Staf - PROCESS CONTROL

PROCESS CONTROL
PROCESS
CONTROL
G HENDERIECKX
G HENDERIECKX GIETECH BV JUNE 2008 1

PROCESS CONTROL
GIETECH BV

PROCESS CONTROL
CONTENT
1. INTRODUCTION
2. DEFINITION
3. PURPOSE
4. APPLICATION
5. METHOD
6. REMARKS
7. CONCLUSION
ATTACHMENT: RESULT ACCORDING TO TYPE OF SYSTEM
ATTACHMENT: EXAMPLE FOR INQUIRIES
ATTACHMENT: EXAMPLE FOR COST PRICE
1. INTRODUCTION
“Process Control” is a hot item nowadays. It is trendy to apply it and it has also a lot
of advantages if it is properly applied. But there are a lot of users, which do think they
are using it, but they really do not!
Process control can be used for every product that is the result of several operations
or activities. This can be concerning production (castings, forgings, machining,
welding…) as well as administrative (cost calculation…) as commercial (purchasing
product…) type of activities.
Process control requires a deep knowledge of the process. It needs an activation of

all experience, which is presence in the company. Everyone has to reflect
continuously about the working methods, instructions…
If “process control” is applied correctly, it will bring a lot of benefits: lower cost,
consistent delivering in time, less scrap, higher customer satisfaction…
Therefore it is not only “worthwhile” to apply but it is “a must”!
In this text, the definition and purpose of process control will be described, as well as
the application fields.
After this, the method for setting up the system, applying it and getting the maximum
benefit from it, is described.
At the end, an example will be worked out so that all techniques become clear.

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2. DEFINITION
“Process control” is that system, which use all the knowledge of the
operations and their interaction, to achieve, to the highest possible extend, the
target of the process, which is mostly a “product”. There must be a
measurable target.
The “Process Control” consists of 2 important parts:
1. Process
2. Control.
Process
A “process” consists of operations, activities.

An operation, step in the process, is every activity that adds value and contributes to
the result. The result (of all operations, which forms the process) must comply with
the requirements of the resulting product.
All the activities of the process are controllable by the company because they are
performed by or performed under the control of the company.
The requirements of the “result” can be set by anyone, which can be customer,
company itself, local government..., but must be accepted by the company and set as
requirement, which is a target that must be met!
Target that must not be met, are “wishes”!
Control
Control is an action used to check of the product meets the requirements.
All the activities are controlled, set limits on their result.

The control of the result, the product, has nothing to do with Process Control but is
just stating how good the process is performed. It decides about “good or not good”,
“acceptable or rework”.
Control is done by the operator, who needs all necessary data and requirements for
his operation. He monitors his performance himself and can influence, correct and
approve the result.
As such, inspection done by someone else (quality department), is no operation
because it does not add anything to the process (unless cost).
Final inspection can be an operation if it is required by the customer.

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No operation or action is evaluated as such; all is considered in connection to the

total process. All the connection and influences are considered to reach the target
result.
“Process control” for production is that system, which use all the knowledge of the
operations and their interaction, to achieve the best product at the lowest cost and
delivered in time according to the requirements and wishes of the customer.
Process Control has nothing to do with “final inspection”. Some authors include this
final inspection if it is a by the customer required step, but even than it can contribute
not to the result of the product, process itself.
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OPERATION 1 T
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OPERATION 9 E
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SHIPPING
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Process Control can be applied for quality, environmental performance, energy

consumption, cost pricing….

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3. PURPOSE
The use of process control is done to get the best possible result compared to
the requirements of the process.
Process control will use all information and experience of the operators and company
to perform each operation correctly and will give all operators the capability
(knowledge, tooling, data…) to evaluate their operation result.
This result will be communicated to the following operations in order to make use of it
to have the best result for the following operations.
If each operation, activity is performed to the best performance possible, and the
connection of the different operations is taken in account, the product, result of the
process, will fulfil all requirements to the highest extend for the company involved.
Each company has, depending on its know how, experience, equipment... a level of
fulfilment of the target (example is “company quality”).
In the time, the industry used a lot of different systems to perform the best. All of
them are replaced by a new system, mostly using more knowledge and leading to a
better result. The emphasis is shifted from “detection” of non conformity to “avoiding”
of non conformity.
To explain the difference between the previous (in time) methods (conventional
method, conventional method with restricted limit, process control), a production is
taken and the quality requirements are taken as target.
1. The “conventional methods” do have the “final inspection” as most important

tool to assure that the customer does get the products according to his requirements.
If the inspection is 100 %, it is prevented that “non conform” products are shipped to
the customer. But if the inspection is less than 100 % (sample inspection or ad
random inspection, for example 1 on 3…), the possibility of shipping “non conform”
products does increase.
This method will test and evaluate the result (final product). If there is a modification
to do, the delivery time will be too late, and if the product has to be scrapped, the
delivery time will be totally out of range.
But most important is that the inspection is made at a time that all costs are made. It
is very costly to scrap products and therefore there will be a pressure to try to correct
the final product, in order to let it “nearly” fit to the result. This is not preferred!

