2018 7th International Conference on Industrial Technology and Management

Reducing Bag Defects Using Six Sigma Methodology: A Case Study in a Cement
Industry

Nilda Tri Putri* Bayu Hidayat

Department of Industrial Engineering, Faculty of Customer Quality Engineering Department, Quality
Engineering Assurance Division
Andalas University, Padang, Indonesia Astra Daihatsu Motor Company, Indonesia
e-mail: nildatriputri@gmail.com e-mail: bayu.hidayat@daihatsu.astra.co.id

Sha’ri Mohd. Yusof Dicky Fatrias

Department of Manufacturing & Industrial Engineering, Department of Industrial Engineering, Faculty of
Faculty of Mechanical Engineering, Engineering
Universiti Teknologi Malaysia (UTM), Skudai, Johor, Andalas University, Padang, Indonesia
Malaysia e-mail: dickyfatrias@gmail.com
e-mail: shari@utm.my

m
e r as
Ahmad Syafruddin Indrapriyatna

co
Department of Industrial Engineering, Faculty of Engineering

eH w
Andalas University, Padang, Indonesia
e-mail: ahmadsyaf@ft.unand.ac.id

o.
rs e
ou urc
Abstract—An increase in cement production capacity made by of the largest manufacturing industries in West Sumatra,
the management of XYZ Cement Company in recent years has Indonesia. The increase in demand for cement affects the
affected the number of bags of cement produced by the bag production of cement by XYZ which subsequently also
factory of XYZ. The addition of a new production line is one of affects the bags’demand. Several attempts have been made
o

the efforts made by the factory pouch pockets to be able to by XYZ to fulfill the bags demand, such as by adding new
meet increased demand. However, the increase in the quantity production lines at the bag factory. The defective products
aC s

of production of cement bags has not been in lined with the on the production floor are not well controlled, especially in
v i y re

improvement of its quality. A large number of non- the fourth production line. Basically, XYZ has carried out
conformance products are still produced and the production
preventive measures to improve product quality and prevent
cannot achieve the minimum defective bags allowed by the
the occurrence of product defects such as checking and
company. It showed that the quality of processes and products
is still relatively low. Therefore, it is necessary to formulate an testing of raw materials as well as controlling and checking
the quality of the bags at the end of production process.
ed d

improvement action and a better quality control for products

and process. This study begins with a proper identification of However, the company did not implement quality control
ar stu

the condition of the system and then continues with a
performance measurement system focusing on Lean Six Sigma
and process capability measurement. The next step is to
identify the sources and root cause analysis of non-
sh is
during the production process.
Lean Six Sigma emerges from the integration of the
consecrated lean manufacturing production system with the
efficient Six Sigma improvement methodology [1]. Some

conformance products by using Fishbone Diagrams and businesses have combined the ideas of Six Sigma and Lean
Failure Mode and Effect Analysis (FMEA). Then it proceeds manufacturing, to produce a method called Lean Six Sigma
Th

with the formulation of the proposed improvement of the
system based on the results. The study concluded with an
improvement control plan that can be done. This study found
that the sigma level of cement bag production in four
production lines is 4.7 DPMO values of 710 and the possibility
of defects per unit of 11 possibilities.
Keywords-cement industry; lean six sigma; failure mode and
effect analysis; defect per million opportunity (DPMO)
I. INTRODUCTION
XYZ is one of the oldest national cement manufacturers
which supplies cement for the domestic market and also one
(LSS), to emphasize the quality and service improvement
process offered by Six Sigma and the productivity and cost
reduction tools offered by Lean manufacturing [2]. Arnheiter
and Maleyeff [3] found that Lean Six Sigma leads to an
incremental increase in the level of quality of the products
and reliability of process and thus support the
implementation of lean practices like kanban, TPM and
others [2]. Kumar et al. [4] have reported the application of
lean six-sigma in an Indian SME. They indicated that the
non-value added activities are removed to achieve waste
elimination, providing savings to the organization [5]. Lean
sigma facilitates to resolve specific problems that are being
encountered by the organization. Smith [6] found that a few

