations must be committed to improvement and to the use of effective methods. This manual describes several basic statistical methods that can be used to make out efforts at improvement more effective, Different levels of understanding. are needed to perform different tasks. This manual is aimed at practitioners and managers beginning the application of statistical methods, It will also serve as a reftesher on these basic methods for those who are now using more advanced techniques. Not all basic methods are included here. Coverage of other basic methods (such as check sheets, flowcharts, Pareto charts, cause and effect diagrams) and some advanced methods (such as other control charts, designed experiments, quality function deployment, etc.) is available in books and booklets such as those referenced in Appendix The basic statistical methods addressed in this manual include those associated with statistical process control and process capability analysis. Chapter I provides background for process control, explains several important concepts such as special and common causes of variation. It also introduces the control chart, which can be a very effective tool for analyzing and monitoring processes. Chapter II describes the construction and use of control charts for both variables! data and attributes dats. Chapter Iif describes other types of control charts that can be used for specialized situations ~ probability based charts, short-run charts, charis for detecting small changes, non-normal, multivariate and other charts Chapter IV addresses process capability analysis. The Appendices address sampling, over-adjustment, a process for selecting control charts, table of constants and formulae, the normal table, a glossary of terms and symbols, and references. The term “Variables”, although awkward sounding, is used in order to distinguish the difference between something that varies, and che control chart used for data taken from a continuous variable,CHAPTER Continual Improvement and Statistical Process Control Six Points Six points should be made before the main discussion begins: 1) Gathering data and using statistical methods to interpret them are not ends in themselves. The overall aim should be increased understanding of the reader's processes. It is very easy to become technique experts without realizing any improvements. Increased knowledge should become a basis for action, 2) Measurement systems are critical to proper data analysis and they should be well understood before process data are collected. When such systems lack statistical control or their variation accounts for a substantial portion of the total variation in process data, inappropriate decisions may be made. For the purposes of this ‘manual, it will be assumed that this system is under control and is not a significant contributor to total variation in the data. The reader is referred to the Measurement Systems Anaiysis (MSA) Manual available from AIAG for more information on this topic. 3). The basic concept of studying variation and using statistical signals to improve performance can be applied to any area. Such areas can be on the shop floor or in the office. Some examples are machines (performance characteristics), bookkeeping (error rates), gross sales, Waste analysis (Scrap rates). computer systems (performance characteristics) and materials management (transit times). This manual focuses upon shop floor applications. The reader is encouraged to consult the references in Appendix H_ for administrative and service applications. 4) SPC stands for Statistical Process Control. Historically, statistical methods have been routinely applied to parts, rather than processes. Application of statistical techniques to control output (such as parts) should be only the first step. Until the processes that generate the ‘output become the focus of our efforts, the full power of these methods to improve quality, increase productivity and reduce cost may not be fully realized 5) Although each point in the text is illustrated with a worked-out example, real understanding of the subject involves deeper contact with process control situations. ‘The study of actual cases from the reader’s own job location or from similar activities would be an important supplement to the text. There is no substitute for hands-on experience. 6} This manual should be considered a first step toward the use of statistical methods, It provides generally accepted approaches, which work in many instances. However, thete exist exceptions where it is improper to blindly use these approaches. This manual does not replace the need for practitioners to increase their knowledge of statistical methods and theory. Readers are encouraged to pursue formal statistical education. Where the reader's processes and application of statistical methods haveCHAPTER I Contiauat improvement and Statistical Process Control advanced beyond the material covered here, the reader is also ‘encouraged to consult with persons who have the proper knowledge and practice in statistical theory as to the appropriateness of other techniques. In any event, the procedures used must satisfy the customer's requirements,THE NEED FOR PROCESS CONTROL Detection - Tolerates Waste Prevention — Avoids WasteCHAPTER I~ Section A Prevention Versus Detection CHAPTER |! - Section A Prevention Versus Detection Im the past, Manufacturing often depended on Production to make the product and on Quality Control to inspect the final product and screen ut items not meeting specifications. in administrative situations, work is often checked and rechecked in efforts to catch errors. Both cases involve a strategy of detection, which is wasteful, because it allows time and materials to be invested in products or services that are not always usable. I is much more effective to avoid waste by not producing unusable ‘output in the first place ~ a strategy of prevention, A prevention strategy sounds sensible - even obvious ~ to most people. It is easily captured in such slogans as, “Do it right the first time”. However, slogans are not enough, What is required is an understanding, of the elements of a statistical process comro{ system. The remaining seven subsections of this introduction cover these elements and can be viewed as answers to the following questions: ‘© What is meant by a process contro! system? ‘+ How does variation affect process output? ‘© How can statistical techniques tell whether a problem is focal in nature or involves broader systems? ‘+ What is meant by a process being in statistical control? ‘What is meant by a process being capable? ‘+ What is a continual improvement cycle, and what part can process control play in it? © What are control charts, and how are they used? ‘+ What benefits can be expected from using control charts? As this material is being studied, the reader may wish to refer to the Glossary in Appendix G for brief definitions of key terms and symbols,CHAPTER I - Section B A Process Control Systema PEOPLED EQUIPMENT MATERIAL METHODS) MEASUREMENT) ENVIRONMENT a WITH FEEDBACK VOICE OF THE PROCESS STATISTICAL METHODS THEWAY [oe WE WORK/ oo BLENDING OF RESOURCES cenuicee a axa PROCESSISYSTEM OUTPUTS PROCESS CONTROL SYSTEM MODEL CUSTOMERS VOICE OF THE CUSTOMER IDENTIFYING CHANGING NEEDS AND EXPECTATIONS A Process Control SystemCHAPTER | - Section B AA Process Control System CHAPTER | - Section B A Process Control System A process control system can be described as a feedback system. SPC is one type of feedback system, Other such systems, which are not statistical, also exist. Four elements of that system are important to the discussions that will follow 1, The Process ~ By the process, we mean the whole combination of suppliers, producers, people, equipment, input materials, methods, and environment that work together to produce output, and the customers, who use that output (see Figure 1.1). The total performance of the process depends upon communication between supplier and customer, the way the process is designed and implemented, and on the Way it is, operated and managed. The rest of the process control system is useful only if it contributes either to maintaining a level of excellence or to improving the total performance of the process. 2. Information About Performance ~ Much information about the actual performance of the process can be learned by studying the process output. The most helpful information about the performance of a pro comes, however, from understanding the process itsel? and its internal variability. Process characteristics (such as temperatures, cycle times, feed rates, absenteeism, turnover, tardiness, or number of interruptions) should be the ultimate focus of our efforts. We need to determine the target values for those characteristics that resuit in the most productive operation of the process, and chen monitor how near to or far from those target values we are. if this information is gathered and interpreted correctly, it can show whether the process is acting in a usual or unusual manner. Proper actions can then be taken, if needed, (0 correct the process or the just-produced output. When action is needed it must be timely and appropriate, or the information-gathering effort is wasted, 43. Action on the Process — Action on the process is frequently most economical when taken to prevent the important characteristics (process ‘or output) from varying too far from their target values. This ensures the stability and the variation of the process output is maintained within acceptable fimits. Such action might consist of: ‘© Changes in the operations Y operator training Y changes to the incoming materials ‘¢ Changes in the more basie elements of the process itself Y the equipment Y how people communicate and relate the design of the process as a whole ~ which may be vulnerable to changes in shop temperature or humidity The effect of actions should be monitored, with further analysis and action taken if necessary,CHAPTER | Section B A Process Control System 4, Action on the Output — Action on the output is frequently least economical when it is restricted to detecting and correcting out-of- specification product without addressing the underlying process problem. Unfortunately, if current output does not consistently meet customer requirements, it may be necessary to sort all products and to scrap or rework any nonconforming items. This must continue until. the necessary corrective action on the process has been taken and verified. It is obvious that inspection followed by action on only the output is a poor substitute for effective process management. Action on only the ‘output should be used strictly as en interim measute for unstable ot incapable processes (see Chapter I, Section E). Therefore, the discussions that follow focus on gathering process information and analyzing it so that action can be taken to correct the process itself. Remember, the focus should be on prevention not detection.