Reducing Different Type of Wastage in PL

REDUCING DIFFERENT TYPE OF WASTAGE IN
PLASTIC BAG MAKING PROCESS AND

IMPROVING PRODUCTIVITY USING SIX
SIGMA DMAIC METHODOLOGY
By
Patel Rumana InayatHusen

[130110746006]
Guided By
Dr. Darshak A. Desai

Professor and Head of Department,
Mechanical Engineering Department
(G. H. Patel College of Engineering and Technology)
A Thesis Submitted to
Gujarat Technological University
In Partial Fulfilment of the
Requirements for The degree of
Master of Engineering
In INDUSTRIAL ENGINEERING
May, 2015
G. H. PATEL COLLEGE OF ENGINEERING & TECHNOLOGY,

VALLABH VIDYANAGAR
CERTIFICATE
This is to certify that research work embodied in this thesis entitled

“REDUCING DIFFERENT TYPE OF WASTAGE IN PLASTIC
BAG MAKING PROCESS AND IMPROVING PRODUCTIVITY
USING SIX SIGMA DMAIC METHODOLOGY” was carried out by
Ms. Patel Rumana InayatHusen. (Enrollment No. 130110746006)
studying at G. H. Patel College of Engineering and Technology (11)
for partial fulfilment of Master of Engineering degree to be awarded by
Gujarat Technological University. This research work has been carried
out under my guidance and supervision and it is up to my satisfaction.
Date:
Place:
Institutional Guide: Principal

Dr. Darshak A. Desai Dr. Himanshu Soni
Professor and Head of Department G.H.Patel College of Engg. & Tech.
G.H.Patel College of Engg. & Tech.
Indusrial Guide:
Mr. Nilesh Patel
Production manager
Dynaflex Pvt. Ltd.
i
COMPLIANCE CERTIFICATE
This is to certify that research work embodied in this thesis entitled “REDUCING
DIFFERENT TYPE OF WASTAGE IN PLASTIC BAG MAKING PROCESS
AND IMPROVING PRODUCTIVITY USING SIX SIGMA DMAIC
METHODOLOGY” was carried out by Ms. Patel Rumana Patel (Enrollment No.
130110746006) at G. H. Patel College of Engineering & Technology, V. V. Nagar
(Code: 011) for partial fulfilment of Master of Engineering degree to be awarded by
Gujarat Technological University. She has complied to the comments given by the
Dissertation phase – I as well as Mid Semester Thesis Reviewer to my satisfaction.
Date:
Place:
Signature and Name of Student Signature and Name of Guide
PAPER PUBLICATION CERTIFICATE
METHODOLOGY” carried out by Ms Patel Rumana InayatHusen (Enrollment
No. 130110746006) at G. H. Patel College of Engineering & Technology, V. V.
Nagar (Code : 011) for partial fulfilment of Master of Engineering degree to be
awarded by Gujarat Technological University, has published article entitled
“REVIEW PAPER: QUALITY IMPROVEMENT THROUGH SIX SIGMA
DMAIC METHODOLOGY” for publication by the International journal of
engineering sciences & research technology (ISSN: 2277-9655), December 2014
issue.
Date:
Place:
Signature and Name of Student Signature and Name of Guide
Signature and Name of Principal

(Seal of the Institute)
ii
COMPANY CERTIFICATE
iii
THESIS APPROVAL CERTIFICATE
METHODOLOGY” carried out by Ms. Patel Rumana InayatHusen (Enrollment
No. 130110746006) at G. H. Patel College of Engineering & Technology, Vallabh
Vidyanagar (Code: 011) is approved for the degree of Master of Engineering with
specialization of Industrial Engineering by Gujarat Technological University.
Date:
Place:
Examiners Sign and Name:
…………………....……. ………………………….
( ) ( )
iv
[UNDERTAKING ABOUT ORIGINALITY OF WORK]
We hereby certify that we are the sole authors of this thesis and that neither any part
of this thesis nor the whole of the thesis has been submitted for a degree to any other
University or Institution.
We certify that, to the best of our knowledge, the current thesis does not infringe upon
anyone’s copyright nor violate any proprietary rights and that any ideas, techniques,
quotations or any other material from the work of other people included in our thesis,
published or otherwise, are fully acknowledged in accordance with the standard
referencing practices.
We declare that this is a true copy of thesis, including any final revisions, as approved
by thesis review committee.
We have checked write up of the present thesis using anti-plagiarism database and it
is in allowable limit. Even though later on in case of any complaint pertaining of
plagiarism, we are sole responsible for the same and we understand that as per UGC
norms, University can even revoke Master of Engineering degree conferred to the
student submitting this thesis.
Date:
Place:
Signature of Student: Signature of Guide:

Name of Student: Name of Guide:
Enrollment No: Institute Code:
v
Dedicated to the almighty who have given me strength
and ability to do my work and without his mercy I
would not be here.......
Dedicate to my parents, guide, family and friends....
vi
ACKNOWLEDGEMENT
Knowledge in itself is a continuous process. Getting a practical knowledge is an

important thing, which is not possible without the support, guidance, motivation and
inspiration provided by different persons.
The completion of this dissertation (mid semester thesis review) would have not been
possible without the cooperation and support of my faculty members who have helped
me immensely in my dissertation.
I take this opportunity to express my profound gratitude and regard to my dissertation

guide Dr. Darshak A. Desai. for his exemplary guidance and monitoring throughout
the dissertation. I would be pleased to acknowledge him for all the helpful comments,
suggestions and encouragement given to me, time to time.
I would also like to thank my Principal Dr. Himanshu B. Soni for his cordial support
and for providing the necessary facilities during our work and encouragement from
time to time.
I express my deep & sincere sense of gratitude to my industrial guides Mr. Nilesh
Patel, Mr. Jasmin Suthar and Mr. Baiju Upadhyay who has given me invaluable
support and has helped me through there invaluable suggestions.
I am pleased to acknowledge the helpful comments and suggestions provided by

many students and engineers. I am indebted to my colleagues and friends who have
helped, inspired and given moral support and encouragement, in various ways. My
extreme gratitude to almighty, parents for their love, support, inspiration and
dedication.
Rumana Patel
vii
Table of Content
Title Page
no.
Title Page
Certificate Page i
Compliance Page ii
Paper publication certificate ii
Company certificate iii
Thesis Approval Page iv
Declaration of Originality v
Dedication Page vi
Acknowledgements vii
Table of Contents viii
List of Figures x
List of Tables xii
Abstract xiv
CHAPTER 1: INTRODUCTION 1
1.1 Company profile 1
1.2 Problem statement and research objectives 4
1.3 Project schedule 5
1.4 Organization of the thesis 6
CHAPTER 2: LITERATURE REVIEW 7
2.1 Definition of six sigma 11
2.2 History of six sigma 12
2.3 Concept of six sigma 15
2.4 Project selection 16
2.5 Methodology of six sigma 18
2.6 Tools and techniques used in six sigma 23
2.7 Critical success factors of six sigma 33
2.8 Application of six sigma 34
2.9 Barriers in implementation of six sigma 36
CHAPTER 3: DMAIC PROJECT 40
3.1 Define phase 40
3.2 Measure phase 49
3.3 Analysis phase 53
viii
3.3.1 Pareto analysis 53
3.3.2 Brain storming 55
3.3.3 Cause and effect analysis 57
3.3.4 Multi-voting & cause validation 61
3.3.5 Why-why analysis 76
3.4 Improvement Phase 79
3.5 Control Phase 87
CHAPTER 4: RESULTS AND CONCLUSION 109
CHAPTER 5: FUTURE SCOPE 112
CHAPTER 6: PAPER PUBLISHED 113
CHAPTER 7: REFERENCES 114
Appendix –A [Dissertation review card] 118
Appendix –B [Plagiarism Report] 124
ix
List of Figures
Sr. No. Figure Label Pg. No.

Fig. 1.3.1 Gantt chart 5
Fig. 2.6.1 Control Chart 24
Fig. 2.6.2 Pareto Diagram 25
Fig. 2.6.3 Cause-and-Effect or Fishbone Diagram 26
Fig. 2.6.4 SIPOC Diagram 26
Fig. 2.6.5 Tree Diagram 27
Fig. 2.6.6 Run Chart 28
Fig. 2.6.7 Check sheets and Spreadsheets 29
Fig. 2.6.8 Flow Chart 29
Fig. 2.6.9 Scatter Diagram 30
Fig. 2.6.10 Histogram 31
Fig. 3.1.1 Project charter 41
Fig. 3.1.2.1 High level process map 42
Fig. 3.1.2.2 Detail process Map 42
Fig. 3.1.2.3 Granule feeding beans 43
Fig. 3.1.2.4 Printing machine 44
Fig. 3.1.2.5 Conversion process 45
Fig. 3.1.3 Critical to Quality Tree (CTQ Tree) 46
Fig.3.1.4 SIPOC Diagram ( for bag making) 48
Fig. 3.2.1 Data collection for Bag making process 50
Fig. 3.2.1.2 Data collection for SCAE machine 51
Fig. 3.3.1 Pareto chart of machines 54
Fig. 3.3.2 Pareto chart of types of wastage 54
Fig. 3.3.3 cause and effect for extrusion process 57
Fig. 3.3.4 cause and effect for printing process 58
Fig. 3.3.5 cause and effect for conversion process 58
Fig. 3.3.6 cause and effect for cutting defect 59
Fig. 3.3.7 cause and effect for sealing problem at SCAE-1 Machine 59
Fig. 3.3.8 cause and effect for sealing problem at XL-2 Machine 60
Fig. 3.3.9 Fitted line plot 72
x
Fig. 3.3.10 Regression for wastage % Vs sealer temperature 73
Fig. 3.3.11 Regression analysis results 74
Fig. 3.4.1 Granule card 80
Fig. 3.4.2 Control board 80
Fig. 3.4.3 Blow film size regulator 81
Fig. 3.4.4 Slitting blade arrangement 82
Fig. 3.4.5 Roll storage 82
Fig. 3.4.6 Colour setting on waste roll 83
Fig. 3.4.7 Printing plate storage 83
Fig. 3.4.8 Thermocouple wire 84
Fig. 3.4.9 Sealer before regrinding 84
Fig. 3.4.10 Sealer after regrinding 85
xi
List of table
Sr. No. Table Label Pg. No.

Table. 2.1 List of research paper 2
Table. 3.2.2(a) Sigma level calculation for bag making process 51
Table. 3.2.2(b) Sigma level calculation for SCAE Machine 52
Table. 3.3.1 Brain storming session 1 55
Table. 3.3.7 Multi-voting for extrusion process 61
Table. 3.3.8 Multi-voting for printing process 63
Table. 3.3.9 Multi-voting for conversion process 65
Table. 3.3.10 Cause validation 67
Table. 3.3.11 Why-Why analysis format 77
Table. 3.3.12 Results of Why-Why analysis 77
Table. 3.5.1 Extruder-1 wastage summary 87
Table. 3.5.5 SCAE:1 wastage summary 89
Table. 3.5.9 XL-1 wastage summary 91
Table. 3.5.12 LAIN YOU wastage summary 93
Table. 3.5.13 FONG YOU wastage summary 93
Table. 3.5.14 BOTTOM SEAL wastage summary 94
Table. 3.5.15 LIMEX wastage summary 94
xii
Table. 3.5.16 HEMINGSTONE wastage summary 95
Table. 3.5.17 NEW COMEXI wastage summary 95
Table. 3.5.18 OLD COMEXI wastage summary 96
Table. 3.5.19 Overall wastage summary 96
Table. 3.5.20 SOP for conversion process 97
Table. 3.5.21 Do’s & don’t for SCAE machine 106
Table. 3.6.1 Sigma level comparison 110
Table. 3.6.2 Financial benefits 110
xiii
REDUCING DIFFERENT TYPES OF WASTAGE IN
PLASTIC BAG MAKING PROCESS AND IMPROVING
PRODUCTIVITY USING SIX SIGMA DMAIC
METHODOLOGY
Submitted By
Patel Rumana InayatHusen

(130110746006)
Supervised By
Dr. Darshak A. Desai

Professor and Head of Department (GCET)
ABSTRACT
Six sigma has been used as an effective way to restructure a company’s management
process. While there are abundant case study literatures on Six sigma, a theoretical
framework that can logically advance the previous work into a higher level is lacked.
What’s more, there are few empirical studies to verify those results from previous
case studies. To fill these two gaps, this study proposes a comprehensive theoretical
research framework of Six Sigma-based management activities, build-up a research
model of its effectiveness, and further verifies its effect in improving corporate
competitiveness. Research model of Six Sigma activities is indeed effective in
refreshing process management, improving quality and finally improving corporate
competitiveness.
This thesis discusses a project carried out in a company named Dynaflex Pvt. Ltd. It is
a company which produces plastic bags which is used as packaging goods. The
company’s product includes cash bags, carry bags e-bags, security envelopes etc.
There are major three processes involved in plastic bag making process namely blow
film extrusion, polymer printing & conversion. Wastage is generated in all three
processes. The six sigma methodology is used in to reduce wastage in plastic bag
making process from 18.33% to 9.165% during the project period of 9 months
(August 2014 to April 2015). This also results in increase in material productivity.
xiv
INTRODUCTION
Chapter:1 Introduction:
1.1 Company profile:
Company name: Dynacorp/ Dynaflex
Company logo:
Introduction to company:
Address: Dynaflex Private Limited, Plot No. 321,322 & 318/4, PO: Baska, Ta: Halol,
District: Panchmahal, Vadodara-Halol Road, Halol-389350, Gujarat, India.
Email: info@dynacorp.in
website: www.dynacorp.in
 Dynaflex/Dynacorp private limited is established in 1985 which passes

expertise in manufacturing of plastic packaging goods.
 Dynaflex which is also known as Dynacorp is registered as a Private Limited
Company.
 Dynaflex/Dynacorp has started there commercial operations in 1985.
 Dynaflex/Dynacorp is located on Vadodara-Halol road which is also called as
productivity road in industrially developed state Gujarat.
 The company has advance and state of the art machinery, considered among
the best in the world for the processes such as blow film extrusion, polymer
printing and conversion.
 Dynaflex/Dynacorp is handful manufacturer of the customized plastic
packaging goods.
 Dynaflex/Dynacorp is known for their variety of security envelopes and online
shopping bags.
1
INTRODUCTION
 Dynaflex/Dynacorp has their customers all over the world; they export their
goods in about 40 countries, which include Australia, Europe, Dubai,
Switzerland, Africa, Maldives and Mauritiusetc.
Brands of Dynacorp/Dynaflex:
1) Tamper Evident  Security Envelopes  Carry Bags

Envelope & Bags  Plain Security  Specialty
2) STEB'S Envelopes Packaging
3) Cash Bags  Bubble Security
Envelopes
 Courier Bags
 Online Shopping
Envelopes
 Packing List
Envelopes
Timeline of Dynacorp/Dynaflex:
1984: Company Establishment.

