the quality improvement1

IMPLIMANTATION OF SIX SIGMA IN SMALL SCALE INDUSTRY

A PROJECT REPORT

Submitted by

Meet Patel (110010119020)

Kirit Patel (110010119025)

Hardik Patel (110010119100)

Diwakar Bhargav (110010119093)

In fulfilment for the award of the degree

Of

BACHELOR OF ENGINEERING

In

MECHANICAL ENGINEERING

DECEMBER 2014

A.D.Patel Institute of Technology, New V.V.Nagar

Gujarat Technological University, Ahmedabad

A.D.Patel Institute of Technology

Mechanical Engineering

2014

CERTIFICATE

Date: 23/04/20115

This is to certify that the project entitled “Analysis of drive shaft using composite

material(GLARE)” has been carried out by Meet Patel, Kirit Patel, Bhargav Diwakar,

Hardik Patel under our guidance in fulfillment of the degree of Bachelor of Engineering

in Mechanical Engineering 7th semester of Gujarat Technological University,

Ahmedabad during the academic year 2014-15.

Guides: Mr. Mehul patel

Head of the Department

(Dr. V. N. SINGH)

ACKNOWLEDGEMENT

We would like to offer our profoundest gratitude to our project advisors, Mr. Mehul patel, for offering their unreserved help and guidance which lead us to finish our project step by step. Their words are always inspiring and bring us to a higher level of thinking. What we learn from them is not just how to write a thesis to meet the Graduation requirement, but also to view this world from a new perspective. Without their kind and patient instruction, it is impossible for us to finish this project. Moreover, we want to give gratitude to our Head of Department Dr. Vishal N. Singh to allow us to use all departmental facilities and we are also thankful to all staff member to provide us their warm support.

Last but not the least; we would like to thank our parents for their constant encouragement and support.

Abstract

The present work is an attempt to capture the issues for implementation of Six Sigma and improve understanding with the Six Sigma philosophy in small enterprises. To document issues such as barriers and highlight important issues which affects the performance of an organization through a systematic literature review. The DMAIC Methodology is used in this present work to implement six sigma in die industry

Introduction

What is DMAIC Methodology?

DMAIC is short form for Define Measure Analyse Improve Control process

DMAIC represents five sequential phases through which the process under consideration shall pass so that the defects can be removed from process and process can be made stable within control limits.

The DMAIC is a systematic and continuous methodology used by company professionals for solving problems, improving the quality of products and reducing the defects or waste within an organization.

Each phase of the DMAIC has questions that need to be answered. By answering the questions, deliverables or outcomes are produced.

(1)Defining phase:Defining is the first step of DMAIC process. This step identifies the pain area or the process that needs improvement. These also define the type of the problem.

1 . D EFIN E

2 . M EA SU R EM EN T

3 . A N A LYSIS

4 . IM P R O V E

5 . C O N T R O L

The objectives for adopting the six sigma improvement process are defined during this step. To improve current process, a team should be form and should be aware about the benefits of adopting the six sigma methodology.

It is important that the team that has been formed is motivated and believes in the benefits that will be accrued by completing this project.

Next, the team has to identify the customers or the people who would be impacted by this six sigma project. The critical requirements for these customers are also documented.

The following table gives idea about the problem.

Phase Example Questions to be Answered Potential Answers

DEFINE

1) Who is the customer? The local buyers are the customer.

2) What is the problem specifically? Low production due to less order from buyers.

3) Who is part of our team? Four Member in our team.4) What is our plan? Our plan is to give appropriate

suggestion for implementation of Six sigma in company.

5) Who is the person we are generatinga final report for?

Final report is being generated for owner of SHREE TRIMURTI CHEMICALS.

6) What are the team’s goals? Increase the production, revenue and decrease the waste.

Recommended tools for Define Phase

1. Current state analysis

SHREE TRIMURTI CHEMICALS was started in year 2005. It is owned by ALAKH PATEL. He started

his business as Leather Dyes manufacturing unit. During, research for his company it has been

found that he needs to do make changes in his manufacturing process and need to change his

strategy towards his business. SHREE TRIMURTI CHEMICALS produce 90 M ton dye per month with

the help of a machine available in the company.

Company has manufactured product for dealers .So company has not directly contact with the customer.

Second, currently the company has machine which is not as fast as other modern machine

available in market now a days.

Third, currently there is no inspection of quality of product produce while manufacturing

because they think that they are manufacturing better quality product without any fault.