‘This page intentionally left blank u CHAPTER I Section B ‘A Process Control System.CHAPTER | Section C Variation: Common and Special Causes PIECES VARY FROM EACH OTHER, a. de, dy th, sze——> see BUT THEY FORM A PATTERN THAT, IF STABLE, CAN BE DESCRIBED AS A DISTRIBUTION ty AN ‘sze——> ‘sze——> ‘sze——> DISTRIBUTION CAN OFFER I: Location, SPREAD SHAPE ‘sze——> {ONLY COMMON CAUSES OF VARIATION [ARE PRESENT, THE OUTPUT OF A PROCESS orars a DISTRIBUTION THATIS STABLE OVER sze—> = om UNABLE TO sae ——> Figure 1.2: Variation: Common Cause and Special Cause 12CHAPTER I~ Section C Variation: Common and Special Causes CHAPTER | - Section C Variation: Common and Special Causes In order to effectively use process control measurement data, it is important to understand the concept of variation, as illustrated in Figure 12 No two products or characteristics are exactly alike, because any process contains many sources of variability. The differences among products may be large, or they may be immeasurably small, but they are always, present. The diameter of a machined shaft, for instance, would be susceptible to potential variation from the machine (clearances, bearing wear), tool (strength, rate of wear), material (diameter, hardness), operator (part feed, accuracy of centering), maintenance (lubrication, replacement of wor parts), environment (temperature, constancy of power supply) and measurement system. Another example is the time required to process an invoice could vary according to the people performing various steps, the reliability of any equipment they were using, the accuracy and legibility of the invoice itself, the procedures followed, and the volume of other work in the office. Some sources of variation in the process cause short-term, piece-to-piece differences, eg, backlash and clearances within a machine and its fixturing, or the accuracy of a bookkeeper's work. Other sources of variation tend to cause changes in the output only over a longer period of time, ‘These changes may occur either gradually as with tool or machine wear, stepwise a8 with procedural changes, or irregularly as with environmental changes such as power surges. Therefore, the time period and conditions over which measurements are made are critical since they will affect the amount of the total variation that will be observed. While individual measured values may all be different, as a group they tend to form a pattem that can be described as a distribution (see Figure 1.2), This distribution can be characterized by: © Location (typical or “central” value) © Spread (span or “width” of values from smallest to largest) ‘+ Shape (the pattern of variation ~ whether it is symmetrical, skewed, etc.) From the standpoint of minimum requirements, the issue of variation is often simplified: parts within specification tolerances are acceptable, parts beyond specification tolerances are not acceptable; reports on time are acceptable, late reports are not acceptable, However, the goal should be 10 maintain the location 10 a target value with minimal variability. To manage any process and reduce variation, the variation should be traced back to its sources. The first step is to make the distinction between common and special causes of variation. Common causes refer to the many sources of variation that consistently acting on the process. Common causes within a process produce a stable and repeatable distribution over time. This is called “in a state of 13CHAPTER I - Section C Variation: Common and Specs Causes statistical control,” “in statistical control,” or sometimes just “in control.” Common causes yield a stable system of chance causes. If only common uses of variation are present and do not change, the output of a process is predictable. Special causes (often called assignable causes) refer to any factors causing variation that affect only some of the process output. They are often intermittent and unpredictable. Special causes are signaled by one (or more points beyond the control limits or non-random patterns of points within the control limits. Unless all the special causes of variation are identified and acted upon, they may continue to affect the process output in unpredictable ways. If special causes of variation are present, the process output will not be stable over time. ‘The changes in the process distribution due to special causes can be either detrimental or benelicial. When detrimental, they need to be understood and removed. When beneficial, they should be understood and made a permanent part of the process. With some mature processes’, the customer may give special allowance to run a process with a consistently occurring special cause, Such allowances will usually require that the process control plans can assure conformance to customer requirements and protect the process from other special causes (see Chapter I, Section E). ? Processes that have undergone several cycles of continual improvement. 14‘This page intentionally left blank 15 CHAPTER I Section © Variation: Common and Special CausesCHAPTER - Section D Local Actions And Actions On The System LOCAL ACTIONS AND ACTIONS ON THE SYSTEM Local Actions * Are usually required to eliminate special causes of variation * Can usually be taken by people close to the process * Can correct typically about 15% of process problems Actions on the System * Are usually required to reduce the variation due to common causes * Almost always require management action for correction * Are needed to correct typically about 85% of process problems 16cuaeT Local Actions And Actior car Pro CHAPTER | - Section D Local Actions And Actions On The System There is an important connection between the two types of variation just discussed and the types of action necessary to reduce them." Simple statistical process control techniques can detect special causes of variation. Discovering a special cause of variation and taking the proper action is usually the responsibility of someone who is directly connected with the operation, Although management can sometimes be involved to correct the condition, the resolution of @ special cause of variation usually requires focal action, ie., by people directly connected with the operation. This is especially true during the early process improvernent efforts. As one succeeds in taking the proper action on special causes, those that remain wiif often require management action, rather than local action. ‘These same simple statistical techniques can also indicate the extent of ‘common causes of variation, but the causes themselves need more deailed analysis to isolate, The correction of these common causes of variation is usually the responsibility of management. Sometimes people directly connected with the operation will be in a bettet position to identify them and pass them on to management for action. Overall, the resolution of common causes of Variation usually requires action on the system, Only a relatively small proportion of excessive process variation — industrial experience suggests about 15% — is correctable locally by people dicectly connected with the operation. The majority — the other 85% — is correctable only by management action on the system. Confusion about the type of action to take is very costly to the organization, in terms of wasted effort, delayed resolution of trouble, and. ‘aggravating problems. It may be wrong, for example, to take local action (eg,, adjusting a machine) when management action on the system is required (eg., selecting suppliers that provide consistent input materials).’ Nevertheless, close teamwork between management and those persons ditectly connected with the operation is @ must for ‘enhancing reduction of common causes of process Variation. Dr. W. E. Deming has treated this issue in many articles; e.g., see Deming (1967) These observations were first made by Dr. J. M. Juran, and have been borne out in Dr. Deming’s experience.TERI Section E ‘268s Control and Process Capability PROCESS CONTROL I CONTROL, (SPECIAL CAUSE ELIMINATED) vA se —> OUT OF conTROL (SPECIAL CAUSES PRESENT) PROCESS CAPABILITY IN CONTROL AND ‘CAPABLE OF MEETING ‘SPECIFICATIONS (VARIATION FROM COMMON ‘CAUSES HAS BEEN REDUCED) IN CONTROL BUT NOT CAPABLE 'OF MEETING SPECIFICATIONS. (VARIATION FROM COMMON CAUSES 1S EXCESSIVE) Figure 3: Process Control and Process Capability 18CHAPTER I - Section E Process Control and Process Capability CHAPTER I ~ Section E Process Control and Process Capability Control vs. Capability ‘The process control system is an integral part of the overal) business management system.’ As such, the goat of the process control system is ¢o make predictions about the current and future state of the process. This Jeads to economically sound decisions about actions affecting the process, These decisions require balancing the risk of taking action when action is not necessary (over-control or “tampering”) versus failing to take action When action is necessary (under-control).° These risks should be handled, however, in the context of the two sources of variation - special causes and common causes (see Figure 1.3). ‘A process is said to be operating in statistical control wien the only sources of variation are common causes. One function of a process control system, then, is to provide a statistical signal when special causes of variation are present, and to avoid giving false signals witen they are not present. This allows appropriate action(s) to be taken upon those special causes (either removing them or, if they are beneficial, making them permanent). ‘The process control system can be used as @ one-time evaluation tool but the real benefit of a process control system is realized when it is used as a continual learning too! instead of # conformance tool (good/bad, stable'not stabfe, capable/not capable, ete.) See TS 16949. ‘When discussing process capability, two somewhat contrasting concepts need to be considered: «Process capability ‘* Process performance Process capability is determined by the variation that comes from common causes. It generally represents the best performance of the process itself. This is demonstrated when che process is being operated in a state of statistical control regardless of the specifications, Customers, intemal or external, are however more typically concerned with the process performance; that is, the overall output of the process and how it relates to their requirements (defined by specifications), inrespective of the process variation, * See W. E. Deming, (1994), and W, Shewhart, (1931). 