1985: 1st company to offer halftone/photo printed bags in the country 1st center
impression flexographic printing machine in India Launch sanitary packaging for
Whisper - P&G as its sole vendor for a decade to follow.
1986: 1st company in India to launched photo printed banners for publicity use, used
one shop fronts.
2004: Launched Security Envelopes and Courier Bags.
2006: Launched Tamper Evident Envelopes.
2008: STEB's approval from ICAO (International Civil Aviation Organization)
2009: Set up export team.
2010: Land purchased for new plant.
2011: Patent applied for security handle.
2012: Patent applied for special pillow packing.
2
INTRODUCTION
2013: Set up a new plant as a part of expansion.
Products of Dynacorp/Dynaflex:
 Security envelopes.
 Plain security envelopes
 Bubbled security envelopes
 Tamper evident envelopes
 Online shopping envelopes
 Packing list envelopes
 Courier bags
 STEB’s
 Cash bags
 Carry bags
 Specialty packaging
Prime customers:
 Flipkart  Ebay
 Godrej  Reliance
 Style bazaar  Monginies
 Flying machine  Amazon
 Ekart  Raymond
 Westside  BlueDart
 Myntra  The Moothoot groups
 DHL  American swan
 Fashion and you  Deal-day
 Kolkata Bazar  V-Mart
3
INTRODUCTION
1.2 Problem statement and Research objectives:
In Dynaflex the complete process is divided in three main processes essential for
plastic bag generation:
 Plastic extrusion
 Printing
 Conversion process
Wastage is generated at all of the above processes. This is loss of material, time and
energy. After a detail study on the wastage of the system for one month’s August
2014 a good scope for improvement is derived.
Wastage reduction is having good opportunities to work upon and it will ultimately
increase the productivity.
Problem statement:
“Reducing wastage in plastic bag making process from 18.33% to 9.165% during the
projected period of 9 months (August 2014 to April 2015) and improving productivity
of the process using six sigma DMAIC methodology”
Research objectives:
 To reduce wastage up to 50% in bag making process.

 To reduce rework and rejection in bag making process.
 To create a prevention plan for the system.
 To improve productivity of bag making process by reducing wastage.
4
INTRODUCTION
1.3 Project schedule:
The project schedule for dissertation part one and dissertation part two both are shown
below using Gantt chart:
Figure 1.3.1 Gantt Char
5
INTRODUCTION
1.4 Organization of the thesis
This thesis report consists of total 7 chapters. The frame work for the thesis is
described below:
Chapter 1 provides a brief introduction about the project and the company in which
this project is carried out.
Chapter 2 explains the basic concept and principles of the six sigma DMAIC
methodology, its benefits and hurdles in implementation.
Chapter 3 discuss about the six sigma DMAIC project and its implementation in
industry. It includes 5 sub-chapters which explain all 5 steps of DMAIC namely
Define, Measure, Analysis, Improve and Control respectively.
Chapter 4 discuss the results achieved after the implementation of six sigma project
in the industry including financial savings.
Chapter 5 explains the future scope derived by the project and for the industry.
Chapter 6 represents the research paper published as part during the thesis work.
Chapter 7 include all the references used to make and support this thesis work.
6
LITERATURE REVIEW
Chapter: 2 Literature review:

 This chapter presents empirical study that author has conducted. This chapter
presents literature review on six sigma and there are sub sections which
explain different aspect of six sigma. The author has conducted this literature
review after referring 34 research papers from which:
 22 research papers are from international journals.
 10 research papers are from national journals.
 2 research papers are conference paper.
The author has also published one review paper based on the literature review which
is published in the International Journal of Engineering Sciences & Research Technology as
‘Review Paper: Quality Improvement through Six Sigma DMAIC Methodology’
Table 2.1 list of research paper
Literature review
No Name of the research Author Year Name of journal

. paper
1 Foundry quality control T.R. Vijayaram, 2006 Journal of Materials
aspects and prospects to S. Sulaiman, Processing Technology
reduce scrap rework A.M.S.
and rejection in metal Hamouda,
casting manufacturing M.H.M. Ahmad
industries
2 A systematic Chao-Ton Su , 2008 ScienceDirect
methodology for the Chia-Jen Chou
creation of Six Sigma
projects:
A case study of
semiconductor foundry
3 Increasing Bottom-Line Darshak A. 2012 Udhyog Pragati
Through Six Sigma Desai
Quality Improvement
Drive: Case
of Small Scale Foundry
Industry
4 Empirical Study for Six M. 2010 International Journal of
Sigma Success: Mapping Shanmugaraja, Applied Engineering
Organizational Hierarchy M. Nataraj and Research
with Barriers N. Gunasekaran
7
LITERATURE REVIEW
5 Improving productivity Darshak A. 2008 Int. J. Productivity and

and profitability through Desai Quality Management,
Six Sigma: experience of
a small-scale jobbing
industry
6 Six Sigma E. V. GIJO & 2005 Total Quality
Implementation – TUMMALA S. Management
Hurdles RAO Vol. 16, No. 6, 721–725,
and More Hurdles August 2005
7 Defect control analysis M. 2011 Int. J. Quality and

for improving quality and Shanmugaraja Innovation, Vol. 1, No. 3
productivity: an and M. Nataraj
innovative Six Sigma
case study
8 Literature snapshot on Muthuswamy 2012 Int. J. Services and
Six Sigma project Shanmugaraja Operations Management,
selection and Vol. 11, No. 3
for future research Muthuswamy
Nataraj
9 Quality and productivity Darshak A. 2012 Int. J. Productivity and
improvement through Six Desai Quality Management,
Sigma in foundry Vol. 9
industry
10 Process improvement E. V. Gijo & 2014 Int J Adv Manuf Technol
through Six Sigma with Johny Scaria
Beta correction:
a case study of
manufacturing company
11 Application of Six Sigma E.V. Gijo 2014 International Journal of
methodology in a small- Shreeranga Bhat Lean Six
scale N.A. Jnanesh Sigma
foundry industry
12 Impact of Six Sigma in a Darshak A. 2009 journal of industrial
developing economy: Desai1, engineering and
analysis on benefits Mulchand B. management
drawn by Indian Patel2
industries
13 Developing an SME Andrew 2006 Journal of Manufacturing
based six Thomas, Technology
sigma strategy Richard Barton Management
14 Six-Sigma project Taho Yang and 2008 IEEE Journal

selection using national Chiung-Hsi
quality Hsieh
award criteria and fuzzy
multiple criteria
decisionmaking
8
LITERATURE REVIEW
method
15 Package Crack Angelo R. Uy, 2010 International Electronic

Resolution through Low Marvin V. Manufacturing
Stress Dambar Punch Picardal, Technology
Design: Patrocinio
A Six Sigma DMAIC Enriquez,
Approach Arnold C.
Alaraz
16 Cost of quality in small- Darshak A. 2008 Production Planning &
and medium-sized Desai Control
enterprises: case of an
Indian engineering
company
17 An assessment of the Darshak A. 2011 International Journal of
critical success factors Desai, Jiju Productivity and
for Six Antony, M.B. Performance
Sigma implementation in Patel Management
Indian industries
18 An overview on six Neha Gupta 2013 International Journal of
sigma: Quality Technical Research and
improvement program Applications
Neha Gupta
19 Improvement process for Kunal Ganguly 2012 International Journal for
rolling mill through the Quality research
DMAIC Six Sigma
approach
20 Reduction in Rework of Sunil 2013 International Journal of
an Engine Step Bore Dambhare, Advanced Scientific and
Depth Variation using Siddhant Technical Research
DMAIC and Six Sigma Aphale, Kiran
approach : A case study Kakade, Tejas
of Engine Manufacturing Thote, Uddhava
Industry Jawalkar
21 Study of feasibility of six MEHDIUZ 2013 International Journal of
sigma implemantation in ZAMAN1, Mechanical and
a manufacturing SUJIT KUMAR Industrial Engineering
industrial: A case study PATTANAYA (IJMIE)
K2 & ARUN
CHANDRA
PAUL3
22 reduction in customer Veena Badiger 2013 International journal of
complaints due to inlet and R V management research
port leak in engine Praveena and business strategy
cylinder head of a light Gowda
commercial vehicle sub
assembly by lean six
sigma tools
9
LITERATURE REVIEW
23 Empirical study on A. 2011 International Journal of

employee job satisfaction Kumaravadivel, Engineering, Science and
upon implementing six U. Natarajan Technology
sigma
DMAIC methodology in
Indian foundry – A case
study
24 Applying Six Sigma MOHAMMED 2010 Recent Advances in
Methodology Based On T. HAYAJNEH Industrial and
“DMAIC” Tools to Manufacturing
Reduce Technologies
Production Defects in
Textile Manufacturing
25 Assessing the status of Jiju Antony and 2009 Management Research
six sigma Darshak A. News
implementation in the Desai
Indian industry
Results from an
exploratory empirical
study
26 An application of Six J Antony, M 2005 Engineering Manufacture
Sigma methodology Kumar, and M
to reduce the engine- K Tiwari
overheating problem
in an automotive
company
27 Achieving better results Omkarprasad 2010 Udhyog Pragati
using Six Sigma Vaidya and
approach Sushil Kumar
28 Evaluation of lean Six R. M. 2010 Udhyog Pragati
sigma in a Continous Nachiappan, N.
product line Anantharaman
manufacturing system and N.
Muthukumar
29 A Review of Six Sigma Kifayah Amar 2008 Proceedings of the
Implementation and Douglas International
Frameworks and Related Davis MultiConference of
Literature Engineers and Computer
Scientists
30 Productivity Md. Enamul 2013 International Journal of

Improvement by using Kabir, S. M. Engineering and
Six-Sigma Mahbubul Islam Technology
Boby, Mostafa
Lutfi
10
LITERATURE REVIEW
31 Package Crack Angelo R. Uy, 2010 34th International

Resolution through Low Marvin V. Electronic
Stress Dambar Punch Picardal, Manufacturing
Design: A Six Sigma Patrocinio Technology Conference
DMAIC Approach Enriquez,
Arnold C.
Alaraz
32 Productivity Md. Enamul 2013 International Journal of
Improvement by using Kabir, S. M. Engineering and
Six-Sigma Mahbubul Islam Technology Volume 3
Boby, Mostafa No. 12, December
Lutfi
33 Adoption of Six Sigma: Venkateswarlu 2010 International Review of

Review of Empirical Pulakanam and Business Research
Research Kevin E. Voges Papers
34 Understanding benefits Nitesh Fursule, 2012 International journal of
and limitation of six Dr. Shatish scentific and research
sigma methodology Bansod, Swati publications
Fursule
2.1. Definition of Six sigma:
Overall operational excellence is the key requirement of any business to have global
competence and sustained growth in today’s ever changing world, since last few years
six sigma has been rising as worlds one of the most effective business improvement
strategies [13], [15], [19], [20].
The Six Sigma methodology is one of the most successful quality management
initiatives. Six sigma has been adopted as a major initiative by some of the leading
companies throughout the world. Six sigma has gained wide acceptance as an
improvement methodology to enhance an organization’s competitiveness [1], [11],
[20], [23], [24]. It is a disciplined, project-oriented, statistically based approach for
reducing variability, removing defects and eliminating waste from products, processes
and transactions [10], [11].
Six sigma is known as a well-structured methodology for improving the quality of
processes and products [2]. Six sigma is a technique which brings the breakthrough
improvements almost in every sector and area through overall operational excellence
[9]. The pinpointed attack of six sigma technique on root causes, guarantees the
targeted results, both in terms of improvements desired and time span fixed [3]. Six
11
LITERATURE REVIEW
sigma is a strategic initiative to boost profitability, increase market share and improve
customer satisfaction through statistical tools that can lead to breakthrough quantum
gains in quality. Six is the number of sigma measured in a process, when the
variation around the target is such that only 3.4 outputs out of 1 million are defects
under the assumption that the process average may drift over the long term by as
much as 1.5 standard deviations [4], [19]. It is the methodology having statistical base
focusing on removing causes of variations or defects in the product or core business
processes. The improvement focus is on business outputs which are of critical
importance to the customers. In the current dynamic industrial scenario, quality alone
is not the wining criteria; consistent supply of quality goods as per the committed
delivery schedules is also required to make the customers happy [5]. The main
objective of six sigma is to design a new process or improve existing process, in such
a way that it obtains very high process capability and a defect rate that is closer to
zero [9]. Six sigma is a systematic, highly disciplined, customer-oriented and profit-
driven organization-wide strategic business improvement initiative that is based on a
rigorous process focused and data-driven methodology [5], [12], [21], [24], [25], [26].
Six sigma is defined as quantitative, proactive, companywide, structured, systematic,
and a customer oriented approach for continuous improvement of engineering,
manufacturing, services, suppliers, R & D and all other business process. It is a
statistical measure of the performance for a process, a product or a transaction [18],
[19]. Six sigma can be considered both a business strategy and a scientific
methodology that has the aim of reducing manufacturing and service costs, and
creating significant improvements in customer satisfaction and bottom-line savings
through combining statistical and business process methodologies into an integrated
model of process, product and service improvement. In six sigma, customer focus
becomes the top priority. In six sigma improvements are defined by their impact on
customer satisfaction and value [14].
2.2 History of Six sigma:
By one measure, six sigma started in 1809 when Carl Gauss published Theoria Motus
Corporum Arithmeticae. Since little of six sigma is new, it can be argued that have
been developed since Gauss’s original concept. This would include the Simplified
Process Control and Total Quality Management (TQM) programs.
12
LITERATURE REVIEW
Six sigma arose during a time when the executives, engineering and manufacturing, at
Motorola were just a wakening to the need. The change began in the 1970s for
Motorola, when a Motorola factory where Quasar televisions were manufactured was
sold to a Japanese firm, Matsushita. New ways of operating the factory were put in
place, and under the Japanese management system, the factory was producing
television sets with a fraction of defects they had produced before. This provided an
eye-opening picture: leadership directly influences the quality of products. During the
1979 annual Motorola Officers meeting, Vice President Art Sundry said: “Our Quality
stinks”
Against this backdrop, statistical methods started “rising from the ashes”, like the
mythical Phoenix bird in the sites of Motorola in Phoenix, Arizona. Some engineers
attended classes on design of experiment, and very first statistical equipment, by
Darlene Justus, Eric Maass, and J. Ronald Lawson, Led to removing a dozen non-
value added steps in the process, reducing the cycle time for the special
semiconductors to a fifth of what it had been before. These special semiconductors
were used in satellites, and before this first experiment, the cycle times threatened to
delay satellite launches. Also using statistical methods for other products tripled
yields from about 25% to 75% almost overnight.
These dramatic results were noticed by Motorola engineers and managers and a
network of statistic users formed in 1980. This informal network shared success
stories, problems, and solutions, and started brainstorming similarities among the
successes towards developing a common method. Growing interest led to
development of internal courses on statistical methods and bringing in external
consultants for training classes, coordinated by Janet Fiero, who was responsible for
training in the Phoenix area.
Janet Fiero was promoted to Motorola corporate director of Motorola training and
education centre at Motorola’s headquarters in Chicago. She strongly promoted
statistics training through Motorola. These classes captured the imagination of the
senior engineer Mr. Bill Smith. Smith’s insight was to relate the failures of products
he dealt with as a quality manager to products properties that were margins - just on
the edge of missing customer expectations.
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Smith gathered benchmarking data on yield of Japanese TV sets and determined we