SIPOC:

SIPOC is the acronym that stands for five elements: Suppliers, Inputs, Process, Outputs,

and Customers. A SIPOC diagram is shown here:

Suppliers Inputs Process Outputs CustomersLocal factories HCL & Nitrite Mix the raw

material according to the prices and quality requirement by buyers

ACID BLACK 210, ACID BLACK 234

The output is produced dealers

During define phase key deliverables:

I. Current manufacturing issues in the companyII. Probable outcome at the end of the project like- increase production.

III. Decrease wastage and reduce machine stopped time.

(2)Measurement phase:After completing the defining phase here we comes on second phase which is measuring phase. DMAIC methodology comes in these phase: from which we can determine

The characteristic that affect the process, these is completed by making the measurements and collecting data from manufacturing company SHREE TRIMURTI CHEMICALS.

These step takes more time then the defining phase. These phase will show which parameters need to be improved for the progress of the company. The main affecting

Defect will be identified and defined in these phase. Once that is defined data is collected to analyse the difference between actual performance and desired performance. Process variation will be established in these phase.

NO. Questions to be Answered? Potential Answers1 What is the current measurement? Company produced nearly 90 M ton dyes in year

2014.

2. What are we going to measure? Company’s Type of product, total production in a year, profit and losses.

3. How will we measure it? By visiting the company and collecting data and by preparing the questionnaire and taking review from employee of company.

4. Where do we find the data? Owner of SHREE TRIMURTI CHEMICALS provided all data.

5. What is the gap between currentstate and industry standard?

Currently, company does not followany standards strictly. So there is a bigdifference between the manufacturingprocess of industry standard and SHREE TRIMURTI CHEMICALS.

6. What are the team’s deliverables? During this stage team deliverablewill be to collect the data of currentManufacturing process and Production from owner of SHREE TRIMURTI CHEMICALS.

THE DATA COLLECTED FROM THE COMPANY SHREE TRIMURTI CHEMICALS.

NAME: SHREE TRIMURTI CHEMICALS.

Type: Leather Dyes Manufacturing Unit.

Leather Dyes manufacturing unit,

Particularly manufacturing ACID BLACK 210, ACID BLACK 234 (different shades in black Colour) providing Leather Black colour for dying & tanning the leather.

Leather tanneries are main consumer of the dyes.

Batch process department, Filtration, Drying, Blending, and Packing.

3 ms vessel, 1 filter press, 2 dryers, 1 hot air generator, 1 steam boiler, 2 Boll mill.

Batch process:

First we diazotise one material with HCL & Nitrite give 3 hours for stirring then coupled the same with another material, Allow the whole mask stirring whole day & overnight.

Another day 3rd material being diazotised & coupled with whole mask, set the PH of the mask with soda.

After that add on more coupler in that mask, allow 3 hours stirring then start heating the whole mask raise temp. up to 70 c.it takes whole night steaming by boiler.

Precipitate the mask with salt & HCL & start filtering, after that open the filter press take press cake to dryer, then drying, pulverising, blending, Packing & despatch.

Capacity of Plant: 15 M Ton dyes per Month.

Year: 2014-2015 70 M Ton.

Year: 2013-2014 115 M Ton.11:08

Year: 2012-2013 95 M Ton.

(3)Analysis phase

During this phase, the data collected during the measure phase is used to analyse the gap between the current and desired performance.

Root-cause analysis is done to define the possible reasons for the performance gap and quality issue.

Questions to be answered for Analysis phase

Basic Information :1. Name of the Unit

(Address/Email/Contact No.)SHREE TRIMURTI pvt

2. Type of Constitution(Proprietorship/Partnership/Pvt ltd.)

Pvt

3. Investment (Land & Plant &Machinery) Rs. In Lakhs

2 Cr

4. Employment 155. Age of the Company 10 year6. Turn Over 2 Cr(annual)Supportive Information:

7. Quality of Staff:I ) Skill LevelII ) No. of employees does Repetitive Task. III ) No Of Training conducted In a year. IV ) Priority of Organization on quality/Production

1 engineer,2 deploma,6 ITI,7 are 10 pass13

Zero

production

8. Process Improvement Level:I) Any Quality Tools Used.II) Production/RejectionAnalysis done.III) Technology updateIV) Customer feedback

No

NoNoNo

Evaluation :

9. Cost of production :I) Raw Material costII) ManpowerIII) Reject Cost

250 per kg40 rs per kg12.5 Lakh per year

10. Delivery of productI) Mode of transportII) Packing materialIII) Delivery schedule followed

Private vehiclePlasticUsually

11. Plant safetyI)Handling pf hazardous materialII) fire extinguisher usedIII) Accident plant handling is there or not.

ManuallyYes No

12. Organizational characteristics I) Number of workers II) Number of machinesIII) Type of product

1510Leather die manufacturing

13. Supplier motiveI) Aware of the product qualityII) Additional care for the material suppliedIII) How Frequently Supplier evaluation done

NoNo

No

Are you familiar with the philosophy of Total Quality Management (six sigma)?

No

Focus area (except customer need)

Increase production , increase profit

Do you give priorities to the workers in a case of management decision making process?

No

Number of permanent and contract based workers.

Permanent workers – 3Contract based – 11

Any policy for your company or you produce product only on order basis?

No, order based production

On what basis are you choosing supplier for your row material?

Cost and delivery time

Customer feedback system’s availability (Yes/No)

Yes N

O

A. THE ORGANIZTION AS A WHOLE

These questions relate to the type of organization

For example: In question 1, if Organization A seems very similar to mine, B seems somewhat

Similar, and C and D do not seem similar at all then your answer will be A or A,B and if C

Seems very similar and A seems somewhat similar you could state C or C, A

1. Organization’s Manager

A. Manager are warm and caring. He seeks to develop employees’ full potential and act as his mentors or guides.

B. Manager are risk-takers. They encourage employees to take risks and be innovative.

C. Manager is rule-enforcers. He expects employees to follow established rules, policies, and procedures.

D. Manager is coordinator and coach. He helps employees meet the organization

Goals and objectives.

2. Organization Character

A. Organization is a very personal place. It is a lot like an extended family. People seem to

Share a lot of themselves.

B. Organization is a very dynamic and entrepreneurial place. People are willing to stick their

Questionnaire (for

workers)

A.

B.

C. D.

Necks out and take risks.

C. Organization is a very formalized and structured place. Bureaucratic procedures generally

Govern what people do.

D. Organization is very production oriented. A major concern is with getting the job done.

People aren’t very personally involved.

A.

B.

C. D.

3. Organization Emphases

A. Emphasizes human resources. High cohesion and morale in the organization are Important.

B. Emphasizes growth and acquiring new resources. Readiness to meet new challenges is important.

C. Emphasizes permanence and stability. Efficient, smooth operations are important.

D. Emphasizes competitive actions and achievement. Measurable goals are important.

A.

B.

C. D.

5. Organization Rewards

A. Distributes its rewards fairly equally among its members. It’s important that everyone from top to bottom be treated as equally as possible.

B. Distributes its rewards based on individual initiative. Those with innovative ideas and actions are most rewarded.

C. Distributes its rewards based on rank. The higher you are, the more you get.

D. Distributes its rewards based on the achievement of objectives. Individuals who provide leadership and contribute to attaining the organization’s goals are rewarded.

A.

B.

C. D.

4. Organization Cohesion

A. The glue that holds together is loyalty and tradition. Commitment to this organization runs high.

B. The glue that holds together is commitment to innovation and development. There is an emphasis on being first.

C. The glue that holds together is formal rules and policies. Maintaining a smooth running Operation is important here.

D The glue that holds together is the emphasis on tasks and goal accomplishment. A production orientation is commonly shared.

A.

B.

C. D.

B.GENERAL INFORMATION ABOUT THE ORGANIZATION

INSTRUCTIONSIn this section you are asked to assess your organization’s efforts to improve the quality of products and services it provides. Please read each statement carefully. Indicate the extent to which you agree or disagree that the statement characterizes your organization by circling the appropriate response.

In answering the questions, you should think about what the organization is actually like now, not how you think it might be in the future or how you might wish it to be

StronglyDisagree

Disagree Neither Agree Nor Disagree

Agree Strongly Agree

Don’tKnow

1 2 3 4 5 0

1. A philosophy (Quality Policy) of continuous improvement of quality through improvement of organizational processes.1

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5

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0

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2. Empowering employees to identify quality problems and

improvement opportunities and to take action on these problems and

opportunities.

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0

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3. An explicit focus on “customers” – both external and internal.1

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4. Use of quality improvement teams including employees from multiple departments and from different organizational levels as the major mechanism for introducing improvements in organizational processes.

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5. Does your organization have measurable goals related to customer

satisfaction?

Yes NO

6. Have your workers a say in how the company is run?

Yes NO

7. Do you consider your organization to be formally involved in Continuous

Quality?

Improvement/Total Quality Management (CQI/TQM) efforts?