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2. The “conventional method with operation limits” is the system where all
operations do have limits for their results. Quality department is inspecting the results
of these operations according to the limits.
This system does improve the result, because a lot of “not conform” results
(products) are stopped during the operation (scrapped) or if possible corrected. This
method does lead to a higher production cost (smaller tolerance range, rework) but
less scrap cost (no extra work is done on products that are already non conform).
3. “Process control” does use the “restricted limits” per operation and the
information about the influences between the different operations. The inspection is
part of the operation and done by the operator concerned.
Restricted limits are limits that are more restricting than the “scrapping” (required)
limits and are set by the company, based on experience and taken in account the
capability of the company.
Later in this text, the use of them will be explained more detailed.
If the result per operation is within the restricted limit range, nothing special has to be
done. If the result is between the restricted and the outside limits, the result will be
improved by actions in the current or the next in line operations, which do have an
influence on the final result.
The final result will be very close to the target value. The cost is very low because the
actions do have a minimal cost and nearly all scrap is avoided.
Process Control can be applied for a number of targets: quality, energy consumption,
cost price... These targets are called “applications”. According to the application, the
following remarks must be made:
1. the activity or actions or operations are the identical for every application
2. the influence (on the result compared to the target) on each of the
operations, activities will be different
3. the inter-operational influences are different.
The application will be explained in next chapter.

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4. APPLICATION
Process control can be applied on all types of activities, which are the result of
more operational steps and do need to meet requirements or targets, which are
called “applications”.
The application can be production, delivery time, environment and waste, cost price
and also commercial activities (as sales, purchasing…).
Production
Process control is most commonly applied to increase the “product quality” and to
reduce “scrap rate” of production. Production is a chain of operations leading to the
final product.
By applying this system, it is possible to bring the result of each operation into the
zone between the inner (restricted) limits and the total result conform to the required
or wished result.
This is done by modifying and or correcting the operation instruction concerned. If

this is not successful, the other possibility is to correct the result (of the operation
concerned) by one of the following operations (steps).
It is a matter of investigating which action:
 does have the lowest risk to a non conform result

 has the lowest cost
 can be done in the easiest way concerning capacities
 can be done in the easiest way to assure delivery time.
Environment and waste
For the normal process, it is fact to investigate which instructions do assure:
 the lowest raw material consumption

 the lowest energy consumption
 the lowest production of “secondary, non-usable” (waste) products.
If there is a problem to correct an operation or choice for another solution (another

operation that corrects this non conform or risky result), it is fact to look at the
implications on the environment, like this:

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 scrap is a loss of energy and material

 extra energy to correct the product in the particular operation
 extra energy to correct the product in another operation.
Cost price
Each operation is responsible for part of the cost price because activity means use of
labour and material. These are called “direct costs”.
But there are also items like administration, store management… that are not directly
related to an activity but to more activities. These are called “indirect costs” and
should be divided, according to a key, over direct activities (hours) or material (kg
raw material).
But what is mostly forgotten is that there are activities that do cost a lot and that do
contribute only a little to the product (target) result. Some of these activities are
transport, inter-operation storing and inspection. It is fact to eliminate or decrease
them to the maximum.
Conclusion
Because process control is a system, it can have influence on each company target.
It is fact that management has to set the priority for implementing it to the different
applications.

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5. METHOD
5.1 Introduction
5.2 Activities
5.3 Influences or CTx
5.4 Limits
5.5 Forms
5.5.1 Flowchart
5.5.2 Excel file
5.6 Extended method
5.1 Introduction
Applying “process control” is done in a systematically way, of which each step

in the introduction of the system has to be performed correctly.
First the inventory of the process concerning operations (steps, activities) is done,
mostly in a flowchart, followed by a listing according to the time of performance.
This inventory, because it is the picture and list of all activities to get the product or
target, is equal for all applications!
The second step is to inventories the influences on the product or target, for each
operation. This inventory is depending on the application and will be totally different
for “quality production” compared to “less waste”.
When these inventories are performed, and mostly visualised in the flowchart and or
the listing (excel file), the necessity for setting limits is investigated. It is of course
clear that very high influencing factors will need the most correct and clear and easy
to measure and evaluate limits.
A last step for the “extended method” can be the set up of the inspection tools, taken
in account that the control of the result should be done by the operator. Only final
inspection, if required by the customer or market, can be considered as operation
because it is part of the value (price) of the product.
It is also possible to indicate the preferred actions to solve a problem if it occurs.
These actions are based on the “present knowledge” and “experience from the past”.
A statistical control of the results, especially the results outside the inner limits, can
reveal unknown connections and influences between steps or operations. It also
indicates the weakness and strength of the company.

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5.2 Activities
The process is divided in activities, operations. An operation is every activity that is

done from the start of the process till the completion of the product, result, taken in
account the special wishes of the customer.
Inspection done by the quality department is no process step. It is not performed by

the operator(s) and does not add anything to the continuation of the process. It is
done to avoid working on scrap or activities that will be useless at the end.
Not all activities do contribute in the same rate to the result, but cannot be avoided as
such. Examples are transport, storing between operations...
This is of course the question: “Can an activity, not contributing to the result, be
eliminated or at least decreased or minimised?”
The inventory can be set up in the best way by drawing a flow chart because it shows
the best overview of the process and can also be used for the listing.
5.3 Influences or CTx
Before performing this step, it is necessary to understand that this part will be
different depending on the “application” of process control.
As already mentioned, the “quality” application will show different influences than the
“waste” application.
The influence inventory is different per application, the activity inventory not.
Each operation is depending on influences, which are different per operation. And it
is clear that the degree of influence will differ a lot.
The factors with the largest influence are called “CTx – items” (critical to x), where
“x” is the type of application. For quality, these are CTQ –items, for waste CTW –
items, for energy CTE – items, for cost price CTC – items and so on.
The factors (influences) that appear in many operations and or different applications
are really the most important ones and or called “key critical items” or “KCI”. See
figure next page.
The quality of the liquid metal in a foundry is as well CTQ, CTW, CTE as CTC- item
and is as such a KCI – factor.
The condition of a machine tool (maintenance level, accuracy…) is a CTQ, CTW,
CTE as well as CTC – item and is as such a KCI – factor.