could have several thousand components and get high, 99% yields, if the critical
characteristics had distributions that were so tight they were six standard deviations
away from the customer requirements. From that insight arose the name, six sigma!
Smith had completed the most critical step – achieving executive engagement. In
1986, with CEO Bob Galvin’s backing, the six sigma concept was communicated top-
down and accepted throughout Motorola. And finally on 15/1/1987, Motorola
officially launched and announced Six Sigma. On the day of lunch they set the Six
Sigma goal which is to achieve less than 3.4 defects per million opportunities.
In 1988, Motorola won the very first Malcolm Baldridge National Quality Award,
given by the U. S. Congress to recognize and inspire the pursuit of quality in
American Business.
Shortly after that Bob Galvin very proudly announced his willingness to share what
they had developed and learned in Motorola:
“ ...... we will share six sigma with the world, and it will come back to us...... with
new ideas and new perspectives.....”
Companies that operate at only three or four sigma spend 25% to 40% of their
revenue fixing problems [16]. This is the cost of quality. In contrast six sigma
companies like Motorola spends less than 5% of their revenue to fix problems. It has
been estimated that the difference between three/four sigma and six sigma companies
is $8 billion to $12 billion [29], [30].
Six sigma has been exploited by many world class organizations such as GE,
Motorola, Honeywell, Bombardier, ABB and Sony to name but a few, and has
resulted bottom-line savings in millions. Motorola launched Six Sigma in 1987 and
the significant early benefits of the project resulted in Motorola winning the Malcolm
Baldrige Award in 1988. IBM, Sony and Allied Signal followed Motorola in
implementing Six Sigma in the early 1990s. Allied Signal successfully attained
savings of US$2 billion during a five-year period. Soon, the impressive results
induced General Electric (GE) to undertake a thorough implementation of the Six
Sigma programme in 1995 and produced more than US$2billion in benefits. The
impressive benefits of implementing Six Sigma programmes in Motorola, Allied
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Signal and GE resulted Six Sigma the most prominent trend in quality management,
not only for the manufacturing and service industries, but also for non-profit
organizations and government institutes [3], [4], [17],[18], [20], [29], [35].
2.3 Concept of Six sigma:
Globalization, advanced technology, and increased sophisticated customer demands

change the way of conducting business. Old business models no longer work in new
economy. Defects rate of product plays an important role for the improvement of
yield and financial conditions of any company [32]. Business performance excellence
is the competitive edge for commercial firms to survive in highly competitive
markets. Among the many business improvement approaches available, the Six-
Sigma approach has been recognized as one of the most effective methods.
Organizations are increasingly adopting Six Sigma in a bid to improve the quality of
their processes and products, and thus achieve competitive advantage [15], [33], [34].
In the globalisation of markets and operations, focus on quality and productivity is of
utmost importance [7]. Quality improvement in operations and production has been
one of the most significant influences for organisation to be successful [7]. Meeting
customer requirement at minimum possible cost and time is the main secret of success
for the business in this competitive edge [9].
The main objective of any business is to make profit. Now to increase the profit one
has to increase the selling price and/or decrease the manufacturing cost. In
competitive edge the selling price of the product is decided by the competition in the
market. So the only way to increase the profit is to reduce the manufacturing cost.
This reduction in manufacturing cost can be achieved through continuous
improvement in the company‘s operation [18]. . Six sigma is a strategy that strives for
perfection it aims for 3.4 defects for million opportunities for each product or service
transactions. It is a smarter way to management for the business. In many instances a
Six Sigma process is regarded as world class. The average performance of most
processes in today’s business is in between of 3 - 4 sigma. By the practical
observation it is noted that after a period of time the process mean may shift by as
much as 1.5 sigma even after the best efforts to control it. In six sigma process the
aim is to reduce the deviations such that specification limits stay at six standard
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deviations away from the target value by assuming that the process may shift as much
as 1.5 sigma only by this the goal of 3.4 defects per million opportunities (DPMO) is
obtained [26]. Ultimate objectives of the methodology is to gain customers
satisfaction by improve the quality and to solve problems and increase profitability.
Six sigma is the tool to remove the cause of defects and variability for different
processes which results into improvement in quality and profitability. Six sigma has
been growing since last 14 years and producing quantum savings to the bottom-line
problems of many large and small businesses. Six sigma take the users away from
‘intuition-based’ decisions to ‘fact-based’ decisions [1], [2], [4], [7], [8], [12], [19],
[35]. In simple words Six Sigma as a program aimed at the near elimination of defects
from every products, process and transactions [3]. Six sigma blends management,
financial and methodological elements to make improvement to process and products
concurrently [25]. Six Sigma provides business leaders and executives with the
strategy, methods, tools and techniques to change their organizations. There are four
aspects of the Six Sigma strategy that are not emphasized in other business
improvement methodologies and total quality management (TQM). First of all, Six
Sigma places a clear focus on bottom-line savings. Second, Six Sigma has been very
successful in integrating both human aspects (culture change, training, customer focus
etc.) and process aspects (process stability, variation reduction, capability etc.) of
continuous improvement. Third, Six Sigma methodology (DMAIC) links the tools
and techniques in a sequential manner. Finally, Six Sigma creates a powerful
infrastructure for training of champions, master black belts, black belts, green belts,
and yellow belts [13].
2.4 Project selection for six sigma:
Six Sigma projects must be directly linked to an organization’s business objective

and bottom line problems. But projects are sometimes selected from isolated
pockets in departments nobody considers as important to the organization or its
customers when this type of projects are selected, people in the organization can
sense that this projects are not important to the organization. And this turns in to
the failure of project because the project fails get acceptance and support from
people in the organization in the first place. [10].
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In many projects the CTQ which is also called as critical-to-quality tree diagram
reveals the most important improvement opportunities. But many teams simply
pick the easiest, most obvious CTQ factors. This results in the project not
achieving the expected goals [10].
In quite a few cases, project teams target a 50% reduction in defects. Sometimes
these projects succeed in achieving the 50% improvement but the customer or
business requirements are not met. But even after that the project is considered as
the organization’s one of the success stories [10], [26].
Organizations fail to have SMART objectives and goals and some might not be
able to link their project with their goals. Successful implementation of six sigma
requires knowledge of QFD, DOE and capability to convince people [6].
Success of six sigma program highly depends upon the data collection wrong data
collection will lead you nowhere but failure.
The selection of a particular improvement strategy depends up on the nature of the

problem, objectives to be achieved, and the primary and secondary effect of the
strategy.
Six sigma is most effective methodology because it concerns with root cause of
any problem and its solution.
Lean and six sigma are not alternatives of each other.
You cannot achieve six sigma level in one try it should be step by step process.
Defining a defect can be difficult for any business process that isn’t a standardized
manufacturing process, especially for innovative business processes and it
becomes even more difficult for a service organization. A defect in the service
organization which is cussing customer dissatisfaction can because of a simple
misunderstanding of terminology or a complete disrespect by the employee
toward the customer. Yet these two outcomes have the same value in six sigma
projects because in six sigma project it is defined under a single defect. This is an
example of an instance in which people use convenience rather than accuracy to
define the defect so that they can achieve improvements without much effort [6],
[10], [18], [26].
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2.5 Methodology of Six sigma:
Six sigma has been defined as the statistical unit of measurement, a sigma that
measures the capability of the process to achieve a defect free performance [18]. Six
is the number of sigma measured in a process, when the variation around the target is
such that only 3.4 outputs out of one million are defects under the assumption that the
process average may drift over the long term by as much as 1.5 standard
deviations[13], [18]. The term sigma is used to denote the distribution or the spread
about the mean of any process. Sigma measures the capability of the process to
perform defect-free work. Here the defect is identified as anything that results into
customer dissatisfaction. For a business process, the sigma value is a metric that
indicates how well that process is performing [18]. Higher sigma level indicates less
likelihood of producing defects and hence better performance [18], [29], [30].
Six sigma has two key methodologies:

DMAIC Methodology and DMADV Methodology, both inspired by Deming‘s Plan-
Do-Check-Act Cycle [30].
 DMAIC
 DMADV
 DMAIC:
The DMAIC means Define, Measure, Analyses, Improve and Control. These all work
together to create the DMAIC process. This process is incredibly important in six
sigma process because it is what helps bring a diverse team together. This is what
helps them complete a process or model so that they can share their work and get the
job done. DMAIC is used for an existing business process [18], [30].
DMAIC consists of following steps:

 Defining the process improvement goals that are liked with customer
demands and the enterprise strategy.
 Measure the current process capability by collecting relevant data.
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 Analyze the collected data by verifying cause and effect relationships.

Determine all the possible causes of problem and their relationships and
make sure all the factors have been considered.
 Improve the current process by the implementing solutions derived in
analysis phase using techniques like Design of Experiments.
 Control phase is all about ensuring that any deviations from target are
corrected before they result in defects. Set up pilot runs to establish
process capability, move on to production, set up control mechanisms and
continuously monitor the process [18], [29].
 DMADV:
The DMADV means Define, Measure, Analyze, Design and Verify. Where
the DMAIC methodology is used for improve the existing business process.
DMADV is used to create new product or process design.
DMADV consists of following steps:

 Defining the process improvement goals that are liked with customer demands
and the enterprise strategy.
 Measure is a phase to identify characteristics that are Critical To Quality and
collect data to measure them.
 Analyze to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
 Design details, optimize the design, and plan for design verification. This
phase may require simulations.
 Verify the design, set up pilot runs, and implement the production process
[18], [30].
2.5.1. DMAIC Methodology:
D: Define
This is the overall problem definition step. This is one of the most critical phases of
DMAIC Methodology, it requires good amount of time and efforts to invest in order
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to get fruitful result. The basic idea is to identify critical customer requirements and
linking them to business objectives [3], [9]. The aim of Define phase is to define the
project with all the possible details including project title, objective, scope, project
team, risk involve, expected benefits and schedule for the project in terms of the
customer requirements and identify the process delivering these requirements [11].
This phase helps in identifying the scale and complexity of the problem. The first task
is to develop a project charter that includes project objectives, resources, roles of team
members, scope and boundaries of the project, estimated financial gains from the
project, project duration, etc to help team members clearly understand project. This
creates a sense of ownership for the project; it also prevents the delivery of mixed
messages between project managers and team members [26], [9]. The problem must
be selected in such that it is directly linked to an organization’s business metrics and
bottom line. If the six sigma project is not in link with organizational goal then it’s not
possible to get expected results from it [6], [10].
Following aspects are to be covered in this phase on the problems selected.

 Fixing a problem statement.
 Making a Critical to quality (CTQ) tree based on costumer’s needs and
requirements
 Drawing a high-level process map to understand the process [9].
 Problem statements:
This Problem statement must be SMART (Specific, Measurable, Achievable,
Relevant and Time-Bound) [6], [3].
 CTQ tree:
To identify customer’s requirements, the critical to quality tree is one of the most
effective tool and very useful. This will help to understand the critical quality
requirements of the product. To improve the quality of the product, these CTQ need to
be addressed [3], [5], [6], [9], [11], [12], [14], [19], [22], [24], [27].
 High-level process map:
This processes map shows how currently the process is working. This helps in
determining what in the process is not working [3], [5], [9].
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M: Measure
The measure phase is a data-collection phase. Once the problem has been defined, it
must be decided what additional measurements must be taken to quantify it [29]. This
phase is concerned with selecting one or more product characteristics, mapping the
respective process, making the necessary measurements, recording the results on
process control cards, and establishing a baseline of the process capability or process
performance [26]. This is basically a data collection phase in which current situation
data are collected and then current sigma level is calculated for the process in
question. Sigma level can be calculated by different methods the selection of method
depends upon the type of data [9]. Wrong or incorrect data collection can sink the
complete six sigma process [6], [10]. At this phase, the following two important
aspects are taken care of.
 Data collection:
Accurate and sufficient measurement and data are needed. Data are the essence of the
six sigma project [29].
 Calculation of present sigma level:
Sigma level can be calculated by different methods the selection of method depends
upon the type of data. For discrete data defects per million opportunities (DPMO)
number is calculated and then sigma level is calculated from the DPMO - sigma level
table.
Where
Number of defects = number of rejections (i.e. at least one defect exists to impute the
product as defective).
Number of opportunities = number of CTQs.
Number of units = number of units produced [3], [5], [7], [9], [11], [27].
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But when the data is continuous, first the distribution is identified and then the sigma
rating is computed accordingly [21], [27].
A: Analyze
The measurement and data must be analyzed to see if they are consistent with the
problem definition and also to see if they identify the root cause. A problem solution
is then identified. Sometimes, based on the analysis, it is necessary to go back and
restate the problem definition and start the process over [29]. The objective of
Analyse phase in a six sigma project is to identify the root causes that are responsible
for high variation in the selected CTQs [11]. The aim of the analyze phase in a Six
Sigma project is to identify the potential causes for the process problem being studied
and then select the root causes with the help of data and their analysis. Once a list of
potential causes is generated, the next step is to plan for validation of these causes
based on the data collected from the process [7], [12], [24]. Lot of innovative thinking
and discussions are required to identify the potential causes for a problem. A
brainstorming sessions are planned and conducted by the team with the involvement
of all the concerned personnel of the process, and a list of potential causes for
variation in CTQ was generated. A cause-and-effect diagram was drawn based on
these causes [11], [12].
I: Improve
The improvement phase is the action phase. In improvement phase possible solutions
for the validated root causes are to be identified and actually implemented to observe
the results. As per the brainstorming sessions carried out by the team in the analyze
phase [12]. After understanding the root cause of the problem and have quantitative
data, we identify possible solutions. Tests may be required to understand any
interaction between the input variables. Tolerances have to be examined to see if they
truly represent need. Once we have tested the possible solutions, we implement the
best of those solutions and verify that results we predicted are actually occurring [29],
[30]. The improve phase spotlights on developing thoughts to get rid of root causes of
variation, testing and standardizing those solutions [24], [5].
C: Control
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The control phase is where the new system is in place and it is institutionalized by
modifying various systems, polices, procedures, budgets, and instructions to make it
work for the entire company. If you do not put into control the six sigma gaols, then
the previous four stages were worthless [29], [30]. The basic objective of this phase is
to ensure that after the implementation of solutions processes stay in control and the
out of control state is quickly detected and the associated causes are determined so
that actions can be taken to control the problem before non-conformances are
produced. Success in this phase depends upon how well the work is done on all the
previous phases. In control phase, tools are put in place to ensure that the key
variables remain within acceptable ranges over time so that process improvement is
maintained [3]. Depending up on type of the problem and operating system of the
concern, the following control measures were recommended:
 Periodic review of the various measures suggested in Improve phase.
 Statistical Quality Control (SQC) charts [3], [5], [9], [11], [12], [21],
[23], [24], [26], [27]. Thus maintaining targeted sigma level.
2.6 Tool and techniques used in six sigma:
Associates uses different types of tools and techniques related to quality in various
phases of six sigma. Below are just a few of them:
Charts and Graphs:
Usually, the first and best way to analysis measures of a process is to create a picture
of the data. Charts and graphs are really nothing more than visual displays (pictures)
of data. It is obvious that looking at a pie chart or a line graph is a lot more
meaningful and convenient than reading tables of numbers. And when comparison is
needed charts and graphs are best to use, because of them one can make discoveries
that the numbers themselves would hide. Charts and graphs are of various types, each
offering a bit different picture of the data. A Black Belt will usually use at least a
couple of these in one project [18]. Following are some of the most commonly used
types of charts and graphs:
 Control Chart
 Pareto Diagram
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 Cause-and-Effect or Fishbone Diagram