Yes NO

if other please specify :

8. What certification does your company possess?

9. Have you received any Quality excellence awards?

Yes NO

if yes what :

1. Quality Management System

1 . Quality policy and quality objectives are documented in quality manual.

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2. The organisation established and maintains a quality manual

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3. Documentation control systems are in place to track revision levels of all

specifications, drawings, forms and other documents.

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4. Internal audits are performed on the quality system.

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2. Management Commitment

5. Senior management establishes quality policy and quality objectives and communicates to organisation.

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6. Senior management ensures the availability of resources to achieve objectives1

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7. Regular review of suitability of quality policies and objectives takes place.1

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8. The senior executives clearly articulate the organization’s values relevant to quality and continuous quality improvement.

1 2 3 4 5 0

. . . . . .

9. The behaviour of the senior executives is consistent with values relevant to quality and continuous quality improvement.

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3. Quality policy

10. Quality policy is appropriate to the organisation.1

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11. Quality policy commits to the continual improvement1

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12. It is communicated and understood within the organisation.1

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13. Reviewed periodically for continuing suitability.1

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4. Customer Satisfaction

14. The organization does a good job of assessing current customer needs and expectations.

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15. Customer’ complaints are studied to identify patterns and prevent the same problems from recurring.

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16. The organization uses data from customers to improve services.1

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17. The organization uses data on customer expectations and/or satisfaction when designing new services and products.

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5. Responsibility, Authority and communication

18. Responsibilities and authorities are clearly defined and communicated within theOrganisation.

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19. Appointment of key personal (management) responsible for establishment,Implementation and maintenance of quality management system.

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20. Awareness of customer requirements throughout the organisation.1

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21. Avery good communication process is established in organisation for effective QMS and for clear and effective ways for people within the organisation to communicate.

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6. Resource Management

22. Sufficient resources are allocated for implementing, maintaining and improvingquality management system.

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23. Organisation provides and maintains the infrastructure needed to achieve conformityto product requirements.

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24. Resources are provided to establish and control working conditions needed to assure product/service quality.

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25. Staff are given education and training in how to identify and act on quality improvement opportunities.

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26. Staff are given education and training in statistical and other quantitative methods that support quality improvement.

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27. Staff are given the needed education and training to improve job skills and performance.

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7. Purchasing

28. Organisation as established and documented the criteria for evaluation and selection of suppliers that provide materials and services.

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29. The organization works closely with suppliers to improve the quality of their products and services.

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30. Organisation has defined system for monitoring supplier’s performance.1

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31. Organisation involves suppliers for developing a new product/service.1

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8. Measurement Analysis and Improvement

32. Customer satisfaction is monitored regularly, to know organisation actually meetcustomer expectations.

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33. Product conformity is measured and monitored to ensure that organisation actuallymeet all requirements.

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34. Organisation has effective system to ensure that product which doesn’t conform toproduct requirements is identified and controlled to prevent its unintended use or delivery.

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35. Organisation has system in place to take action to eliminate the cause ofnonconformities in order to prevent reoccurrence.

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36. Organisation has system in place to eliminate the causes of potential nonconformities in order to prevent occurrence.

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37. Organisation promotes the use of statistical tools to monitor and measure product and processes for effectiveness and/or improvement.

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38. Organisation collects and analyse appropriate data to demonstrate the suitability and effectiveness of the QMS and to evaluate where continual improvement of the effectiveness of the QMS can be made.

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9. Employee Satisfaction/ Work Environment

39. Having opportunities to use your skills and abilities better.1

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40. Getting recognition (i.e., praise, promotion, etc.) from your superiors.1

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41. Feeling that you have accomplished something worthwhile.1

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42. Motivated to see the company succeed.1

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43. Exciting work environment.1

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44. Freedom in position to take independent action when needed.1

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Questionnaire Graph.

The organization as a whole

A B C D

Percentage 10 17 40 33

B. GENERAL INFORMATION ABOUT THE ORGANIZATION

Strongly Disagree

Disagree Neither agree Nor disagree

StronglyAgree

StronglyAgree

Don’t know

Percentage 17 33 27 15 3 5

17%

33%27%

15%3%5%

Strongly disagreeDisagreeNeiter agree nor disagreeAgreeStrongly agreedon't know

1. Quality management system

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 20 40 27 3 1 9

10%17%

40%

33%

The organization as whole

ABCD

20%

40%

27%

3%1% 9%

Quality management system

Strongly disagreeDisagreeNeither agress nor disagreeAgreeStrongly agreeDon’t know

