Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six...Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.展开更多
文摘Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.
