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SIX SIGMA APPLICATION IN POLYURETHANE FOAM INDUSTRY FOR

DEFECTIVE HEADREST: A CASE STUDY

Article · November 2018

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© 2018 IJRAR November 2018, Volume 5, Issue 4 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

SIX SIGMA APPLICATION IN

POLYURETHANE FOAM INDUSTRY FOR
DEFECTIVE HEADREST: A CASE STUDY
Sahib Singh Chadha1, Manish Kumar Tripathi2, Krishan Kant Dwivedi3,
Dr. Bikarama Prasad Yadav 4
1,2,3
M.Tech HSE
Department of Health, Safety and Environmental Engineering
University of Petroleum and Energy Studies
Dehradun, India
4
Associate Professor
Department of Health, Safety and Environmental Engineering
University of Petroleum and Energy Studies
Dehradun, India
_______________________________________________________________________________________
Abstract : This paper follows DMAIC methodology of six sigma to identify and analyze the root causes of the problems abutted
with defects reduction in foam injection molding process of integral skin foams and to suggest solutions to counter it This
problem not only leads to increased turnaround time in terms of remolding but also loss of revenue and dissatisfaction among
clients.

Keywords—Six sigma, DMAIC, Reaction injection molding, Cause and Effect diagram, Pareto chart.
_______________________________________________________________________________________

I. INTRODUCTION
The term “Six Sigma” developed by Motorola and popularized by General Electric is based on a statistical concept where the
defectives are minimized by maintaining 6 standard deviations between the mean of the results procured in the process and its
allowed specification limits. To realize a long lasting solution, the project must flow smoothly through the define, measure,
analyze, improve and control (DMAIC) improvement phases. Lean sigma projects or studies are formal examinations guided by
logical learning, not an array of unplanned activities. The possible deviations from the company’s objectives can be easily
identified even in the case of complex processes as per (Harry 1998). (Murugappan and Keeni 2000) summarized that Six Sigma
should be of paramount importance to every forward-thinking executive and manager determined to make their company world-
class in their industry.
The study follows the same approach of Six Sigma to solve the problem. The study has been conducted in Company XYZ
Haryana which is a leading manufacturer of Polyurethane based products. Firstly the problem statement and process map of the
polymer product was developed. The root causes associated with the defectives were identified using the fishbone diagram
subsequently followed by brainstorming events held with the manager of the organization and workers to formulate pragmatic
solutions.This study performs the root causes analysis of the problem of high number of defectives of headrest and suggests
possible solutions to reduce defectives using six sigma methodology.

II.SIX SIGMA HISTORY

The utilization of Six Sigma for enhancing production and elimination of defects can be followed back to the 1920s; be that as it
may, it was not generally utilized as a quality control tool until the late 1980s. Engineers of Motorola were interested in
measuring defects and tried eliminating them, which led to the built up of Six Sigma as a continual improvement philosophy
which combined various statistical tools into one single package. Around then, Motorola was under the helms of Bob Galvin,
Chairman of Motorola Inc. Since Motorola's improvement of Six Sigma, the methods have been generally embraced by
organizations through out the world. General Electric’s CEO Jack Welch adopted Six Sigma’s techniques from Bossidy in
AlliedSignal for his business strategy in 1995, which helped to expand the use of the Six Sigma ideology across multifarious
sectors.(Eckes 2002)

III. REACTION INJECTION MOLDING PROCESS

Firstly, the main reaction to create polyurethane is in between diisocyanate and polyol in the presence of catalysts and materials
for controlling the cell structure –namely, surfactants in the case of foams. Polyurethane can be produced in a lot of densities and
hardness by fluctuating the kind of monomer used and adding distinctive substances to change the product traits and attributes,
prominently density, or the final mechanical properties. Other additives can be used to upgrade their performance and other
characteristics of the final product. High-pressure machines are frequently called reaction injection molding, reaction impinged
mixing (RIM), or high-pressure impingement mixing (HPIM) machines refers to systems where the component mixing occurs
through impingement of the component streams at high pressure under a mold of given shape and size. (Szycher 2012)