19CHAPTER I Section E Process Control and Process Capability In general, since a process in statistical control can be described by a predictable distribmnion, the proportion of in-specification parts can be estimated from this distribution. As long as the process remains in statistical control and does not undergo a change in location, spread or shape, it will continue to produce the same distribution of in- specification parts Once the process is in statistical control the first action on the process should be to locate the process on the target. If the process spread is unacceptable, this strategy allows the minimum number of ourof specification parts to be produced. Actions on the system to reduce the variation from common causes are usually required to improve the ability of the process (and its output) to meet specifications consistently. For a ‘more detailed discussion of process capability, process performance and the associated assumptions, refer to Chapter IV. The process must first be brought into statistical control by detecting and ‘acting upon special causes of variation. Then its performance is predictable, and its capability to meet customer expectations can be assessed. This is a basis for continual impravement, Every process is subject to classification based on capability and control. A process can be classified imo 1 of 4 cases, as ilustrated by the following chart Statistica Controt In-Control Out-of-Control Acceptable Case 7 Case 3 Capability Unacceptable Case 2 Case 4 To be acceptable, the process must be in a state of statistical control and the capability (common cause variation) must be less than the tolerance. The ideal situation is to have a Case I process where the process is in statistical control and the ability to meet tolerance requirements is acceptable. A Case 2 process is in control but has excessive common cause variation, which must be reduced. A Case 3 process meets tolerance requirements but is not in statistical control; special causes of variation should be identified and acted upon. In Case 4, the process is, not in control mar is it acceptable, Both common and special cause variation must be reduced Under certain circumstances, the customer may allow a producer to run process even though it is a Case 3 process. These circumstances may include: ‘© The customer is insensitive to variation within specifications (see discussion on the loss funetion in Chapter 1V).CHAPTER | Section E Process Control and Process Capability ‘+The economics involved in acting upon the special cause exceed the benefit to any and all customers. Economically allowable special causes may include toot wear, tool regrind, cyclical (seasonal) variation, et. * The special cause has been identified and has been documented as consistent and predictable. In these situations, the customer may require the following: + The process is mature ‘© The special cause to be allowed has been shown to act in a consistent ‘manner over a known period of time. 4 A process control plan is in effect which will assure conformance to specification of all process output and protection from other special causes or inconsistency in the allowed special cause. See also Appendix A for a discussion on time dependent processes. Process Indices The accepted practice in the automotive industry is to calculate the capability (common cause variation) only after a process has been demonstrated to be in a state of statistical control. These results are used as a basis for prediction of how the process will perform. ‘There is little lue in making predictions based on data collected from a process that is not stable and not repeatable over time. Special causes are responsible tor changes in the shape, spread, or location of a process distribution, and thus can rapidly invalidate prediction about the process. That is, in order for the various process indices and ratios to be used as predictive toals, the requirement is that the data used to calculate them are gathered Srom processes that are in a state of statistical control. Process indices can be divided into two categories: those that are calculated using within-subgroup estimates of variation and those using total variation when estimating a given index (see also chapter TV) Several different indices have been developed because: 1) No single index can be universally applied to all processes, and 2) No given process can be completely described by a single index. For example, it is recommended that C; and Cx both be used (see Chapter IV), and further that they be combined with graphical techniques to better understand the relationship between the estimated distribution and the specification limits. In one sense, this amounts to comparing (and trying to align) the “voice of the process” with the “voice of the customer” (see also Sherkenbach (1991). All indices have weaknesses and can be misleading. Any inferences drawn from computed indices should be driven by appropriate interpretation of the data from which the indices were computed, aCHAPTER I~ Section E Process Conttol and Process Capability Automotive companies have set requirements for process capability. It is the reader's responsibility to communicate with their customer and determine which indices to use. In some cases, it might be best to use no index at all. It is important to remember that most capability indices include the product specification in the formula, If the specification is inappropriate, or not based upon customer requirements, much time and effort may be wasted in trying to force the process to conform. Chapter IV deals with selected capability and performance indices and contains advice on the application of those indices. 22‘This page intentionally left blank 23 CHAPTER | - Section E Process Conttol and Process CapabilityCHAPTER L- Section F The Process Improvement Cycle and Process Contr) STAGES OF THE CONTINUAL PROCESS IMPROVEMENT CYCLE 1. ANALYZE THE PROCESS 2. MAINTAIN THE PROCESS - Wnat should the process be doing? Monitor process performance = What can go wrong? - Detect special cause ~ What is the process doing? variation and act upon it Achieve a state of statistical contro. = Determine capability PLAN bo act ‘stuby 3, IMPROVE THE PROCESS rupy _-_~ Change the process to better understand common cause variation. - Reduce common cause variation Figure I.4: The Process Improvement Cycle 4CHAPTER I Seetion F ‘The Process Improvement Cycle and Process Control CHAPTER | - Section F The Process Improvement Cycle and Process Control In applying the concept of continual improvement to processes, there is a three-stage cycle that can be useful (see Figure I.4). Every process is in one of the three stages of the Intprovement Cycle, 4, Analyze the Process A basic understanding of the process is a must when consideting provess improvement. Among the questions to be answered ia order (0 achieve a better understanding of the process are: ‘© What should the process be doing? ¥ What is expected at each step of the process? ¥ What are the operational definitions of the deliverables? © What can go wrong? ¥ What can vary in this process? Y What do we already know about this process’ variability? Y What parameters are most sensitive to variation? + What the process doing? Is this process producing scrap or output that requires rework? % Doms tis poses prodace output tat sina ate of sacl control? Is the process capable’ Is the process reliable? KS Many techniques discussed in the APQP Manual’ may be applied to gain a better understanding of the process. These activities include: © Group meetings + Consuttation with peopfe who develop or operate the process (subject matter experts”) Review of the process’ history * Construction of a Failure Modes and Effects Analysis (FMEA) Controf charts explained in this manual are powerful tools that should be uused during the Process Improvement Cycle. These simple statistical methods help differentiate between common and special causes of variation, The special causes of variation must be addressed, When a state of statistical control has been reached, the process’ current level of long-term capability can be assessed (see Chapter 1V), ” Chrysler, Ford, and General Motors, (1995). 25CHAPTER | Section F The Process Improvement Cycle and Process Contol 2. Maintain (Control) the Process Once a better understanding of the process has been achieved, the process must be maintamed a& an appropriate level of capability Processes are dynamic and will change. The performance of the process should be monitored so effective measures to prevent undesirable change can be taken. Desirable change also should be understood and institutionalized. Again, the simple statistical methods explained in this manual can assist. Construction and use of control charts and other tools will allow for efficient monitoring of the process. When the tool signals that the process has changed, quick and efficient measures can be taken, to isolate the cause(s) and act upon them, It is too easy to stop at this stage of the Process Improvement Cycle. It is important to realize that there is a limit to any company’s resources. Some, perhaps many. processes should be at this stage. However, failure to proceed 1 the next stage in this cycle can result in a significant competitive disadvantage. The attainment of “world class” requires a steady and planned effort to move into the next stage of the Cycle. 3. Improve the Process Up to this point, the effort has been to stabilize the processes and maintain them. However, for some processes, the customer will be sensitive even to variation within engineering specifications (see Chapter TV), In these instances, the value of continual improvement will not be realized until variation is reduced. At this point, additional process analysis tools, including more advanced statistical methods such as designed experiments and advanced control charts may be useful Appendix H lists some heipful references for further study. Process improvement through variation reduction typically involves ‘purposefully introducing changes into the process and measuring the effects. The goal is a better understanding of the process, so that the common cause variation can be further reduced. The intent of this reduction is improved quality at lower cost. When new process parameters have been determined, the Cycle shits back to Analyze the Process. ice changes have been made, process stability will need to be reconfirmed. The process then continues to move around the Process Improvement Cycle.CHAPTER |- Seetion F “The Process improvement Cycle and Process Control ‘This page intentionally left blank 7CHAPTER Section G Control Chants: Tools Fat Process Control and Improvernent CONTROL CHARTS Upper Controt Limit Conter Line Lower Controt Limit | —___ 1. Collection * Gather Data and plot on a chart. 