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IMPLEMENTATION OF SIX SIGMA IN SMALL

SCALE INDUSTRY: A CASE STUDY ON TRIMURTI


CHAMICALS(DYE MANUFACTURING UNIT)
Prepared by
Meet patel (110010119020)
Kirit patel (1100111925)
Hardik Patel (11001011100)

A D Patel Institute of Technology


Mechanical Engineering
Department

Diwakar Bhargav
(110010119093)
Guided by

WHY SIX SIGMA IN SMALL SCALE


INDUSTRIES ?
For achieving global competitiveness and operational excellence in current
market condition, industries are needed to produce the products which provide
high quality at the lowest possible cost.
Six sigma has been widely used project driven management approach to
produce high quality products with the lowest possible cost. from the review
we have discovered that Indian small scale industries has not adopted this
approach up to it full extend.

OBJECTIVE

To study application of six sigma in Small scale industries.


Doing case study on small scale dye manufacturing industry
Give appropriate suggestions to improve the plant performance.

LITERATURE REVIEW
Author

Journal
Name

Title

Theory

Dick lewis ,
Jose macedo

MIOT

Lean academy

Six sigma basics

WCECS

Six Sigma A New


Direction to Quality and
Productivity
Management

Six sigma for


quality

Tushar N. Desai ,
Dr. R. L.
Shrivastava
Abhijit
Chakraborty,
Sudip Kr. Deb,
Sitanath
Mukhopadhay
Abhijit
Chakraborty,

SCMHRD

External Obstacles to
Quality for Small Scale
Enterprises
Internal Obstacles To

Obstacle in small
scale industries

Obstacle in small

METHODOLOGY

Literature
review

Conclusion

Problem
definition

Apply six
sigma on
small scale
industry

Collecting
data

suggestions

Observation
s from
analysis

Analyse
data

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

1. DEFINE
2. MEASUREMENT
3. ANALYSIS
4. IMPROVE
5. CONTROL

(1) DEFINING PHASE:


Defining is the first step of DMAIC process.
The following table gives idea about the problem
Phase Example Questions to be
Answered

1) Who is the customer?


2) What is the problem

specifically?

3) Who is part of our team?

DEFIN 4) What is our plan?


E
5) Who is the person we are
generating
a final report for?
6) What are the teams goals?

Potential Answers
The local dealers are the customer.
Low production due to less order & rejection
of product
Five Member in our team.
Our plan is to give appropriate suggestion
for increase productivity of company
Final report is being generated for owner of
SHREE TRIMURTI CHEMICALS.
Increase the production, revenue and

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.
Shree Trimurti chemicals produce 90 m ton dye per year 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
Local factories HCL & Nitrite

Mix the raw


material
according to
the prices and
quality
requirement
by buyers

Customers

ACID BLACK
The output is
210, ACID
produced for
BLACK 234
dealers
ACID BLACK 1
ACID YELLOW
73

(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.

NO.
1
2.

Questions to be Answered?
Potential Answers
What is the current measurement? Company produced nearly 90 M ton dyes in year
2014.
What are we going to collect?
Companys 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?

5.

What is the gap between current


state and industry standard?

Owner of SHREE TRIMURTI CHEMICALS provided


all data.
Currently, company does not following standards
strictly. So there is a big difference between the
manufacturing process of industry standard and
SHREE TRIMURTI CHEMICALS.

6.

What are the teams deliverables? During this stage team deliverable will be to
collect the data of current manufacturing 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.
Product : Particularly manufacturing ACID BLACK 210, ACID BLACK 234 (different shades
in black Colour) ACID BLACK 1 ,ACID YELLOW 73 ,providing Leather Black colour for
dying & tanning the leather.
Customer : Leather tanneries are main consumer of the dyes.
Process : Batch process department, Filtration, Drying, Blending, and Packing.
Machines : 3 ms vessel, 1 filter press, 2 dryers, 1 hot air generator, 1 steam boiler, 2
Ball mill.
Maintenance done in last year 14 times
Accident happened in last year 2 times

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
dryer,15
then
drying,
Capacity
ofto
Plant:
M Ton
dyespulverising,
per Month. blending, Packing & despatch.
Year: 2014-2015
70 M Ton.
Year: 2013-2014 115 M Ton.
Year: 2012-2013
95 M Ton.

