Statistical Process Contol

(SPC)
Presented By: Aditya Meena Abhishek Raj

What is SPC?
SPC stands for

Statistical

Collection, analyzing and interpreting data

Process

An activity which transforms input into output by utilizing resources

Control

Measuring and monitoring performance

Statistical Process Control (SPC)

SPC is a methodology for charting the process and quickly determining when a process is "out of control.
(e.g., a special cause variation is present because something unusual is occurring in the process).

The process is then investigated to determine the root cause of the "out of control" condition. When the root cause of the problem is determined, a strategy is identified to correct it.

Statistical Process Control (SPC)

The management responsible to reduce common cause or system variation as well as special cause variation. This is done through process improvement techniques, investing in new technology, or reengineering the process to have fewer steps and therefore less variation. Reduced variation makes the process more predictable with process output closer to the desired or nominal value.

Rationale for SPC

The rationale for SPC is to improve product quality and simultaneously reduce costs, and to improve product image in order to successfully compete in world markets.

DATA and its Types

ATTRIBUTE DATA Counted data or attribute data answers to the questions of how many or how often. VARIABLE DATA Measured data (variable data) answers to the questions like how long, what volume, how much time and how far. This data is generally measured with some instrument or device.

The SPC steps

Basic approach: Awareness that a problem exists. Determine the specific problem to be solved. Diagnose the causes of the problem. Determine and implement remedies. Implement controls to hold the gains achieved by solving the problem.
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SPC requires the use of statistics

Quality improvement efforts have their foundation in statistics. SPC involves the

collection tabulation analysis interpretation presentation of numerical data.

What are 7-QC Tools

Graphs Scatter Diagram

Pareto diagram Cause & Effect

Diagram

Histograms

Control Chart

Check Sheets

SPC is comprised of 7 tools:

Pareto diagram Histogram Cause and Effect Diagram Check sheet Process flow diagram Scatter diagram Control chart
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Pareto diagram
Percent from each cause

70 60 50

(64)

A pareto diagram is a graph that ranks data classifications in descending order from left to right.

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30 20 10 0 (13)

(10) (6) (3) (2) (2)

Causes of poor quality

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Pareto diagram
Sometimes a pareto diagram has a cumulative line. This line represents the sum of the data as they are added together from left to right.

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Histogram

The histogram, graphically shows the process capability and, if desired, the relationship to the specifications and the nominal.

It also suggests the shape of the population and indicates if there are any gaps in the data.

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Histogram

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Histogram

Data Range

Frequency

0-10 10-20 20-30 30-40 40-50

1 3 6 4 2
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Cause-and-Effect Diagrams
Show the relationships between a problem and its possible causes. Developed by Kaoru Ishikawa (1953) Also known as Fishbone diagrams Ishikawa diagrams

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Cause and Effect Skeleton

Materials Procedures

Quality Problem

People

Equipment

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Fishbone Diagram
Measurement
Faulty testing equipment

Human

Machines
Out of adjustment Tooling problems Old / worn

Poor supervision Lack of concentration Inadequate training

Incorrect specifications
Improper methods

Inaccurate temperature control Dust and Dirt

Quality Problem
Defective from vendor Not to specifications Materialhandling problems Poor process design Ineffective quality management

Deficiencies in product design

Environment

Materials

Process

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Cause-and-Effect Diagrams
Advantages
making the diagram is educational in itself diagram demonstrates knowledge of problem solving team diagram results in active searches for causes diagram is a guide for data collection

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Cause-and-Effect Diagrams
To construct the skeleton, remember: For manufacturing - the 4 Ms man, method, machine, material For service applications equipment, policies, procedures, people

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Check Sheets
Check sheets explore what and where an event of interest is occurring. Attribute Check Sheet
Order Types Emergency Nonemergency Rework Safety Stock Prototype Order
7am-9am 9am-11am 11am-1pm 1pm-3pm 3pm-5-pm

Other

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15

19

20

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Flowcharts
Graphical description of how work is done. Used to describe processes that are to be improved.