2. Control + Calculate trial control limits from process data. + Identify special causes of variation and act upon them 3. Analysis and improvement. + Quantify common cause variation; take action to reduce it. These three phases are repeated for continual process improvement Figure 1.5: Control Charts, 28CHAPTER | ~Section Control Chants: Tools Fer Process Control and Improvement CHAPTER | ~ Section G Control Charts Tools For Process Control and Improvement In his books‘, Dr. W. E. Deming identifies two mistakes frequently made in process control: “Mistake 1. Ascribe a variation or a mistake (0 a special cause, ‘when in fact the cause belongs to the system (common causes), Mistake 2. Ascribe a variation or a mistake to a system (common causes), when in fact the cause was special Over adjustment [tampering] is a common example of mistake No. { Never doing anything to try to find a special cause is a common example of mistake No.2." For effective variation management during production, there must be an effective means of detecting special causes. There is a common misconception that histograms can be used for this purpose. Histograms are the graphical representation of the distributional form of the process variation. The distributional form is studied to verify that the process variation is symmetric and unimodat and that it follows a normal distribution. Unfortunatefy normatity does not guarantee that there are no special causes acting on the process, That is, some special causes may change the process without destroying its symmetry or unimodality. Also a non- ormat distrivution may flave no special causes acting upon it but its distributional form is non-symmetrc. Time-based statistical and probabilistic methods do provide necessary and sufficient methods of determining if special causes exist. Although several classes of methods are useful in this task, the most versatile and robust is the genre of control chants which were first developed and implemented by Dr. Walter Shewhart of the Bell Laboratories” while studying process data in the 1926°s. He first made the distinction between controlled and uncontiolled variation due 0 what is caited common and special causes. He developed a simple but powerfll tool to separate the two ~ the control chart. Since that time, control charts have been used successfully in @ wide vatiety of process control and improvement situations. Experience has shown that control charts effectively ditect attention toward special causes of variation when they occur and reffect the extent of common cause variation that must be reduced by system or process improvement. It is impossible to teduce the above mistakes to zero. Dr. Shewhart realized this and developed a graphical approach to minimize, over the long run, the economic loss from both mistakes. * Deming (1989) and Deming (1994). ° Shewhart (1931). 29CHAPTER I - Section G ‘Control Charts: Tools Fes Process Canteol and Improvement If process control activities assure that no special cause sources of variation are active", the process is said to be in statistical control or “in control.” Such processes are said to be stable, predictable, and consistent since it is possible to predict’ the performance of the process. The active existence of any special cause will render the process out of statistical control or “out of control.” The performance of such unstable processes cannot be predicted. How do they work? Control Limits When Shewhart developed control charts he was concerned with the economic control of processes; i.e, action is taken on the process only when special causes are present. To do this, sample statistics are compared t0 control limits. But how are these limits determined? Consider a process distribution that can be described by the normal fort. The goal is to determine when special causes are affecting it. Another ‘way of saying this is, “Has the process changed since it was last looked at it or during the period sampled?” ‘Shewhart's Two Rules for the Presentation of Data: Data should always be presented in such a way that preserves the ‘evidence in the data for all the predictions that might be made from these data, Whenever an average, range, or histogram is used to summarize data, the summary should not mislead the user into taking any action that the user would not take if the data were presented in a time series. Has the process changed ‘Since the normal distribution is described by its process location (mean) and process width (range or standard deviation) this question becomes: Has the process location or process width changed? Consider only the location. What approach can be used to determine if the process location has changed? One possibility would be to look at ‘This is done by using the process information to identify and eliminate the existence of special causes cr detecting them and removing their effect when they do occur. "As with all probabilistic methods some risk is involved. The exact level of belief in prediction of future actions cannot be determined by statistical measures alone. Subject-matter expertise is required. 30CHAPTER | - Section G Control Charts: Tools For Process Control and Improvement every part produced by the process, but that is usually not economical ‘The alternative is to use a sample of the process, and calculate the mean of the sample. Has the process location changed take n samples: calculate x If the process has not changed, will the sample mean be equal to the distribution mean? The answer is that this very rarely happens. But how is this possible? fier all, the process has not changed. Doesn't that imply that the process mean remains the same? The reason for this is that the sample ‘mean is only an estimation of the process mean, To make this a little clearer, consider taking a sample of size one. The ‘mean of the sample is the individual sample itself. With such random samples ftom the distribution, the readings will eventually cover the entire process range. Using the formula: Range of the distribution of means = (Ye) Process Range for a sample of size four, the resulting range of sample averages will be. yva~M, of the process range; for a sample of size 100 it will be of the process range.!? YNi00= Ho ‘Shewhart used this sampling distribution to establish an operational definition of “in statistical control.” First, start off with the assumption that the process is in statistical control, i¢., innocent until proven guilty. Then, compare the sample to the sampling distribution using the 43 standard deviation limits. These are caffed control limits. If the sample falls outside these limits then there is reason to believe that a special cause is present. Further, itis expected that all the (random) samples will exhibit « random ordering within these limits, If a group of samples shows a pattern there is reason to believe that a special cause is present. (see Chapter I, Section C, and Chapter Il, Section A), "? See the Central Limit Theorem, '° Shewhart selected the +3 standard deviation limits as useful limits in achieving the economic control of processes. 31CHAPTER | Section G Control Charts: Tools For Process Consrol and Improvement Distribution of Averages Distribution of indivicaa's ~N take n samples caloulate & ue va : I : due to Sampling Variation In general, to set up a control chart we calculate: Centerline ~ average of the statistic being analyzed uc pper control limit = centerline + 3 x standard deviation of the averages LCL. = lower control limit = cemerline -3 x standard deviation of the averages Approach: Since Control Charts provide the operational definition of “in statistical control,” they are usefull tools at every stage of the Improvement Cycle (sce Chapter I, Section F). Within each stage, the PDSA" cycle should be used. For analysis of existing data sets For the Analysis and Improvement stages of the cycle: + Review the data Y Is the metric appropriate: i., does it reflect a process attribute and tied to a key business factor? Y Are the data consistemt; ie., is the same operational definition used by all parties collecting the data? ¥ Are the data reliable; ice, is # planned data collection scheme utilized? Y Is the measurement system appropriate and acceptable? ‘+ Plot the data Y Plot using the time order ¥ Compare to control limits and determine if there are any points outside the control limits * Plan-Do-Study-Act cycle; also known as the PDCA, (Plan-Do-Check-Act) cycle 32mean X CHAPTER - Section G Control Chats: Tools For Process Control and Improvement Y Compare to the centertine and determine if there are any non- random pattems clearly discernible © Analyze the data © Take appropriate action ‘The data are compared with the control limits to see whether the variation is stable and appears to come from only common causes. If special causes of variation are evident, the process is studied to further determine what is affecting it. After actions (see Chapter 1, Section D) have been taken, further data are collected, conttol limits are recalculated if necessary, and any additional special causes are acted upon. Afterall special causes have been addressed and the process is running in sfatistical control, the control chart continues as a monitoring tool. Process capability can also be calculated. If the variation from common causes is excessive, the process cannot produce output that consistently meets customer requirements. The process itself must be investigated, and, typically, management action must be taken to improve the system, For control *+ Review the data collection scheme befor starting: Is the metric appropriate; i.e., does it reflect a process attribute and tied to a key business factor? Y Will the data be consistent; i.e., is the same operational definition used by all parties collecting the data? Y Will the data be reliable; ie, is a planned data collection scheme used? Y Is the measurement system appropriate and acceptable? '* Plot eack point as itis determined: Y Compare to control limits and determine if there are any points outside the control limits Y Compare to the centerline and determine if there are any non- random pattems clearly discernible * Analyze the data * Take appropriate ation: Continue to run with no action taken; or ¥ Identify source of the special cause and remove (if unacceptable response) or reinforce (if acceptable response): or ¥ Continue to run with no action taken and reduce sample size ot Srequency; or Y Initiate a continual improvement action Often it is found that although the process was aimed at the target ‘value during initial setup, the actual process location (41) may not The Greek letter 41 is used to indicate the actual process mean, which is estimated by the sample 33CHAPTER I Section G ‘Gonteol Chars: Tools Far Process Control and Improvement match this value. For those processes where the actus) location deviates from the target and the ability to relocate the process is economical, consideration should be given to adjusting the process so that itis aligned with the target (see Chapter 1V, Section C), This assumes that this adjustment does not affect the process variation. This may not always hold true, but the causes for any possible increase in process variation after te-targeting the provess should be understood and assessed against both customer satisfaction and economics. The long-term performance of the process should continue to be analyzed. This can be accomplished by a periodic and systematic review of the ongoing control charts. New evidence of special causes migm be revealed. Some special causes, when understood, will be beneficial and useful for process improvement Others will be detrimental, and will need to be corrected or removed. The purpose of the Improvement Cycle is to gain an understanding of the process and its variability to Improve its performance. AS this ‘understanding matures, the need for continual monitoring of product variables may become less — especially in processes where documented analysis shows that the dominant source of variation are more efficiently and effectively controlled by other approaches. For example: in provesses where maintenance Is the dominant source of variation, the process is best controlled by preventive and predictive maintenance; for processes where process setup is the dominant source of variation, the process is best controlled by selup control charts. For a process that is in statistical control, improvement efforts will often focus on reducing the common cause variation in the process. Reducing this Variation will have the effect of “shrinking” the control limits on the control chart (ie., the limits, upon their recalculation, will be closer together). Many people, not familiar with control charts, feel this is “penalizing” the process for improving. ‘They da not realize that if a process is stable and the control limits are calculated correctly, the chance that the process will erroneously yield an out-of-control point is the same regardless of the distance between the control limits (see Chapter I, Section E). One area deserving mention is the question of recalculation of control chart limits. Once property computed, and if no changes to the common cause variation of the process occur, then the control limits remain legitimate, Signals of special causes of variation do fot require the recalculation of conteal limits, For long-term analysis of control charts, it is best to recalculate control limits as infrequently as possible; only as dictated by changes in the process. For continual process improvement, repeat the three stages of the Improvement Cycle: Analyze the Process; Maintain (Control) the Process; Improve the Process, see Figure 1.4. 