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Prepared by:•Ho Chi Leng 104949•Isabelle Chan Shieu Juinn 104950

•Soh Pei Jun 104967•Tan Kai Yin 104968•Wan Mohd Safrizal b. Wan Mohd Salleh 104969•Wong Xin Xin 104970

26 Feb, 2013School of Mechanical USM

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The first phase of the Define, Measure,Analyze, Improve, and Control (DMAIC)methodology used in Six Sigma processimprovement initiatives.

The Define phase involves definingthe problem to be addressed or

the improvement opportunity by examining the goals of the project,the current level of performance, andthe requirements provided by the customer.

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After definition of problem has been defined, then itneed additional measurement to quantify theproblem.

Example: “Damaged finished goods from theproduction line have increased 17 percent in the lastthree months” is the definition of problem. 

The addition measurements need to look at the:- What finished good are damaged- When are they damaged- Level of damaged-Develop a data collection plan for the process

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• To identify the gap between the actual performancewith the goal

• Causes of the problems can be identified.

• Most cases, not more than three causes beingidentified.

•

Tools being used:i. Pareto Chartii. Fishbone Diagramiii. 5-Whyiv. Hypothesis Testing

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Objective: To identify, test and implement asolution to the problem.

Focuses on fully understanding the top causes that identified in the Analyze step, with theaim of controlling or eliminating those causes to achieve breakthrough performance.

Six Sigma tools:

Regression Analysis

Hypothesis Testing

Design of Experiments (DOE)Analysis of Variance (ANOVA)

Failure Modes and Effects

Analysis (FMEA)

Key points of this step:Create innovative solutionsFocus on the simplest and easiestsolutionsTest solutions using Plan-Do-Study-Act

(PDSA) cycleBased on PDSA results, attempt toanticipate any avoidable risks associatedwith the “improvement” using FMEA Create a detailed implementation plan

Deploy improvements

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 Verify the process changes.

 Validate the

measurements. Sustain the results.

Establish control and capability monitoringschemes.

(Consider rational subgrouping and

sampling strategies)

2

Establish procedures (SOP’s). 

3

Establish appropriate SPC.

(control the critical variables)

4

Establish appropriate plans to ensure

measurement systems are stable.

(data reliability)

5

Document process/product changes.

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The target average crusher throughput is 1500tons/hour.

The actual average crusher throughput is 1312

tons/hour. Problem:

The crusher actual throughput is Lower!!!(1312 tons < 1500 tons)

Goal: 1500 tons & Benefits: >$8 millionper year

*Only Single problem is addressed.

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The crusher throughput data was collectedover a period of time and plotted on 6σ 

control chart. The throughput shortfall wasshown to be systematic variation. 

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FISHBONE Diagram used in analyse thepossible root causes of poor crusher

throughput.

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The possible root causes of poor crusherthroughput has been identified through test

out each possible causes.

1. Equipment failure (Breakdown) hassignificant impact on crusher throughput.

2. Shift supervision The night shift hassignificant lower crusher throughput thanday shift.

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Breakdown time need to be reduced. Night shift supervision management need to be

improved. Solution:

1. Introduce maintenance changes, educate and trainedthe relevant supervisor and workers.2. Changed the management process of night shift.

Result:

Crusher throughput was now on target of 1500 tons/hour and less variability from hour to hour production.

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The throughput was supervised by 6σ controlchart and steps of DMAIC is used to counter

the problem in crusher throughput.