 SIPOC Diagram
 Tree Diagram
 Run Chart
 Check sheets and Spreadsheets
 Matrix Diagram
 Flow Chart
 Scatter Diagram
 Histogram
All the tools are discussed below in detail:

 Control Chart
A control chart is simply a run chart to which two horizontal lines called control
limits are added, the upper control limit and the lower control limit. Control limits are
chosen statistically so that they are highly probability (greater than 0.99) that points
will fall between these limits if the process is in control. Control charts only give the
signal when the process trends to go out of control and cannot determine the source of
the problem. As problem-solving tools, control charts allow operators to identify
quality problems in processes as they occur [3], [5], [9], [11], [12], [21], [23], [24],
[26], [27].
Figure.2.6.1 The Diagram of control chart
 Pareto Diagram
Pareto analysis is a technique based on the Pareto principle of the vital few and the
trivial many. The Pareto principle is also called the 80-20 rule. This simply means that
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in any process product or transaction 80 percent of problems are due to 20 percent of

causes. A Pareto diagram is a bar chart that illustrates the frequency of recurrence or
the cost of a set of items. The items are shown in the descending order of importance
from left to right [3], [9], [18], [26], [27].
Figure.2.6.2. Pareto diagram for shock absorber
 Cause-and-Effect or Fishbone Diagram

This is a diagram which gives the relationship between quality characteristic and its
factors. It is a pictorial presentation in which all possible causes and their effects are
displayed. A problem can be due to a variety of reasons or causes. The solution to the
problem becomes similar and easier if only true causes for the problem can be
identified. ―The cause and effect diagram was introduced by Kaoru Ishikawa of
Japan. It is the simple, graphical method for presenting a chain of causes and effects
and for sorting out causes and organising relationships between variables. Because of
its structure, it is often called fish bone diagram [3], [5], [9], [11], [12], [18], [19],
[21], [22], [26].
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Fig. 2.6.3Cause and Effect Diagram
 SIPOC Diagram
SIPOC (pronounced ―sye-pahk) is an acronym for Supplier, Input, Process, Output,
and Customer. SIPOC is used in the Define phase of DMAIC and is often a preferred
method for diagramming major business processes and identifying possible measures.
The SIPOC diagram is used to show major activities, or sub processes, in a business
process, along with the framework of the process, represented by the Suppliers,
Inputs, Outputs, and Customers. A SIPOC diagram is used to help define the
boundaries and critical elements of a process without getting into so much detail that
the big picture is lost [11], [12], [18], [19], [21].
Fig.2.6.4. Diagram of ―SIPOC‖ Equipment Leasing Process
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 Tree Diagram
A tree diagram maps out the paths and tasks necessary to complete a specific project
or reach a specific goal. This technique is used to seek answers to such questions as -
What sequence of tasks will address this issue? A structure tree is used to show the
links or hierarchy of the ideas brainstormed. By using tree diagram goals and possible
solutions can be connected by using a structure tree. One can also use this approach to
tie major customer needs, such as good value, to more specific requirements, such as
low installation cost, low maintenance cost, and so on [18].
Fig.2.6.5. Diagram of Structure Tree
 Run Chart
Run chart monitors performance of one or more processes over time to detect trends,
shifts or cycles. It allows a team to compare performance before and after
implementation of a solution to measure its impact. It focuses attention on truly vital
changes in the process. Pareto charts and histograms don‘t show you how things are
changing over time. That‘s the job of a run, or trend, chart [18], [21], [23], [24], [26].
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Fig.2.6.6. Diagram of Run or Trend Chart
 Check sheets and Spreadsheets

Check sheets are forms used to collect and to organize data. Ideally, check sheets are
designed by a Black Belt and/or team and have two key objectives:
- To ensure that the right data is captured, with all necessary facts included,
such as when it happened, how many, and what customer. We call these facts
stratification factors.
- To make data gathering as easy as possible for the collectors.
Check sheets can vary from simple tables and surveys to diagrams used to indicate
where errors or damage occurred. Spreadsheets are the place where check sheet data
is collected and organized. A well-designed spreadsheet makes it much easier to use
the data [3], [5], [11], [18].
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Fig.2.6.7. Diagram of Spreadsheet
 Matrix Diagram
Matrix diagram are spreadsheets that graphically display relationships between ideas
and activities in such a way as to provide logical connecting points between each
item. It is one of the most versatile tools in quality planning [18].
 Flow Chart
A flowchart is used to show details of a process, including tasks and procedures,
alternative paths, decision points, and rework loops. A flowchart can be depicted as a
as is map showing a process as it currently works or as should-be map showing how it
ought to work. The level of detail will vary, depending on the objective. Many Black
Belts now use software to draw their flowcharts [18].
Fig.2.6.8. Diagram of Flowchart or Process Map
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 Scatter Diagram
Scatter diagrams are used to determine whether relationship really exists between two
process two process characteristics and the direction of the relationship. A scatter
diagram graphically illustrates the relationship between variables, typically based on
quantitative data. They reveal bi-variate relationships, which are relationships
between pairs of variables, such as number of defects per batch against changes in the
speed of production line, or production time per unit against hours of training [18].
Fig.2.6.9. Scatter Diagram
 Histogram
A histogram, another type of bar chart, shows the distribution or variation of data over
a range: weight, cost, size, length of time, age and so on. For instance, we know that a
big chunk of our pizza deliveries are late, but we do not know how late or even how
early they arrive. So, over several days or weeks, you could measure the time in
minutes it takes to deliver pizzas to customers and then plot that data. In analysing
histograms, you can look for the shape of the bars or the curve, the width of the
spread, or range, from top to bottom, or the number of humps in the bars. If you plot
customer requirements on a histogram, you can quickly see how much of what you do
is meeting or not meeting customers’ needs. How much of what you do is meeting or
not meeting customers’ needs [18].
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Fig.2.6.10. Diagram of Histogram
Statistical Process Control:

SPC is the application of statistical techniques to determine whether the output of a
process conforms to the product or service design. In SPC, control charts are used
primarily to detect production of defective products or services or to indicate that the
production process has changed and that products or services will deviate from their
design specifications unless something is done to correct the situation [3], [5], [9],
[11], [12], [18], [21], [23], [24], [26], [27].
Quality function deployment (QFD):

QFD originally stood for Quality function deployment. Years ago when quality
departments were generally much larger, quality engineers were “deployed” to
customers to rigorously probe the customers’ needs. The engineers then created series
of forms that transition those needs into a set of actions from the supplier. The
simplified QFD attempts to accomplish the same task in a condensed manner.
If you were limited to use one six sigma tool you would use the simplified QFD. It is
useable on any type of problem, and it should be used on every problem. It takes
relatively small amount of time and gets much buy-in from customers. QFDs don’t
always get the respect they deserve because they don’t look complex. But they are
very powerful tool [29].
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Failure mode effect analysis:

A simplified FMEA is used in conjunction with the simplified QFD. It is the opposite
side of the same coin and it is equally important. Analytical Technique that Identifies
Future Failure Modes of a Product/Process and Plans for its Elimination.
Steps of FMEA: (1) Recognize & Evaluate Potential Failure of Product/Process and
its Effects, (2) Identify that Actions Could Eliminate or Reduce the Chance of
Potential Failures, (3) Document the Process [2], [29].
Design of experiment:
In an optimized process, all the inputs are at settings that give the best and most stable
output. To determine these optimum settings, all key process input variables must be
run at various levels with the results then analyzed to identify which setting give the
best results. The methodology to perform this optimization is called a simplified
Design of experiments (DOEs) [7], [12], [14], [19], [29].
Tool and techniques used in different phases of DMAIC:

Tools and techniques used in define phase:
Project charter [12], [27].
SIPOC model [11], [12], [19], [21], [27].
Voice of Customer (VOC) [19], [22], [24], [27].
Process flow [23].
Tools and techniques used in measure phase:

Pareto chart [23].
Process flow chart [12], [24], [26].
Statistical Quality Control (SQC) tools [27].
Tools and techniques used in analysis phase:

Pareto Chart [3], [9], [26], [27].
Brainstorming [21], [27].
Root Cause Analysis [3], [5], [9], [11], [12], [19], [21], [22], [26], [27].
Five-Why Analyze Technique [9], [27].
Failure mode and effect analysis [2], [27].
Hypothesis Testing [20].
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Tools and techniques used in Improvement phase:

Pareto diagram [5].
Taguchi’s Design of experiment [7], [12], [14], [19], [27].
Brainstorming [21], [27].
ANOVA [7], [12], [14], [27].
Analysis of variance [7].
Tools and techniques used in control phase:

Statistical Quality Control (SQC) charts [3], [5], [9], [11], [12], [21], [23], [24], [26],
[27].
2.7 Critical success factors of Six sigma:
The following elements are absolutely essential to successful implementation of Six

Sigma:
 Commitment and involvement of top management
 Proper understanding of six sigma methodology, tools and techniques.
 Linking six sigma project to business strategy.
 Linking six sigma project to customer needs.
 Correct project selection, project reviews and project tracking.
 Sufficient organizational infrastructure.
 Cultural change.
 Project management skills for the middle level managers.
 Liking six sigma project to suppliers.
 Providing training to workers as well as managers.
 Linking six sigma project to human resources [4], [6], [8], [10], [12], [13],
[18], [25], [26], [29], [30].
Useful implementation tips for successful six sigma applications as:

 Sustained and visible management commitment.
 Continuing Education and training of managers and participants.
 Setting clear expectations and selecting project leaders carefully for leadership
skills.
 Picking and selecting strategically important projects [25], [26], [29], [30].
Six sigma processes is part of a management system to achieve business excellence in

organizations, so keys to six sigma success are:
 Start process management: identify core processes, customer needs, and
measures.
 Drive performance through reporting: Leaders must maintain and report
opportunity lists, status of active projects/resources, and results from finished
projects.
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Integrate championing of active projects: Select and charter projects and require
updates during existing staff meetings.
 Consistent and visible leadership involvement.
 A measurement system to track progress, providing accountability for the
initiative.
 Internal and external benchmarking of the organization‘s products, services,
and processes. You must find out where you really are.
 Setting challenging stretch goals that focus your employees on changing the
process, not just tweaking it.
 Educating and informing every member of your organization about the Six
Sigma methodology.
 Developing the infrastructure to support change throughout your organization.
 Working to create a cause, not just a business success.
 Top management commitment is one of the most important aspects for
successful six sigma program. Organization can’t become successful without
whole hearted support of top management. Top management with wrong
quality concept or without the quality concept can harm the six sigma project
the most. Technical expertise, leadership and project management skills are
the barriers at middle level management in six sigma implementation. In six
sigma implementation most of the time they ignore the people aspect of the
project and focus more on technical aspect. Six sigma looks easy to go with
but its path is full of slip-ups and problem. To implement six sigma
successfully one should know which tools and technique to use when and
where. Six sigma implementation is an integration of different tools and
techniques. Critical success factors such as management commitment,
leadership and training are very crucial for the success of the Six Sigma
projects. Though implementation of Six Sigma first started in manufacturing
industry, now a days it can also be successfully applied to service,
transactional, R&D etc [4], [6], [8], [10], [12], [13], [18], [25], [26], [29], [30],
[35].
2.8 Application of Six sigma:
Manufacturing Sector:
Motorola was the first organization to use the term six sigma in the 1980s as part of
its quality performance measurement and improvement program. Six sigma has since
been successfully applied in other manufacturing organizations such as General
Electric, Boeing, DuPont, Toshiba, Seagate, Allied Signal, Kodak, Honeywell, Texas
Instruments, Sony, etc. The reported benefits and savings are composed and presented
from investigating various literatures in six sigma [12], [13], [14], [18], [19], [20],
[21], [22], [26], [31].
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LITERATURE REVIEW
Financial Sector:
In recent years, finance and credit department are pressured to reduce cash collection
cycle time and variation in collection performance to remain competitive. Typical six
sigma projects in financial institutions include improving accuracy of allocation of
cash to reduce bank charges, automatic payments, improving accuracy of reporting,
reducing documentary credits defects, reducing check collection defects, and reducing
variation in collector performance [18].
Healthcare Sector:
Six sigma principles and the healthcare sector are very well matched because of the
healthcare nature of zero tolerance for mistakes and potential for reducing medical
errors. Some of the successfully implemented six sigma projects include improving
timely and accurate claims reimbursement, streamlining the process of healthcare
delivery, and reducing the inventory of surgical equipment and related costs. The
radiology film library at the University of Texas MD Anderson Cancer Centre also
adopted six sigma and improved service activities greatly. Also in the same
institution‘s outpatient CT exam lab, patient preparation times were reduced from 45
min to less than 5 min in many cases and there was a 45% increase in examinations
with no additional machines or shifts [13], [17], [18], [25].
Engineering And Construction Sector:

In 2002, Bechtel Corporation, one of the largest engineering and construction
companies in the world, reported savings of $200 million with an investment of $30
million in its six sigma program to identify and prevent rework and defects in
everything from design to construction to on-time delivery of employee payroll. For
example, six sigma was implemented to streamline the process of neutralizing
chemical agents, and in a national telecommunications project to help optimize the
management of cost and schedules [13], [17], [18], [24], [25].
Research And Development Sector:

The objectives of implementing six sigma in R&D organizations are to reduce cost,
increase speed to market, and improve R&D processes. To measure the effectiveness
of six sigma, organizations need to focus on data driven reviews, improved project
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success rate, and integration of R&D into regular work processes. One survey noted
that as of 2003 only 37% of the respondents had formally implemented six sigma
principles in their R&D organization [13], [17], [18], [25].
2.9 Barriers in implementation of Six sigma:
Six sigma has been implemented by many organizations worldwide and they have
achieved remarkable improvements in their performance of products and services,
reliability, customer satisfaction, market share and with impressive financial savings.
The hurdles faced by the organizations and a few recommendations are discussed
below However not every organization was successful in achieving those results there
some organization who have faced barriers before, during and after implementation of
six sigma. The barriers faced by those organizations are discussed below [6], [10],
[18].
 The market scenario is very dynamic, customer needs and expectations are
changing very rapidly. To meet these changing needs of customer
managements objectives and priorities are changing frequently. That’s why the
constancy of purpose and objective do not stay there which ultimately leads to
failure of Six Sigma implementation [6], [8], [10], [18], [26].
 Many organizations make this mistake that they take up number of quality
initiatives simultaneously such as 5S, quality circles, lean, total quality
management, ISO-9000 and six sigma. So in result the people in the
organization are not able to give their time, energy and resources to the
successful implementation of any one program. This leads to failure of not just
six sigma but also other projects [6], [10].
 For implementation of six sigma requires the knowledge of different quality
tools and techniques such as QFD, DOE, Regression etc. But for those people
who don’t have knowledge of any of this will see now no difference in the six
sigma and other quality initiatives. This will lead the six sigma to failure [6],
[10], [18], [26].
 Wrong project selection is one of the biggest reasons for failure of six sigma
project. Organizations fail to have smart objective which are specific,
measurable, achievable, relevant and time-bound. Some of the organization
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fail to link the six sigma project to the organization’s objectives and goal [4],
[6], [10], [18].
 Six sigma is data driven approach so it requires a lot of data gathering and
analysis. Lack of sufficient data, inaccurate data or non availability of data can
be the reason for the failure of six sigma project implementation [6].
 Six sigma projects are cross functional. It requires large amount of
coordination between the departments. If the coordination between
departments is not smooth and supportive then it will turn out as a resistance
to success of six sigma projects [3], [5], [6], [10].
 Sometimes the project team members identify wrong CTQs to facilitate their
work. This leads to team focusing on wrong or less important causes. This
does not help in getting desired outcome [6], [10], [18].
 Sometimes the six sigma project has to shutdown due to restructuring of
organization [6], [25], [26].
 Everyone has to remember that to observe effectiveness of many
methodologies requires time, and six sigma is one of them. There are no short
cuts in six sigma project [6], [10].
 Increasing popularity of six sigma have created requirement of large number
of black belts and green belts. There is number of organizations available that
provides these trainings. But up till now there is no standard method available
in the world to certify black belts and green belts. So the capability of this
black belts and green belts who are leading the six sigma projects is always a
question [6], [8], [12], [18], [25], [26].
The following are some of the limitations of six sigma which create opportunities for
future research:
 The challenge of having quality data available, especially in processes where
no data is available to begin with (sometimes this task could take the largest
proportion of the project time) [18].
 In some cases, there is frustration as the solutions driven by the data are
expensive and only a small part of the solution is implemented at the end [18],
[26].
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LITERATURE REVIEW
 The right selection and prioritisation of projects is one of the critical success
factors of a six sigma program. But most of the time the project selection and
prioritisation is completely based on the pure subjective judgement. Very few
powerful tools are available for prioritising projects. And no standard method
available for the project selection [10], [18], [25], [26].
 The statistical definition of six sigma is 3.4 defects or failures per million
opportunities. In service processes, a defect may be defined as anything which
does not meet customer needs or expectations. It would be illogical to assume
that all defects are equally good when we calculate the sigma capability level
of a process. For instance, a defect in a hospital could be a wrong admission
procedure, lack of training required by a staff member, misbehaviour of staff
members, unwillingness to help patients when they have specific queries, etc.
there is no space or method available for defect rating [18], [26].
 The calculation of defect rates or error rates is based on the assumption of
normality. The calculation of defect rates for non-normal situations is not yet
properly addressed in the current literature of six sigma [18].
 Due to dynamic market demands, the critical-to-quality characteristics (CTQs)
of today would not necessarily be meaningful tomorrow. All CTQs should be
critically examined at all times and refined as necessary [3], [18].
 Very little research has been done on the optimisation of multiple CTQs in six
sigma projects.
 Assumption of 1.5 sigma shift for all service processes does not make much
sense. This particular issue should be the major thrust for future research, as a
small shift in sigma could lead to erroneous defect calculations [18], [26].
 Non-standardisation procedures in the certification process of black belts and
green belts are another limitation. This means not all black belts or green belts
are equally capable. Research has shown that the skills and expertise
developed by black belts are inconsistent across companies and are dependent
to a great extent on the certifying body. Black belts believe they know all the
practical aspects of advanced quality improvement methods such as design of
experiments, robust design, response surface methodology, statistical process
control and reliability, when in fact they have barely scratched the surface
[18], [26].
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LITERATURE REVIEW
 Six sigma can easily digress into a bureaucratic exercise if the focus is on such
things as the number of trained black belts and green belts, number of projects
completed, etc. instead of bottom-line savings [14], [18].
 There is an overselling of six sigma by too many consulting firms. Many of
them claim expertise in six sigma when they barely understand the tools and
techniques and the six sigma roadmap. The relationship between cost of poor
quality (COPQ) and process sigma quality level requires more justification
[18], [26].
 The linkage between six sigma and organisational culture and learning is not
addressed properly in the existing literature [6], [10], [18].
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Chapter:3 DMAIC Project:

This chapter present an empirical study carried out by the author. This chapter
presents DMAIC chapters and there are sections for each phase in DMAIC
improvement cycle. This section represents the results of DMAIC project concerning
the bag making process. Each phase of DMAIC process improvement cycle is
presented in a subsection.
3.1. Define phase:
This phase presents the define step in the DMAIC improvement project, which is the
empirical part of the thesis. Define is the first step and lays the underpinning for what
will be done later, after the define phase everyone involved should have a good
understanding of why the project is needed, what impact it is intended to have and
how it will be implemented.
Before any six sigma project is undertaken, the organization must be clear of what
they want to achieve at the end of the project. For this purpose, “define is the
important/vital step in the six sigma process. This is also the most difficult part of the
process. The following are to be define as the first step of the six sigma improvement
process:
 Project charter
 Critical to Quality Tree (CTQ Tree)
 Process Map
 SIPOC Diagram
These are the tools to clearly scope the project and identify the current problems.
3.1.1 Project charter:
To formalize the project the project charter is used. This tool is useful for creating a
shard understanding about the project and the project goal. The charter documents the
project mission, the problem statement, possible gains of the project, constraints and
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assumptions, important persons, key dates during the project and the project status. A
project charter document various data such as reasons for undertaking the project,
objectives and constraints of the project, directions concerning the solution, identities
concerning the solution, identities of the main stakeholders, in scope and out of scope
items, target project benefits etc. The project charter is revised throughout the life of
the project.
Figure3.1.1. Project Charter
3.1.2 Process map:
A tool often used in the define phase is process mapping, which is important for a
greater understanding of the process. First a process overview with the whole process
from supplier to customer was made. Then a more detailed map, with all the
operations included was made. An overview of the production line with high level
process mapping is given in figure 3.1.2.1. The detail process map is shown in figure
3.1.2.2. The maps were made with assistance from production line technicians,
supervisor and quality assurance and control department head & team.
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Figure 3.1.2.1 High level process map
Figure 3.1.2.2 Detail process map
Process understanding:
From the high level process map it can be concluded that the bag making process is
divided in major three processes.
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1. Blow film extrusion

2. Polymer printing
3. Conversion
All of these three processes are explained in brief bellow:
1. Blow film extrusion:
This is a process of making blow film of plastic. It is the process by which the bag
making process starts, it is the first step. Different types of granules’ and master batch
are used as input. The extruder produces a blow film of three layers namely inner
layer, outer layer and core. The proportion of this granuals and master batch in the
mixture which goes as input is based upon the type of blow film required to produce.
The granules and master batches mixture is fed separately for all three layers as
shown in figure.
Figure3.1.2.3: Granules feeding beans
There are mainly 6 types of blow films produced by extruder:
 Black and white met blow film
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 Black and white glossy blow film

 Milky white blow met film
 Milky white blow glossy film
 Transparent met blow film
 Transparent glossy blow film
Extruder also can produce colour blow film but it is only produced on a customer
demand. The types of blow film listed above are the most commonly made.
2. Printing process:
Once the blow film is made it is stored in form of rolls. That rolls are fed as an input
in printing process. The other inputs also include ink and solvent. The printing
process is completely customized. On the base of customer order the printing plate is
made and colours are selected. The machine is capable of doing printing with eight
colours. Once the printing is done it is again the blow film become the printed blow
film which is again stored in form of roll.
Figure3.1.2.4: Printing machine (COMEXI)
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3. Conversion process:
Conversion is the last step of the bag making process. As the name suggest the
process converts the blow film in to a final product which is a plastic bag. In this
process different operation such as sealing, cutting, liner joining, adhesive filling etc.
are performed in order to give the bag desired shape and size.
The machine on which this process is carried out includes SCAE: 1, SCAE: 2, SCAE:
3, SCAE: 4, XL-1, XL-2, XL-3, Bottom sealer, etc....
Figure3.1.2.5: Conversion process
3.1.3 Critical to quality tree:
Voice of customer can defined as a systematic approach for incorporating the needs of
customers into the design of customer experiences. Process improvement projects,
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usally, have to deal with intenal customers. It must be pointed out that to capture the
voice of customer (voc) was another difficult task which we had to accomplish.
Figure3.1.3: CTQ tree
This CTQ tree shows that the customer requirement is a secure and reliable bag. This
can be achieving good appearance, sufficient strength and security. This three
characteristics can be achieved by the drivers such as proper printing, good tensile
strength, proper cutting and sealing and proper amount of adhesive. These are the
derived opportunities on which the product can fail. So the plastic bag can fail on
these four aspects.
3.1.4 Supplier-Input-Process-Output-Customer (SIPOC)

diagram:
Every process has an input and output. The input is supplied by the supplier and the
output is delivered to the customer. The supplier is the origin from where the input is
received and the input goes through the entire process and is received as an output by
a customer. This process map is called a high level process map or SIPOC diagram.
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SIPOC is a way to record key process information at a high level using a structured
method. A SIPOC diagram is a tool often used by teams to identify the key elements
of a process improvement project before work begins.
SIPOC has three typical uses depending on the audience:
 To give others an overview of process especially to those who are unaware of

the process.
 To make people up to date specially to those have become out of date due to
process changes
 To help people in identifying the operations, processes and product.
There are several aspects of SIPOC that are need to be considered:
 The main focus of the SIPOC is capture the set of inputs and outputs not the
individual set of process.
 For any process the output and input can be material, service or information.
 Supplies that are considered in SIPOC can be internal or external to the
organization that performs the process.
The following table shows the SIPOC diagram made for the bag making process.
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Figure 3.1.4 SIPOC diagram for bag making
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3.2. Measure phase:

The Measure Phase is the second the second step of the DMAIC improvement cycle
and the first step towards the project goal define in the Define phase. This section
describes the formulation of the improvement group, measurement of the existing
process and possible influencing variables are identified and a measurement plane is
made.
The measure phase aims at setting a stake in the ground in terms of process
performance through the development of clear and meaningful measurement systems.
The Measure phase builds upon the existing data available (introducing new data
colletion and measurements, if necessary) in order to fully fathom the historical
behavior of the process.
To be able to measure, analyze and improve the current situation in the machining
activity there is a need for process knowledge. Thus, the authors decided to form an
improvement team containing a variety of competences. The team consists of two
operators, a production head, supervisor and quality engineer, the author and institute
guide.
This phase is concerned with selecting, appropriate product characteristics, studying

the measurement system, making necessary measurements, recording the data, and
estrablishing a baseline of the process capability or sigma level for the process.
3.2.1 Data collection:
Data collection is done in two ways 1. Complete bag making process 2. SCAE
machine.
4. Data collection for Bag making process
Data collection for bag making process is done by standard company format as shown
in figure 3.2.1 the data collection is done for 1 month period. The data collection
mainly include total input, scrap, total waste & overall wastage percentage.
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Figure 3.2 1 data collection format for bag making process
5. Data collection for SCAE machine:
There are so many different types of machines in plant which contribute in bag
making but SCAE machines contribution is highest amongst all. 1 SCAE machine
does the 18% of total production. There are total 3 SCAE machines in the plant so
they almost produce the 60% of total production and company is also planning to
install 2 new SCAE machine in near future as part of expansion. So it’s important to
calculate sigma level of SCAE machine too.
Following format is created as part of data collection which is based on minor

stoppages in the SCAE machine.
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Figure 3.2.1.2 data collection format for SCAE machine
3.2.2. Sigma level calculation:
For sigma level calculation there are basic two methods Cp/Cpk and DPMO (defect
per million opportunity). The data collected is discrete data so the sigma level
calculated is by using DPMO method.
Sigma level calculation for bag making process:
Table 3.2.2 (a) Sigma level calculation for bag making process
Current sigma level calculation for bag making process:

Defects 47903
Units inspected 264161
Opportunities per unit 4
DPMO 45335
Process Sigma Level 3.2
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Table 3.2.2 (b) Sigma level calculation for SCAE Machine
Current sigma level calculation for bag making process:

defects 714
Units inspected 2880
Opportunities per unit 4
DPMO 61979
Process Sigma Level 3
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3.3 Analysis phase:

After the completion of define and measure phase, analysis phase is carried out. Goal
of the analysis phase is to identify of the process actually works and to identify the
root cause of process variation [11]. The aim of the analyze phase in a Six Sigma
project is to identify the potential causes for the process problem being studied and
then select the root causes with the help of data and their analysis. Once a list of
potential causes has been generated, the next step is to plan for validation of these
causes based on the data collected from the process [7], [12], [24]. The measurement
and data must be analyzed to see if they are consistent with the problem definition and
also to see if they identify the root cause. A problem solution is then identified.
Sometimes, based on the analysis, it is necessary to go back and restate the problem
definition and start the process over [29].
 Tools & techniques used in Analysis Phase:
I. Pareto analysis
II. Brain storming
III. Cause and effect analysis
IV. Multi-voting & cause validation
V. Why-why analysis
3.3.1 Pareto analysis:
Pareto analysis is a technique based on the Pareto principle of the vital few and the
trivial many. The Pareto principle is also called the 80-20 rule. A Pareto diagram is a
bar chart that illustrates the frequency of recurrence or the cost of a set of items. The
items are shown in the descending order of importance from left to right [3], [9], [18],
[26], [27]. Pareto analysis is carried out to find out the major area of the wastages.
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Figure 3.3.1 Pareto chart of machines
Figure 3.3.2 Pareto chart of types of wastage
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3.3.2 Brain storming:
To gain detail understanding and to identify the root causes of the problem brain
storming is done. Firstly all the people involved in this session were made aware
about the process under consideration and problem faced. Although all the people
present where working with the same process since long time but some minor
misunderstanding were to be cleared. Next task in brain storming is to identify the
possible causes that are responsible for non-conformance in the process. The member
present in brain storming and their agenda are mansion in the table below. There are
mainly six brain storming sessions are carried out details of which are shown in the
tables below.
Table 3.3.1 Brain storming session 1

Agenda: Understanding the extrusion Mr. Jasmin Suthar
process & Brain storming the possible Mr. Baiju Upadhyay
causes of the wastage. Mr. Yogesh Tandel
Date: 10/1/15 Mr. Nilesh Patel
Total Attendance: 6 Mr. Kavshal Patel
Time: 10:30 to 12: 00 AM Mr. Mahesh Raval

Agenda: Understanding the printing Mr. Jasmin Suthar
causes of the wastage. Mr. Nilesh Patel
Date: 21/1/15 Mr. Harshit Patel
Total Attendance: 6 Mr. Deval Shah
Time: 1:00 to 3: 30 PM Mr. Ankit Prajapati
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Agenda: Understanding the conversion Mr. Jasmin Suthar
causes of the wastage. Mr. Nilesh Patel
Mr. Harshit Patel
Date:22/1/15 Mr. Yogesh Tandel
Total Attendance:7 Mr. Anvar
Time: 1:00 & 3:30 PM Mr. Prakash

Agenda: Understanding the cutting defect Mr. Jasmin Suthar
& Brain storming the possible causes of
the cutting defect.
Date:23/1/15 Mr. Baiju Upadhyay
Total Attendance: 4 Mr. Anvar

Agenda: Understanding the sealing defect Mr. Jasmin Suthar
at XL-2 & Brain storming the possible
causes of the sealing defect.
Total Attendance: 4 Mr. Tejas Modi
Time: 1:00 & 3:30 PM Mr. Anish Ghandhi

Agenda: Understanding the sealing defect Mr. Jasmin Suthar
at SCAE-1 & Brain storming the possible
causes of the sealing defect.
Total Attendance: 4 Mr. Anvar
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3.3.3 Cause-and-Effect or Fishbone Diagram:

This is a diagram which gives the relationship between quality characteristic and its
factors. It is a pictorial presentation in which all possible causes and their effects are
displayed. A problem can be due to a variety of reasons or causes. The solution to the
problem becomes similar and easier if only true causes for the problem can be
identified. ―The cause and effect diagram was introduced by Kaoru Ishikawa of
Japan.‖ It is the simple, graphical method for presenting a chain of causes and effects
and for sorting out causes and organising relationships between variables. Because of
its structure, it is often called fish bone diagram [3], [5], [9], [11], [12], [18], [19],
[21], [22], [26].
The outcome of the six brainstorming sessions are the six cause and effect diagrams,
which are shown below:
Cause and effect Diagram for Extrusion Process

Management Material Personnel
Untrained worker
Mixing of Granuals
Lack of internal
communication
Lack of awareness on
quality culture
Poor employee loyalty
Extrusion
waste
Job change over

Foreign partials
Parameter Cooling temperature

Temperature of
atmosphere Set-up Blade Failure (Slitting)
Improper treatmant
Power failure
Trimming
Roll blocking
Environment Methods Machines
Figure 3.3.3 cause and effect for extrusion process
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Cause and effect Diagram for Printing Process

Blow film damage Untrained worker
Ink Lack of internal

communication
Solvent Lack of awareness on
quality culture
Printing plate damage Poor employee loyalty
Printing
waste
Cantering
Foreign partials
Registration
Ink mixing
Temperature of
atmosphere Colour skip
Dot filing
parameter selection
Figure 3.3.4 cause and effect for printing process
Cause and effect Diagram for Conversion Process

Lack of communication Improper blow film Untrained worker
Lack of distribution of Improper printing Lack of internal communication

authority and responsibility
Lack of proper direction of Lack of awareness on quality

command culture
No standards for job Poor employee loyalty

distribution
Conversion
waste
Set-up
Rubber roller damage
Power Failure
Improper Production planning
Wear and Tear of Teflon tap

Parameter
Temperature of atmosphere
Maintenance Breakage of thermocouple wire
Improper machine selection

Sealer damage
Roll joint
Figure 3.3.5 cause and effect for conversion process
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Cause and effect Diagram for Cutting Defect

Material Personnel
More liner thickness Improper cleaning of

sealer
Wrinkles in the roll High temperature of

sealer
Cutting
Defect
Teflon worn out Improper edge of sealer
High temperature of sealer Misalignment of pull roller
Improper tansion of the film Photocell does not sense
Methods Machines
Figure 3.3.6 cause and effect for cutting defect
Cause and effect Diagram of sealing problem @ SCAE-1 Machine

Material Personnel
Thickness problem Improper cleaning of sealer
Sealing on printing area Sealer leveling
Sealing
problem
Improper edge of sealer
Loose/brackage in thermocouple
Roll Joint wire
High/low temperature of sealer
High/low pressure of sealer

Suddenly increase in
machine speed Rubber roller damaged
Wear and Tear of Teflon tap
Methods Machines
Figure 3.3.7 cause and effect for sealing problem at SCAE-1 Machine
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Cause and effect Diagram of sealing problem @ XL-2 Machine
Material Personnel
Improper alignment of roll
Improper cleaning of sealer
Thickness problem Sealer leveling
Pressure not set properly for pressure roller
Sealer leveling
Sealing
Improper gumming
problem
Loose/brackage in thermocouple wire
High/low temperature of sealer

Roll Joint
Improper Teflon of Teflon roller
Insufficient air supply at twin sealer
High/low pressure of sealer
Wear and tear of twin seal Teflon
Figure 3.3.8 cause and effect for sealing problem at XL-2 Machine
Suddenly increase in machine speed
Tention Roller
Timing of conveyer belt
Edge of sealer
storming sessions but also on the base on past data and authors’ personal observation.
Note: The cause and effect diagrams where made not only based on the brain
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Methods Machines
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3.3.4 Multi-voting & Cause Validation:
By brain storming the possible causes of the wastage in all processes are
identified. But not all of them are realistic, feasible and affecting. Multi-voting is
an activity that helps narrow down the causes. Multi- voting does not help take the
decision but it helps to narrow down a long list of ideas. It involves all the
members of the group and allows everyone to focus on more potential causes.
Prioritization of causes by multi-voting is shown in the table below.
Table 3.3.7 Multi-voting for Extrusion process
Sr. Cause Oper Oper QC QC Prod sup Au T

No. ator ator Hea Eng uctio erv tho ot
1 2 d g n iso r al
head r
1 Untrained worker 2 3 8 7 8 8 8 44
2 Lack of internal 5 5 2 3 1 2 5 23
communication
3 Lack of awareness on 2 1 6 4 5 3 6 27
quality culture
4 Poor employee loyalty 2 2 3 1 3 1 4 16
5 Mixing of Granuals 4 4 4 3 3 5 6 29
6 Power failure 2 1 1 2 1 2 2 11
7 Temperature of 1 1 2 3 2 2 1 12
atmosphere
8 Foreign partials 4 5 4 6 4 5 5 33
9 Roll blocking 4 3 5 5 4 6 5 32
10 Improper treatment 6 5 5 6 7 6 5 40
11 Blade Failure 6 7 7 7 6 7 7 47
(Slitting)
12 Cooling temperature 6 8 7 8 7 6 8 50
13 Trimming 9 8 9 9 9 9 9 62
14 Set-up 8 8 9 8 9 9 9 60
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15 Parameter 5 7 6 7 5 7 7 44
16 Job change over 7 8 8 7 8 9 8 55
17 Lack of 5 4 4 2 1 1 3 20
communication
18 Lack of distribution of 2 3 7 7 5 5 6 35
authority and
responsibility
19 Lack of proper 1 1 2 4 3 4 3 18
direction of command
20 No standards for job 2 3 6 7 6 7 8 39
distribution
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Table 3.3.8 Multi-voting for Printing process

1 2 d g n iso r al
head r
communication
quality culture
5 Blow film damage 5 5 6 6 7 7 8 44
6 Ink 6 5 6 7 4 5 8 41
7 Solvent 4 5 4 6 4 5 5 33
8 Printing plate damage 7 7 6 6 7 6 7 46
9 Temperature of 1 4 3 2 1 1 1 13
atmosphere
10 Foreign partials 3 3 5 6 6 6 6 35
11 Parameter selection 2 3 6 7 6 7 6 37
12 Dot filing 4 5 3 2 1 1 2 18
13 Color skip 4 2 6 1 2 1 1 17
14 Ink mixing 5 6 4 6 5 4 5 35
15 Registration 4 5 6 6 7 6 6 40
16 Cantering 5 6 8 7 7 6 7 46
17 Trimming 4 3 5 4 1 2 3 22
18 Set-up 8 9 9 9 9 8 9 61
19 Parameter 3 3 4 5 4 5 5 29
20 Job change over 5 7 8 7 6 7 8 48
21 Lack of 1 2 1 2 1 2 3 12
communication
authority and
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responsibility
23 Lack of proper 2 1 5 2 2 2 6 20
distribution
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Table 3.3.9 Multi-voting for Conversion process

1 2 d g n iso r al
head r
communication
quality culture
5 Improper blow film 3 2 4 4 4 5 4 26
6 Improper printing 5 5 6 4 6 5 6 37
7 Temperature of 1 0 0 0 0 1 1 3
atmosphere
8 Power Failure 0 0 0 0 1 0 1 2
9 Roll joint 4 5 6 6 7 6 7 41
10 Improper machine 4 2 4 4 4 4 5 27
selection
11 Maintenance 5 6 5 5 4 5 5 35
12 Parameter 7 8 7 5 7 8 7 49
13 Improper Production 4 3 4 5 6 6 6 34
planning
14 Set-up 8 9 9 9 8 9 9 61
15 Sealer damage 7 7 8 7 7 8 8 52
16 Breakage of 7 8 7 7 7 8 8 52
thermocouple wire
17 Wear and Tear of 7 7 8 8 7 7 7 51
Teflon tap
18 Rubber roller damage 6 7 6 7 7 7 6 46
19 Lack of 2 3 1 3 1 3 2 15
communication
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authority and
responsibility
21 Lack of proper 0 0 2 1 3 4 1 11
distribution
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 Cause Validation:
After multi-voting it is important to do the cause validation. Because it is possible that

in multi-voting there can be some human errors, it is possible that the multi-voting
may have basis. So in order to avoid any type of basis the cause validation in carried
out. To check whether the cause is actually effecting or not.
Table 3.3.10 Cause Validation
Sr. Cause Validation Validation Valid (V) or

No. method remake Not Valid
(N)
Extrusion Process
1 Untrained worker GEMBA Not training is V
provided to
worker after
joining
2 Lack of internal GEMBA V
communication
3 Lack of awareness on GEMBA N
quality culture
4 Poor employee loyalty Interaction with N
operator
5 Mixing of Granuals Wastage V
summery sheet,
GEMBA
6 Power failure GEMBA N
7 Temperature of Interaction with N
atmosphere operator
8 Foreign partials GEMBA V
9 Roll blocking GEMBA V
10 Improper treatment Customer N
complain sheet
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11 Blade Failure GEMBA V

(Slitting)
12 Cooling temperature Interaction with Maintenance V
operator problem
13 Trimming Wastage 100% V
summery sheet, trimming in
GEMBA done
14 Set-up Wastage It is a system V
summery sheet, waste
GEMBA
15 Parameter Verify with V
process master
sheet, Wastage
summery sheet
16 Job change over Wastage V
summery sheet,
GEMBA
17 Lack of Interaction with N
communication operator
18 Lack of distribution of Verify with V
authority and process master
responsibility sheet
19 Lack of proper Verify with N
direction of command process master
sheet
20 No standards for job Verify with N
distribution process master
sheet
Printing Process
21 Blow film damage GEMBA Handling and V
storage of
blow film is
not proper
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22 Ink Interaction with V

operator
23 Solvent Interaction with V
operator
24 Printing plate damage GEMBA Cleaning and V
storage of plate
plays
important role
atmosphere operator
26 Foreign partials Customer V
complain sheet
27 Parameter selection GEMBA V
28 Dot filing Wastage N
summery sheet,
GEMBA
29 Color skip Wastage V
summery sheet,
GEMBA
30 Ink mixing Interaction with V
operator
31 Registration Wastage V
summery sheet,
Customer
complain sheet
32 Cantering Wastage V
summery sheet,
GEMBA,
Customer
complain sheet
33 Trimming GEMBA N
34 Set-up Wastage Color setting V
summery sheet takes time
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35 Parameter GEMBA V
36 Job change over GEMBA V
Conversion Process
37 Improper blow film GEMBA V
38 Improper printing GEMBA V
atmosphere operator
40 Power Failure Interaction with N
operator,
GEMBA
41 Roll joint GEMBA V
42 Improper machine N
selection
43 Maintenance Verify with V
process master
sheet
44 Parameter Interaction with Suddenly 50 V
operator speed
increasing at a
time
45 Improper Production Verify with Similar job V
planning process master should process
sheet to gather
46 Set-up Wastage V
summery sheet
47 Sealer damage GEMBA V
48 Breakage of GEMBA V
thermocouple wire
49 Wear and Tear of GEMBA V
Teflon tap
50 Rubber roller damage GEMBA V
51 High/ low temperature GEMBA V
of sealer
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52 Brakeage of GEMBA V
thermocouple wire
53 Suddenly increase in GEMBA V
machine speed
54 High/ low temperature GEMBA V
of sealer
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 Regression analysis:
Regression analysis is a powerful tool to identify if the two variables have linear
relationship, which is when one increase and other increase or decrease
propositionally. Regression uses observed data to describe the relationship between
the one or more predictor and a single response with the equation. Using this equation
one can predict the response value for a new set of predictor value.
Sealer temperature came out as one of the possible causes in conversion waste after
the brainstorming session. As part of validation of causes the regression analysis is
carried out to see whether the sealer temperature is affecting the wastage percentage
or not.
Here, author has carried out the regression analysis to find out if the sealer
temperature affects the wastage percentage or not, which is carried out as following:
Regression for Wastage % vs Sealer Temperature

Y: Wastage % Model Selection Report
X: Sealer Temperature
Fitted Line Plot for Linear Model

Y = - 1.167 + 0.006140 X
80.00%
60.00%
Wastage %
40.00%
20.00%
0.00%
Quadratic Model
230 240 250 260 270
Sealer Temperature You selected the linear model, but the
quadratic model has a significant quadratic
term and a higher adjusted R-squared. Consider
using the quadratic model instead.
Selected Model Alternative Model

Statistics Linear Quadratic
R-squared (adjusted) 0.00% 95.85%
P-value, model 0.405 <0.005*
P-value, linear term 0.405 <0.005*
P-value, quadratic term — <0.005*
Residual standard deviation 0.268 0.054
* Statistically significant (p < 0.05)
Figure 3.3.9 Fitted line plot
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Figure 3.3.10 Regression for wastage % Vs sealer temperature
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Figure 3.3.11 Regression analysis results
From the regression analysis for wastage percentage vs. sealer temperature it can be
concluded that the P = 0.405 so the relationship between wastage percentage vs.
sealer temperature is not statistically significant. So sealer temperature is not a valid
cause for conversion waste.
Derived causes after cause validation and regression:
Extrusion Process:
 Untrained worker
 Lack of internal communication
 Mixing of Granules
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 Foreign particles
 Trimming
 Set-up waste
 Parameter setting
 Job change over
 Cooling temperature
 Blade failure
 Roll blocking
Printing process:
 Blow film damage
 Ink
 Solvent
 Foreign particles
 Color skip
 Ink mixing
 Set-up waste
 Parameter selection
 Registration
 Cantering
Conversion process:
 Improper blow film
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 Improper printing
 Roll joint
 Maintenance
 Parameter
 Production planning
 Set-up waste
 Sealer damage
 Brakeage of thermocouple wire
 Wear and tear of Teflon
 Rubber roller damage
 High/ low temperature of sealer
 Brakeage of thermocouple wire
 Suddenly increase in machine speed
 High/ low temperature of sealer
3.3.5 Why-Why Analysis:
Why-Why analysis is carried out to find out the root cause of any problem by
asking Why four to five times until you reach to the root cause or there are no
farther questions and finally countermeasures are found for the same. Here, author
has already carried out root cause by fish-bone diagram but there some of the
causes are there which needs farther detailing for that Why-Why analysis is
needed.
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Table 3.3.11 Why-Why analysis Format:
Problem statement: Sealer damage