34CHAPTER | - Section G Control Chants: Tools For Process Conteo| and Improvement ‘This page intentionally left blankCHAPTER 1 Section H Effective Use and Benefits OF Comrot Chans BENEFITS OF CONTROL CHARTS Properly used, control charts can: * Be used by operatars for ongoing control of a process ‘* Help the process perform consistently and predictably * Allow the process to achieve — Higher quality ~ Lower unit cost —Higher effective capability * Provide a common language for discussing the performance of the process * Distinguish special from common causes of variation, as @ guide to local action or action on the system. 36CHAPTER I~ Section H UEflective Use and Benefits Of Control Chars CHAPTER | - Section H Effective Use and Benefits of Control Charts Important benefits can be obtained from the effective use of control charts. The gains and benefits from the control charts are directly related to the following: Management Philosophy: How the company is managed can directly impact the effectiveness of SPC. The following are examples of what needs to be present: ‘+ Focus the organization on variation reduetion, © Establish an open environment that minimizes internal competition and supports cross-functional teamwork. * Support and fund management and employee training in the proper use and application of SPC. ‘© Show support and interest in the application and resulting benefits of properly applied SPC. Make regular visits and asks questions in those areas, ‘© Apply SPC to promote the understanding of variation in engineering processes. Apply SPC to management data and use the information in day-to- day decision making, The above items support the requirements contained in ISO 9000:2000 and ISO/TS 16949:2002. Engineering Philosophy: How crigineering,uses data to develop designs can and will have an influence on the level and type of variation in the finished product, The following are some ways that engineering can show effective use of spc: ‘+ Focus the engineering organization on variation reduction throughout the design process; ¢.g., number of design changes, design for manufacturing and assembly, personnel moves, etc. * Establish an open engineering environment that minimizes internal competition and supports cross-functional teamwork, ‘© Support and fund engineering management and employees training in the proper use and application of SPC. © Apply SPC to promote the understanding of variation in engineering processes, Require an understanding of variation and stability ia relation to measurement and the data that are used for design development. 37CHAPTER I Section ¥ fective Use and Benefits Of Conwol Chan ‘+ Support engineering changes proposed due to analysis of SPC information to aid in the reduction of variation. ‘Manufacturing: How manufacturing develops and operates machines and transfer systems can ionpact the level and type of variation in the finished product: ‘© Focus the manufacturing organization on variation reduction; e.g., number of different processes, impact of malti-finture and multi-toal processes, tool and machine maintenance, etc. + Establish an open engineering environment that minimizes internal ‘competition and supports cross-functional teamwork. + Support and fund manufacturing management and employees training in the proper use and application of SPC. ‘+ Apply SPC in the understanding of variation in the manufacturing ‘provesses, * Require an understanding of variation and stability in relation to measurement and the data that are used for process design development. ‘© Use the analysis of SPC information to support process changes for ‘he reduction of variation, ‘© Do not release control charts to operators until the process is stable. ‘The transfer of responsibility for the process to production should occur after the process is stable. ‘© Assure proper placement of SPC data for optimum use by the employees. Quality Control: The Quality function is a critical component in providing support for an effective SPC process: ‘© Support SPC training for management, engineering, and employees in the organization. © Mentor key people in the organization in the proper application of SPC. Assist inthe identification and reduction of the sources of variation ‘+ Ensure optimum use of SPC data and information. Production: Production personne! are direetly selated to the process and can affect process variation. They should: * Be properly trained in the application of SPC and problem solving. © Have an understanding of variation and stability in relation to measurement and the data that are used for process control and improvement. * Be alert to and communicate when conditions change. Update, maintain and display control charts within area of responsibility 38CHAPTER - Section H Effective Use and Benefits OF Control Charts ‘© Interact and lear about the process from the information collected, # Use the SPC information in real time to run the proc Application of the concepts outlined above will result in the proper environment for the understanding and reduction of variation. Then the Plan-Do-Study-Act process ean be used to further improve the process Ata minimum, the use of SPC for process monitoring will result in the process being maintained at its current performance level. However, real improvements can be achieved when SPC is used to direct the way processes are analyzed, Proper use of SPC ean result ia an organization focused on improving the quality of the product and process. 29.‘CHAPTER | —Seetica 4 Elective Use and Benefits Of Control Charts This page intentionally left blank 40CHAPTER Il Control Charts 41This page intentionally left blank a2Introduction: cuaPTER IL Coneot Chars Control charts can be used to monitor or evaluate a process. There are basically two types of control charts, those for variables data and those for attributes data. The process itself will dictate which type of control chart to use. (f the data derived from the process are of a discrete nature (eg. go/no-go, acceptable/not acceptable) then an attributes type of chart would be used. If the date derived from the process are of a continuous nature (e.g., diameter, length) then a variables type of chart would be used. Within each chart type there are several chast combinations that can be used to further evaluate the process. Some of the more common chart types, Average (.) and Range (R) charts, Individuals (1 ) chart, Moving Range ( MR) chatt,etc., belong to the variables chart Eemily. Charts based on count ar percent data (€&., P, np, c, u) belong to the attributes chart family. When introducing controt charts into an organization, it is important to prioritize problem areas and use charts where they are most needed. Problem signals can come from the Cost control system, user complaints, internal bottlenecks, ete. The use of attributes control charts on key overall quality measures often points the way to the specific process areas that would need more detailed examination including the possible use of control charts for Variables. If available, variables data are always preferred as they contain more useful information than attributes data for the same amount of effort, For example you need a larger sample size for attributes than for variables data to have the same amount of confidence in the results. If the use of variables measurement systems is infeasible, the application of attributes analysis should not be overlooked 43(CHAPTER IL Control Charts CONTROL CHARTS TO ANALYZE THE PROCESS Process Process evaluation requires Measurements ee The outcome is a Decision based on the Measurements Outcome Example | Control Chart Examples | + Shaft 0.0. (inches) X for the Average of + Hole distance from reference surface (mm) the Measurement * Circuit resistance (ohms) * Railcar transit time (hours) R Chart for the Ranges + Engineering change processing time (hours)| of the Measurement AL The measurement method must produce accurate and precise results over time Not Pre: Precise ane) Not Accurate ° © e) oe Accurate* *Note: Some current metrology literature defines accuracy as the lack of bias. | Figure Il.1: Variables Data 44CHAPTER tL Conteol Chans Variables Control Charts Variables control charts represent the typical application of statistical process control where the processes and their outputs can be characterized by variable measurements (see Figure 1.1). I for several reasons: Variables control charts are particularly use! the diameter is 16.45 mm") contains the diameter © A quantitative value (c.2., more information than a simple yes-no statement (e.g, is within specification”); ‘© Although collecting variables data is usually more costly than collecting attributes data (e-g., Bolno-g0), a decision can be reached ‘more quickly with a smaller sample size, This can lead to lower total measurement costs due to increased efficiency: ‘© Because fewer parts need to be checked before making reliable decisions, the time delay between an “out-of-control” signal and corrective action is usually shorter, and * With variables data, performance of a process can be analyzed, and improvement can be quantified, even if all individual values are within the specification limits. This is important in seeking continual improvement A variables chart can explain process data in terms of its. process variation, piece-to-piece variation, and its process average, Because of this, control charts for variables are usually prepared and analyzed in pairs, one chart for process average and another for the process variation, | The most commonly used pair are the X and R charts, X is the arithmetic average of the values in small subgroups ~ a measure of process average: R is the range of values within each subgroup (highest minus lowest) ~ a measure of process variation. However, there are a number of other control charts that may be more useful under certain circumstances. | ‘The ¥ and R charts may be the most common charts, but they may not be the most appropriate for all situations. 45CHAPTER I Coateol Charts Process a L [materats ] [wetrods | [Measuromen] CONTROL CHARTS TO CLASSIFY THE PROCESS Decision is based on the Classification of the Outcome Outcome Example Control Chart Examples Vehicle does not leak Lamp lights does not light Hole diameter undersized or oversized {evaluated using a go/nogo gage) Shipment to dealer correct or incorrect Bubbles in a windshield Paint imperfections on door Errors on an invoice those criteria are met must produce consistent The conformance criteria must be clearly defined and the procedures for deciding if P Chart for Proportion of Units Nonconforming ‘np Chart for Number of Units Nonconforming © Chart for Number of Nonconformances per Unit u Chart for Number of Nonconformities per Unit results over time. Acceptance Criteria Examples Comment Surface should be free from flaws What is a flaw? Surface should conform to master standard in color, texture, brightness and have not imperfections Conform to what degree? Do inspectors agree? How is it measured? ‘Any material applied to mirror back to shall [ not eause viele staining ofthe backing * Visible to whom? Under what conditions Figure 1.2: Attributes DataCHAPTER IL Control Charts Attributes Control Charts Although control charts are most often thought of in terms of variables, contrat charts have also been developed for attributes; see Figure 1.2. Attributes data have discrete values and they can be counted for recording and analysis, With attribute analysis the data are separated into distinct categories (conforming/nonconforming, pass'fail, go/n0-Ro, present/absent, low/medium/high). Examples include the presenoe of a required label, the continuity of an electrical circuit, visual analysis of a painted surface, or ertors in a typed document. Other examples are of characteristics that are measurable, but where the results are recorded in a simple yes/no fashion, such as the conformance ofa shaft diameter when measured on a go/no-go gage, the acceptability of door margins to a visual or gage check, or on-time delivery performance. Control charts for attributes are important for several reasons: + Attributes data situations exist in any technical or administrative process, so attributes analysis techniques are useful in many applications. The most significant difficulty is to develop precise operational definitions of what is conforming, * Attributes data are already available in many situations — wherever there are existing inspections, repair logs, sorts of rejected material, ete, In these cases, 10 additional effort is required for data collection. ‘The only expense involved is for the effort of converting the data to control chart form, © Where new data must be collected, attributes information is generally quick and inexpensive to obtain. With simple gaging (c.g. 8 goyno-go gage or visual standards), specialized measurement skills are often are not required, There are many occasions where specialized measurement skills ate required especially when the part ‘measured falls in the “gray” area." © Much data gathered for management summary reporting are often in attributes form and can benefit from control chart analysis. Examples include serap rates, quality audits and material rejections. Because of the ability to distinguish between special and common cause variation, control chart analysis can be vatuable in interpreting these ‘management reports. This mtanuat will use conforming/nonconforming throughout attributes discussions simply because ‘+ These categories are “traditionally” used Organizations just starting on the path to continual improvement usually begin with these categories + Many of'the examples available in literature use these categories, {t should not be inferred that these are the only “acceptable” categories or that attributes chants cannot be used with Case 1 processes; see Chapter I, Section E."” '° See the Attribute Measurement System Study chapter in the MSA Reference Manual. ” See also: Montgomery (1997), Wheeler (1991, 1995), Wise and Fair (1998). 47CHAPTER 1 Conte! Charts Elements of Control Charts There is no single “approved” manner of displaying control charts, However the reasons for the use of control charts (see Chapter I, Section E) must be kept in mind, Any format is acceptable as long as it contains the following (see Figure 11.3): * (A) Appropriate scale The scale should be such that the natural be easily viewed. A scale which yields a " not enable analysis and contral of the process. YES © (B)UCL, LCL The ability to determine outliers which signal special causes the control chart requires control timits based on the sampling distribution. Specifications limits should not be used in place of valid ‘control limits far process analysis and control. © B) Centerline The control chart requires a centerline based on the sampling distribution in order {0 allow the determination of non-random patterns which signal special causes. © (©) Subgroup sequence / timeline Maintaining the sequence in which the data are collected provides indications of “when” a special cause occurs and whether that special cease is time-oriented © (D) Identification of out-of-control plotted values Plotted points which are out of statistical control should be identified on the control chart. For process control the analysis for special ‘causes and their identification should occur as each sample is plotted as well as periodic reviews of the contro} chart as a whole for non- random patterns © (Ep Event Log Besides the collection, charting, and analysis of data, additional supporting information should be collected. This information should 48(CHAPTER IL ‘Conttol Charts include any potential sources of variation as well as any actions taken to resolve out-of-control signals (OCS). This information can be recorded on the control chart or om a separate Event Log. IF there has not been any change in the process between subgroups, itis not necessary to include an entry on the process event log, ogra c 1 first shift ~ new setup; insert 1627; material lot #1984 14 second shift - new setup: insert IC27; material lot #1931 | 6 __ [third shift ~ new setup; insert C84; material lot #150 w= | 7 first shift - material lot #2179, replaced bad insert i) third shift - material lot #2193 12 first shift - material lot #1950 23 | second shift - material lot #ZM18 [L ete. | ; Figure II.3: Elements of Control Charts During the initial analysis of the process, knowledge of what would constitute a potential special cause for this specific process may be incomplete. Consequently, the initial information collection activities may include events which will prove out not to be special causes. Such events need not be identified in subsequent information collection activities, If initial information collection activities are not sufficiently comprehensive, then time may be wasted in identifying specific events which cause out-of-control signals. 49CHAPTER IL Control Charis For control charts which are included a8 a part of a report and for those which are maintained manually the following “header” information should be included: ‘* What: part/product/service name and number/identification ‘© Where: operation/process step information, name/idemtification © Who: operator and appraiser ‘© How: measurement system used, name/number, units (scale) ‘© How many: subgroup size, uniform or by sample © When: sampling scheme (frequency and time) Figure 11.4 shows a completed manually maintained control chart which includes all these elements 50CHAPTER I Control Chans Thee TL ote aaa) stloy st 6s cr 7 or “ce Ts LT SEP LT ES 69 95 OF a zsirr vs se oF FY scls9 oe ES oF CS St Lr TL RP - gs ax) ax WN A Ow WoW WW wo a AX Y ay wow WOW oo par g t 2 Ss Pp s z oO ®) 3 ee. a ° 2 2 > 5 Bll a a) = 2) 3 o 2 mi ®& > se > PROCESS INCAPABLE OF MEETING SPECIFICATIONS (OUTPUT Is PRODUCED BEYOND ONE (OR BOTH SPECIFICATIONS): SE sz ‘STANDARD DEVIATION AND RANGE (FOR A GIVEN SAMPLE, THE LARGER THE AVERAGE RANGE “A, THE LARGER THE STANDARD DEVIATION ~ aa Fives Rane Pres Fane Fives tae sue ue —> swe —> FROM THE EXAMPLE (ESTIMATING THE PROCESS STANOARD DEVIATION FROM THE AVERAGE RANGE); in = 0.169 X = 0.738 = 5 LSL = 0.500 2.38 USL = 0.900 = Rid =.169/2.33 = 0.0725 67CHAPTER Il Section A ‘Control Charting Provess This page intentionally left blank 8CHAPTER IL Section B Defining “Out of Control” Signals CHAPTER Il - Section B Defining “Out-of-Control” Signals Point Beyond a Control Limit. ‘The presence of one or more points beyond either control limit is primary evidence of special cause variation at that point. This special cause could have occurred prior to this point Since points beyond the control limits would be rare if only variation from common causes were present, the presumption is that a special cause has accounted for the extreme value. Therefore, any point beyond control limit is @ signal for analysis of the operation for the special cause, Mark any data points that are beyond the control limits for investigation and corrective action based on when that special cause actually started. A point outside a control limit is generally a sign of one or more of the following: ‘+ The control limit or plot point has been miscalculated or misplotted. ‘© The piece-to-piece variability or the spread of the distribution has increased (i.e., worsened), either at that one point in time or as part ofa trend. ‘+The measurement system tras changed (e.g., a different appraiser or instrument), © The measurement system lacks appropriate discrimination, For charts dealing with the spread, a point below the lower control limit is generally a sign of one or more of the following: © The control limit or plot point is in error. '* The spread of the distribution has decreased (i.e., becomes better) * The measurement alteration of the data). sm has changed (including possible editing or A point beyond either control limit is generally a sign that the process has shifted either at that one point or as part of a trend (see Figure IL). When the ranges are in statistical control, the process spread — the within-subgroup variation ~ is considered to be stable. The averages can then be analyzed to see if the process location is changing over time. Sinee control limits for X are based upon the amount of variatiow ia the ranges, then if the averages are in statistical control, their variation is related to the amount of variation seen in the ranges ~ the common-cause 0_ es _| (CHAPTER 11 - Section B Defining “Out of Control” Signals variation of the system. If the averages aré not in control, some special causes of variation are making the process location unstable, Process in control for Averages Process not in control for Averages (a point beyond the control limits) uct tot X AND R CONTROL CHART is fave Suir Figure 1.9: Points Beyond Control Limits Patterns or Trends Within the Control Limits ‘The presence of unusual patterns or trends, even when all ranges are within the control limits, can be evidence of the influence of a special cause during the period of the pattern or trend. This could give the first warting of an unfavorable condition which should be cotrected. Conversely, vertain patterns or trends could be favorable and should be studied for possible permanent improvement of the process. Comparison of patterns between the range and average charts may give added insight. “There are situations where an “outof-controt pattern” may be a bad cevent for one process and a good event for another process. An example of this is that in an X and R chart a series of 7 or more points on one side of the centerline may indicate an out-of-control situation. If this happened in ap chart, the process may actually be improving if the series is below the average line (less nonconformances are being produced). So in this case the series is a good thing ~ if we identify and retain the cause, 70(CHAPTER II - Section B Defining “Out of Conteal Runs Runs — Bach of the following are signs that a process shift or trend has begun: '* 7points in a row on one side of the ¥ or R ‘© 7 points in a row that are consistently increasing (equal to or greater than the preceding points), or consistently decreasing. Mark the point that prompts the decision; it may be helpfut to extend a reference line back to the beginning of the cun, Analysis should consider the approximate time at which it appears that the trend or shift first began, PROCESS NOT IN CONTROL FOR AVERAGES PROCESS NOT IN CONTROL FOR AVERAGES (LONG RUNS BOTH ABOVE AND BELOW THE (LONG RUNS UP) AVERAGES) XAND R CONTROL CHART om So A Se Figure 1.10: Runs in an Average Control Chart A run above the average range, or a run up, signifies one or both of the following: Y Greater spread in the output values, which could be from an irregular cause {such as equipment malfunction or loose ‘Axturing) or from a shift in one of the process elements (e.g., 8 new, less uniform raw material lot). YA change in the measurement system (e.g., new inspector or gage). 1(CHAPTER 11 Section B Defining "Out of Control” Signals Process not in control for Ranges Process not in control for Ranges (long runs both above and below (long run up) the Average Range) uct to This Sarthe a ag von acon SS S/8[2 5 c/-aig-e 2/8 Figure 1.1 : Runs in a Range Control Chart ‘A nun below the average range, or a run down, signifies one or both of the following: ¥ Smaller spread in output values, which is usually a good condition that should be studied for wider application and process improvement. ¥ A change in the measurement system, which could mask real performance changes. NOTE: As the subgroup size (n) becomes smaller (5 or less), the likelihood of runs below R increases, so a run length of 8 or more could be necessary to signal a decrease in process variability. ‘A tun relative to the process average is generally a sign of one or both of the following: Y The process average has changed ~ and may still be changing. Y The measurement system has changed (drift, bias, sensitivity, ete), nCHAPTER I Defining “Out of Conte Obvious Nonrandom Patterns In addition to the presence of points beyond control limits or long runs, other distinct patterns may appear in the data that give clues to special causes. Care should be taken not to overinterpret the data, since even random (i¢., common cause) data can sometimes give the illusion of nonrandomness (i.e., special causes). Examples of nonrandom patterns could be obvious trends (even though they did not satisfy the runs tests), cycles, the overall spread of data points within the control limits, or even relationships among values within subgroups (e.g., the first reading might always be the highest). One test for the overall spread of subgroup data points is described below. Distance of points from Ror X : Generally, about 2/3 of the plotted points should lie within the middle third of the region between the control limits; about 1/3 of the points should be in the outer two-thirds of the region. If substantially more than 2/3 of the plotted points lie close to R or ¥ investigate one or more of the following: ‘© The control limits or plot points have been miscalculated or misplotted, ‘© The process or the sampling method is stratified; each subgroup systematically contains measurements from two or more process streams that have very different process averages (e.g., one piece from each of several spindles). © The data have been edited (subgroups with ranges that deviated much from the average have been altered or removed) If substantially fewer than 2/3 of the plotted points lie close to R (for 25 subgroups if 40% or fewer are in the middle third), investigate one or both of the following: © The control limits or plot points have been miscalculated or misplotted. ‘The process or the sampling method causes successive subgroups to contain measurements from two or more process streams that have dramatically different variability (e.g., mixed lots of input materials) If several provess streams are present, they should be identified and tracked separately (see also Appendix A). Figure 1.12 shows a nonrandom pattern for the R chart BCHAPTER IT- Section B Defining “Out of Control” Process not in control for Ranges Process not in control for Ranges (points too close to the Average Range) {points too close to the control Limits) bau 23 of pits are win ride third ot eancl ts (15 of 25 between 172 and 244) Figure II.12: Nonrandom Patterns in a Control Chart 4HAPTER II - Section B Defining “Out of Control” Signals Special Cause Criteria There are several criteria for identifying special causes (see table befSw and AT&T (1984)), The most commonly used ate discussed above. The decision as to which criteria to use depends on the process being studied/controled. 7 Summary of Typical Special Cause Criteri T points in a row on same side of centerline 6 points in a row, all increasing or all decreasing 14 points in a row, alternating up and down 2 out of 3 points > 2 standard deviations from centerline (same side) 4 out of 5 points > 1 standard deviation from tic terline (same side) {5 points in a row within 1 standard deviation of centerline (either side) 8 points in a row > I standard deviation from centerline (either side) Table HLL Note 1: Except for the first criterion, the numbers associated with the criteria do not establish an order or priority of use, Determination of which of the additional criteria to use depends on the specific process characteristics and special causes which are dominant within the process, a : Note 2: Care should be given not to apply multiple criteria except in those cases where it makes sense. The application of each additional criterion increases the sensitivity of finding a special cause but also increases the chance of a Type | error. In reviewing the above, it should be noted that not all thes considerations for interpretation of control can be applied on the production floor. ‘There is simply too much for the appraiser to remember and utilizing the advantages of a computer is often not feasible on the production floor. So, much of this more detailed analysis may need to be done offline rather than in real time. This supports the need for the process event log and for appropriate thoughtful analysis to be done after the fact. Another consideration is in the training of operators. Application of the additional control criteria should be used on the production floor when applicable, but not until the operator is ready for it; both with the appropriate training and tools. With time and experience the operator will recognize these patterns in real time. 21 In this table, “standard deviation” refers to the standard deviation used in the calculations of the control limits(CHAPTER II Section B Defining “Out of Contro Average Run Length (ARL) Chapter | stated that decisions made based on charts should balance the risks of Type I errors (over-control, false alarms) to Type II errors (under-control). A measure of this balance is the Average Run Length CARL), The Average Run Length is the number of sample subgroups expected between out-of-control signals. The in-conttol Average Run Length (ARIg) is the expected number of subgroup samples between false alarms ARL, =——+___ Pr{Typel Error} ‘The ARL is dependent on how out-of-control signals are defined, the true target value’s deviation from the estimate, and the true variation relative to the estimate. Below is a table of approximate ARL’s for the standard Shewhart X control chart with exceeding the +3; control limits as the only out-of- control signal Shift in Target °, ARL => 6 3704 ol 352.9 02 3084 03 253.1 os 1552 10 439 =e 15 Iso 20 63 3.0 20 = 40 - ‘This table indicates that a mean shift of 1.5 standard deviations (of the mean) would be signaled (on average) by the 15" subgroup after the shift. A shift of 4 standard deviations would be identified within 2 subgroups. 16CHAPTER T1- Section B Defining “Out of Costes!” Signals This table also shows that a false signal may be indicated for a process without a shift (:e., the process remains in statistical control) every 370 subgroups (on average). Since oy = rt . the practical magnitude of the shifts can be reduced by increasing the number of items in each subgroup. Larger subgroups reduce the size of and tighten the control limits around X . Alternatively, the ARL's can be reduced by adding more out-of-control criteria. Other signals such as runs tests and patterns analysis along with the control limits will reduce the size of the ARL's The following able is approximate ARL's for the same chart adding the runs test of 7-points in a row on one side of X” Shift in Target or's ARL 0 59.8 ot 39 02 418 03 308 os 179 10 87 1s 69 20 61 3.0 20 40 12 As can be seen, adding the one extra out-of-control criterion significantly reduces the ARLs for small shifts in the mean, a decrease in the risk of a ‘Type Il error, Note that the zero-shift (the in-control) ARI. is also reduced significantly. This is an inerease in the risk of a Type I error or false alaren. This balance between wanting a long ARL when the process is in control versus a short ARL when there is @ process change has led to the development of other charting methods. Some of those methods are briefly described in Chapter IL 7CHAPTER Il- Section € Conttol Char Formulas jer iex 5 I cozy 9 L3 Lhe v9 9s/ ro) sso ot ale ste owmnes_| £ = Se \z z\3 > z\2 o lg m lz z 710 g |e 3 > z\4 nig ae > a | g m 2 pa x Ebi PEEEt 2 aa sonsd word DN thse ~yeyg aBuey pue abeiaay 18(CHAPTER II -Seetion © ‘Control Chart Formulas: CHAPTER II - Section C Control Chart Formulas Control chart constants for all control charts discussed in this section are listed in Appendix E. Variables Control Charts Average and Range Charts (, 2) Subgroup Average: n= number of samples in a subgroup Subgroup Range: R (within each subgroup) = Xs ~ Xvin Grand Average: o_ Xt X44 X, zt +h, K = number of subgroups used to determine the Grand Average and Average Range ‘Average Range: R+ Estimate of the Standard Deviation of X : ig = O/, 9CHAPTER II - Section C Control Chart Formulas: Chart Features: Centerline 80 Control Limits UCL; =X +4,RCHAPTER II- Section © ‘Control Chart Formulas: This page intentionally left blank 81CHAPTER TI- Section © ‘Consol Chart Formulas s agaais we we aOVYSAV Figure ll.14: Average and Standard Deviation Charts x or see Teor LSS EA) 82CHAPTER II - Section C ‘Control Char Formulas: Average and Standard Deviation Charts (, s Subgroup Average: tw tet n= number of samples in a subgroup Subgroup Standard Deviation (Within-subgroup Variation): A= number of subgroups used to determine the Grand Average and Average Standard Deviation Average Standard Deviation: Sth te k Estimate of the Standard Deviation of X : Estimate of the Standard Deviation of Y: ay, vn Chart Features: Centerline Contro} Limits Chg ak dg Clee te Aa Also known as the pooled standard deviation 3wae nto Figure II.15: Median and Range Charts x CHAPTER I Section © ‘Control Chart Formulas: 4Median and Range Charts ( ‘CHAPTER II- Section C ‘Conteol Chart Formulas: »R) Sample Value: x,, i=... (sample size) Subgroup Median: X') is the value of the O” element in the sample when the data are arranged in ascending order ifm is odd if'n is even n= number of elements in a subgroup A= number of subgroups used to determine the Average Median and Average Range Subgroup Range: Xym_ (Within each subgroup) Average Range: RAR +R, or ree Estimate of the Standard Deviation of X= Var Chart Features: Centerline Control Limits ch, = ¥ UCL, =¥+4R LC CL, =R UCL, = D,R LCL, =D,R ® This approach to the Median Chart uses averages in the calculation of the centerline and control limits. There are other approaches in the literature which do not use averages. 85Control Char Formulas: (CHAPTER I1- Section Bis srowor a8 X ann ene Figure 1.16: Individual and Moving Range Charts YW aBuey Bunow 86 poeeeeeet go eet a= een ee eee eee ee ee ee lees | org 6:01 uoRonpoig 4 woweavaave9 poy 300 | $| 4S 0x sivnaiaiant core eyo eBuey Bulow pue sjenpiaipulCHAPTER I1- Section C ‘Control Chart Formulas Individuals and Moving Range Charts (, /@R) i=l... individual values Moving Range: MR, = xy) t= 20k (Range between current value and previous value.) Average Moving Range: Chart Features: Centerline Control Limits UCLy =X +E,R UCL, = D,R Because moving ranges are involved, the points being plotted on the range chart are correlated. Therefore, valid signals occur only in the form of points beyond the control limits. Other rules used to evaluate the data for non-random patterns (see Chapter II, Section B) are not reliable indicators of out-of-control conditions. 87‘CHAPTER II - Section ‘Contra Chaet Formulas: gle aaa 8) "Figure 1.17: Proportion Nonconforming Chart 5 iar i ~aHous | gszy vs ay elie ny 199207 | sep zs zeivleits cy 9) YaSUON | soiss es a. 8essere _enb0} vepun 9900 -"0n PLEO =m HEL = HHO | oeuz-Sia wus tag 008 © squawe1nbay | ng - 88CHAPTER IL Section ¢ Control Chart Formulas: Attributes Control Charts Control Charts for Nonconforming Items Attributes charts are part of probability based charts discussed in Chapter II. These control charts use categorical data and the probabilities related to the categories to identify the presences of special causes, The analysis, of categorical data by these charts generally utilizes the binomial, or poisson distribution approximated by the normal form, Traditionally attributes charts are used (© track unacceptable parts by identifying nonconforming items and nonconformities within an item. There is nothing intrinsic in attributes charts that restricts them to be solely used in charting nonconforming items. They can also be used for tracking positive events. However, we will follow tradition and refer to these as nonconformances and nonconformities. Proportion Nonconforming (p Chart) Guideline: Since the control limits are based on a normal approximation, the sample size used should be such that np > 5 Individual Vatue number of parts inspected; ‘ap, = number of nonconforming items found Average of Individual Values np, + np + oF AP = where k= number of subgroups a a ee k P if-all the a's are equal * An alternative to these charts is the Individuals and Moving Range Chart (see Wheeler (1995)). 89,(CHAPTER I1- Section © Control Chart Formulas: = Chart Features: Centerline Control Lit a1 If the sample size is constant (n) Control Limits Vpd-7) vn UCL, = p+3 LCL, = p-3 Constant control limits when the sample size varies (for situations where ™""" > 0.75 ) max Control Limits erage sample size) average sample size) Example Uses: ‘+ Accept/Reject Decisions with constant or variable subgroup size Y- First Time Quality (FTQ) results” ¥ Proportion nonconforming ¥ Proportion conforming” ¥ Proportion of items above (or below) a threshold value + Sudgment Decisions ¥ Proportion of items within a specified category ¥ Proportion of items above (or below) a threshold value ¥ Proportion Uptime (equipment) 2 This is alternatively known as FTC (First Time Capability) and RTY (Rolled Throughput Yield), 2 This chart is sometimes called a q-chart; this is based on the practice of calculating the parameter P. 90CHAPTER IT Section € ‘Control Chart Formulas: ‘This page intentionally left blank oOControl Char Formulas: ‘CHAPTER II - Section © iSieaarsarermas | ID SOS omnes | | Saisvepun | I = sof 26 “on Wind am oxgendanoy | S195-SA, em (cesses exer mols ee yeyo du Figure 11.18: Number of Nonconforming Chart 92(CHAPTER If Section © ‘Control Chart Formulas: Number of Nonconforming Chart (np Chart) Restriction: Requires a constant subgroup size = Guideline: Since the control limits are based on a normal approximation, the sample size used should be such that np 2 5 Individual Value: np, ‘n=number of parts inspected; np = number of nonconforming items found Average of Individual Values: p, mB. opt np, Chart Features: Centerline Control Limits; cL, 7 OChy = np +391 np +3) mpl) np - 2 LCL, = np -3, np ~3y np(\—p) V n Example Use ‘+ Accept/Reject Decisions with eonstan¢ subgroup size ¥ First Time Quality (FTO) results ¥ Number nonconforming ¥ Number conforming ¥ Number of items above (or below) a threshold value ‘+ Judgment Decisions ¥ ‘Number of items within a specified category ¥ Number of items above (or below) a threshold value ¥ Number of times a condition occurs 93[ajax aloes aca] T ; ewan es oe reve ran Figure lI.19: Number of Nonconforming per Unit Chart (CHAPTER II- Section © Control Chart Formulas: evo so * =n mmm GEIM! : f NCO cn crm | so] Te ee | sas Po ee oo ueygnCHAPTER II- Section C ‘Control Char Formulas Number of Nonconformities per Unit Chart (u Chart) Guideline: ince the control limits are based on a normal approximation, the sample size used must be large enough so that the number of subgroups with c= 0 is small. Individual Value: ¢,= number of nonconformities found in sample i; 11, = is the sample size idual Values: Average of Indit +14 Chart Features: Centerline Controt Limits CL,=% vet, =0+ 88 2943 [% vn n, wa ___, fa We Nn For constant control limits when the sample size varies MN”. 50.75 ) max n, (for situations where Control Limits: wverage sample size) LCL, average sample size) Example Uses: ‘© Accept/Reject Decisions with variable number items per unit Y Quality rates for specified unit designation ¥ Average number (rate) of nonconformities per unit ¥ Average number (rate} of items within one or more categories Judgment Decisions ¥ “Average number (rate) of items within one or more categories Y Average number (ate) of items above (or beiow) a threshold value per wit 95,Toe] ‘her bosias ‘sola Figure li.20: Number of Nonconformities Chart pees (CHAPTER Il Section C Control Chart Formulas: 18SL on GFL =a mmm algerdovoy | 4109 yo#3_/H109 o1ouN SMe IY “eyo(CHAPTER IT Section © Control Chart Formulas: Number of Nonconformities Chart (c Chart) Restriction: Requires a constant subgroup size =n Guidi Since the contro! limits are based on 2 sormal approximation, the sample used must be large ertough so that the number of subgroups with ¢ = 0 is small Individual Value: ¢,= aumber of nonconformities found in sample; Average of Individual Values: Fett k= number of samples Chart Features: Centerline Control Limits Cly= UCL, =e +3NE Lc —3VE Example Uses: ‘© Accept/Reject Decisions with a constant number icems per unit ¥ Quality level for specified unit designation. Y Total nunber of nonconformities per unit Y Total number of items within one or more categories + Judgment Decisions ¥ Total number of items within one or more categories per unit Y Total number of items above (or below) a threshold value per unit ¥- Total number of times a condition occurs within a unit 97CHAPTER 11 Section © Control Chart Formulas: This page intentionally left blank 98.CHAPTER III Other Types of Control Charts ”(CHAPTER Other Types of Control Chats CONTROL CHARTS Upper Control! Limit Center Line Lower Control Limit 1. Collection * Gather Data and plot on a chart. 2. Control 3. Analysis and Improvement * Calculate trial control limits from process data. + Identify special causes of variation and act upon them. + Quantify common cause variation; take action to reduce it. These three phases are repeated for continual process improvement Figure ill.1: Gontrol Charts 100Introduction (CHAPTER TIL Other Types of Control Charts There are several types of control charts other than those discussed in the previous chapters. Most of these charts were developed to address specific process situations or conditions which can affect the optimal use of the standard contro! charts. A brief description of the more common charts will follow below, This description will define the charts, discuss when they should be used and list the formulas associated with the chart, as appropriate. If more information is desired regarding these charts or others, please consult a reference text ¢hat deals specifically with these types of contro! chars. Based Charts Red Yellow Green Probability based charts belong to a class of control charts that uses categorical data and the probabilities related to the categories. The analysis of categorical data generally uses the binomial, multinoaziai or poisson distribution. Examples of these charts are the attributes charts discussed in Chapter N! Section C. The attributes charts use the categories of “good” and “bad” (€.g., conforming and nonconforming). However, there is nothing inherent in any of these forms (or any other forms) that requires one or more categories to be “bad.” ‘The problem is that users tend to apply by example, rather than by knowledge. This is as much the fault of professionals and teachers, as it is the student's, There is a tendency to take the easy way Out, using traditional (and stereotypical) examples. This leads to a failure to reatize that quality practitioners once had (or were constrained to) the tolerance philosophy; ie., make it “to print” (or “close enough”), Stoplight Control With stoplight control charts, the process location and variation are controlled using one chart. The chart tracks the number of data points in the sample in each of the designated categories. The decision criteria are based on the expected probabilities for these categories. A typical scenario will divide the process variation into three parts: warning low, target, warning high. The areas outside the expected Process variation (66>) are the stop zones. One simple but effective control procedure of this type is stoplight control which is a semi- Variables (more than two categories) technique using double sampling. In this approach the target area is designated green, the warning areas as yellow, and the stop zones as red. The use of these colors gives rise to the “stoplight” designation 101