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The influences can be mentioned in the flow chart (as links) and must be specified in
the excel file. The excel file should quantify the degree of influencing.
The most important influences and surely the KCI – factors will require limits and are
subject to statistical control in the extended method.
QUALITY
Identical factor: KCI

OPERATION 1
SUB-ITEM 1
OPERATION 2 CTQ ITEMS SUB-ITEM 2
SUB-ITEM x
OPERATION 3 CTQ ITEMS SUB-ITEM y
SUB - ITEM y
OPERATION 9 CTQ ITEMS SUB - ITEM 11
SUB - ITEM x
OPERATION 10 CTQ ITEMS SUB-ITEM x
5.4 Limits
Every process is performed by a lot of operations, activities. The sum of the activities
will result in a product or target, which is conform to the requirements or not (non
conform).
Each operation (or activity) much be performed according to instructions or rules,

which are called “operation instructions”. The instruction must be followed by the
operator(s) and should lead to a conform result for the operation and all the following
operations, to end up with a product or result conform to the target.
Each operator must be able to check his activity, must be able to measure the result.
For this reason the instruction should also describes the target values for the tests. If

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the target values per operation are met, the total process should meet the target
value.
This is not always the case due to the fact that influencing factors, which are active
on several operations, can anyhow lead to non conform result for the process.
To avoid this, the limits will be doubled:
1. outer limits, which definitely lead to scrap (OL)

2. inner limits, which should monitor and master the interconnections of
influences (IL).
This means that at least, KCI – factors have double limits!
outer
limits
inner
limits
outer
limits
The system will equally deal with factors that regularly lead to scrap or non conform
products or results. To minimise this chance, the double limits will avoid this.
Limits are set for all actions and influences that can be influenced by you!
This involves all activities performed in your company.

For sub-products or subcontracted activities, there is a need for a final inspection,
(incoming inspection for your company), concerning all the aspects that involves your
activity. Of course the best way is that your supplier and or subcontractor apply also
process control in which you also are participating.
The influences out of your control are interesting to know because you can
make use of this knowledge. It must lead you to set and adapt your “control
activity”.

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5.5 Forms
As already mentioned, there are two types of forms regularly used: flowchart and
excel file.
5.5.1 Flowchart
The best way to inventories the activities, is to use a flowchart. The flowchart first
gives the ranking in time of the activities, from the first operation till the last one.
Extra, it is possible to refer, in the flowchart, to the different influences (green buttons
with hyperlink to other sheets).
On next page, an example of the flowchart is given for the application of

“Purchasing”.
Hyperlink
Back
1 Complete, all subjects covered
2 Conditions compared to inquiry requirements
3 Use of international standards
4 Correct language
5 Easy to read

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Flowchart Purchasing
PURCHASING OPERATION
NEED FOR PRODUCT BENCHMARKING PRODUCT

PURCHASING DEPARTMENT PURCHASING DEPARTMENT
JOINT VENTURE
PURCHASING DEPARTMENT
INQUIRY
GENERAL MANAGEMENT
Go Go Go
EXISTING NEW
PRODUCT PRODUCT
CURRENT CURRENT POTENTIAL POTENTIAL Go

SUPPLIER 1 SUPPLIER i SUPPLIER 1 SUPPLIER i
CURRENT
SUPPLIER 1
QUOTATION 1 QUOTATION 2 QUOTATION 3 QUOTATION i Go
PURCHASING DEPARTMENT Quality department
Production
Go EVALUATION QUOTATION PRODUCT
PURCHASING DEPARTMENT Engineering
Sales
RE-DISCUSSION RE-DISCUSSION Go
PROPOSAL ORDER POTENTIAL SUPPLIER

JOINT
TEST ORDER VENTURE TEST ORDER
POTENTIAL / EXISTING DISCUSSIONS
SUPPLIER
END OF CONTACTS

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5.5.2 Excel file
The excel file does rank the activities (numerated in first column), which are
completed with all the influences for the application concerned (second column).
The following column does indicate the type of item:
* “A” activity, operation

* “I” influence.
The following columns, for 2 different possibilities (need for product and bench
marking), indicates if there is an influence (yes: 1 and no: 0). The next column
indicates the degree of influence:
*H high influence
*M medium influence
*L low influence.
Excel file
NEED PRODUCT BENCH MARKING

No Item Type Influence Influence
Present Degree Present Degree
10 Set up inquiry A 0 0
11 Need for product I 1 M 1 L
12 Bench marking I 0 1 H
13 Joint venture I 0 1 H
14 Existing product: Verification price & conditions I 1 L 1 H
15 Existing product: Need lower price I 1 H 1 H
16 Existing product: Short delivery time I 1 H 1 H
17 Existing product: Bad experience quality I 1 H 1 H
18 Existing product: Bad experience delivery time I 1 H 1 H
19 Existing product: Decrease risk I 1 M 1 M
20 New product: Verification price & conditions I 1 M 1 H
21 New product: Need lower price level I 1 H 1 H
22 New product: Flexible delivery times I 1 H 1 H
23 New product: Bad experience quality I 1 H 1 H
24 New product: Bad experience delivery time I 1 H 1 H
25 New product: Decrease risk I 1 H 1 H
26 New product: Search for extra capacity I 1 H 1 H
27 New product: Avoid extra investment I 1 H 1 H
30 Send to current supplier A 0 0
31 Send to potential supplier A 0 0
32 Country of supplier I 0 1 H
33 Specialising supplier I 0 1 H