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© 2018 IJRAR November 2018, Volume 5, Issue 4 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)
IV. METHODOLOGY
This study is based on following processes:
Define: The phase outlines the process to be improved. Next the company needs are identified and morphed to Critical to Quality
Characteristics (CTQs) which relate to the needs and wants of the customer. The problem statement is formulated and the project
scope, limitations and goals are developed. (Murugappan and Keeni 2000). A visual representation highlighting the sequence of
steps involved is also made via reference to a handbook (Pyzdek and Keller 2014).
Measure: The phase identifies the types of defects occurring after collecting data from the production department of the
organization inspected, the amount of defectives in rejects needs to be found in this phase.
Analyze: The phase involves the development of the Cause & Effect Analysis by brainstorming the problem with the supervisor
and workers of the company, and developed a Cause-and-Effect diagram, a tool to identify and state the tentative factors which
negatively affect stability and spread of critical to quality (CTQ) characteristics. This tool was formulated by Dr. K. Ishikawa and
is otherwise called Ishikawa or fishbone diagram.
Improve: The phase verifies the relationship of key root causes that affected the variation of the key metrics. Then, aim the key
factors and develop solutions to improve the process or production tools
It also includes identifying the acceptable ranges of the paramount variables and transforming the existing process to stay within
appropriate ranges.
Control: The phase ensures that all improvements are revised, standardized, documented, and distributed as the new process for
the production department to follow.

V. CASE STUDY
Define Phase:
The problem statement of our case study is “to reduce rate of defects in PU headrests during winters for Company XYZ”.
Orders/Tenders obtained in the season varies the companies production quality as it’s the winter season where they face high
number of defects tantamount to exuberant losses as a result.
Based on the Voice of customer seeks to reduce the major defects namely;
a) No. of Voids
b) Poor Surface quality

The key limitations of the project are:

a) The RIM machine parameters are to be kept constant.
b) The composition of the reactant mix is not a subject to vulnerability to defects.
(Oliver 1999) characterizes loyalty as a profoundly held responsibility to rebuy or reacquaint oneself with a favored product
regularly with the passage of time. Customer loyalty is the desire to continue to be associated with the same company. So the
company is primarily concerned about the workability and correctness of the cast products, the purpose is to reduce the repairing
job or waiting in the job-site, and keep the operation of part production smooth.

Therefore CTQ’s of the case study are to:

a) Improve Surface Quality of the products made in the winter season.
b) Reduce Moisture Regain below 25% without jeopardizing the mechanical integrity of the final cast. For this decreasing the
number of voids in the final cast to one or nil is required.

Next the process map is developed (as shown in Fig.1) to show the sequence of steps in order to identify the flaws in the process
which can be targeted to solve the problem with a better approach.

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© 2018 IJRAR November 2018, Volume 5, Issue 4
Measure Phase:
Measure phase is an attempt used to make an overview of
potential X’s that has potentially impacted process CTQ’s.
On through analysis of monthly reports of logistics
department, data of past tender is used. Based on the
ideology of an economist of Italian origin Vilfredo Pareto,
stated that 20% of causes determine 80% of problems
(Eckes 2003). A Pareto chart is devised to point out the
most frequently occurring defects over the previous tender
Analyze Phase:
IJRAR1904702 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org
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batch. The graph clearly states that by giving due priority to
large voids; loose skin & Sink/Shrink marks can reduce
overall defects by about 70%. If major resources are
deployed on targeting just these three defects, then this will
imply that 70% of the losses incurred in terms of remolding
part and additional labor hours also hold a possibility of
getting reduced substantially.
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A cause and effect diagram also called as the Ishikawa or fishbone diagram is a visual representation that shows precise
connection between an outcome or a side effect and its conceivable causes. (Koripadu and Subbaiah 2014) used it in their
research to perform a gap analysis in the IT industry.
The possible causes of each defect were summarized by brainstorming with the head and operators. The major causes of the two
defects could be categorized systematically as:
Type of voids:
1. Large voids 2. Small voids/Blow holes
Poor Surface Quality due to:
1. Streaking 2. Blistering
Root Cause Effects & Explanation
Even without pigment, the A and B components are
Insufficient generally different colors, or different shades of the same
Mixing color. On the off chance if these two parts are not totally
combined, bits of uncured material will stay in the
elastomer which would lead to poor physical properties.
Inadequate mixing of fillers and pigments could cause
streaks in the final part.
Splashing Considerable splashing while pouring the mix could
introduce bubbles the final part. This is especially an
issue with low-viscosity systems where splashing is more
pronounced. Its mainly because of: 1.Clogged hopper
2.Unclean Sprue/mold channel
Incompatible Low Mold temp: A mold that is too cold will cause part
Mold Temp. skin to form beforehand causing the air and gases
entrapment and forming blisters, blow holes, voids and
sink/shrink marks.
High Mold Temp: A mold that is too hot does not allow
that skin to form in time and the final part has a soft skin.
Release Agent Using either excessive or inadequate release agent for the
Issues mold could lead to improper surface characteristics of the
final part. Too much of mold release could lead to voids
and too less could cause the part to stick to the mold.
Moisture Moisture will react with the isocyanate in a polymer to
Contamination form CO2 gas whose bubbles will manifest themselves in
the part. Moisture can come from many sources and will
form pockets of trapped gas that may show up as blisters,
bubbles, streaks in the molded part.
Improper Flow Flow rate affects the pot life of the material; a short pot
rate life will not allow the air to ventilate out the mold.
Lack of Excess internal pressure may develop due to unvented air
Venting traps which can cause a short shot or voids via air
entrapment.
Opening the mold before the skin forms on the final part
Short Cycle resulting in the formation of trapped gases thereby
Time forming sink marks and looseness on the surface of the
part.
Poor The housekeeping staff may inadvertently sweep dust into
Housekeeping the chemicals thereby contaminating raw material.
Leaking Mold If some of the material poured into the mold leaks out via
vents, voids will form at the non-contact areas. Leaking is
more likely to occur in systems with a long pot life and
: low viscosity.
Other
Problems: Intentional damage by labor leading to defective pieces.
1. Lack of
supervision
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Proposed Solution
1. Increase mix time by 15-20 minutes.
2. Promote efficient mixing, use the type of blades that
prevent air enclosure.
1. Purge the hopper and sprue/mold channel properly after
consecutive operations.
2. Tilting the mold whilst the filling operation shall allow
entrapped air or gases to escape more easily.
1. Mold should be evenly heated from both the sides for better
aesthetic appeal. Advisable mold temperature should be 35-42
0c.
2. Labor is inadvertent to manual heating of the upper mold;
installation of a heater for the position is a must.
1. Don’t use water based Mold release as it may cause
bubbles in the surface or dry it before use.
2. Avery hot mold diminishes the effect of the mold release.
Maintain control of mold temp first.
3. More release agent must be sprayed if part’s loose skin
prevails or cut back the amount if voids are seen.
1. Using a heat gun or hairdryer for a few seconds before
putting the lid on can be an effective alternative.
2. Do not keep the lids of raw material open too long since
isocyanate and polyol are hygroscopic.
3. Store all products under dry nitrogen if possible.
1. Increasing flow rate for a longer pot life of material.
2. Use lower viscosity polyurethane.
3. Increase Temp of mix.
1. Eliminate air traps by thorough cleaning of all the vents.
All eight vents in our case.
2. Before unclamping mold vents can be cleaned to save time
and energy.
1. The labor may not understand the importance of
maintaining consistent cycles, so instruct them.
2. Mold should be opened 2-3 minutes later than usual.
1, Daily 10 minutes session of work area cleaning prior to
molding/mixing
2. Removing unnecessary obstructions in movements for
smooth workflow.
1. Venting is good but excessive venting is bad. Verify Mold
design.
2. Hopper must be properly placed to avoid spillage.
1. Daily reporting of defects by the operator.
2. Accountability and incentives at the lower level to motivate
workers.
1. Remolding and repainting should be given at least a day or
two to settle.
2. Incorporate experienced operator for quality inspection
during the packing phase.
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2.Lack of Packed batch ready for the delivery was found of many
quality defects discussed in the Cause and effect diagram and
inspection reqd. repainting too.
3. Sink/Shrink marks 4. Loose skin