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Flowcharts
Activity

Decision

Yes

No

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Flowcharts

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Flow Diagrams

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Process Chart Symbols

Operations Inspection

Transportation
Delay Storage

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Scatter Diagram

.
(a) Positive correlation (b) No correlation (c) Curvilinear relationship

The patterns described in (a) and (b) are easy to understand; however, those described in (c) are more difficult.
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Process Control Charts

Statistical technique for tracking a process and determining if it is going out to control
Establish capability of process under normal conditions Use normal process as benchmark to statistically identify abnormal process behavior Correct process when signs of abnormal performance first begin to appear Control the process rather than inspect the product!

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Process Control Charts

Upper Spec Limit Upper Control Limit

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Target Spec

3
Lower Control Limit
Lower Spec Limit
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Process Control Charts

In control
UCL

Out of control !

Look for special cause ! Back in control!

Target

LCL
Time Samples

Natural variation
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When to Take Action

A single point goes beyond control limits (above or below) Two consecutive points are near the same limit (above or below) A run of 5 points above or below the process mean Five or more points trending toward either limit A sharp change in level Other erratic behavior

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Types of Control Charts

Attribute control charts
Monitors frequency (proportion) of defectives p - charts

Defects control charts

Monitors number (count) of defects per unit c charts

Variable control charts

Monitors continuous variables x-bar and R charts
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1. Attribute Control Charts

p - charts Estimate and control the frequency of defects in a population Examples
Invoices with error s (accounting) Incorrect account numbers (banking) Mal-shaped pretzels (food processing) Defective components (electronics) Any product with good/not good distinctions
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Using p-charts
Find long-run proportion defective (p-bar) when the process is in control. Select a standard sample size n Determine control limits
UCL p z p LCL p z p

p(1 p) n
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2. Defect Control Charts

c-charts Estimate & control the number of defects per unit Examples
Defects per square yard of fabric Crimes in a neighborhood Potholes per mile of road Bad bytes per packet Most often used with continuous process (vs. batch)

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Using c-charts
Find long-run proportion defective (c-bar) when the process is in control. Determine control limits

UCL c z c LCL c z c

c c
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C: count the Number of defects

3. Control Charts for Variables

x-bar and R charts Monitor the condition or state of continuously variable processes Use to control continuous variables
Length, weight, hardness, acidity, electrical resistance

Examples
Weight of a box of corn flakes (food processing) Departmental budget variances (accounting Length of wait for service (retailing) Thickness of paper leaving a paper-making machine

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x-bar and R charts

Two things can go wrong
process mean goes out of control process variability goes out of control

Two control solutions

X-bar charts for mean R charts for variability

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Range (R) Chart

Choose sample size n Determine average in-control sample ranges R-bar where R=max-min Construct R-chart with limits:

R R/ n

UCL D4 R

LCL D3 R
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Mean (x-bar) Chart

Choose sample size n (same as for R-charts) Determine average of in-control sample means (x-double-bar)
x-bar = sample mean k = number of observations of n samples

Construct x-bar-chart with limits:

x x /k

UCL x A2 R

LCL x A2 R
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Benefits of SPC
Factual decision Waste reduction IMPROVEMENT PERFORMANCE Increased monitoring Operator involvement

COPQ reduction Customer satisfaction

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benefits
Provides surveillance and feedback for keeping processes in control Signals when a problem with the process has occurred Detects assignable causes of variation Reduces need for inspection Monitors process quality Provides mechanism to make process changes and track effects of those changes Once a process is stable, provides process capability analysis with comparison to the product tolerance

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SUMMARY
SPC using statistical techniques to
measure and analyze the variation in processes to monitor product quality and maintain processes to fixed targets.

Statistical quality control using statistical techniques for

measuring and improving the quality of processes, sampling plans, experimental design, variation reduction, process capability analysis, process improvement plans.

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SUMMARY
A primary tool used for SPC is
the control chart, a graphical representation of certain descriptive statistics for specific quantitative measurements of the process.