Why.1: Ink get stuck on sealer Why.2: Sealer is cleaned by metal
Why.3: Poor maintenance Why.4:
Why.5: Why.6:
Countermeasure: 1) Wood + cotton to be used for cleaning of sealer 2) sealer must
be regularly regrind
Table 3.3.12 Results of Why-Why analysis
Causes Countermeasure
Untrained worker Generate a training program for the shop
floor workers
Lack of internal communication Systematic division of duties and
responsibilities
Mixing of Granuals Recheck the data sheet before issue and
put the granule card on the respective
container
Foreign particles Cleaning machine after every
maintenance, regular housekeeping &
setting tools on the tool board
Trimming Air pressure to be maintained in the blow
film according to the film size required
Set-up waste Machine should not stop during the
working hours
Parameter setting Air pressure to be maintained in the blow
film according to the film size required
Job change over Making product family, process similar
jobs to gather which require minimum
job change over
Cooling temperature Preventive maintenance
Slitting Blade repositioning in 1: 30 hour interval
Roll blocking Adding PPA granule 0.5% in outer layer
and 0.5% in inner layer
Cantering Proper alignment of printing plate
Blow film damage Cover the blow film roll with setting
waste of blow film before storing and
handling
Ink, Solvent Maintain ink and solvent inventory in
store, maintain past record of ink mixing
and provide detail of ink mixing in
process sheet
Colour skip Proper cleaning of the Printing plate and
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maintain the proper ink pressure, ink

viscosity must be maintain 15-30s
Registration Proper alignment of printing plate
High/ low temperature of sealer Wire length must be fixed
Brakeage of thermocouple wire Wire length must be fixed
Wear and tear of Teflon Teflon Tape must be change after every
shift (12 hours) for single seal and for
twin seal it must be replaced after every 8
hours
Rubber roller damage Pressure to be specified in process sheet,
use past data
High/ low pressure of sealer Job Wise pressure parameter to be set
Sealer damage Wood + cotton to be used for cleaning of
sealer, Sealer must be regularly regrind
Improper blow film Blow film must be inspected before
sending to the printing department
Improper printing Proper printing operation must be
performed
Roll joint Minimize number of roll joint in one job
Suddenly increase in machine speed Only one operator should operate the
Machine at a time, maximum increase in
speed at time must be 5 bags per minute
Production planning Part family to be created and job belong
to one part family must be processed to
gather
Set-up waste Method for job setting to be developed
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3.4 Improvement Phase

In analysis phase all the causes for wastage generation are identified and validated. By
performing why-why analysis the root causes and countermeasures are identified.
Next is improvement phase in which implementation of solution is to be done.
Solutions derived in analysis phase are implemented and evaluated how the solution
address the problem identified during the previous phase. After that the best solutions
will be verified for its effectiveness.
3.4.1 Action taken:
Blow Film Extrusion process:
Flowing improvements are made on Blow film extrusion process:
(1) Mixing of granules:
The blow film extrusion process makes a tree layer blow film and for that it requires
feeding of different granule mixture in all three different containers. It happens a lot
of time that by mistake the mixture for inner layer is fielded in outer layer or visa wars
a. So instead posting the granule card on the machine. Three cards are made for all
three layers and it is posted on the respective container only. As shown below:
(2) Foreign particles:
It happened a lot of time in past that after maintenance and/or repair work is carried
out the machine is started for production immediately and which result into stacking
of bolt or nut in the blow film or other melt particles to get stuck in to the machine. To
avoid this type of damage to blow film one practice is made compulsory. After every
maintenance and/or repair work the machine is quickly cleaned and all the parts and
tools are stored on the tool board.
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Figure: 3.4.1 Granule Card
(3)Trimming operation:
Trimming waste is absolutely eliminated from the blow film extrusion machine. By
increasing or decreasing the air pressure inside the blow film the size of blow film is
increased or decreased respectively. By this practice the only required size of film is
produced and that’s how trimming is not at all required. Following image shows the
control panel of the extrusion machine.
Figure3.4.2: Control board
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Figure3.4.3: Blow film size regulator
(4) Job change over waste reduction:
There are mainly 6 type of blow films are made.
 Black and white met blow film

 Black and white glossy blow film
 Milky white met blow film
 Milky white glossy blow film
 Transparent met blow film
 Transparent glossy blow film
When job change over is done at that time mainly it is investigated that when job
change over is done from Black and white met blow film to Black and white glossy
blow film it produce about 40% to 50% less job change over waste. It is similar for
Milky white met blow film to Milky white glossy blow film and Transparent met
blow film to Transparent glossy blow film job change over. So from this observation
all similar type of blow films are made on one extrusion machine and other is made
on other it facilitate easy production and easy job change over and less wastage.
(5) Slitting operation:
After series of observation it is derived that Blade used in slitting operation must be
repositioned and tightened after every 2:00 hours to make sure that there will be no
blade failure.
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Figure3.4.4: Slitting blade arrangement
(6) Roll blocking:
PPA granule is added 0.5% in the inner layer of blow film and 0.5% in outer layer of
blow film to avoid roll blocking.
Printing process:
Flowing improvements are made in printing process:
(1) Blow film damage:
A piece of blow film wastage that is produced as starting waste is wrapped around the
finish blow film roll before transferred to storage, which protect the actual roll from
getting damage during handling and storage.
Figure3.4.5: Roll storage
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(2) Colour setting:
For setting the colour the old piece of blow film is used and all the setting for
different job is done on the same roll and once the colour setting is achieved the
printing on the actual roll (blow film) is carried out.
Figure3.4.6: Colour setting on waste roll
For the jobs that are repetitive in nature the final setting of ink pressure, speed of
printing and other machine settings are saved in data base to call them when ever
required. This save the time of printing and reduce the setting waste.
(3) Colour skip:
To avoid colour skip problem the printing plates are well inspected after cleaning. The
printing plate must be raped in plastic tape before storage so foreign particle do not
get deposited during storage and do not get damage. The viscosity of the ink must be
maintained in between 15 – 30 Pa.s.
Before After
Figure3.4.7: Printing plate storage
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(4) Registration:
Proper alignment of the printing plate is checked during the colour setting.
Conversion process:
Flowing improvements are made on conversion process:
(1) Thermocouple wire:
Length of thermocouple wire is fixed and a red tape is used to set as a mark on how
much the wire should be pushed in.
Figure3.4.8: Thermocouple wire
(2) Teflon tap:
Teflon tap must be replaced after every 10 hours for single seal operation.
Teflon tap must be replaced after every 8 hours for double seal operation.
(3) Sealer damage:
Sealer is cleaned with wood and cloth. The sealer is cleaned after every 1000 bags if
the sealing is done on printed area and sealer is cleaned after every 3000 bags if the
sealing is done on none printing area. Sealer must be regrind after every 30 days.
Figure3.4.9: Sealer before regrinding
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Figure3.4.10: Sealer after regrinding
(4) Job setting:
Instead directly setting the job in its original width the job is firstly set in 80mm to
120mm width of bags and then it is transferred to the original width. This all is done
to reduce number of wastage bag. The speed of machine is turn down to 40 to 50
bags/ minute during setting. The machine speed is increased later after completion of
setting. Machine speed is only increased only by 5 at a time to avoid wastage due to
sudden increase in speed i.e. From 50 bag/minute to 55 bag/ minute.
(5) Liner:
Double side liner is used compare to single sided liner.
3.4.1Management suggestion:
Top management commitment and involvement is one of the major factors for
successful implementation of six sigma project. If the management thinks that
workers don’t care, then they won’t care. So it is very important for top management
to motivate the workers towards positive change. In an organization the culture
change is most important and one of the most difficult to achieve and which can be
efficiently achieve by top management. Following are the suggestions which are
given to top management.
There is lack of motivation in quality department; the quality department must be

motivated for their efforts in wastage reduction and quality improvement.
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Management need to understand that to reduce wastage and improve quality they need
to invest in worker training program. Worker training program may be an extra
investment of time money and energy, which do not give any return at instant. But it
is the best this to invest in for long run. This becomes more important for the new
workers who join the organization. A good training program will help in developing
skills of workers which company can optimize for it good output.
Management also need to understand the importance of systematic distribution of

authorities and responsibilities. I.e. If a blow film is rejected by quality department the
production department should not be allowed to accept it and send it for further
processing.
Management need to have patience as far as results are considered.
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3.5 Control Phase:

The aim of control phase is to sustain the improvements achieved in the improvement
phase and gain a sustainable improvement in system. For this purpose the process
requires a measurement system so that we can see the process continue to be both
capable and stable.
To gain the advantage of improvements in long term following control steps must be
taken.
1) Monitoring of process:
Monitoring and measurement of process must be carried out to ensure the results and
to take corrective actions according to the results for sustainable development.
Following is a data collection sheet which is modified to monitor the key parameter in
system. This data collection sheet must be used on daily basis to identify any change
in the system. The data collection sheet is made machine vice and name of the
machine is at top most row of table. This all sheets must be filled by machine
supervisor on daily basis. Wastage is calculated in kg.
Table3.5.1: Extruder-1 wastage summary
Extruder: 1 Date:
WASTAGE DETAILS
Job Puncture Power Blocking Setup Motor Blade Others Total
Trip
change Prob. Fail
Over
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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Extruder: 2 Date:
WASTAGE DETAILS
Trip
change Prob. Fail
Over
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Extruder: 3 Date:
WASTAGE DETAILS
Trip
change Prob. Fail
Over
Total
Produ
ction
(in kg)
Total
Wasta
ge (in
kg)
%age
Wasta
ge
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Extruder: 4 Date:
WASTAGE DETAILS
Trip
change Prob. Fail
Over
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Table3.5.5: SCAE-1 wastage summary
SCAE:1 Date:
WASTAGE DETAILS
Setting Sealing Cuttin Printin Number gusse Centre Jacket Total
waste waste g g ing/ t foldin sealing
waste missin barcode g
g
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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SCAE:2 Date:
WASTAGE DETAILS
g
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
SCAE:3 Date:
WASTAGE DETAILS
g
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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SCAE:4 Date:
WASTAGE DETAILS
g
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Table3.5.9: XL-1 wastage summary
XL-1 Date:
WASTAGE DETAILS
Setting Sealing Cuttin Printin Loop gusset Centre Other Total
waste waste g g foldin
waste missin g
g
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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XL-2 Date:
WASTAGE DETAILS
Setting Sealing Cutting Printing Gusset Centre Other Total
waste waste waste missing folding
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
XL-3 Date:
WASTAGE DETAILS
Setti Sealin Cutti Printi D-cut Loop gusset Centre Other T
ng g ng ng folding ot
wast waste wast missi al
e e ng
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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Table3.5.12: LAIN YOU wastage summary
LAIN YOU Date:

WASTAGE DETAILS
Setti Sealin Cutti Printi Top D- gusset Centre Other T
ng g ng ng fold cut folding ot
e e ng
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Table3.5.13: FONGYOU wastage summary
FONG YOU Date:

WASTAGE DETAILS
Setti Sealin Cutti Printi Loop gusset Centre Other T
ng g ng ng folding ot
e e ng
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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Table3.5.14: BOTTOM SEAL wastage summary
BOTTOM SEAL Date:

WASTAGE DETAILS
Setti Sealin Cutti Printi Numb D- gusset Centre Other T
ng g ng ng ering/ cut folding ot
wast waste wast missi barcod al
e e ng e
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Table3.5.15: LIMEX wastage summary
LIMEX Date:
WASTAGE DETAILS
Setting Sealing Cutting Printing Gusset Centre D-cut T
waste waste waste missing folding ot
al
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
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Table3.5.16: HEMINGSTONE wastage summary
HEMINGSTONE Date:
WASTAGE DETAILS
Setting Sealing Cutting Printing D-cut Centre Other T
waste waste waste missing folding ot
al
Total
Produ
ction
Total
Wasta
ge
%age
Wasta
ge
Table3.5.17: NEW COMEXI wastage summary
NEW COMEXI Date:

WASTAGE DETAILS
Setting wastage Mix Wastage Total
Total Production (in
kg)
Total Wastage (in
kg)
%age Wastage
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Table3.5.18: OLD COMEXI wastage summary
OLD COMEXI Date:

WASTAGE DETAILS
Setting wastage Mix Wastage Total
Total Production (in
kg)
Total Wastage (in
kg)
%age Wastage
Table3.5.19: Overall wastage summary
Machines: Wastage % age

Extruder:1
Extruder: 2
Extruder: 3
Extruder: 4
SCAE: 1
SCAE: 2
SCAE: 3
SCAE: 4
XL-1
XL-2
XL-3
LIAN YOU
FONG YOU
BOTTOM SEAL
LIMEX
HEMINGSTONE
NEW COMEXI
OLD COMEXI
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2) Developing standard operating procedure and Training workers:
To reduce wastage in conversion process and to make the process changes stable it is
very essential that the workers are trained according to SOP (Standard Operation
Procedure).
Table3.5.20 SOP for conversion process:
STEP 1: Ensure the roll near roll loading area & sticker available on the roll
with ORN number, roll number & roll weight.
STEP 2: Remove the shaft from the machine and fit in the core of the roll which
is to be load for the process.
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STEP 3: Check the centring of the roll by measure tap for setting the roll & Lock
the shaft by giving air pressure.
STEP 4: Load the roll on machine.
STEP 5: Match the printing and joint the roll by using cello tape.
STEP 6: Give the tension to film.
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STEP 7: Set the edge guard for the film.
STEP 8: Check the availability of the jacket roll AND Load the Jacket roll.
STEP 9: set the jacket ( 110mm width = from j top to bottom) (140mm width =
from bottom to top)
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STEP 10: Set the jacket sealing temperature as per bag making parameter.
STEP 11: Check the availability of Liner. Load the liner on machine.
STEP 12: Check the liner by using cello tap for the coating side. Coating side
must be on adhesive side.
STEP 13: Change the shim as per require width given in the check list of the Job.
100
DMAIC PROJECT
STEP 14: Feed the data in dynatech / robatech for the proper flow of adhesive.
STEP 15: Feed the data in inkjet/thermal printer as given in the checklist and
design.
STEP 16: Set the head for numbering/barcode on the film as per design.
STEP 17: Set the cutter at proper distance for perforation as per design and
Push the button for air pressure for perforation.
101
DMAIC PROJECT
STEP 18: Set the gusseting fixture as per checklist & design.
STEP 19: Set the temperature for top sealing & bottom sealing as per bag
making parameter.
STEP 20: Set the Teflon tape on require area of the bag for top & bottom Sealing
as per design.
STEP 21: Load the Void tape / Red tape / Blue tape on machine.
102
DMAIC PROJECT
STEP 22: Set the distance of Void tape / Red tape / Blue tape as per design.
STEP 23: Change the shim as per require width given in the check list of the Job.
STEP 24: Feed the data in dynatech / robatech for the proper flow of adhesive.
STEP 25: Pass the film (Threading) from dancers. (Draw roller pressure ‐ 2 bar,
Dancer Pressure ‐ 2 bar, Nip roller pressure ‐ 0 bar)
103
DMAIC PROJECT
STEP 26: Set the wide sealer temperature (Wide sealer 2 in robox) as per the
Process sheet. (Data to be entered in ROBOX)
STEP 27: Set the twin sealer temperature (Wide Sealer 1 in robox) as per the
bag making process sheet. (Data to be entered in ROBOX)
STEP 28: Set the cooling sealer temperature in chillers (Temperature Range : 20
degree to 25 degree)
104
DMAIC PROJECT
STEP 29: Set the temperature for punching impression as per bag making
process sheet & Set the punch on require area to be punch as per design.
STEP 30: Set the temperature of Pre‐Sealer as per bag making process sheet and
set the pre‐sealer on require area to be seal.
STEP 31: Set the sensor to detect the photo cess for cutting of bag in require
length as per the design & checklist.
105
DMAIC PROJECT
STEP 32: Fitment of the sealer as per checklist. (Side Seal OR Twin Seal)
STEP 33: Set the temperature of the Sealer as per bag making process sheet.
Table3.5.21: Does and don’t for SCAE Machine:
Don’t – (X) Do – (V)
Don’t clean sealer by metal part. Due Clean Sealer first by wooden stick and than
to Metal, sealer may get damage. by cotton
106
DMAIC PROJECT
No identification/marking on Identification/marking on
thermocouple for spring length thermocouple for spring length
required inside the sealer required inside the sealer
Avoid using the damaged Teflon Replace the Teflon Tape after every
Tape. If found, replace the Teflon 10 hours to eliminate the sealing
Tape. Operator has to check after defect due to Teflon Tape worn out
every 6 hours for the condition of
the Teflon Tape
107
DMAIC PROJECT
3.5.1 Project Closer:
Project completion date: Approval:
6 May 2015 We acknowledge having reviewed and

approving the project work carried out by
Miss. Rumana I. Patel. We agree that the
suggestions provided are real. We have
Project title:
also tested and implemented some of the
improvement suggestions which have
Reducing different type of wastage in shown positive results. Management have
plastic bag making process and taken all the remaining suggestions in to
improving productivity using Six sigma consideration and looking forward to get
DMAIC methodology positive results by implementing them in
near future.
Organization name:
Team members:
Dynaflex/Dynacorp Pvt Ltd.
Team leader: Miss Rumana I. Patel
Project guide: Dr. Darshak Desai
Sigma level calculation: (Black belt)
Industrial guide: Mr. Nilesh Patel
Sigma level in August 2014: 3.2 My signature on this project closer
Sigma level in April 2015: 3.4 signifies our agreement to be accountable
for and committed to implementation of
remaining suggestions.
Check list:
Data collection sheet

