STATISTICAL PROCESS CONTROL SPC

CONTENTS

Page Summary..................................................................... Module Description.................................................. Learning Sequence Stage 1..................................... Introduction to Statistical Process Control .................. Variability Common and Special Causes ................ Quality Control Charts.............................................. Quality Control Charts for Average and Range....... Stabilization of the Process ........................................ Putting Quality Control Charts into Practice................ Capability of the Process............................................. SPC: Questions and Answers .................................... Exercises..................................................................... Notes........................................................................... Theoretical Self-Evaluation.................................. Answer Sheet.............................................................. Bibliography................................................................. 2 3 4 5 8 10 12 15 16 17 18 22 25 26 29 31

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SUMMARY

Participants Facilitator MSC Manager

Prerequisites Statistical Thinking

Duration Theory: 4 hours Practice: none

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MODULE DESCRIPTION
Objectives Understand and be capable of transmitting the procedures of the Statistical Process Control. Get to know control charts, their interpretation, and purpose. Understand how the statistical control process can bring benefits toward improving the quality of Gerdau Ameristeel products and processes. Learning Sequence 1Introduction to SPC 5 to 9 Page

1.1- Present the meaning of SPC and its objectives. Review concepts of variability, common causes, and special causes. 1.2- Present the importance of using SPC to identify and eliminate special causes. Present the idea of quality control charts and explain the operation and analysis of the quality control charts according to the variables of average and range. 1.3- Practice filling in the quality control charts and reinforce the understanding of how SPC works. 1.4- Present the concept of capacity of the process and the main questions and answers concerning SPC.

10 to 14

15 to 16 17 to 21

Criteria of Evaluation After having studied all of the content presented and correctly finished all of the exercises given, you will take a Theoretical Self-Evaluation (pages 26 and 28). Following that, you will take the Theoretical Evaluation in which the minimum passing grade is 70%. If 70% is not reached, you will have to go over the learning stages you had greater difficulty. If you need to, ask the Area Manager for help.

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LEARNING SEQUENCE
Learning Stage 1 Introduction to SPC Activities 1. Understand the meaning of SPC and its objectives. 2. Study the concepts of variability, common causes, and special causes. 3. Understand the usefulness of a quality control chart, how to fill one out, and to analyze it. 4. Understand quality control charts for the average and for the range. 5. Understand the concept of stabilization of the process. 6. Practice filling in quality control charts. 7. Understand the basic notions of capacity of process. 8. Know the answers to the main questions associated with SPC. 9. Do the Exercises. 10. Do the Theoretical Self-Evaluation that covers the Learning Stage of this module. 11, Take the Theoretical Evaluation that covers the Learning Stage of this module. Resources 1. Module SPC Pages 5 to 7. 2. Module SPC Pages 8 and 9. 3. Module SPC Pages 10 and 11. 4. Module SPC Pages 12 to 14. 5. Module SPC Page 15. 6. Module SPC Page 16. 7. Module SPC Page 17. 8. Module SPC Pages 18 to 21. 9. Module SPC Pages 22 to 24. 10. Module SPC Pages 26 to 30. 11. With the help of the manager, a grade of at least 70% must be reached.

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INTRODUCTION TO STATISTICAL PROCESS CONTROL

Statistical Process Control is a monitoring system that uses samples taken from a process with the objective of checking for the occurrence of special causes, which are causes that can compromise the quality of the product produced. Once the special causes are identified, we can try to solve them, continually improving the quality of the product.

What does SPC stand for? In the area of quality, the acronym SPC stands for S: Statistical, P: Process C: Control.

SPC

Statistical:

The gathering and analysis of data is done using statistical concepts. While the characteristic under study behaves according to what is expected statistically, the priority becomes production. When it is not within what is expected, then I need to act in order to solve the problem.

Action
Average

Special Causes Common Causes Special Causes

Upper Control Limit = 41.1362 Lower Control Limit 8.0593

Central Line 16.7857 Special Causes

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INTRODUCTION TO STATISTICAL PROCESS CONTROL

The graph above is an example of a quality control chart. The quality control charts help you visualize the presence of special causes that are affecting the performance of the process. On the horizontal line, the numbers 2, 3, 4, and 5 represent the samples taken from the process from time to time, while on the vertical line is the characteristic that is being monitored, which can be temperature, diameter, ovalization, quantity of defects, etc. Let's suppose that the variable that is being monitored is temperature. The central line is at 20. This means that, on average, this characteristic is 20. The red lines are the control limits that are calculated according to statistical procedures. These limits indicate the natural behavior of the average temperature. While the average temperature remains within these limits, the process is behaving naturally. However, when the average temperature goes outside of the control limits, this means that we are facing some form of a special cause and actions should be taken to solve the problem. So, SPC indicates when corrective actions should be taken or improvements made, serving as a base for the continual improvement of the process, reducing wastes, scrap, and rework. When you reduce the special causes one by one, this makes the process more stable, lowering the number of defects and the end result is less stress.

PC Process

Process is the set of equipment, people, and procedures needed for the production of goods or the provision of services. Examples of process: process of receiving raw material, rolling process, thermal treatment process, shipping process, etc. When we speak of processes, the focus should be continual improvement. Actions should be taken to correct eventual deficiencies in the process. This way, slowly but surely, the improvements will make the process more robust, free of defects.