These descriptive statistics are displayed in the control chart in comparison to their "in-control" sampling distributions. The comparison detects any unusual variation in the process, which could indicate a problem with the process.
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Steps in Implementing SPC The Preparation Phase

The three phases in implementing SPC are preparation, planning and execution. The preparation phase has 3 steps: 1. Commit to SPC top management must be committed. It requires spending money, utilizing human resources, changing the organizations culture, hiring employees with new skills, or retaining consultants. 2. Form a SPC Committee SPC can be delegated to a cross functional team that is tasked to oversee implementation and execution. A typical team will be composed of representatives from manufacturing, quality assurance, engineering, finance, and statistics. In a manufacturing plant, the manufacturing member should be the team leader. The function of the team will be to plan and organize the implementation for its unique application, to provide training for the operators, and to monitor and guide the execution phase. Forming the committee is top managements responsibility. 3. Train the SPC Committee: The training must be done by an expert. The members will then know enough to set objectives and to determine which process should be targeted first. Continued help from a statistics expert remains critical.

Steps in Implementing SPC The Planning Phase

The planning phase includes the next 5 steps: 4. Set SPC Objectives: How will we measure success (balance sheet, customer feedback, reduction in scrap, lower cost of quality). Objectives may be added, eliminated, or changed, but they must be in place and understood by all. 5. Identify Target Processes: Select a few processes for pilot implementation. With some initial successes under its belt, the organization can go with confidence to the processes that are the most critical. Start implementation at the front of a series of processes. 6. Train Appropriate Operators and Teams: The operators and teams who will be directly involved with the collection, plotting, and interpretation of SPC data, and those who will be involved in getting the targeted processes under control will require training in the use of quality tools. 7. Ensure Repeatability and Reproducibility of Gauges and Methods: All measuring instruments from simple calipers and micrometers to coordinate measuring machines must be calibrated and certified for acceptable performance. 8. Delegate Responsibility for Operators to Play a Key Role: Operators need to be delegated the responsibility for collecting and plotting the data, maintaining the SPC control charts, and taking appropriate action.

Steps in Implementing SPC The Execution Phase

The execution phase includes 9 steps: 9. Flowchart the Process: Flowcharting will reveal process features or factors that were not known to everyone. The development of the process flowcharts should be the responsibility of special teams composed of the process operators, their internal suppliers and consumers, and appropriate support members. 10. Eliminate the Causes of Special Variation: The cause and effect diagram is then used to list all the factors (causes) that might impact the output (effect). Then by applying other tools such as Pareto Charts, histograms, and stratification, the special causes can be identified and eliminated. Elimination of special causes should be a team effort. 11. Develop Control Charts: The statistics expert or consultant can help develop the appropriate control charts and calculate valid upper and lower limits and process averages. 12. Collect and Plot SPC Data & Monitor: The process operator takes the sample data and plots it on the control chart at regular intervals. The operator carefully observes the location of the plots, knowing they should be inside the control limits. 13. Determine Process Capability: When a process is in control and is still not capable of meeting the customer specifications, it is up to management to upgrade the process capability, which may require the purchase of new equipment.

Steps in Implementing SPC The Execution Phase

14. Respond to Trends and Out of Limits Data: With experience, operators may be able to handle many of these situations on their own, but if they cannot, it is important they summon help immediately. The process should be stopped till the cause is identified and removed. Prevent the production of defective products that must be scrapped or reworked. 15. Track SPC Data: The SPC committee and management should see where they should concentrate resources for improvement. 16. Eliminate the Root Cause of Any New Special Cause of Variation: For example, it is possible that the material from a new vendor for raw material may cause the process to shift the process average one way or the other. Eliminating the root cause may require management approved procedure mandating the use of preferred suppliers. 17. Narrow the Limits for Continual Improvement: Narrowing the limits will result in fewer parts failing to meet the specifications. Quality will improve, and costs will decrease. The key is finding ways to improve the process.

Inhibitors of SPC
The most common inhibitor of SPC is lack of resources. Capability in Statistics: Many organizations do not have the in house expertise in statistics that is necessary for SPC. Misdirected Responsibility for SPC: The process operators will require help from the statistician and others from time to time, but they are the appropriate owners of SPC for their processes. Failure to Understand the Target Process: A good SPC system cannot be designed for a process that is not fully understood. Failure to Have Process Under Control: Before SPC can be effective, any special cause of variation must be removed. Inadequate Training and Discipline: Everyone who will be involved in the SPC program must be trained. Measurement Repeatability and Reproducibility: Before a gauge is used for SPC it should be calibrated and its repeatability certified. Low Production Rates: Low rates of production offers an opportunity for taking a 100% sample.