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5.6 Extended method
In the extended method, several extra items can be shown:
1. Corrective actions:
Given in a next column (using excel file) or referred to a file.
When the outer limits are passed, the product must be scrapped.
When the result is in between the outer and inner limits, corrective actions can
be done by the operator of the operation, activity or one or more of the next
operations can be used to correct the result.
The successful action (and also non effective ones) can lead to a database
that is very interesting for future problems. It can also be used for training,
maintenance, inspection and investments. See figure below.
IDENTIFICATION
APPARENT REASON BASIC REASON
PROVISIONAL SOLUTION
PRODUCTION & TEST
SOLUTION
TRAINING
MAINTENANCE PLAN FILE ACC

TO BASIC
INSPECTION REASONS
INVESTMENTS

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2. Inspection Tooling:
Other extra information in the file can be the type of tests and tooling to be used by
the operator. The best tools are the ones that are easy to use like templates...
This information is useful for preparing the start of a production or another activity.
3. Statistical control:
This is a very useful extension, but must be done in separate files.

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6. REMARKS
The main advantages of process control are the fact that:
1. the complete process is always involved

2. the interconnected influences can be evaluated and used.
An example of this is given in next case.
For the production of ferritic ductile iron according to the ASTM A536 standard, grade
60-40-18, a tensile strength of 414 MPa and a yield strength of 276 MPa are
required.
Suppose the foundry is working with the method with “restricted limits”.
During the production, the testing of the chemical analysis of the liquid metal shows a
silicon content, including nodulising and inoculation, of 2,00 %.
To achieve the required tensile and yield strength, a minimum content of 2,10 % is
required and with the “restricted limits” method, even a minimum of 2,20 % is
required.
The chemical analysis will be corrected in the furnace. This will lead to:
1. a longer time on temperature, which does increase energy consumption

2. longer melting time, which increase salary cost
3. waiting time for the pouring crew, which increase salary cost
4. risk of removing nuclei (longer time on high temperature), which are
necessary to have a high metallurgical quality.
According to the “Production with Process Control”, it is stated that the, at this time of
production too low silicon content, can be compensated in different ways, due to the
interconnection of influences:
 correcting in the furnace (action of the conventional system)

 using type of inoculant with a higher silicon content
 increasing the amount of inoculation
 shake out at a higher temperature (promote some restricted amount of
pearlite)
 perform a heat treatment with controlled cooling.
These possibilities are shown in the flowchart on next page.
It is fact to make the best choice, taken in account all the aspects as quality, cost,
environment… See table on next page.

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ACTION CONSEQUENCES
ACTION
Cost Time Energy Quality Risk
Charge material
Furnace Low Medium Medium Good No
Inoculation Very low NoChemical analysis
No Good No
Shake out No No No Questionable
Silicon content High
Melting
Heat treatment High High Very high Good No
Yield strength
Manganese
Metallurgical treatment Ceq
ITEM X
Pouring Ferro silicon
Type
inocculation
Ferro-silicon
amount
ITEM X
Shake out
temperature
ITEM X
Heat treatment
forced cooling
Depending on the importance, given by the company to each of these items, the best
choice can be made, knowing all the consequences.
Mostly, the corrective action will be done by the “inoculation”.
This action can lead, if done in the pouring box or mould inoculation, with a
higher addition, to an increased porosity tendency.
If the extra inoculation is done in the ladle or during tapping or together with
the nodulising, the risk for increased porosity is nearly zero.
Anyhow a corrective action by correcting the inoculation has the following

advantages:

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1. no time is lost (no extra salary cost and energy consumption)

2. nor extra nuclei are removed due to the longer dwelling time on high
temperature in the furnace
3. the silicon content is correct, resulting in the target value for tensile and
yield strength.
As can be seen, the fact that all potential factors are all the time available for
evaluation, the “best solution” is nearby.

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7. CONCLUSION
It must be clear that “Process Control” is a “system”, which has an influence on all
activities in a company. It is a must for the future because it can assure the best
result for a company.
The best result will be obtained if all parties involved (employees, engineers,
maintenance, operators, quality control, sales as well as suppliers and customers)
are involved. The presence of knowledge and experience and skill of performing
activities will guarantee that the best actions are chosen and the best result is
obtained in a short time.
It is necessary to set up a flow chart of the process with the indication of the
influences, including the interfering influences within the operations, on the final
result. The flowchart is unique for a process and does not change according to the
application (quality, cost price…), as the influences do.
The written version of these flowchart and influences assures that, whatever the
situation or time pressure, the problem will be investigated completely, taken in
account all the factors.
The influences that are met frequently are the important “CTx” factors. These “CTx”
factors, appearing regularly, are called the “KCI” items (Key Critical Items).
These KCI-factors will require at least a double limit requirement and can be filed for
later “Statistical Process Control” (SPC). From these statistical investigation of the
key factors, extra knowledge is build and due to the fact that it is filed and available
for all interesting parties, it will increase the know how of the company.

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ATTACHMENT:
RESULT ACCORDING TO THE TYPE OF SYSTEM
To understand the difference between systems, it is important to describe the

different systems, which are “no system”, “conventional system” and “conventional
system with restricted limits”.
1. NO SYSTEM
In this system, the production is done by the employees, which use their knowledge
and skills for the best possible. There are “no” or “incomplete” instructions and the
inspection is not systematically, nor by operator or quality control.
The final inspection decides about shipments.
This means that the base factor for non conformity, which is “human activity”, is very
important and the non conformities are very difficult to control and to avoid.
The results have no “Bell type” curve (Gaussian shape).
preferred value A ACCEPT

100 S SCRAP
90
80
70
60
50
40
30
20
10
0
2. CONVENTIONAL METHOD

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This example is done for a foundry.
2.1 First conventional system
Each operation is checked according to requirements and guidelines. The

instructions are present. If the result of an operation is not according to the instruction
with limits, it is corrected if possible (moulding, pouring, shake out can not be
corrected). The final evaluation will be “accept” or “scrap”.
See the figure on next page, representing this method.

The final results will show a flat “Gauss-curve”, with a small amount of results
meeting the target value (80 items) and quite some scrap items ( 2 x 5 and 2 x 20
equals 50 items) on a total of 320 test results.
The scrap rate is about 15,6 %.
2.2 Conventional system with double limits
To decrease the amount of “scrap”, a more restricted range (double limit) is set.
If a test result is between the two types of limits (purple range or inner to outer limit
range), an action (in this operation) to correct (if possible) is done. This system is first
applied in serial productions. The final evaluation will be “accept” or “scrap”.
Due to these actions, a “Gauss-curve”, with a larger amount of target value (100
items) is found, as well as less scrap (2 x 10 or 20 items).
The scrap rate is about 6,2 %, but the cost compared to previous system will
be much higher.
See the figure on second next page.

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First conventional system
CONVENTIONAL PRODUCTION
OPERATIONS ACTION
Moulding & cores

A S
Melting
A M S
Metallurgical treatments
A M S
Pouring
A S
Shake out
A S
Fettling
A M S
Heat treatment
A M S
Final inspection
A M S
A ACCEPT
preferred value M MODIFY
100 S SCRAP
90
80
70
60
50
40
30
20
10
0

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Conventional system with double (restrictive) limits
RESTRICITED LIMIT PRODUCTION
OPERATIONS ACTION
Moulding & cores

A S
Melting
A M S
A M S
Pouring
A S
Shake out
A S
Fettling
A M S
Heat treatment
A M S
Final inspection
A M S
preferred value A ACCEPT

M MODIFY
100 S SCRAP
90
80
70
60
50
40
30
20
10
0

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2.3 Process control
The operator is checking his activity himself, during and immediately after performing
the activity. If the result of an operation is within the inner limit range (purple zone
between outer limits and restricted inner limits), an action is started.
See the figure on next page.
First action will be an investigation of the influences of the next operations (arrow
indications in the figure) on the “CTx-items” (critical to x).
Concerning quality applications, these items can be of four types:
 material (mechanical properties),

 dimensions,
 section quality and
 surface quality.
If necessary these can be expanded with special requirements as can be

machinability, permeability…).
If one of the next operations can correct this result, nothing is done anymore and the
next operations will correct the result.
Second action is done if this is not possible; the action will be within the operation
itself, which is equal action as described in method “Conventional method with
double (restricted) limits”.
Due to these actions, a “Gauss-curve”, with an extra larger amount of target value
(110 items) is found, as well as less scrap (2 x 0).
The scrap rate is about 0,0 % and the cost will nearly equal to a little higher.
Anyhow no extra time is lost concerning lead time and delivery time!

PROCESS CONTROL
Activity according to process control method
PRODUCTION WITH PROCESS CONTROL
OPERATIONS ACTION CRITICAL TO QUALITY ( CTQ )

If MATE- DIMEN- SECTION SURFACE
RIAL SION QUALITY QUALITY
Moulding & cores
A S
Melting
A M S
A M S
Pouring
A S
Shake out
A S
Fettling
A M S
Heat treatment
A M S
Final inspection
A M S
preferred value
A ACCEPT Critical to quality factors
110 M MODIFY with combined influence
100 S SCRAP to other operations
90
80
70
60
50
40
30
20
10
0
there is a non conformity, which means a result outside the green limits, the
operation leader takes the decision and the result is checked. If the result is correct
or sufficient, the action is introduced in the instruction of the operation.

PROCESS CONTROL
If there is scrap, the action should be done immediately, involving all parties and
taken the information from the past out of the inventory file (see next graph). Taken
the benefit of this file is high because as well the successful as the non successful
action of the past or inventorised.
The base is the “basic” or “process” reason, which will lead to the solving of not 1
problem but all similar problems with other products.
IDENTIFICATION
APPARENT REASON BASIC REASON
PROVISIONAL SOLUTION
PRODUCTION & TEST
NOT
CORRECT
CORRECT
SOLUTION
TRAINING
INVENTORY
MAINTENANCE PLAN
FILE ACC TO
BASIC
INSPECTION
REASONS
INVESTMENTS

PROCESS CONTROL
ATTACHMENT: INQUIRIES
Every activity, which is composed of several sub-activities, is a process and can and
should be controlled.
Even the process of “inquiring” suppliers and or potential suppliers can be monitored
with this technique. It is an interesting example because it is useful for the customer
but also for the (potential) supplier. It is a matter of understanding the process and
the requirements and wishes behind it.
In the flowchart on next page, the following factors are involved:
1. Flowchart indicates the actions

2. Each action has some reasons and influencing factors (indicated behind the
“go” button).
There are 3 basic reasons why a company does need to send inquiries:
1. need for products for:

 their running production
 new products coming in the near future
2. benchmarking action
3. search for cooperation and or joint-venture for the product.
Each of them will have (other) influences but the end action will be different.
In case of the need for products, there will be an order. Even for the not “best”
quotation, it can be that the potential supplier will be introduced in the pool for
potential suppliers in the future.
In case of benchmarking, there will be no order and it is questionable if the suppliers
that were involved (all new ones) will enter the pool for potential suppliers in the
future. Mostly no further contact will be taken. It is fact of the company that made a
quotation should at least be informed about the result.
In case of the search for cooperation or even joint venture, further contacts will be
established and at least an audit will be performed with exchange of more know how.
As already mentioned, the inquiry can involve existing products or new products.
Inquiries for existing products will mostly be sent to the existing supplier(s). This is
due to the fact that the normal procedure of ordering and receiving products cannot
be disturbed. This procedure requests the least effort and has the lowest risk.
Sometimes, especially if the customer is not satisfied about the current suppliers,
new potential suppliers will be involved.

PROCESS CONTROL
The quotations have to be made in a short time, concerning existing (running)

products and or in the requested time (requested by the purchasing department). The
time has a large influence for existing products (mostly the customer has few time for
delivering of the products) but sometimes also for purchaser that is looking for
cooperation (and or joint venture) because it is an indication of the involvement of the
potential supplier.

PROCESS CONTROL
NEED FOR PRODUCT BENCHMARKING PRODUCT

JOINT VENTURE, COOPERATION

PURCHASING DEPARTMENT
INQUIRY
GENERAL MANAGEMENT
Go Go Go
EXISTING NEW
PRODUCT PRODUCT
CURRENT CURRENT POTENTIAL POTENTIAL Go

SUPPLIER 1 SUPPLIER i SUPPLIER 1 SUPPLIER i
CURRENT
SUPPLIER 1
QUOTATION 1 QUOTATION 2 QUOTATION 3 QUOTATION i Go
PURCHASING DEPARTMENT Quality department
Production
Go EVALUATION QUOTATION PRODUCT
PURCHASING DEPARTMENT Engineering
Sales
RE-DISCUSSION RE-DISCUSSION Go
PROPOSAL ORDER POTENTIAL SUPPLIER

JOINT
(TEST) ORDER VENTURE TEST ORDER
POTENTIAL / EXISTING DISCUSSIONS
SUPPLIER
END OF CONTACTS
The purchasing department will evaluate the quotations, involving mostly some other
departments of the company: quality, production, engineering and sales department.
The items that are always involved:

PROCESS CONTROL
1. price (all suppliers)

2. delivery time (all suppliers)
3. experience from the past (existing suppliers)
4. extra information about skills, know how (potential supplier)
5. completeliness of quotation (potential supplier)
6. references (potential supplier).
If the quotation is not interesting, the contact will be stopped, many times without any
information about it.
If there is some interest, a re-discussion will happen. This re-discussion can be about
any item involved but is mostly the indication that the quotation is “potential”.
It can deal about extra information but many times it is to decrease the price by
putting a competition between some of the most interesting potential suppliers.
The re-discussion for existing suppliers is mostly about delivery time because the
price is agreed for a longer period of time (fix price for a year, which is done in
separate discussion).
In case of benchmarking, there will be no re-discussion because it involves only a
matter of getting data from the (potential) suppliers group, mostly in other countries.
For existing (need) and new products (need), the purchasing department will send an
“order proposal”, which must be confirmed (order confirmation) by the supplier. The
compliance involves all aspects: price, delivery time, requirements, payment
conditions…
For new suppliers, it will be a test order and very much attention will be paid to the
order confirmation! Many customers, especially the large ones, will perform first an
audit to decrease risks.
In case of search for cooperation and joint venture, more contact will be taken and
audits and exchange of knowledge and know how will be involved. But the next step,
sometimes the first after the “acceptance” by the purchasing department, is a test
order to get prove of all the promises.
Joint venture discussion will lead to a final agreement or cancelling of contact.
The next step is the inventory of influences. It is preferred to connect them with the
flow chart to assure a complete inventory and to avoid that some will be forgotten.
The influences do not have, in this phase, to be ranked according to their importance
because the ranking is the next separate step.
The first influences are those indicating the reason why the inquiry is released.
A possible summary is:
1. Verification of price and delivery time

2. To get a lower price (target of purchasing company)

PROCESS CONTROL
3. Special delivery time

4. Bad experience concerning quality
5. Bad experience concerning delivery time
6. Decrease risk
7. Search for extra capacity
8. Avoid extra investments.
These reasons cannot be influenced by (potential) suppliers but it is interesting to

know and take advantage of it during the further steps.
The (potential) suppliers, to which inquiries are send, can be selected on different
aspects:
1. country of supplier
2. specialised supplier
3. supplier of competitor.
During the evaluation, the following aspects have an influence:
1. communication
Language
Response time
Communication tools
2. quality
Quality system (not only certificate)
Inspection capabilities
Experience with similar products
Experience with products with similar quality
3. cost
Product
Transport and taxes
Inspection
Scrap and repair
4. delivery time
Production time
Inspection time
Transport time
Stock near company.
During the re-discussion, the following aspects have an influence:
1. Language
2. Availability for discussion, contact…

PROCESS CONTROL
3. Experience with product

4. Product knowledge
5. Engagement shown
6. Price.
The next step is the Excel Data Sheet. It is the inventory of all activities and
influences. The following items are important:
1. Indication of type: activity (A) or influence (I)

2. For both possibilities (need product or benchmarking / cooperation), the items
are judged concerning their influence:
1. Is there an influence (1) or not (0)? Activities are no influences.
2. How strong is the influence: low (L), medium (M) or high (H)?
This is not a calculation but a good discussed feeling and
estimation. It can be modified later on if the reality indicates more
or less influence.
For the actions and to a lesser degree for influences, limits can be set.
At first, a one-limit is set: upper and lower limit or one of them. Later, depending on
the experience or the evaluation of high influence factors, a two-limit can be used.
The outer limits are those of the one-limit system. Every result outside of these limits,
is non conform and rejected.
The inner limits are indications that, if the result is outside of them, the potention for
non conform results of the total process will increase. It becomes dangerous. It is
interesting to add also some actions, for the operation concerned or in other
operations, to correct the result in a way that the process final result will be conform
the requirements.
The next figures do give an example for them.