Process sheet
Pareto chart
Control plane
SOP sheet
Expected financial benefit:
Average saving monthly: Rs. 890430

Average saving annually: Rs. 10685160
Mr. Nilesh Patel
(Production Head)
Dynaflex/Dynacorp Pvt Ltd.
108
RESULT AND CONCLUSION
Chapter4: Results and conclusion:

This chapter discus the results and conclusion obtain after implementation of six
sigma project in a plastic industry. A lot of things have been learned during the whole
journey. Things learned from the literature have helped up to great extant. The thumb
rules of successful six sigma project implementation were proven right. Some of the
thumb rules include top management commitment and support, continuous learning,
cultural change, employee commitment.
The most important phase of DMAIC methodology is project selection. The project
selected must link to the company goal and objective. The project selected must target
customer satisfaction. In this project the target is to reduce waste which is linked with
the company objective of increase in productivity. In measurement phase it is the
most critical part to collect accurate and actual data because the analysis phase is
completely depended upon the data collection carried out in measure phase. The
improvement phase was the most difficult part of this project because the
implementation of the solutions derived in the analysis phase was resisted by worker.
Workers refuse to change so this phase requires continuous efforts strong
communication and patience. But once after the implementation of the number of
suggestions and getting positive result was a turning point of the workers attitude to
words implementation of the six sigma project. The use of correct quality
management tools are also very important part of six sigma project.
Results:
Other than the financial benefits this are some other benefits obtain by six sigma
project:
Process in now more clear to the workers as well as managers.
The understanding of what is waste and why it is required to reduce is developed

among the workers and the managers.
The concept of producing quality product is introduced to the workers and managers.
Now managers understand the workers in a better way.
109
One important rule is established that when a problem arises in system the process is
to be blamed and to be corrected not man. This made the problem solving easy, and
reduce personal conflicts.
Scientific method of problem solving is introduced.
It is made clear to workers that problem identification in system is not carried out to
blame them but to make their task easier. This resulted in worker being more open
about their work problems.
Table3.6.1: Sigma level comparison
Sigma level calculation

Parameters Before value After value
Defects 47903 86101
Units inspected 264161 808130
Opportunities per unit 4 4
DPMO 45335 26635.8
Process Sigma Level 3.2 3.4
Table3.6.2: Financial benefits
Financial benefits
Parameters Before value After value
Average cost of wastage per kg Rs.15 Rs. 15
Total cost of wastage Rs. 2181945 Rs. 1291515
Saving in percentage 59.19 %
Average saving monthly Rs. 890430
Average saving annually Rs. 10685160
110
3.6.1 Conclusion:
From the implementation of six sigma project in a small scale plastic industry
Dynaflex/Dynacorp Pvt Ltd., We can conclude that six sigma methodology is
undoubtedly a business strategy that can provide a breakthrough improvement in the
competitive business world. The key success factor in implementing six sigma
methodology is that the industry applying it must use correct data and accurate data
because six sigma is a data driven methodology. A correct methodology and correct
tools and technique must be used. Moreover critical factors like top management
support and commitment, linking six sigma project to business goals and objectives,
training on six sigma and quality awareness program can implementation of project
smooth and fruitful. Proper implementation of six sigma methodology can lead to
great benefits. The current results suggest that there is further scope of improvement
to become the world class level of organization.
111
FUTURE SCOPE
Chapter5: Future Scope:

The six sigma improvement strategy was invented by Motorola in and since then the
success stories of six sigma implementation in large organization have been popular.
But still there are not many small and medium scale organizations who have taken
benefits of this strategy. It is mostly used in by manufacturing organizations. This was
a pilot project carried out in a plastic industry with the aim of wastage reduction. The
six sigma methodology can also be use in the same organization in various
departments to target different problems and reap fruitful results. This study will help
in by creating a base for further improvement.
For further advancement the six sigma improvement strategy can be combined with
lean a tool which is called lean six sigma. This strategy can be used to get the best of
both methodologies to make the process more standardized and error free.
Many organizations still don’t know about six sigma improvement strategy by
supporting this type of pilot projects and gaining benefits will make this strategy more
popular and resulting more organizations will adopt it to shine globally.
112
PAPER PUBLISHED
Chapter 6: Paper published:
113
REFERENCES
Chapter7: References:
[1] T.R. Vijayaram, S. Sulaiman, A.M.S. Hamouda, , M.H.M. Ahmad ‘Foundry
quality control aspects and prospects to reduce scrap rework and rejection in metal
casting manufacturing industries’, Journal of Materials Processing Technology 178
(2006) 39–43
[2] Chao-Ton Su , Chia-Jen Chou, ‘A systematic methodology for the creation of Six
Sigma projects: A case study of semiconductor foundry’,
Expert Systems with Applications 34 (2008) 2693–2703
[3] Desai D., ‘Increasing Bottom-Line Through Six Sigma Quality Improvement
Drive: Case of Small Scale Foundry Industry’, Udhyog Pragati Vol. 36, No. 2, April-
June, 2012
[4] Shanmugaraja M., Nataraj M. and Gunasekaran N., ‘Empirical Study for Six
Sigma Success: Mapping Organizational Hierarchy with Barriers’, International
Journal of Applied Engineering Research ISSN 0973-4562 Volume 5 Number 10
(2010) pp. 1821–1826
[5] Desai D., ‘Improving productivity and profitability through Six Sigma: experience
of a small-scale jobbing
Industry’, Int. J. Productivity and Quality Management, Vol. 3, No. 3, (2008)
[6] E. V. Gijo & Rao T., ‘Six Sigma Implementation – Hurdles and More Hurdles’
Total Quality Management
Vol. 16, No. 6, 721–725, August (2005)
[7] Shanmugaraja M. and Nataraj M., ‘Defect control analysis for improving quality
and productivity: an innovative Six Sigma case study’ Int. J. Quality and Innovation,
Vol. 1, No. 3, (2011)
[8] Shanmugaraja M. And Nataraj M. ‘Literature snapshot on Six Sigma project
selection for future research’, Int. J. Services and Operations Management, Vol. 11,
No. 3, (2012)
[9] Desai D., ‘Quality and productivity improvement through Six Sigma in foundry
industry’, Int. J. Productivity and Quality Management, Vol. 9, No. 2, (2012)
114
REFERENCES
[10] E.V. Gijo, ‘11 Ways to Sink Your Six Sigma Project’, Six sigma forum
magazine, November (2011), 27-28
[11] E. V. Gijo & Johny Scaria, ‘Process improvement through Six Sigma with Beta
correction: a case study of manufacturing company’, Int. Journal of Advance
Manufacturing Technology (2014) 71:717-730 DOI 10.1007/s00170-013-5483-y
[12] E.V. Gijo, Shreeranga Bhat, N.A. Jnanesh, ‘Application of Six Sigma
methodology in a small-scale foundry industry’, International Journal of Lean Six
Sigma Vol. 5 No. 2, (2014) pp. 193-211
[13] Desai D., Patel M., ‘Impact of Six Sigma in a developing economy: analysis on
benefits drawn by Indian industries’ Journal of industrial engineering and
management (2009) – 2(3): 517-538 - ISSN: 2013-0953
[14] Thomas A. and Barton R., ‘Developing an SME based six sigma strategy’,
Journal of Manufacturing Technology
Management Vol. 17 No. 4, (2006) pp. 417-434
[15] Taho Yang and Chiung-Hsi Hsieh, ‘Six-Sigma project selection using national
quality award criteria and fuzzy multiple criteria decision making method’ 978-1-
4244-2108-4/08/$25.00 © (2008) IEEE
[16] Desai D., ‘Cost of quality in small- and medium-sized enterprises: case of an
Indian engineering company’, Production Planning & Control, Vol. 19, No. 1,
January (2008), 25–34
[17] Desai D., Antony J., Patel M.B., ‘An assessment of the critical success factors for
Six Sigma implementation in Indian industries’ International Journal of Productivity
and Performance Management Vol. 61 No. 4, 2012 pp. 426-444
[18] Gupta N., ‘An overview on six sigma: Quality improvement program’,
International Journal of Technical Research and Applications e-ISSN: 2320-8163,
Volume 1, Issue 1 (March-April 2013), PP. 29-39
[19] Ganguly K., ‘Improvement process for rolling mill through the DMAIC Six
Sigma approach’ International Journal for Quality research, Vol. 6, No. 3, (2012)
[20] Dambhare S., Aphale S., Kakade K., Thote T, Jawalkar U., ‘Reduction in
Rework of an Engine Step Bore Depth Variation using DMAIC and Six Sigma
approach : A case study of Engine Manufacturing Industry’, International Journal of
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REFERENCES
Advanced Scientific and Technical Research Issue 3 volume 2, March-April (2013)

ISSN 2249-9954
[21] Mehdiuz zaman, Pattanayak S. & Chandra Paul A., ‘Study of feasibility of six
sigma implementation in a manufacturing industrial: A case study’ International
Journal of Mechanical and Industrial Engineering (IJMIE) ISSN No. 2231-6477, Vol-
3, Iss-1, (2013)
[22] Badiger V., Gowda P., ‘ reduction in customer complaints due to inlet port leak
in engine cylinder head of a light commercial vehicle sub assembly by lean six sigma
tools’ International journal of management research and business strategy Vol. 2, No.
3, (July 2013)
[23] A. Kumaravadivel, U. Natarajan, ‘Empirical study on employee job satisfaction
upon implementing six sigma DMAIC methodology in Indian foundry – A case
study’ International Journal of Engineering, Science and Technology
Vol. 3, No. 4, (2011), pp. 164-184
[24] Hayajneh M., Omar Bataineh, Ramial-Tawil, ‘Applying Six Sigma Methodology
Based On “DMAIC” Tools to Reduce Production Defects in Textile Manufacturing’,
Recent Advances in Industrial and Manufacturing Technologies ISBN: 978-1-61804-
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[25] Antony J., Desai D., ‘Assessing the status of six sigma implementation in the
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[26] Antony J., Kumar M., and M K Tiwar, ‘An application of Six Sigma
methodology to reduce the engine-overheating problem in an automotive company’,
IMECHE Vol. 219 Part B: J. Engineering Manufacture (2005)
[27] Vaidya O. and Kumar S., ‘Achieving better results using Six Sigma approach’,
Vol. 34, No. 2, April-June, Udhyog Pragati (2010)
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Six sigma in a Continuous product line manufacturing system’, Vol. 34, No. 2, April-
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[29] Warren Brussee, ‘All about six sigma’, TATA McGraw-Hill publishing company
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[30] Craig W. Baird, ‘The six sigma manual for small and medium businesses’, Yes
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[31] Angelo R. Uy, Marvin V. Picardal, Patrocinio Enriquez, Arnold C. Alaraz,

‘Package Crack Resolution through Low Stress Dambar Punch Design: A Six Sigma
DMAIC Approach’, 34th International Electronic Manufacturing Technology
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[32] Md. Enamul Kabir, S. M. Mahbubul Islam Boby, Mostafa Lutfi ‘Productivity
Improvement by using Six-Sigma’ International Journal of Engineering and
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Related Literature’ Proceedings of the International MultiConference of Engineers
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Appendix-A [Dissertation review card]
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Appendix-B [Plagiarism summary report]
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7

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REDUCING DIFFERENT TYPE OF WASTAGE IN

PLASTIC BAG MAKING PROCESS AND

Patel Rumana InayatHusen

Dr. Darshak A. Desai

G. H. PATEL COLLEGE OF ENGINEERING & TECHNOLOGY,

This is to certify that research work embodied in this thesis entitled

Institutional Guide: Principal

Signature and Name of Student Signature and Name of Guide

PAPER PUBLICATION CERTIFICATE

Signature and Name of Student Signature and Name of Guide

Signature and Name of Principal

Examiners Sign and Name:

Signature of Student: Signature of Guide:

Dedicate to my parents, guide, family and friends....

Knowledge in itself is a continuous process. Getting a practical knowledge is an

I take this opportunity to express my profound gratitude and regard to my dissertation

I am pleased to acknowledge the helpful comments and suggestions provided by

Sr. No. Figure Label Pg. No.

Sr. No. Table Label Pg. No.

Patel Rumana InayatHusen

Dr. Darshak A. Desai

1.1 Company profile:

Company name: Dynacorp/ Dynaflex

 Dynaflex/Dynacorp private limited is established in 1985 which passes

1) Tamper Evident  Security Envelopes  Carry Bags

1984: Company Establishment.

2013: Set up a new plant as a part of expansion.

1.2 Problem statement and Research objectives:

 To reduce wastage up to 50% in bag making process.

1.3 Project schedule:

Figure 1.3.1 Gantt Char

1.4 Organization of the thesis

Chapter: 2 Literature review:

 22 research papers are from international journals.

 10 research papers are from national journals.

 2 research papers are conference paper.

Table 2.1 list of research paper

No Name of the research Author Year Name of journal

5 Improving productivity Darshak A. 2008 Int. J. Productivity and

7 Defect control analysis M. 2011 Int. J. Quality and

14 Six-Sigma project Taho Yang and 2008 IEEE Journal

15 Package Crack Angelo R. Uy, 2010 International Electronic

23 Empirical study on A. 2011 International Journal of

30 Productivity Md. Enamul 2013 International Journal of

31 Package Crack Angelo R. Uy, 2010 34th International

33 Adoption of Six Sigma: Venkateswarlu 2010 International Review of

2.1. Definition of Six sigma:

2.2 History of Six sigma:

Smith gathered benchmarking data on yield of Japanese TV sets and determined we

2.3 Concept of Six sigma:

Globalization, advanced technology, and increased sophisticated customer demands

2.4 Project selection for six sigma:

Six Sigma projects must be directly linked to an organization’s business objective

The selection of a particular improvement strategy depends up on the nature of the

Lean and six sigma are not alternatives of each other.

2.5 Methodology of Six sigma:

Six sigma has two key methodologies:

DMAIC consists of following steps:

 Analyze the collected data by verifying cause and effect relationships.

DMADV consists of following steps:

2.5.1. DMAIC Methodology:

Following aspects are to be covered in this phase on the problems selected.

2.6 Tool and techniques used in six sigma: