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Reducing Process Variability by Using Dmaic Model: a Case Study in Bangladesh

Ripon Kumar Chakrabortty
Rajshahi University of Engineering and Technology, Bangladesh

Tarun Kumar Biswas
Rajshahi University of Engineering and Technology, Bangladesh

Iraj Ahmed
Rajshahi University of Engineering and Technology, Bangladesh

Abstract/ Executive Summary:

Now-a-day’s many leading manufacturing industry have started to practice Six Sigma and Lean manufacturing concepts to boost up their productivity as well as quality of products. In this paper, the Six Sigma approach has been used to reduce process variability of a food processing industry in Bangladesh. DMAIC (Define, Measure, Analyze, Improve, & Control) model has been used to implement the Six Sigma Philosophy. Five phases of the model have been structured step by step respectively. Different tools of Total Quality Management, Statistical Quality Control and Lean Manufacturing concepts likely Quality function deployment, P Control chart, Fish-bone diagram, Analytical Hierarchy Process, Pareto analysis have been used in different phases of the DMAIC model. The process variability have been tried to reduce by identifying the root cause of defects and reducing it. The ultimate goal of this study is to make the process lean and increase the level of sigma.

Keywords: Six Sigma management, DMAIC model, Variation reduction, Lean management

Location: In Bangladesh

Start Date:

End Date:

Program Area: Socio-economic and Policy

Commodity: Modeling

Objectives:

Those are leakage, presence of black particle, leaving bottles without coding, excess/short materials fill up and cap loose. Alarming to see that the process mean’s spread of the products was far away from the mean in both sides. To reduce this spread of the process, the process needs to be improved. That is why the authors emphasized on that department only.

Methodology:

The methodological frameworks which have been used for the subsequent empirical analysis is presented here. After conducting a literature review, the core of the research work was to collect relevant data. Prior to visit any company a detailed questionnaire was developed with the aim of finding out how many defects and reworks were being occurred regularly and what caution they normally follow to reduce them. The data has been taken in two ways. At first field questionnaire was conducted from the operators or workers and then statistical records were collected from the quality control department. The study also included direct observation which has given in-depth knowledge. After the data collection, calculations and analysis have been done according to the DMAIC approach. In the different Phase of DMAIC model different types of Six sigma tools and lean tools such as QFD, control chart, Fish-bone diagram, Pareto analysis and Analytical hierarchy process were employed. After defining the problem and observing situation in control chart, the defects which is about 80% responsible for the variation of the process has been identified. Then the root causes of these defects were identified in the analysis phase by using the cause-effect diagram, after which some guidelines were placed to improve the condition with implementing some Lean and TQM tools.

Source of Information: International Journal for Quality Research 7(1) 127–140 ISSN 1800-6450

Article Link (Online Journal):

Funding Source:

Budget:

Total Budget (Tk.) :

Achievement/Findings:

The reduction of process variations is a continuous process. To achieve the Six Sigma level for any manufacturing firm is a laborious & time consuming task. In this study the authors just emphasized on only the beginning or first iteration of DMAIC model. This iteration need to be continued untill the variation of process reduces up to the desired level of Six sigma approach. Lean and Six Sigma both have been implemented as integrated form in this study to obtain better results and support to each others. Lean Six Sigma can be applied easily in any kind of business areas like service, production, marketing, sales and procurements etc. The major outcomes of this approach are to reduce cost, reduce time, maximize profits, quality of the products and increase customer satisfaction. Although all preventive and corrective actions have defined but until or unless the manufacturers practice these concepts it cannot be claimed that the number of defective items is in decreasing trend. But at least it can be assured that the successful implementation of this management technique must bring huge positive impacts to the organization.

Knowledge Management: Journal