PROCESS CONTROL
INVENTORY
NEED PRODUCT BENCH MARKING

17 Existing product: Bad experience quality I 1 H 1 H
18 Existing product: Bad experience delivery time I 1 H 1 H
19 Existing product: Decrease risk I 1 M 1 M
20 New product: Verification price & conditions I 1 M 1 H
21 New product: Need lower price level I 1 H 1 H
22 New product: Flexible delivery times I 1 H 1 H
23 New product: Bad experience quality I 1 H 1 H
24 New product: Bad experience delivery time I 1 H 1 H
25 New product: Decrease risk I 1 H 1 H
26 New product: Search for extra capacity I 1 H 1 H
27 New product: Avoid extra investment I 1 H 1 H
30 Send to current supplier A 0 0
31 Send to potential supplier A 0 0
32 Country of supplier I 0 1 H
33 Specialising supplier I 0 1 H
34 Supplier of competitor I 0 1 M
40 Receiving quotation A 0 0
41 Completeliness (all subjects covered) I 1 M 1 H
42 Conditions compared to requirements I 1 H 1 H
43 Use of international standards I 1 M 1 H
44 Correct language I 1 M 1 H
45 Easy to read, set up I 1 M 1 H
46 Evaluation quotations A 0 0
47 Communication: Language I 1 M 1 H
48 Communication: Respons time I 1 M 1 H
49 Communication: Tools I 1 L 1 H
50 Quality: system and certificates I 1 L 1 H
51 Quality: Inspection capabilities I 1 L 1 H
52 Quality: Experience similar products I 1 L 1 H
53 Quality: Experience products similar quality I 1 L 1 H
54 Price: product ex works I 1 M 1 H
55 Price: transport & taxes I 1 M 1 H
56 Price: inspection I 1 M 1 H
57 Price: scrap & repair cost I 1 H 1 H
58 Delivery time: Production time I 1 L 1 H
59 Delivery time: Inspection time I 1 L 1 M
60 Delivery time: Transport time I 1 L 1 M
61 Delivery time: Stock near company I 1 L 1 M
70 Re-discussions A 0 0
71 Language I 1 M 1 H
72 Availability I 1 M 1 H
73 Experience with product I 1 L 1 H
74 Product knowledge I 1 L 1 H
75 Flexibility for customer views : behaviour I 1 M 1 H
76 Engagement I 1 H 1 H
80 Final evaluation A 0 0
90 Acceptance as potential supplier A 0 0
100 Test order A 0 0
110 Filed as "Potential supplier" A 0 0
120 Start discussion for "joint venture contract" A 0 0
130 End contact A 0 0

PROCESS CONTROL
LIMITS
NEED PRODUCT BENCH MARKING OLL ILL IUL OUL

PROCESS CONTROL
ATTACHMENT: COST PRICE
The process control concerning “cost price” is another interesting application. In this
example the machining activity is considered, which can be part of the total product
activity or the total process for a “machining supplier”.
An example for the Excel Data Sheet is given in the figure on next page.
In this case the actions also have an influence on the cost price, as a matter of fact,
the base of the cost price.
For the cost price calculation, the following items are considered:
1. Material
2. Energy
3. Labour (hours and cost price per hour and total cost)
4. Secondary material
5. Administration
6. Inspection
7. General.
Material cost involves raw material, sub-product…

Energy is important to consider per operation. The question how much energy is
waste for non-productive activities or non-activities.
Labour cost is mostly important and should be considered because it will fluctuate
(partly out of your control) with the cost per hour.
Secondary material involves tooling, templates, cooling oil…
Administration becomes a more and more important cost, which is mostly ad random
divided over the hourly cost. But is this correct for all products?
The inspection cost is a part of the total cost that should be minimised because it
does not add anything to the product process, unless the final inspection with tests
required by the customer.
General costs involve management, financial cost, depreciation of investments…
At the bottom, a lot of interesting elements can be calculated:
1. What is the real machining time (cost) compared to the total time (cost)?
2. How much activities do not add to the product value?
3. Energy and labour cost compared to the total cost.
4. Sensivity of total cost for each of its parts.

PROCESS CONTROL

PROCESS CONTROL
EXCEL DATA SHEET
PROCESS CONTROL MACHINING
No Primary activity Secundary activity & influence

Influ- De-
Interaction
ence gree
100 Administration
101 Order requirements I 1 H
102 Order intake A 0
103 Order scheduling A 0
104 Order confirmation A 0
105 Order documents A 0
200 Engineering
201 Type of machining I 1 L
202 Tooling I 1 M
203 Total time I 1 M
204 Handling time I 1 H
205 Machining time I 1 H
206 Cutting time I 1 H
300 Material
301 Chemical analysis I 0
302 Mechanical properties (hardness…) I 1 H
303 Dimensions I 1 H
400 Transport & stock

401 Machine to machine A 1 H
402 Stocking A 1 M
403 Type of protection I 1 L
500 Machining
501 Operation per operation A 1 H
A 1 H
506 Operation per operation A 1 H
507 Real time (including control) A 1 H
508 Condition machine I 1 M
509 Condition tooling I 1 M
510 Use of cooling A 1 L
600 Packing & protection

601 Dimensional inspection A 1 M
602 Applying protection A 1 M
603 Type of protection I 0 L
604 Applying packing A 1 M
605 Type of packing I 0 L
606 Shipment A 1 M