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
978-1-5386-1329-0/18/$31.00 ©2018 IEEE 11

https://www.coursehero.com/file/50623198/six-sigmapdf/
 companies have implemented the integration of lean
manufacturing and Six Sigma facilitates the elimination of
non-conformance product [5]. Deleryd et al. [7] stated that
manufacturing organizations are required to improve their
processes based on accurate and timely information which
are achievable through implementing Lean Six Sigma [5].
This paper presents Six Sigma Methodology and its
implementation in cement industry. DMAIC (Define,
Measure, Analyze, Improve, and Control) approach is used
to analyze and to improve the quality of bag production
which have high variability and defects output.
II. IMPLEMENTATION OF SIX SIGMA DMAIC
METHODOLOGY
The implementation process carried out in the five steps
of Six Sigma DMAIC methodology is explained below.
A. Define Phase
This stage aims to illustrate the process flow of bag
production overall (general description of the system), to
3) Identification of Product Characteristics of
Consumers Needed
There were 78,734 pieces of broken bags pasted types
returned by the Packing Plant Indarung (PPI) and replaced
by the bags factory based on defective bags data. When
converted to a monthly replacement bag then there are about
8,562 pieces of bags that must be replaced every month from
bags factory to Packing Plant Indarung (PPI). Forms of
discrepancy consumer expectations (PPI) which is described
in various forms of complaints or returns bag, indirectly also
describes the shape of quality characteristics of the bags
produced by bag factory. Based on interview result with the
PPI and the Quality Assurance Section of Bags Factory, the
complaints against the bag received by the PPI of Bags
Factory were broken bags, valve missing, pocket scratched
and sticking, and the number of bags that do not fit in a
single pallet.
4) Identification of Various Kinds Waste on the
Production Line

m
identify the quality standards is determined by the company,

e r as
The kind of waste in this case is more focused on
to identify the characteristics of quality required by category of quality, because this research focuses on

co
consumers, and to identify the types of waste that occurs. improving the quality of products produced. The description

eH w
1) Identification of General Description of the System of the types of waste that occurs in the production line four
Identification the general description of the system is are as follows: 1). Rework, rework or re-employment

o.
conducted only at the four production lines by using the activity on production line four bags factory revise activities
rs e
SIPOC (Suppliers–Inputs–Process–Outputs- Customers) of defect bags that still allow for repair. Usually the bag is a
ou urc
diagram. This diagram explains the elements that are bag that revised faced problems in the valve unit or units in
involved in the production of cements bag system types the bottomed pasting machine, so make valve on the bag is
pasted from Supplier to consumers. not installed and glue on the bottom is not attached to the
2) Identification of Internal Standard Product Quality bag; 2). Defective Product means that finished products or
o

As a manufacturing company that produces bag, some semi-finished products which do not meet the specifications
aC s

product quality standards that must be fulfilled before the of process that have been established, so that these products
product is shipped to the customer needs to be confirmed.
v i y re

can no longer be used or reworked.

This policy aims to minimize the number of complaints of
incompatibility of products produced against customers'
expectations. As for the internal standards of product quality
specified by the manufacturer bag divided into four
ed d
B. Measure Phase
This step aims to measure the performance of the basis of
the identification process has been done on the define phase

categories and can be seen in Table I. by focusing on key performance indicators (KPI). Indicators
are used as the focus of measurement relating to the quality
ar stu

TABLE I. INTERNAL STANDARD PRODUCT QUALITY BAGS

of the product. These indicators include scrap/rework, First
No Category Internal Standard Pass Yield, Process Capability and Sigma Level.
Neat and Appropriate Printouts
1) Measurement Level Rework Bags
Measuring the level of rework in the production of
sh is

1 Brand and Printing Clear Printouts

Complete Attribute Printout cement bags in the production line four was aimed to gain an
understanding of the quality of the processes. This
Th

No Scratch and Torn in Bag

Bag's Size Appropriate with Spesification
2 Dimension and Construction
Neat Cut of Bag
measurement made was to compare the number of bags
Strong Construction of Bag reworked in the period with total production of bags. The
Wide Glueing Area percentage of the level of rework bags for each month is
3 Glueing
No Glue Outside Glueing Area shown in Table II. The bag factory standard or target amount
Limpan : of rework is 0.2%. Based on the percentage of rework, it can
25 Pieces for Bag With Size 40 Kg
20 Pieces for bag With Size 50 Kg
be seen that this target was not met fully because from
4 Quantity
Pallet : January until September the percentage level of rework bag
160 Limpan for Bag With Size 40 Kg were above 0.2%.
200 Limpan for bag With Size 50 Kg