2. Management commitment

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 10 25 20 20 4 21

10%

25%

20%20%

4%

21%

Management commitment

Strongly DisagreeDisagreeNeiter agree nor disagreeAgreeStrongly agreedon’t know

3. Quality Policy

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 12 34 16 11 5 23

12%

38%27%

3%

20%

Quality Policy

Strongly disagreeDisagreeNeiter agree nor disagreeAgreeStrongly agreedon’t know

4. Customer satisfaction

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 11 34 16 11 5 25

11%

34%

16%

11%

5%

23%

Customer satisfaction

Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agree

5. Responsibility, Authority and communication

Strongly Disagree

Disagree Neither agree Nor

StronglyAgree

StronglyAgree

Don’t know

disagreePercentage 10 25 20 21 9 15

10%

25%

20%21%

9%

15%

Responsibolity, Authority and communication

Strongly disagreeDisagreeNeither agree nor disagreeagreeStrongly agreeDon’t know

6. Resource management

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 10 30 16 26 8 10

10%

30%

16%

26%

8%10%

Resource management


7. Purchasing

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know


9%

27%

29%

14%

3%

17%

Purchasing


8. Measurement analysis and improvement

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know

Percentage 7 27 30 17 0 19

7%

27%

30%

17%

19%

Measurement analysis and improvement


9. Employee satisfaction/ Work Environment

Strongly Disagree


StronglyAgree

StronglyAgree

Don’t know


14%

23%

47%

8%8%

Employee satisfaction/ Work Environment


The quality improvement’s problematic sides are observed during the study (survey) & interview with the Employees & staff of the management of small scale enterprise.

1) What are the main causes or factors that can create problem?

1) Internal factors

2) External factors

1) Internal factors

- Process of Production

- Leadership

- Company policy & strategy

- Workers

- Safety tools

- Availability of raw material

- Faulty machines

- Bad environment of plant

- Lack of technology

2) External factors

- Supplier of row material

- Customer

- Government policies

- Failure in delivery due to transportation

2) What are the sub factors for main factors?

Mentioned in fish bone diagram below

of plantproductivitydecrease in

measurement

environment

process

Material

Machines

worker

lack of prior

lack of skill

lack of education

lack of experience

dirty conditionmachines are in

lack of maintenance

outdated machines

of rawImproper mixing

materialPoor raw

outdated process

consistencylack of

processLack of standard

environmentbad working

communicationlack of

not encouragedWorkers are

lack of internal

lack of customer

Company does

Absence of

Cause-and-Effect Diagram

These are observations from the above activity

1) The employees are not having require qualification & expertise in the aspect of improvement quality

2) The entrepreneur do not carry out any sort of quality study that is required for their own survival and existence

3) Some staff members are having ideas but fear from their higher authority restricts them from suggesting new concept for the improvement of quality

4) The management is just interested to sale more number of units they produce. Thus, they always go for short term benefit and no long term planning is there

5) Industry does not aware about Total Quality Management framework6) They only focus toward the customer requirement, do not concern about satisfaction of

workers7) Industry does not update technology on time to time basis. They still do work manually.8) To reduce the production cost Small scale industry chooses suppliers on the basis of

price only. It affects quality of product.9) They do not give priorities to the workers in a case of management decision making

process10) They produce the product on the basis of order only. So there is no policy, procedure

and 11) discipline in factory12) Irregularity of delivery of raw material from supplier13) Poor raw material from supplier affect the quality and increase rejection rate14) Bad and dusty working environment 15) Customer feedback system is not available16) Bad maintains system

Improve phase

Below are few suggestion given to the industry to overcome the above factors that affect the productivity of the Plant

1) Batter manpower should be hired2) Understand customer’s need properly & increase communication with customer 3) Planning of regular training and development of manpower are needed. Organisation is

to plan such training programme in its site or can depute the persons to related training institute. The training curriculum should be both technical and managerial

4) Suppliers’ evaluation, Quality Control at supplier site, to make aware of voice of customer and voice of process.

5) Improvement in Safety tools

6) Up gradation of machines available in plant7) Do regularly maintains of machines8) Improve plant environment for workers

• To sustain in the present competitive age, Six Sigma is emerging as one of the most effective business strategies in the large organisations over the world.

• The multiple gains achieved by Six Sigma efforts over different productivity problems in a company amply prove the usefulness of this strategy for small industries as well.

• By applying six sigma in small scale industry, critical factors of quality can be known and overall performance of plant will increase.

the quality improvement1

Documents

step of dmaic process

hardik patel

kirit patel

control process dmaic

dmaic methodology

sigma improvement process

sigma methodology

project step