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Brain Teasers: Product or Process?
by Dr. Sophronia Ward
April 25, 2008



Anyone who has faced a production problem with a need to solve it by using production data can relate to the notion of a brain teaser. The brain teasers presented here are based on real-world situations encountered by workers in manufacturing environments. The brain teasers have three parts: (1) the situation, (2) available data or other supporting information, and (3) questions that various workers need answered for continual improvement. Recommended solutions follow in the next issue and on the Web at Quality Online (www.qualitymag.com).


Situation

In her role as a process engineer, Yvonne has the responsibility for setting up process behavior charts for production processes. She also reviews the process behavior charts for projects that are led by other engineers. One engineer, Ivan, set up the data collection for a project and then analyzed the data on a process behavior chart. The process was predictable so they assumed all was OK with flatness until his team made some changes to the process. After the process changes, Ivan was confused with the analysis because the process was now unpredictable, so he tried several other ways to analyze the data. Finally he brought all of his charts to Yvonne for review.


Available data

Ivan brought the actual data as well as the charts to the meeting with Yvonne. The data his team collected are in the table, “Flatness Values for Product RS66: Before and After Process Changes.” Data were collected on the first three units that were produced each time the product was manufactured. The dates of the manufacturing runs are in the table.


Questions

1. What is the behavior of the flatness values for Product RS66 prior to the process changes? What is the capability?

2. What is the behavior of the flatness for Product RS66 after the process changes were made?

3. When he saw the behavior of the flatness values after the process changes, Ivan was concerned with the lack of predictability and decided to make a three-way chart with the data. He constructed an individuals and moving range chart with the averages of each subgroup after the process changes. Is this type of analysis appropriate for these data?

4. Interpret the results of the process changes by comparing the flatness behavior before and after the changes.


Answers to April Brain Teaser

In his position as supplier quality manager for a company that sells and distributes dental equipment, Raoul noticed an increase in complaints from his dental customers about the swivel angle on lighting fixtures. To follow up on the situation, he decided to ask for data from the manufacturers of these fixtures. One supplier sent data very quickly and Raoul wants to analyze the data correctly to understand the situation.

Q: After observing that all data values did meet the requirement of a maximum of 270 degrees, Raoul was concerned that the data looked “too good.” How can these data help him respond to his customers? What additional data should he request?
A: On an individuals and moving range chart of the initial data provided, Raoul noticed that the data values he received showed a predictable process with an average of 268.47 degrees and natural process limits of 267.93 to 269.02. He noticed that the data were in a column called “Average” and decided to request the individual data values used to compute the average.

Q: The data that Raoul received were averages of the two production lines. He decided to request the individual values from each production line to see if this could help explain why the customers were complaining. These data appear in the table, “Swivel Angle Data for Lines 1 and 2.” The data in this table appear in the April Brain Teasers.
A: When Raoul received the additional data for each production line, it appeared that the values for Line 1 were always lower than the values for Line 2. Because these are two different production lines, he set up two separate individuals and moving range charts to analyze the data. He discovered that the swivel angle from both production lines was predictable but at different averages and with different amounts of variation. See the charts, “Swivel Angle for Production Line 1” and “Swivel Angle for Production Line 2.”

Q: What analyses can Raoul do with these additional data to understand why his customers are complaining?
A: Along with the process behavior charts for each production line showing predictable behavior, Raoul can do capability analyses to determine how each line performs relative to the maximum specification of 270 degrees. Production Line 1 has a Cpk of 2.084 while Production Line 2 has a Cpk of 0.121. Production Line 1 does have a larger amount of variation, but the average is low enough so that all of the angles meet the specification. Production Line 2 has an average value that is almost on the specification limit of 270 degrees. This accounts for the Cpk value that is near zero. The results for Line 2 are shown in the chart, “Capability Analysis for Production Line 2.”

Q: In his position, what actions can Raoul take to deal with the complaints?
A: He can show the supplier the results of his analyses of the data they provided along with the complaints from the dental customers. Because Production Line 1 meets the specifications and has a Cpk of 2, the first challenge for the supplier is to operate Production Line 2 at a lower average angle to meet the specification. The second, and less pressing, challenge is to reduce the variation of Line 1 to that of Line 2.


Dr. Sophronia Ward
Dr. Sophronia Ward is a continual improvement specialist and Six Sigma Senior Master Black Belt and Coach. Brain teasers are now incorporated in the new training programs, Six Sigma Training for Champions, Black Belts and Green Belts, offered by Dr. Ward and her associates at Pinnacle Partners Inc. For more information, call (865) 482-1362 or visit www.pinnaclepartnersinc.com.


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