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
12

https://www.coursehero.com/file/50623198/six-sigmapdf/
 TABLE II. PERCENTAGE LEVEL REWORKS BAGS PRODUCTION LINE TABLE III. LEVEL FIRST PASS YIELD (FPY) PRODUCTION LINE FOUR
FOUR
Total Bag Total Given Bag to Revised Bag
No Months Production Warehouse (Pieces)
FPY
(Pieces)
(Pieces)
No Months Percent Rework 1 January 7.407.286 7.347.060 21.355 98,90%
2 February 7.141.294 7.048.000 29.185 98,28%
1 January 0,29%
3 March 6.684.927 6.654.505 32.575 99,06%
2 February 0,41%
4 April 6.206.938 6.160.000 96.090 97,70%
3 March 0,49%
5 May 7.207.296 7.168.060 38.250 98,92%
4 April 1,55%
6 June 5.101.499 5.036.000 0 98,72%
5 May 0,53% 7 July 7.069.318 7.030.450 36.000 98,94%
6 June 0,00% 8 August 5.858.833 5.796.000 13.950 98,69%
7 July 0,51% 9 September 7.549.041 7.516.300 16.000 99,35%
8 August 0,24% Total 60.226.432 59.756.375 283.405
9 September 0,21%
Total 0,47% 3) Measurement of Level Straight Pass Ratio Increase
(SPRI)
2) Measurement of First Pass Yield (FPY) Measurement of Level Straight Pass Ratio Increase
Basically First Pass Yield (FPY) is the acceptance ratio (SPRI) aims to identify percentage of conformance products
of production with good quality which is immediately from the production carried out. XYZ has a bag factory
accepted when production has been completed without any standard monthly SPRI of 99.93%, indicating that in one
special treatment. FPY level measurement of cement bags

m
month the production of cement bags there is only a

e r as
can be done by comparing the total number of bags of maximum of cement bag production defects is 0.07%.
cement delivered to the warehouse, outside bags revision However, in practice this standard cannot be met because

co
(rework), with a total production of whole bag. Based on there are many defective products produced by the plant,

eH w
data from the bag factory from January to September, the especially in the bags of the production lines four. SPRI
total delivery to the warehouse amounted to 59,756,375 percentage of actual monthly from production line four is

o.
pieces of bags, with a total revision of the bags 283,405
rs e
pieces. Meanwhile the total effective production amounted
ou urc
to 60,226,432 pieces. The details of the level of FPY per
month from four production lines can be seen in Table III.
The lowest FPY level during that year was in April with a
value of 97.70%, while the highest FPY was in September
o
obtained by comparing the amount of production of
conformance bags to total monthly production of bags. The
number of conformance production and total production are
calculated based on data obtained from Plant Bags from
January to September and shown in Table IV. Based on the
calculations of actual SPRI from January to September, it

with a value of 99.35%. A high and low percentage value of can be seen that the value of the monthly SPRI %
FPY basically correlates with the number of defective
aC s

achievement was still negative each month. This indicates

products and the number of reworked product in the that the production line four at the factory bags could not
v i y re

particular month. The highest percentage of defect-free
products produced was September. The low percentage of
the value FPY in April is caused by frequent errors,
adjustments, machine breakdown, and the improvement in
ed d
achieve the standards of SPRI set for the production of
cement bags. This condition requires the bags factory to do
some improvement and increase the quality of products to
achieve the standard set. Based on the results, the lowest

production lines four. Some problems occurred of which is monthly value of SPRI occurred in February with % SPRI of
the regular use of Kraft paper 75 gsm types that should be -1.24%. This is due to experiments conducted to increase
ar stu

used for the sewing bags type was instead used to create the
3-ply bags pasted type. Regular Kraft paper specifications
are different from semi extensible paper bags normally used
for pasted paper types and often break in the production
sh is
production capacity to 220 strands of bags/min which was
originally only 200 strands of bags/min. However, this
condition resulted in an increase of the number of defective
to 3,217 sheets per day.

