Process Capability: A Discerning Measure of Process

Performance
 Introduction
• We introduce now an important concept employed in
thinking statistically about real life processes.
• Process capability is the range over which the "natural
variation“ of a process occurs as determined by the system
of common or random causes; that is, process capability
indicates what the process can deliver under "stable“
conditions when it is said to be under statistical control.
• The capability of a process is thefiaction of output that can
be routinely found to be within specifications (specs). A
capable process has 99.73% or more of its output within
specifications (Figures 7.4 and 7.5).
 Definition
• Process capability refers to how capable a process is
of making parts that are within the range of
engineering or customer specifications. Figure 7.4
shows the distribution of the dimension of parts for a
machining process whose output follows the bell-
shaped normal distribution. This process is capable
because the distribution of its output is wholly within
the specific range. The process shown by Figure 7.5 is
not capable.
 Statistical Process Control (SPC)
• SPC on the other hand refers to maintaining
the performance of a process at its current
capability level.
• SPC involves a range of activities such as
sampling the process product, charting its
performance, determining causes of any
excessive variation and taking corrective
action.
• Process capability expresses the proportion or
fractional output that a process can routinely
deliver within the specifications.
• A process when subjected to a capability study
answers two key questions, "Does the process
need to be improved?" and "How much does
the process need to improved?"
• Knowing process capability allows
manufacturing and quality managers to
predict, quantitatively, how well a process will
meet specs. and to specify equipment
requirements and the level of control
necessary to maintain the firm’s capability.
 Case based Example
• For example, if a design specs requires a length of metal
tubing to be cut within one-tenth of an inch, a process
consisting of a worker using a ruler and hacksaw will probably
result in a large percentage of nonconforming products.
• In this case, the process, due to its high inherent or natural
variability, is not capable of meeting the design specs. The
management will face here three possible choices:
1. measure each pieces and either re-cut or trap non-
conforming tubing,
2. develop a better process by investing in new technology,
3. change the specifications.
 On pg 194
• Such decisions are usua!ly bdsed on ecull.v!c;.
i<emember that under routine productio~:, dm cost
to ~rr:
• duce one unit of the p-duct be., its unit cost) whether
the product ultin~ateive -2, iaillng wlthin or outside
• specs is the Fame. gather, the firm n d y be forced to
raise d:r ! ~ l d r i ~p~rfk ~f: the within-spec products
• (those that are acceptable to customerc) 3%; &us
weaken its competitive position.