Questions to be answered for Measure


phase :
Basic Information :
1Name of the Unit
.(Address/Email/Contact No.)

SHREE TRIMURTI
Pvt.

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

Pvt

3Investment (Land & Plant &


.
Machinery) Rs. In Lakhs

2 Cr

4
.

Employment

15

5
.

Age of the Company

10 year

6
.

Turn Over

2 Cr(annual)

Supportive Information:
7.
Quality of Staff:
I ) Skill Level
II ) No. of employees does
Repetitive Task.
III ) No Of Training conducted
In a year.
IV ) Priority of Organization on
quality/Production
8.

Process Improvement Level:


I) Any Quality Tools Used.
II) Production/Rejection
Analysis done.
III) Technology update
IV) Customer feedback

Evaluation :
9.
Cost of production :
I) Raw Material cost
II) Manpower
III) Reject Cost

1 engineer,1deploma,6 ITI,7 are 10 pass


13

Zero

production

No

No
No
No

250 per kg
15 Rs per kg
12.5 Lakh per year

10. Delivery of product


I) Mode of transport
II) Packing material
III) Delivery schedule followed

Private vehicle
Plastic
Usually

11. Plant safety

I)Handling pf hazardous material


Manually
II) fire extinguisher used
Yes
III) Accident plant handling is there or No
not.

12. Organizational characteristics

I) Number of workers
15
II) Number of machines
10
III) Type of product
Leather dye manufacturing
13. Supplier motive
I) Aware of the product quality
II) Additional care for the material
supplied
III) How Frequently Supplier
evaluation done

No
No
No

(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.

SUMMARY OF QUESTIONNAIRE
1. Quality management system

Strongly Disagree Neither


Strongly
Disagree
agree
Agree
Nor
disagree
Percenta 20
40
27
3
ge

Strongly
Agree

Dont
know

Quality management system


1%9%
3%

20%

27%
40%

Strongly disagree

Disagree

Neither agress nor disagree

Agree

Strongly agree

Dont know

2. Management commitment

Strongly Disagree Neither


Disagree
agree
Nor
disagree
Percenta 10
25
20
ge

Strongly
Agree

Strongly
Agree

Dont
know

20

21

Management commitment
21%

10%
25%

4%
20%
20%

Strongly Disagree
Disagree
Neiter agree nor disagree
Agree
Strongly agree
dont know

3. Quality Policy

Strongly Disagree Neither


Disagree
agree
Nor
disagree
Percenta 12
34
16
ge

Strongly
Agree

Strongly
Agree

Dont
know

11

23

Quality Policy

20%

12%

3%
27%

38%

Strongly disagree
Disagree
Neiter agree nor disagree
Agree
Strongly agree
dont know

4. Customer Satisfaction

Strongly
Disagree

Disagree

Percenta
ge

11

34

Neither
agree
Nor
disagree
16

Strongly
Agree

Strongly
Agree

Dont
know

11

25

Customer satisfaction
23%
5%

11%

34%

11%
16%

Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree

5. Responsibility, Authority and communication

Strongly
Disagree

Disagree

Percenta
ge

10

25

Neither
Strongly
agree Nor Agree
disagree
20
21

Strongly
Agree

Dont
know

15

Responsibolity, Authority and communication


15%10%
9%
25%
21%
20%

Strongly disagree
Disagree
Neither agree nor disagree
agree
Strongly agree
Dont know

6. Resource Management

Strongly
Disagree

Disagree

Percenta
ge

10

30

Neither
Strongly
agree Nor Agree
disagree
16
26

Strongly
Agree

Dont
know

10

Resource management

8%

10% 10%
30%

26%
16%

Strongly disagree
Disagree
Neither agree nor disagree
agree
Strongly agree
Dont know