process. It does not directly impact on engine breakdown

and in reducing performance capability of the machine. TABLE IV. PRODUCTION LINE SPRI FOUR FACTORY POCKETS
Th

On the other hand, it has direct impact to decreasing Total Bag Standard of Actual of Achievement
production capacity or speed of machine production. In No Months Production
Total Broken
Bag (Pieces)
Total of Good
Bag (Pieces) SPRI SPRI of SPRI
September, the high percentage of conformance products 1 January
(Pieces)
7.407.286 60.226 7.347.060 99,19% -0,74%
increased due to the absence of significant damage that 2 February 7.141.294 93.294 7.048.000 98,69% -1,24%
occurred during this month. Some adjustments to the 3 March 6.684.927 30.422 6.654.505 99,54% -0,39%
machine were made to improve the efficiency and 4 April 6.206.938 46.938 6.160.000 99,24% -0,69%
99,93%
performance, so that the damage or problems during the 5 May 7.207.296 39.236 7.168.060 99,46% -0,47%
6 June 5.101.499 65.499 5.036.000 98,72% -1,21%
production process occurs only occasionally and do not 7 July 7.069.318 38.868 7.030.450 99,45% -0,48%
caused machine stops for a long period. It is indirectly 8 August 5.858.833 62.833 5.796.000 98,93% -1,00%
affecting the minimum number of defective bags or bags 9 September 7.549.041 32.741 7.516.300 99,57% -0,36%
produced to be revised. Average 6.691.826 52.229 6.639.597 99,93% 99,20% -0,73%

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
13

https://www.coursehero.com/file/50623198/six-sigmapdf/
 4) Process Capability 3. Calculate the number of non-conformance product
Process capability measurement is conducted by (Defect/D)
measuring the performance of attribute characteristics of The number of non-conformance product is equal to the
quality at the output level of the number of defects bags. The number of the non-conformance’s bags that have
parameters used in this measurement are only cement bags produced by production lines fourth. Thus, the value of
which are damaged or defective during production. This D is 470,057 pieces.
measurement is performed in order to determine the value of 4. Calculate the DPU’s value (Defect per Unit)
Defect per Million Opportunities (DPMO) bags of cement The value of DPU describes the probability of non-
that will be used to measure the sigma level of the conformance value that can be occurred by one unit
production process. Prior to calculating process capability, product.
the process must be controlled in advanced and the data 5. Thus, the value of DPU for the production of the
obtained should be within the control limits that have been product is: DPU = 470,057/60,226,432 = 0.0078
obtained. Process control was conducted by using the 6. Calculate the DPO’s value (Defect per Total
attribute control chart (p chart).
Opportunity)
a. Develop p chart; it aims to identify the proportion of
The value of DPO describes the probability of non-
defects against control limits that has been obtained.
conformance value for every type of possible defects.
Control chart is constructed for the entire data defective
The value DPO is obtained from (1):
bags of cement from January until September, grouped by
month of production. Recapitulation of the calculation of

m
the p chart is shown in Table V. Based on the results from
(1)

e r as
p chart, it can be seen that the proportion of defective bags
7. Thus, the value of DPO for the production of the
produced are still outside the upper control limit and

co
product is :
lower control limit. This is because the sample size used

eH w
in the manufacture of this control map is basically the size

o.
of the population of production in month.
8. Calculate the DPMO’s value (Defect per Million
rs e
TABLE V. CALCULATION P CHART FOR PRODUCTION BAGS OF CEMENT Opportunity). We get value of DPMO is 710 by the
ou urc
IN LINE FOUR
calculation DPMO = DPO multiply 1,000,000.
No Months
Total
Production
Total Defect
(Pieces)
p CL UCL LCL c. Determine Sigma Level
1 January
(Pieces)
7.407.286 60.226 0,00813 0,007805 0,007902 0,007708
Determination of sigma level is carried out by the
conversion DPMO values that have been obtained based on
o

2 February 7.141.294 93.294 0,01306 0,007805 0,007904 0,007706

3 March 6.684.927 30.422 0,00455 0,007805 0,007907 0,007703 six sigma conversion table. Based on the table, by
aC s

4 April 6.206.938 46.938 0,00756 0,007805 0,007911 0,007699

5 May 7.207.296 39.236 0,00544 0,007805 0,007903 0,007706
interpolation, the sigma level for the value of 710 DPMO is
v i y re