The diagram below makes the root causes clear and puts us in proximity towards the improvement phase.

Improve Phase:
The root cause analysis formed a root basis for formulation of pragmatic solutions deliberately with the company head which
are easy to implement with least cost addition, shown in Table 1 in the subsequent page. Made with reference to a website cited
[12] and a research conducted by(Chongwatpol 2006) in a plastic manufacturing company and my knowledge with the subject of
polymer science.

Control Phase:
The control phase as mentioned earlier is very important for the sustenance of the improvements recommended and gives
permanence to the solutions discovered. This also completes the handover of the project to the regular process owners who would
implement the solutions and ripe the benefits of the study which forms a base of common understanding and knowledge in
application.(Bhanpurkar, Bangar et al. 2012)

VI. CONCLUSION
Nowadays competition is very high & also increasing day by day. Thus to survive in the market the quality of the product must
be high standard with minimum cost which is the reason why this case study is conducted, to identify and analyze the root causes
of the problem of defective PU headrests and suggest pragmatic solutions to reduce these damages which lead to customer
dissatisfaction. In order to identify areas for improvement, a process map was documented. Pareto charts and the fishbone
diagram identified defects and root causes which helped the management to concentrate on major defects. Accordingly, a
brainstorming session with the manager and workers was done which enabled successful formulation of the suggested solutions of
all the root causes by analyzing the entire RIM process map. This study is one of the first attempts to highlight the importance of
the defects of flexible integral foams by six sigma methodology. Academics and practitioner could use this study further for
conducting research in this field of polymer technology.

VII. ACKNOWLEDGEMENTS
[1] Bhanpurkar, A., et al. (2012). "Implementation of Six Sigma Program for Lean Manufacturing to reduce the rework waste in
transformer manufacturing unit by eliminating defect of leakage from bushings in oil filled transformers." International
Journal of Mechanical and Industrial Engineering 1(3): 6-11.

[2] Chongwatpol, N. (2006). "Implementing Continuous Process Improvement Methods in a Mid-Size Plastic Company." A
Research paper submitted in partial Fulfillment of the requirements for the Master of Science Degree in Management of
Technology.

[3] Eckes, G. (2002). The Six Sigma revolution: How General Electric and others turned process into profits, John Wiley &
Sons.

[4] Eckes, G. (2003). Six Sigma for everyone, John Wiley & Sons.

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© 2018 IJRAR November 2018, Volume 5, Issue 4 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

[5] Harry, M. J. (1998). "Six Sigma: a breakthrough strategy for profitability." Quality progress 31(5): 60.

[6] Koripadu, M. and K. V. Subbaiah (2014). "Problem solving management using Six Sigma tools & techniques." International
Journal of Scientific and Technology Research 3(2): 91-93.

[7] Murugappan, M. and G. Keeni (2000). Quality improvement-the Six Sigma way. apaqs, IEEE.

[8] Oliver, R. L. (1999). "Whence consumer loyalty?" the Journal of Marketing: 33-44.

[9] Pyzdek, T. and P. A. Keller (2014). The six sigma handbook, McGraw-Hill Education New York, NY.

[10] Szycher, M. (2012). Szycher's handbook of polyurethanes, CRC press.

[11] www.plastictroubleshooter.com

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