7. Purchasing

Strongly
Disagree

Disagree

Percenta
ge

27

Neither
agree
Nor
disagree
39

Strongly
Agree

Strongly
Agree

Dont
know

14

18

Purchasing
17%
3%

9%

14%
29%

27%

Strongly disagree
Disagree
Neither agree nor disagree
agree
Strongly agree
Dont know

8. Measurement analysis and Improvement

Percent
age

Strongly Disagree Neither


Strongly Strongly Dont
Disagree
agree
Agree
Agree
know
Nor
disagree
7
27
30
17
0
19

Measurement analysis and improvement

19%

7%
27%

17%
30%

Strongly disagree
Neither agree nor
disagree
Strongly agree

Disagree
agree
Dont know

AFFECTING FACTORS
The quality improvements 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?
I. Internal factors
II. External factors
. Process of Production
. Leadership

Supplier of row material

. Company policy & strategy

Customer

. Workers

Government policies

. Safety tools

Failure in delivery due to transportation

. Availability of raw material


. Faulty machines
. Bad environment of plant

CAUSE AND EFFECT DIAGRAM


2) What are the sub factors for main factors?
Mentioned in fish bone diagram below
Cause-and-Effect Diagram
environment

Material

Workers are
not encouraged
lack of
communication

worker
lack of experience

Poor raw
material

lack of education
lack of skill

Improper mixing
of raw

bad working
environment

lack of internal

lack of prior

outdated process

machines are in
dirty condition

lack of customer
lack of
consistency

Company does
Absence of

measurement

Lack of standard
process

process

decrease in
productivity
of plant

lack of maintenance
outdated machines

Machines

OBSERVATIONS
The employees are not having require qualification & expertise in the aspect of
improvement quality
The entrepreneur do not carry out any sort of quality study that is required for their own
survival and existence
Some staff members are having ideas but fear from their higher authority restricts them
from suggesting new concept for the improvement of quality
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
Industry does not aware about Total Quality Management framework
They only focus toward the customer requirement, do not concern about satisfaction of
workers
Industry does not update technology on time to time basis. They still do work manually.
To reduce the production cost Small scale industry chooses suppliers on the basis of
price only. It affects quality of product.

CONTINUED.
They do not give priorities to the workers in a case of management
decision making process.
They produce the product on the basis of order only. So there is no
policy, procedure and discipline in factory.
Irregularity of delivery of raw material from supplier.
Poor raw materials from supplier affect the quality and rejection rate.
Bad maintenance system.
Bad and dusty working environment .
Customer feedback system is not available.

3) IMPROVE PHASE
Below are few suggestion given to the industry to
overcome the above factors that affect the
productivity of the Plant :
1) Better manpower should be hired
2) Understand customers 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 plant
7) Do regularly maintains of machines

CONCLUSION
To sustain in the present competitive age, Six Sigma is emerging as one
of the most effective business strategies in the small scale organisations
over the world.
The multiple gains achieved by Six Sigma efforts over different
productivity problems in a company prove the usefulness of this strategy
for small industries as well.
By applying six sigma in small scale industry,crictical factors of quality
can be known and overall performance of plant will increase

GANTT CHART

Month

February

March

April

April

work

Problem
definition

Literature
review
& selection of
company for
case study

Implement
various phases
of six sigma in
dye
manufacturing
industry

Submission

REFERENCES
Lean Academy by Dick lewis and Jose marcedo .
Six Sigma A New Direction to Quality and Productivity Management by
Tushar N Desai and Dr. R. L. Shrivastava
Raghunath A, Dr. Jayathirtha R V Barriers for implementation of Six
Sigma by Small and Medium enterprises
Ploytip Jirasukprasert,A Case Study of Defects Reduction in a Rubber
Gloves Manufacturing Process by Applying Six Sigma Principles and
DMAIC Problem Solving Methodology
Mohammad Israr A Comparative Analysis between Small and Medium
Scale Manufacturing Company through Total Quality Management
Techniques

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