6 June 5.101.499 65.499 0,01284 0,007805 0,007922 0,007688 4.7. Thus, to increase the sigma level from the production
7
8
July
August
7.069.318
5.858.833
38.868
62.833
0,00550
0,01072
0,007805
0,007805
0,007904
0,007914
0,007706
0,007696
process into 5 Sigma at least the production line fourth
9 September 7.549.041 32.741 0,00434 0,007805 0,007901 0,007709 produces only 206.498 pieces of the non-conformance
Total 60.226.432 470.057 product with 11 probabilities in a year with the value of
DPMO is 230. Meanwhile, to get a six sigma level, the
b. Determine The Value of DPMO
ed d

production line is at least just as much as 3014 produced in

The value of DPMO is calculated on the level of output
defective product with 11 pieces of possible defects in a year
ar stu

for total existing data on monthly production report. This

with a value of 3.4 DPMO.
calculation was based on the data that has been under control
revising the p chart. There are stages to determine the C. Analyze Phase
DPMO’s value and sigma capability as follows: This phase is done to generalize the conditions and
sh is

1. Determine the number of units that will be measured problems of the system which has been measured during the
(U). The number of units that will be measured is the measure stage, by identifying and determining the factors
Th

same as the number of sample size or equal to the
number of bags produced is 60,226,432 pieces. Thus,
the value of U is 60,226,432 pieces.
2. Identify the opportunity (Opp). The number of
opportunity describes the amount of characteristics of
quality product (the characteristics that cause of non-
conformance). In other terms, the opportunity describes
the amount of possible defects or non-conformance that
will be occurs on the product. Based on the result of the
identification process there are 11 types of non-
conformance possibility that will be occurred during its
production. Thus, the value of Opp/CTQ is 11.
that affect the process or procedure in the handling of the
product from the beginning to the customer. Analysis of the
sources and root causes are performed using a cause and
effect diagram that will be used as reference in creating
FMEA (Failure Mode and Effects Analysis) for further
analysis. Cause and effect diagram is presented by various
factors that cause the non-conformance product. Further
analysis in discussing the problems of defective bags is done
by using FMEA. The most influential causes in producing
defective bags will be obtained here and also to determine
the Risk Priority Number (RPN) value. Recapitulation of
analysis by using FMEA is shown in Table VI.

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
14

https://www.coursehero.com/file/50623198/six-sigmapdf/
 TABLE VII. RECAPITULATION OF ANALYSIS BY USING FMEA

Potential Failure Potential Effect(s) Potential Cause(s)/ Current Process Suggestion for
No. Process Function Sev Occ Det RPN
Mode(s) of Failure Mechanism of Failure Control improvement
Logo and Printing
The result of printing
Quick-drying ink on the The characteristics of quick-
1 does not work 4 9 - 10 360
stamp drying ink
properly Position on a roll
The placement of the There is no marker stamp Provision of the mark stamp as a marker
Printing process is doing
2 stamp position does not 8 position right on the printing 8 with a marker on a roll 5 320 position the stamp in
well
fit by the operator Position of the logo unit stamp vertical and
not precision The operator forgot to horizontal
Operator error in
3 8 attach some parts of the 4 - 10 320
replacing seals
stamp
Dimensions and Constructions
Tube does not break up Fixing a broken
4 8 Problems in the gearbox 8 6 384
the cutting unit gearbox
Less hearing the
The bags do not cut The working environment is Checking the
5 The bag has the warning of the problem 5 7 - 10 350
according to the size too noisy to communicate performance of the
appropriate dimensions from the other operator
and do not comply cutter unit at regular
and good construction The knife used is less sharp Sharpening the blades
6 with the specification 6 6 288 intervals
Perforating unit settings and less in perforating units
8

m
change Realign perforating
7 Turn type of bags 6 6 288

e r as
unit
Glueing

co
8 7 Lack of focus work 7 - 10 490

eH w
Low control of the
process The operator is not always Motivational training
9 The bag can be glued The bags is not glued 7 7 - 10 490
in the proper station and dicipline work

o.
perfectly and spilling of glue
Distribution of glue to against operators
10
rs e
the gluing unit is not 5
The presence of sewage
glue
7 - 10 350
ou urc
smooth
Quantity
The existence of
Failure operator in interference from other
11 6 6 - 10 360
checking the bag operators when conducting
o

