Professional Documents
Culture Documents
Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 6, Issue 12, December 2016)
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International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 6, Issue 12, December 2016)
Critical to Quality: Attributes most important to the problem. When the main cause has been identified the
the customer. process is being improved and necessary follow-ups and
controls are established to ensure that the improvement will
Defect: Failing to deliver what the customer
be efficient.
wants. Define: Define specific goals to achieve outcomes,
Process Capability: What your process can consistent with customers demand and business strategy
deliver. Measure: Measure reduction of defects
Variation: What the customer sees and feels. Analyze: Analyze problems, cause and effects must be
Stable Operations: Ensuring consistent, considered
predictable processes to improve what the Improve: Improve process on bases of measurements and
customer sees and feels. analysis
Design for Six Sigma: Designing to meet customer Control: Control process to minimize defects
needs and process capability.
Our Customers Feel the Variance, Not the Mean. So Six
Sigma focuses first on reducing process variation and then
on improving the process capability
2. The sample
A sample of 26 months of warranty data corresponding to
the field failures was taken for the project
(Graph 3)
The above data provides the informaion of Odometer
Range wise analysis depicting percentage of Field Failures.
From the above data we find that more defects are caused
in the initial travel of the vehicle (0-5k) in range of 253 out
(Graph1) of the total. And it decreases greatly, but we also find that
From the above data we find that during the statrting month (0- in the travel of (5-20k) it increases.
3 month) of the vehicle roll out the frequency of the defect is
more. The efect contibutes up to 54.6% of the total SD
vehicles, and as the time ellapses i.e ( during the period of 4-6 Culprit Part analysis from data of Jan 2014 to Feb
month ) there is a decrement in the defect. While considering 2016-
the above data we found that during the period of the(7-12
month) there is a slight increase In the defect caused in the
parts of the SD vehicle but in the time perod of (13-24 month)
there is least defect observed.
(Graph 4)
Pareto Principle-
The Pareto principle (also known as
the 8020 rule, the law of the vital few, and the principle of
(Graph 2) factor scarcity) states that, for many events, roughly 80% of
the effects come from 20% of the causes.
The above graphical reperesentation repesents model wise
defect analysis depecting percentage of feld failure od SD The distribution is claimed to appear in several different
vehicles . Fron the above data we found that most of the aspects relevant to entrepreneurs and business managers.
defects are caused In the 20.15 model vehicles (151 of the For example:
total ) and the least is caused in 40.35 model vehicle 80% of problems can be attributed to 20% of
causes.
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International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 6, Issue 12, December 2016)
80% of a company's profits come from 20% of its Frequency of defects recorded in the year 2014 to
customers 2016-
(Graph8)
Roll Out month wise defect analysis-
(Graph 5)
The above pareto chart depicts the major culprit parts
which contributes to 80 of failure in HD segment
vehicles.
Pareto Chart of Models
(Graph 9)
Credit month wise analysis-
(Graph 6)
Aggregate analysis of defects-
Reasons
1. It fails generally due to improper alignment of
(Graph 7) plunger inside the Vehicle speed sensor.
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International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 6, Issue 12, December 2016)
2. It also gives false reading in meter when proper Harry MJ (1998). Six Sigma: a breakthrough
distance is not maintained between the vehicle strategy for profitability.
speed sensor and propeller shaft. Qual. Progr., 11: 60- 64.
Control Engineering On line, Design for Six
Solutions:
Sigma Capability http://www.controleng.com/,
1. Proper alignment of plunger should be checked
before the fitment of vehicle speed sensor in 1999
trucks. Forrest W. Breyfogle III, Implementing Six
2. Proper torqueing of guns should be done. Sigma, John Wiely & Sons, Inc,1999
Infinity Performance Systems, Six Sigma
Overview,
V. CONCLUSION http://www.6sigmaworld.com/six_sigma.htm,
Six Sigma looks at all work as a series of processes with 2000
inherent variations, which can cause waste or inefficiency.
Focusing on those processes with greatest impact on
business performance, as defined by leadership teams, the
methodology involves statistical analysis to quantify
repeated common cause variations - which can then be
reduced by the Six Sigma team. Six Sigma becomes a
continuous process for quality improvement and cost
reduction flowing throughout the company.
Originally developed from a Japanese quality control
process for manufacturing electronic semi-conductors, Six
Sigma developed the capability of reducing problems or
issues effecting customer expectations on key business
processes. Six Sigma has provided the opportunity to drive
forward important customer focused initiatives across the
Cummins global organization.
As an improvement and cost reduction process, Six Sigma
is equally valid for marketing and product development as
well as manufacturing and customer services. Six Sigma
improvement projects and techniques are now the
cornerstone of Cummins continued success in cost
reduction and quality improvement.
VI. REFERENCES
Kumar M, Antony J (2008). Comparing the
quality management
Practices in UK SMEs. Ind. Manage. Data Syst.,
108(9): 1153-1166.
Thomas A, Barton R, Byard P (2008).
METHODOLOGY AND THEORY
Developing a Six Sigma maintenance model. J.
Qual. Mainten. Eng.,
14(3): 262-271.
Nilakantasrinivasan N, Nair A (2005). DMAIC
failure modes, ASQ Six
Sigma Forum Mag., 4(3): 30-34