Increasing the Output of OptiLife Mask Production through

Design for Lean Six Sigma

Ace Mark O. Angeles and Marcial M. Dotollo Jr.
College of Engineering
Department of Industrial Engineering and Operations Research
University of the Philippines
Diliman, Quezon City
Abstract

transferred from Subic Bay Freeport Zone to

Carmelray Industrial Park 1 in Canlubang,
Calamba City, Laguna last July 10, 2006 due to
company
expansion
and
to
meet
the
requirements of the new product transfers from
Respironics US.

This paper presents a project which

was conducted in RCM Manufacturing Inc. in
Carmelray Industrial Park-I, Canlubang,
Calamba City, Laguna. The project is about
the off-targets on the production output
of OptiLife Mask and Headgear, P, S, M, L
Pillows DOM (P/N: 1036800), one of the
OptiLife mask products of RCM.

Product Overview
OptiLife (see Figure 2) is one of the nasal
pillow mask products of Respironics.
It is
designed to be easier to use with features that
make life easier for patients, sleep professionals
and providers alike.

The problem solving-approach called

DMAIC that stands for Define, Measure,
Analyze, Improve, and Control is used by Six
Sigma teams in improving an organizations
operational performance was utilized in this
project. With the use of the procedure, an
increase of 28.57% on the production
capacity and a decrease of 21.14% on direct
labor cost of the mask product are
generated.
1.0Introduction
The team conducted a six sigma study at RCM
Manufacturing Inc. They focused their project on
the OptiLife mask product line of the company.
Company Background
Respironics is a leader in innovative
solutions for the global sleep and respiratory
markets.
Founded in 1976 in Southwestern
Pennsylvania, and now it is in more than
130 countries.
In addition to leadership roles in its core
markets of sleep and respiratory, Respironics is
aggressive in its cultivation of promising market
opportunities.
RCM Manufacturing, Inc. is a subsidiary of
Respironics HK Ltd. since June 1996, which

Main Entrance of CARMELRAY 1

RCM Manufacturing Inc.

Ground Floor:4880 m2
Mezzan.Floor:1106 m2

CARMELRAY Admin. Building

(b)
Figure 1. (a) The Carmelray Industrial Park I site plan
showing the location of RCM plant; and (b)
the building of RCM
manufacturing plant.

Canlubang Spinning
APC
Mills Inc.
LBL Industry Inc.

Yumex

ACP Test
Comp.

FEDCO
GOTOH
Paper
Co.
Centralized Waste Water Treatment Plan
Shindengen Phils.

Designed to fit a patients life

OptiLife features a unique headgear design and
a chin support band that allows it to be easily
put on and adjusted with little effort and no
buckles. In fact, OptiLife is so easy-to-use that
the mask can be put into place with one hand.
Plus, OptiLife is easy-to-clean and maintain, and
it is durable enough to stand up to the real-world
demands of daily use.
Designed to fit the life of the sleep lab
professional
OptiLife is an ideal mask for introducing new
patients to sleep therapy. It is also easy to clean,
assemble and seal patients quickly during
titration. OptiLife better accommodates side
sleepers.

Pricon
Auto
Micro
Concepcion Carrier
Component
electronics
Air Condition

ENGTEKPrecision

Dual Tech

Suzu
k

i Ph

ils. In

BASF
Chemical

GIZ

Electric Phils.
Inc.

Fujitsu
Computer
Products
of
the Phils.

Asian Transmission
Corporation

PEZA Zone
Facilities

Designed to fit the life of the homecare

provider
Respironics gave OptiLife the features to
enhance compliance and acceptance by the
patients. Its robust seal, comfortable cushion,
buckleless headgear, wide range of sizes and
quiet design help patients stay compliant with
their therapy. All of which helps in managing the
patients and business more effectively.

(a)

Figure 2. The OptiLife mask and some of its main

features.

2.0Methodology
The problem-solving approach called DMAIC
that stands for Define, Measure, Analyze,
Improve, and Control is a five-stage process; and,
is the regular Six Sigma process improvement
strategy. This approach is used in improving the
assembly-production process of OptiLife mask of
RCM. Its five phases are presented below.
2.1 Define Phase
2.1.1 Problem Statement
One of the product lines of RCM is the
OptiLife Mask as what has shown and featured
before. This mask is a family of many varieties
which are being produced by the assembly
section of RCM. Of those varieties is the OptiLife
Mask and Headgear, P, S, M, L Pillows DOM
(P/N: 1036800) with which the Six Sigma team
decided to focus on. The team decided to focus
on this particular product because it is the most
in-demand on the OptiLife Mask family.
The
Pareto chart in Figure 3 shows that 67.2% of the
purchase order for OptiLife masks family accounts
for this product. Table 1 shows the product
varieties of OptiLife and the demand quantity of
each variety for January 2008 to May 2008.

Pareto Chart of Demand Quantities of OptiLife Masks

140000

100

120000
80

Table 1. OptiLife Mask product varieties and its

demand
quantities for the period of January 2008
to May 2008.

Count

60000

Demand
Quantity
(in
pieces)

Part
Numb
er

Product Name

10368
00

OPTILIFE MASK AND HEADGEAR,

P,S,M,L PILLOWS - DOM.

91,780

10368
04

OPTILIFE MASK ONLY, P, S, M, L

PILLOWS - DOM.

1,660

10368
18

OPTI LIFE MASK S/A AND HEADGEAR,

NO CUSHION DOM

380

10368
19

OPTI LIFE MASK S/A AND NO

HEADGEAR, NO CUSHION DOM

3,280

10368
20

OPTILIFE MASK AND HEADGEAR,

LAB-ONLY

14,824

10368
21

OPTILIFE MASK AND HEADGEAR,

LAUNCH KIT DOM

10368
22

OPTILIFE MASK AND HEADGEAR, P,

S, M, L PILLOWS JAP

2,440

10368
26

OPTILIFE MASK ONLY, P,S, M, L

PILLOWS JAP

20

10368
30

OPTILIFE MASK S/A & HEADGEAR,

NO CUSHION JAP

20

10368
31

OPTILIFE MASK S/A & NO

HEADGEAR, NO CUSHION - JAP

20

10368
32

OPTILIFE MASK AND HEADGEAR, P,

S, M, L PILLOWS - INT'L.

21,180

10368
36

OPTILIFE MASK S/A AND HEADGEAR,

NO CUSHION - INT'L.

120

10368
37

OPTILIFE MASK S/A & NO

HEADGEAR, NO CUSHION - INT'L.

340

60

80000

40

Percent

100000

40000
20

20000
0

Part Number
Count
Percent
Cum%

1036800 1036832 1036820 1036819 1036822 1036804

91780
21280
14824
3280
2440
1660
67.2
15.6
10.9
2.4
1.8
1.2
67.2
82.8
93.7
96.1
97.9
99.1

Other
1240
0.9
100.0

Figure 3. The Pareto chart shows that OptiLife

Mask

and Headgear, P, S, M, L Pillows DOM (P/N:

1036800) is the most in-demand product in the
OptiLife Mask family.

The assembly section of RCM targets an

output of 40 units per man-hour (UPMH) for
OptiLife Mask and Headgear, P, S, M, L
Pillows DOM; however, they are often offtarget in meeting this output rate. They are
currently producing an average of 25 UPMH.
Table 2 shows extracted data from the production
reports on P/N 1036800 OptiLife Mask of RCM.
Data on UPMH was computed by dividing the
output into five assembly operators.
Table 2. Production report regarding the
output on P/N 1036800 from January 2008 to
May 2008.

Date

UPMH

Date

UPMH

3-Jan-08

31

7-Feb-08

32

4-Jan-08

28

8-Feb-08

31

5-Jan-08

30

9-Feb-08

30

7-Jan-08

30

11-Feb-08

28

8-Jan-08

30

12-Feb-08

31

9-Jan-08

33

13-Feb-08

26

11-Jan-08

33

18-Feb-08

31

13-Jan-08

31

19-Feb-08

12

14-Jan-08

30

20-Feb-08

20

15-Jan-08

17

7-Mar-08

28

16-Jan-08

30

8-Mar-08

20

22-Jan-08

25

11-Mar-08

11

23-Jan-08

26

12-Mar-08

26

25-Jan-08

24

15-Apr-08

36

26-Jan-08

21

30-Apr-08

23

4-Feb-08

24

23-May-08

21

27-Jan-08
28-Jan-08

20

9-May-08

22

5-Feb-08

19

24-May-08

21

19

13-May-08

24

6-Feb-08

26

25-May-08

22

29-Jan-08

21

14-May-08

21

AVERAGE

24.79

30-Jan-08

26

15-May-08

22

31-Jan-08

26

16-May-08

24

1-Feb-08

20

17-May-08

15

2-Feb-08

25

22-May-08

21

The SIPOC (suppliers-inputs-processoutputs-customers) is also presented in Figure 4

to identify the process inputs, outputs, and
stakeholders of P/N 1036800 assemblyproduction process. Major parts P/N 1036800 are
illustrated in Table 3.

Figure 4.

The SIPOC diagram of OptiLife Mask production which serves as a high-level process map

in portraying the process of producing the OptiLife mask at various levels of

detail.
Table 3. Major parts of OptiLife mask variety P/N
Headgear, P, S, M, L Pillows DOM (P/N: 1036800).
1036800.
PART NAME
1. Accessory
Swivel
Assembly
2.

OptiLife Flex
Tubing

3.

OptiLife Chin
Support

4.

OptiLife Chin
Support Strap

5.

Two-way
strap
assembly

6.

OptiLife
Headgear

7.

Quickstart,
Visual Fitting
Guide,
OptiLife

8.

Since the process to be studied is an existing one, the use

of DFLSS in this study is limited only with the application of
the regular six sigma DMAIC procedure for process
improvement.
2.2Measure Phase

ILLUSTRATION

Next phase of the DMAIC methodology for this study

is the measure phase. The goal for this stage is to establish a
deeper understanding of the problem. In this stage, we
conduct process mapping of the P/N 1036800 production
process. The assembly or gozinto chart is presented in Figure
4; and, the operation process chart is presented in Figure 5.
Motion and time study (MTS) of each operation was
conducted; and, the collected data was presented on Table 4.
Table 4. Standard times of operations involved in
the assembly-packaging process of P/N 1036800.
Operations

10 x 10
pouch with
waves

Standard
Times (in
seconds/unit)

1.

Insert accessory swivel assembly to optilife

flex tubing.

3.54

2.

Insert optilife chin support.

4.66

3.

Attach optilife chin support strap.

6.22

4.

Build two-way strap assembly.

6.30

5.

Attach two-way strap assembly.

7.21

6.

Attach optilife headgear.

8.39

12. Piggy back

label

7.

Attach fitting guide; insert to pouch.

15.46

2.1.2 Objective of the Study

8.

Insert pillows cushions.

13.54

The Six Sigma team aims to improve the

assembly-production-process to increase the
output; hence, generating more savings on
producing P/N 1036800 by using the DMAIC
process of Design for Lean Six Sigma.

9.

Attach HIBC label

4.29

10.

Attach new flexible tubing label

4.06

11.

Attach piggy back label

5.32

12.

Insert OIS

3.18

13.

Final inspection (100%); insert pouch to

polybag

24.74

9.

P, S, M, and L
OptiLife
Pillows
Cushions

10. OptiLife
polybag with
new flexible
tubing and
HIBC labels
11. OIS, OptiLife
Mask, ENG

2.1.3 Scope and Limitation

This study is conducted in the assembly section or RCM
Manufacturing Inc.; however, the study focuses only on the
assembly-packaging process of OptiLife Mask and

14.

Line sampling inspection.

32.98

15.

Seal polybags

8.31

16.

Pack sealed polybags

3.93

Figure 4. The assembly chart of assembly-packaging

process of P/N 1036800.

Figure 5. The operation process chart of assembly-packaging

process of P/N 1036800.

10

Figure 6. Swimlane Diagram (also Who-Does Chart) of OptiLife Mask and Headgear, P, S, M, L Pillows DOM
Assembly-Packaging Process.

In conducting the MTS, all the major operations (e.g.

insertion of accessory swivel assembly to optilife flex
tubing) and sub-operations (e.g building of two-way strap
assembly) were studied.

There are total of 16 operations (covering both major

and sub-operations and the inspections of the product)
involved in the assembly-packaging process of P/N
1036800 as indicated in MTS, operation process chart, the
gozinto chart, and the swimlane diagram. There are total
of six (6) manufacturing people involved in the process
(refer to swimlane diagram); however, the assembly
department computes the productivity of this process based
on five (5) assembly operators excluding the QA engineer.

Aside from the SIPOC as presented before in the

Define phase, a swimlane diagram or sometimes called
also as who-does chart is presented in this stage in Figure 6
together with the plotted standard times that were gathered
from the conducted motion and time study. The purpose of
this is to show the relationship between the business
process (the assembly-packaging) and the functional units
(i.e the assembly operators, the quality assurance engineer,
and the material handler) that are responsible for steps in
the process.

The process ownership of each assembly operator

varies in actual practice because they are executing each
operation in a methodology which they call process
combination. As observed, the operators may transfer
from operation to other operation where there is a need for
compensating the input rate of the preceding process(es);
while the QA engineer does the inspection of the units
inspected by the assembly operator who was assigned to
do the final inspection.

11

Notice that there are two consecutive inspections on

the product. Usually the fifth assembly operator is
assigned to conduct the final inspection by checking each
product (100% inspection) before returning the preassembled product inside the zip pouch and place it inside
the polybag. This is the first inspection within the line.

or 21 UPMH
Therefore, the basis of current productivity of the
assembly-packaging process of P/N 1036800 must be 21
UPMH; instead of 25 UPMH.
2.3Analyze Phase

The second inspection succeeds the 100% inspection

done by the 5th operator. In this inspection, the QA
engineer conducts line sampling based on single sampling
plan (see Figure 7) for tightened inspection having an
acceptance quality level (AQL) of 0.65 and an
inspection level II for a batch size of 20 units; and, the
basis of batch sizing is per box which is comprised of 20
optilife masks each. The sampling plan that RCM uses
conforms to MIL-STD-105E and ANSI/ASQC Z-1.42003 standards. However, the single sampling plan
indicates that the QA engineer must take 32 samples for
each batch subject for inspection; and, it indicates that
whenever the sample size exceeds the batch size just like
the situation here, the inspector must conduct 100%
inspection that is why the QA engineer conducts 100%
inspection too like the preceding inspection activity done
by the 5th assembly operator.

The third phase of the regular six sigma

procedure for improvement of existing
processes is the analyze stage. This part of
the study seeks to identify where improvement
opportunities are located.
In Figure 8, the value stream map (VSM) for
the current state of the assembly-packaging
process of P/N 1036800 optilife mask is shown.
It shows the visual representation of all the
steps in the process, the flow of both the
material and information, and the distinction of
value added and non-value added activities.
The current state VSM was created based
on the operations involved instead of basing it
on the group of operations assigned on each
other as indicated in the swimlane diagram
before. It is because, the information shown in
the swimlane diagram is based on the
documented procedure but in actual practice,
the operators used to deviate most of the time
this documented SOP for assembly-packaging
process of P/N 1036800.
Together with the current state VSM is the
result of brainstorming for future state of the
process. The results of the brainstorming are
the potential improvements of the process.
Notice the kaizen starbursts which highlight
the problem on unbalanced assembly line and
the problem on too much inspection. Also,
there are the kaizen clouds which indicate the
potential improvements on the current state
VSM particularly for the problems highlighted
through
kaizen
starbursts.
Potential
improvements are the balancing of the line
and the removing of another inspection by
letting the QA engineer do the inspection of
finished units of OptiLife mask (P/N: 1036800).

Figure 7. Single sampling plan conforming with MIL-STD 105E and

ANSI/ASQC Z-1.4

2.2.1

Measure of Productivity

As what has shown on the swimlane diagram in

Figure 6 and based from the nature of the inspection
activity of the QA engineer, he places as a regular
manpower component of the assembly line because it
happened that he must conduct a 100% inspection of the
units produced based on the single sampling plan
mentioned before with a batch size of 20 units (per box
basis). Since he is clearly part of the assembly line, the
reported average output in UPMH must not be 25 UPMH;
instead, it must be:
(25 UPMH x 5 operators) / 6 operators = 20.83 UPMH

12

In table 5, wastes on the assemblypackaging process are identified. Wastes that

were determined are two overprocessing and
one waiting.

Table 5. Waste identified on the assembly-packaging process of OptiLife Mask and Headgear, P, S, M, L
Pillows DOM (P/N: 1036800)

1.

Due to imbalanced assembly line, there are tendencies of having

the operators to be idle. Standardization of the operations is not
enough.

2.

Too much inspection of the unit assembled. Units inspected

100% by the assembly operator is inspected 100% also by the
QA Engineer

3.

Complicated design of the product and its materials/components

like the two-way strap.

13

Under-Utilized People

Waiting

Transportation

Processing

Motion

Inventory

Waste Identified

Over(Under) Production

No.

Scrap/Rework

Manufacturing Wastes Identification

Figure 8. Current State Value Stream Map showing kaizen starbursts and
clouds as a result of brainstorming for the potential improvements of the
assembly-packaging process of P/N: 1036800

Figure 6.

Operation Process Chart of the Optilife Mask

Work
Eleme
nt

Description

Insert accessory
A
swivel assembly to
Figure 9. Cause-and-Effect diagram for determining andOptiLife
analyzing
flex tubing
the rootcause of the low production capacity of the assembly line
of P/N: 1036800.
As a tool for the rootcause analysis
of the problem on low production
Insert OptiLife chin
B
capacity of the assembly-packaging process of P/N: 1036800, the causesupport

Time (sec)

Immediate
Predecesso
r

3.54

4.66

and-effect diagram on Figure 9 shows the following rootcauses:

MEASUREMENT. In measuring the quality of the units assembled,

there is an existence of too much inspection.
There are two
consecutive 100% inspection activities executed by the assembly
operator and the QA Engineer.
The identified reason why the assembly section of RCM decided to
have their assembled units be inspected first 100% by their operator
before the QAE do his own inspection is they are afraid that QAE may
find no-good OptiLife Mask; and, this will bring down their grades on
the key performance measure (KPM) reports.

MATERIALS. Some components of the product is tedious to assemble.

It is due to complicated design of the sub-components of the
product and the product itself.

PROCESS/METHOD. Regarding the process, the assembly line is

imbalanced; and it was observed that there are lots of deviations on
the documented procedure of assembling the mask.

Attach OptiLife
chin support strap

6.22

A, B

Build two-way
strap assembly

6.30

Attach two-way
strap assembly

7.21

A, D

Attach OptiLife
headgear

8.29

Attach fitting
guide; insert to
pouch

15.46

E, F

Insert OptiLife
pillows cushions

13.54

Attach HIBC label

4.29

Attach new flexible

tubing label

4.06

Attach piggy back

label

5.32

Insert OIS

3.18

H, I, J, K

Line sampling
inspection

32.98

Seal polybags

8.31

Pack sealed
polybags

3.93

SLOW OPERATORS. Usually all the operators except for the one who is assigned for 100% inspection employed in
contractual basis; and, are laid off and changed every 5 months. It causes for having new slow operators every after 5
months who need to be trained well first before they become more adept and fast in the assembly operation.

After the analysis phase, it is found out that balancing the assembly line and removing the waste identified is the potential
improvement for this process; however, due to complicated design of the product and some of the components, it would be
possible to have the product be re-subjected for the application of six sigma for product development which is not a scope of
this study.

2.4Improve Phase
The fourth stage of the DMAIC procedure is the Improve phase. In this phase of the study, the assembly line is applied with assembly line balancing. The
inspection activity conducted by the assembly operator is removed because it is just the same with the inspection activity of the QAE.
The line balancing technique is applied using the largest candidate rule based on the precedence constraints of operations flowing within U-shaped cell (refer
to figures 10 and 11). The groups of operations clustered to form a workstation are marked on Figure 11.
The new standard process subject for line balancing is presented in Table 6 with the standard times gathered from the MTS. Notice that only the line
sampling inspection (became 100% inspection at this instance) done by the QAE is involved now in the process.

Table 6. Work elements and its precedence in the new proposed standard process of assembly-packaging of P/N: 1036800

Figure 10. Precedence diagram of the new standardized process

for assembly-packaging of P/N: 1036800.

Figure 11. Flow of operations within a u-shaped flow pattern showing

availability of the beginning and ending operations (i.e. A, B, C, D, N, and O
work elements) to be clustered.

2.4.1 Assembly Line Balancing Calculations

The theoretical minimum number of station will

be:

The assembly section aims to produce 200 units

per hour shift.
Output rate; r = 200 units per hour
Cycle time = 1/r = 1/(200 units per hour)

TM = t / c =127.29/32.98
= 3.86 or 4 stations

= 18 sec/unit (not feasible)

Therefore,
there
will
be
four
manufacturing people to be assigned in the
assembly line.
The cycle time of 18 sec/unit is not feasible for
the line because one of the restrictions in line
balancing is:

Ti WSi CT

It tells that the cycle time (CT) is greater than

or equal to the maximum time of any
workstation time and the time of any work
element; and, in this situation, the time of
work element M (TM ) of 32.98 seconds per
unit is greater than 18 seconds.

We will now use work element time of M of

32.98 seconds to find out what will be the
maximum hourly output rate of the assembly
line. The maximum output rate will be:

r = 1/32.98 seconds per unit

= 109.16 ~ 110 units/hour-shift

In assigning the tasks, we will automatically

assign work elements N and O to station 1;
because, in reality, it cannot be added in station
where element M is in. Also, the product layout
will be in a U-shape flow that is why the operator
that will be assigned in station 1 will not have
difficulties with regards to easy access on the
parts that will be subjected for sealing and
packing.
The largest candidate rule in
assembly balancing will be employed designing
the process.

The line efficiency will

be:

Statio
n

Station
Time (sec)

Idle time (sec)

CT =32.98

Efficiency (percent)
= (t / nc) x 100
=
[127.29/(4 x 32.98)]
x 100

Assigned
Task

8.31

3.93

6.30

=
96.49%

4.66

3.54

6.22

8.29

7.21

15.46

13.54

5.32

4.29

4.06

3.18

32.98

STmax = maximum
station time
STi
= station
time of station or work
station i

0.02
B

Where:

K
= total
number of work
stations
SI =
(32.98 - 32.96) 2
+ (32.98 30.96) 2 +
(32.98 30.39) 2
SI = 3.28

2.02

2.59

After balancing the line,

let
us
compute
the
production
capacity
in
UPMH of the proposed
assembly line. Since there
are 4 manufacturing people
involved
in
the
new
assembly line, the capacity in
UPMH will be:
110
units/hour-shift
divided by 4

= 27.5 or 28 UPMH

TOTAL = 127.29 seconds

Smoothness Index =

(ST
i=1

Figure 12. Future state value stream map of assembly-packaging process of P/N: 1036800 showing
balance on the assembly line.

After balancing the line and removing waste in

the process, the future state VSM is formed and
presented in Figure 12 which indicates the four
(4) workstations in the new balanced assembly
line of P/N: 1036800.

Computing the benefits of the proposed

solution, the old capacity in UPMH is reported as
21 UPMH; while, with this proposed solution, the
UPMH will be 28. It means that there will be an
increase of 28.57% on the production
capacity of the line.

2.4.2. Benefits Calculations

A. Production capacity and potential
sales

Each mask costs Php 328.13; hence, the

28.57% increase in the production capacity will
generate an additional produced units of
28,570 and potential sales of Php 9, 374,
674.10 every purchase order of 100,000
OptiLife Mask.

B. Savings in Direct Labor Cost

B.1 Current assembly line
In current assembly line, there are assigned
five operators with a salary of Php 274/dayeach and one QA engineer with a salary of Php
390/day. Therefore, its direct labor cost
per day per shift is:
Php 390 x 1 QAE
390.00

Php

Php 1.38 per mask

2.4.3 Implementation of Improvements

1,760.00

The direct labor cost per unit in the

current production process is computed by
dividing the direct labor cost per day by 8
hours to arrive with the hourly cost. Then, it
will be divided by production capacity of the
entire line. The following is the calculation:
(1760/8) 126

(1212/8) 110

Therefore, with the new process, the direct labor cost per
mask will be reduced by 21.14%

Php 274 x 5 operators =

1,370.00
Php

The same procedure for computing the direct

labor cost per mask as done in the current
assembly line applies with this new improved
assembly line. Therefore, if this process will be
implemented, the direct labor cost per mask will
be

Php 1.75 per mask

Due to some constraints inside the RCM manufacturing

plant like the timely adherence of the assembly shopfloor
with the production plans, the implementation and validation
of this project depends on the juricdiction/decision of the
company
2.5 Control phase
As part of the control phase, the following
must be adhered or implemented for the process
to be stable and always run efficiently.
a. Documentation of the improved process
through work instruction and standard
operating procedure.
b. Process Auditing by QA
c. Quick and timely response for every
corrective and preventive measure on the
process in case of non-compliances.

B.1 New assembly line

In new balanced assembly line, there
assigned three (3) operators with a salary
274/day- each and one QA engineer
salary of Php 390/day. Therefore, its
labor cost per day per shift is:
Php 390 x 1 QAE
390.00

will be
of Php
with a
direct

Php

Php 274 x 3 operators =

822.00
Php

1,212.00

3.0Assessments, Conclusions, and Areas for

Further Investigations
With the application of six sigma for process
improvement (the DMAIC procedure), RCM
manufacturing will have an increase of 28.57% on
the production capacity of OptiLife Mask P/N:
1036800; and a decrease of 21.41% on direct
labor cost per mask.
For further study, RCM may consider the
application
of
six
sigma
for
product
development. They can see through it if the
design of the OptiLife mask and its components
can be made simpler; and, if automation is
economical to apply.
4.0 References

(1) K. Yang and B. S. El-Haik, 2003 , Design for Six Sigma,

A Roadmap for Product Development, McGraw-Hill, USA
(2) S. Taghizadegan and B. Heinemann, 2006 , Essentials of
Lean Six
Sigma, Burlington MA, 01803.
(3) M. P. Groover, 2007, Work Systems and the Methods,
Measurement,
and Management of Work, Pearson Prentice Hall,
Upper Saddle River, NJ 07458.
(4) E. S. Buffa and R. K. Sarin, 1994,
Modern
Production/Operations
Management, John Wiley and Sons, Singapore.
(5) P. Keller, 2005, Six Sigma Demystified, McGraw- Hill, Inc.

USA.
(6) Elsayed, E. A. and Boucher, T. O. Analysis and
Control of Production Systems (2nd edition).
Prentice-Hall International, Inc. 1994.
(7) Barnes, Ralph M. Motion and Time Study: Design

and Measurement of Work (11th edition). John Wiley

and Sons, Inc. 1980
(8) Krajewski, L. J. and L. P. Ritzman. Operations
Management: Strategy and Analysis (5th Edition).
USA: Addison-Wesley, 1999
(9) http://optilife.respironics.com/features.aspx
(10) http://www.sae.org/technical/papers/2006-01-0503
(11) http://www.wam.umd.edu/~sgahagan/Tutorial.html