The number of bags

The amount of the final inspections The application of
in one production
product in accordance Errors preparation of direct controlling
aC s

pallet is not Operator is less focus in

12 with provisions 7 5 - 10 350 from supervision
the bag on the pallet work
v i y re

appropriate
The operator does not
The daily work targets to
13 carry out work 7 5 - 10 350
be met
instructions correctly

D. Improve Phase regular monitoring of the system performance and

ed d

capabilities of the processes that occur after the repairs and 2)

This phase discusses several alternatives on the proposed
ar stu

using the checklist in conducting control of the

improvements to the current system based on the analyze improvements that have been planned.
phase and observations that have been made previously. The
proposed improvements were formulated based on the most III. CONCLUSION AND PROPOSED IMPROVEMENTS
dominant failure modes of each internal quality standards
This paper has presented the case study of quality
sh is

that exist and refers to the value of the RPN. Priority actions
and corrections were made to the failure mode with the improvement in a cement factory. Factors to be the cause of
inefficiency and low quality of products produced by the
Th

highest RPN value. Under these provisions, three priority

failure modes of each internal quality standards were
selected.
E. Control Phase
The final control phase is implemented once the improve
phase has been executed. The purpose is to monitor the
improvements that have been made and to assess the results
that have been achieved through the proposed improvements.
At this stage it is necessary to emphasise the implementation
of improvement and on problem solving process that has
been done. The actions for control stage are 1) conduct
four production lines are caused by: the low level of
supervision of the work done by the operator of the process,
frequent damaged engine parts (breakdown), machine
settings that often shifts during the production process,
process quality control and processing of raw materials that
have not been well standardized for low quality of raw
materials, the quality of the raw materials was diverse and
come from different suppliers, and noisy working
environment. The proposed improvements given to improve
quality and reducing wastage in the production of cement
bags four production lines were: to fix locator on the roll
stamp as marker stamp position vertically and horizontally,

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
15

https://www.coursehero.com/file/50623198/six-sigmapdf/
 check the performance of the cutting unit regularly, and to
provide training for motivation and discipline to the operator.
ACKNOWLEDGMENT
The authors appreciate the financial support for this
research provided by Andalas University and we also would
like to acknowledge to Cement Padang Company that has
allowed us to conduct research on its bags factory.
REFERENCES
[1] Drohomeretski, E., et al. 2013. Lean, Six Sigma and Lean Six Sigma:
An Analysis Based on Operations Strategy. International Journal of
Production Research, 52(3), 804 – 824
[2] Wang, F.K. and Chen, K.S. 2010. Applying Lean Six Sigma and
TRIZ Methodology in Banking Services. International Journal of
Total Quality Management & Business Excellence, 21(3), 301 – 315.
[3] Arnheiter, E.D. and Maleyeff, J. 2005. Research and Concepts: the
integration of lean management and Six Sigma. The TQM Magazine,
17, 5 – 18.
[4] Kumar, M. et. al. 2006. Implementing the lean sigma framework in
an Indian SME: a case study. Production Planning Control, 17(4),
407 – 423.
[5] Vinodh, S., Kumar, S.V. and Vimal, K.E.K., 2012. Implementing
Lean Sigma in an Indian Rotary Switches Manufacturing
Organisation. Production Planning and Control: The Management of
Operations, 25(4), 288 – 302.
[6] Smith, B., 2003. Lean and Six Sigma – a one-two punch. Quality
Progress, 36(4), 37 – 41.
[7] Delery, M., Garvare, R. And Klefsjo, B. 1999. Experiences of
implementing statistical methods in Small Enterprises, The TQM
Magazine, 11(5), 341 – 351.

m
e r as
co
eH w
o.
rs e
ou urc
o
aC s
v i y re
ed d
ar stu
sh is
Th

This study source was downloaded by 100000793296775 from CourseHero.com on 10-14-2021 07:12:38 GMT -05:00
16

https://www.coursehero.com/file/50623198/six-sigmapdf/
Powered by TCPDF (www.tcpdf.org)