PROCESS CONTROL
PROCESS CONTROL MACHINING
No Primary activity Secundary activity & influence COST PRICE

Influ- De- Material Energy Labour Labour Sec. Admini-
Interaction
ence gree hours value material stration
100 Administration
101 Order requirements I 1 H 0 0 0 0 0 0
102 Order intake A 0 0 0 0 0 0 0
103 Order scheduling A 0 0 0 0 0 0 0
104 Order confirmation A 0 0 0 0 0 0 0
105 Order documents A 0 0 0 0 0 0 0
200 Engineering
201 Type of machining I 1 L 0 0 0 0 0 0
202 Tooling I 1 M 0 0 0 0 0 0
203 Total time I 1 M 0 0 0 0 0 0
204 Handling time I 1 H 0 0 0 0 0 0
205 Machining time I 1 H 0 0 0 0 0 0
206 Cutting time I 1 H 0 0 0 0 0 0
300 Material
301 Chemical analysis I 0 0 0 0 0 0 0
302 Mechanical properties (hardness…) I 1 H 0 0 0 0 0 0
303 Dimensions I 1 H 0 0 0 0 0 0
400 Transport & stock

401 Machine to machine A 1 H 0 0 0 0 0 0
402 Stocking A 1 M 0 0 0 0 0 0
403 Type of protection I 1 L 0 0 0 0 0 0
500 Machining
501 Operation per operation A 1 H 0 0 0 0 0 0
A 1 H 0 0 0 0 0 0
506 Operation per operation A 1 H 0 0 0 0 0 0
507 Real time (including control) A 1 H 0 0 0 0 0 0
508 Condition machine I 1 M 0 0 0 0 0 0
509 Condition tooling I 1 M 0 0 0 0 0 0
510 Use of cooling A 1 L 0 0 0 0 0 0
600 Packing & protection

601 Dimensional inspection A 1 M 0 0 0 0 0 0
602 Applying protection A 1 M 0 0 0 0 0 0
603 Type of protection I 0 L 0 0 0 0 0 0
604 Applying packing A 1 M 0 0 0 0 0 0
605 Type of packing I 0 L 0 0 0 0 0 0
606 Shipment A 1 M 0 0 0 0 0 0
TOTAAL 0 0 0 0 0 0

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PROCESS CONTROL

G HENDERIECKX GIETECH BV JUNE 2008 1

G HENDERIECKX GIETECH BV JUNE 2008 2

Process control requires a deep knowledge of the process. It needs an activation of

Therefore it is not only “worthwhile” to apply but it is “a must”!

G HENDERIECKX GIETECH BV JUNE 2008 3

G HENDERIECKX GIETECH BV JUNE 2008 4

The “Process Control” consists of 2 important parts:

A “process” consists of operations, activities.

Target that must not be met, are “wishes”!

Control is an action used to check of the product meets the requirements.

All the activities are controlled, set limits on their result.

G HENDERIECKX GIETECH BV JUNE 2008 5

No operation or action is evaluated as such; all is considered in connection to the

Process Control can be applied for quality, environmental performance, energy

G HENDERIECKX GIETECH BV JUNE 2008 6

1. The “conventional methods” do have the “final inspection” as most important

G HENDERIECKX GIETECH BV JUNE 2008 7

The application will be explained in next chapter.

G HENDERIECKX GIETECH BV JUNE 2008 8

G HENDERIECKX GIETECH BV JUNE 2008 9

This is done by modifying and or correcting the operation instruction concerned. If

It is a matter of investigating which action:

 does have the lowest risk to a non conform result

Environment and waste

For the normal process, it is fact to investigate which instructions do assure:

 the lowest raw material consumption

If there is a problem to correct an operation or choice for another solution (another

G HENDERIECKX GIETECH BV JUNE 2008 10

 scrap is a loss of energy and material

G HENDERIECKX GIETECH BV JUNE 2008 11

Applying “process control” is done in a systematically way, of which each step

G HENDERIECKX GIETECH BV JUNE 2008 12

The process is divided in activities, operations. An operation is every activity that is

Inspection done by the quality department is no process step. It is not performed by

5.3 Influences or CTx

G HENDERIECKX GIETECH BV JUNE 2008 13

Identical factor: KCI

OPERATION 2 CTQ ITEMS SUB-ITEM 2

OPERATION 3 CTQ ITEMS SUB-ITEM y

OPERATION 9 CTQ ITEMS SUB - ITEM 11

OPERATION 10 CTQ ITEMS SUB-ITEM x

Each operation (or activity) much be performed according to instructions or rules,

G HENDERIECKX GIETECH BV JUNE 2008 14

1. outer limits, which definitely lead to scrap (OL)

This means that at least, KCI – factors have double limits!

This involves all activities performed in your company.

G HENDERIECKX GIETECH BV JUNE 2008 15

On next page, an example of the flowchart is given for the application of

1 Complete, all subjects covered

2 Conditions compared to inquiry requirements

3 Use of international standards

G HENDERIECKX GIETECH BV JUNE 2008 16

NEED FOR PRODUCT BENCHMARKING PRODUCT

CURRENT CURRENT POTENTIAL POTENTIAL Go

QUOTATION 1 QUOTATION 2 QUOTATION 3 QUOTATION i Go

PURCHASING DEPARTMENT Quality department

PROPOSAL ORDER POTENTIAL SUPPLIER

G HENDERIECKX GIETECH BV JUNE 2008 17

5.5.2 Excel file

The following column does indicate the type of item:

* “A” activity, operation

NEED PRODUCT BENCH MARKING