Prepared by:

Ho Chi Leng 104949

Isabelle Chan Shieu Juinn 104950
Soh Pei Jun 104967
Tan Kai Yin 104968
Wan Mohd Safrizal b. Wan Mohd Salleh 104969
Wong Xin Xin 104970
26 Feb, 2013
School of Mechanical USM
The first phase of the Define, Measure,
Analyze, Improve, and Control (DMAIC)
methodology used in Six Sigma process
improvement initiatives.
The Define phase involves defining
the problem to be addressed or
the improvement opportunity
by examining the goals of the project,
the current level of performance, and
the requirements provided by the customer.

After definition of problem has been defined, then it
need additional measurement to quantify the
problem.
Example: Damaged finished goods from the
production line have increased 17 percent in the last
three months is the definition of problem.
The addition measurements need to look at the:
- What finished good are damaged
- When are they damaged
- Level of damaged
-Develop a data collection plan for the process


To identify the gap between the actual performance
with the goal

Causes of the problems can be identified.

Most cases, not more than three causes being
identified.

Tools being used:
i. Pareto Chart
ii. Fishbone Diagram
iii. 5-Why
iv. Hypothesis Testing


Objective: To identify, test and implement a
solution to the problem.


Focuses on fully understanding the top causes that identified in the Analyze step, with the
aim of controlling or eliminating those causes to achieve breakthrough performance.


Six Sigma tools:
Regression Analysis
Hypothesis Testing
Design of Experiments (DOE)
Analysis of Variance (ANOVA)
Failure Modes and Effects
Analysis (FMEA)





Key points of this step:
Create innovative solutions
Focus on the simplest and easiest
solutions
Test solutions using Plan-Do-Study-Act
(PDSA) cycle
Based on PDSA results, attempt to
anticipate any avoidable risks associated
with the improvement using FMEA
Create a detailed implementation plan
Deploy improvements


Verify the process changes.
Validate the
measurements.
Sustain the results.


1.
Establish control and capability monitoring
schemes.
(Consider rational subgrouping and
sampling strategies)
2.
Establish procedures (SOPs).
3.
Establish appropriate SPC.
(control the critical variables)
4.
Establish appropriate plans to ensure
measurement systems are stable.
(data reliability)
5.
Document process/product changes.
The target average crusher throughput is 1500
tons/hour.
The actual average crusher throughput is 1312
tons/hour.
Problem:
The crusher actual throughput is Lower!!!
(1312 tons < 1500 tons)
Goal: 1500 tons & Benefits: >$8 million
per year
*Only Single problem is addressed.
The crusher throughput data was collected
over a period of time and plotted on 6
control chart. The throughput shortfall was
shown to be systematic variation.
FISHBONE Diagram used in analyse the
possible root causes of poor crusher
throughput.

The possible root causes of poor crusher
throughput has been identified through test
out each possible causes.

1. Equipment failure (Breakdown) has
significant impact on crusher throughput.
2. Shift supervision The night shift has
significant lower crusher throughput than
day shift.
Breakdown time need to be reduced.
Night shift supervision management need to be
improved.
Solution:
1. Introduce maintenance changes, educate and trained
the relevant supervisor and workers.
2. Changed the management process of night shift.

Result:
Crusher throughput was now on target of 1500 tons/
hour and less variability from hour to hour production.


The throughput was supervised by 6 control
chart and steps of DMAIC is used to counter
the problem in crusher throughput.