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INTRODUCTION TO STATISTICAL PROCESS CONTROL SP

C Control:

The word control refers to the monitoring of the process, which is a continuous activity of gathering and analyzing the data that characterizes the performance of the process. This monitoring allows the process to be controlled, which means that whenever necessary, actions can be taken in order to maintain the expected performance. The control is done by using samples taken from time to time. With each sample taken from the production, important characteristics can be checked, such as temperature, diameter, ovalization, or the quantity of defects observed in that sample. What are the objectives of the SPC? In simple terms, the SPC's objective is to provide a statistical signal whenever there is evidence of the presence of special causes. Because of these signals, the team can work towards eliminating the special causes. This reduces the variability present in the process. The reduction of the variability will bring reductions of rework and of scrap. Therefore, the quality of the process increases and at the same time costs are lowered. As you can see, speaking in general terms, the objectives of the SPC are to improve the product's quality and to reduce manufacturing costs. What is a characteristic of quality? They are variables (levels measured by an instrument) or attributes (result of counting or percentages) that reflect the quality of the process. For example, for the rolling process, to check if the rolling was done correctly, we should evaluate some characteristics of quality, such as: size, ovalization, length, overfill, fin, folds, etc. Now let's make sure you got it ... Answer key on page 29. Give the name of a process that you are familiar with and list its most important characteristics of quality. Process: _____________________________________________________ Variables: _____________________________________________________ Attributes: _____________________________________________________

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VARIABILITY COMMON AND SPECIAL CAUSES

What is variability?

The variability is represented by the differences (variations) that occur, for example, among rolled bars. Due to variability, the bars are not exactly identical. Variability (or variation) is always present in all of the processes. Therefore, the individual measurements are different one from the other, but in a group they tend to form a standard. Many times this standard is similar to a model that we call a "Normal Model".
Expected behavior (COMMON) Unexpected behavior (SPECIAL)

average -3 deviations

average

average +3 deviations

When a variable stays within the normal model, 99.73% of the observations will be within its natural limits, which means the average plus or minus three standard deviations. Thus, the expected is that the measurements stay within these natural limits. Any item outside of these limits is most likely due to special causes ...

The SPC works based on this logicsmall variations are acceptable since this is a part of any process. However, large variations, out of the natural standards of the process, are immediately detected and require corrective action.

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VARIABILITY COMMON AND SPECIAL CAUSES

What are special causes again? They are causes of variability whose effect cannot be foreseen, because they do not follow a known rule. They cause great variations in the result of the process. Here are some examples of special causes: Operator without training for the task Errors in machine set up Problems with the equipment or with the tools Defective raw material, etc. Indicates the presence of special causes

20

Standby time

10

00 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 Special Causes

And what are common causes? They are the various causes of variation that are always present. For example, small differences in the chemical composition of the raw material, small variations in the process timing, variations in temperature and humidity of the day, variations in the temperature and dilatation of the rolling cylinders, etc.

Common Causes!!!

In order to control the process, it is important to investigate its causes. The first step is to distinguish between common causes and special causes.

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QUALITY CONTROL CHARTS

What is the tool that we can use to distinguish common causes from special ones? For monitoring the processes, SPC uses Quality Control Charts. The Quality Control Charts indicate up to what point we can consider a variation as a result of common causes or special causes.
Special Causes

How do we calculate the control limits? The lines of the graph (control limits) are calculate in the following way: Upper control limit: Central line: Lower control limit: average + 3 deviations average average - 3 deviations

An example: Suppose the average temperature of a water tank is being monitored. We know that the average level is 40 degrees Celsius and that the standard deviation is 5 degrees. In this case, the control limits for the average temperature are the following: Upper control limit: 40 + (3 x 5) = 55 degrees Central line: 40 degrees Lower control limit: 40 (3 x 5) = 25 degrees

So, the top line of the graph would be 55, the central line 40, and the bottom limit 25, which is demonstrated in the graph below:
Average 50 40 30

9 10 11 12 13 14 15 16 17 18 19 20 Central Line = 40.

Top Control Limit = 54.8535 BottomControl Limit = 25.1465

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QUALITY CONTROL CHARTS

How do we know if the variation is due to common or special causes? While the average temperature stays within the control limits, we consider the variations to be the result of common causes. However, if an average temperature is recorded that is not within these control limits, in this case meaning greater than 55 or less than 25, we consider this to be the result of special causes.

What are the types of quality control charts? There are various types of quality control charts, but in general, they can be classified into two groups: charts for variables and charts for attributes.
Number of Defects Temperature

Weight Diameter

Variables are characteristics that can be measures with an instrument and can take on any level within a continuous scale (for example, a temperature, a size, or a length). On the other hand, attributes cannot be measured with an instrument, but can be obtained by means of counting, for example: number of cracks, percentage of parts with fold, etc. Example of attributes of quality control charts: a technician is monitoring the number of defects recorded on the ultrasound. He is monitoring groups of 500 parts. The first group showed 12 defects, then 7, 15, 8, 17, etc. Another example: a technician is observing the percentage of parts the have cracks. After counting the defects, he calculates the percentage: in the first batch was 2.5%, then 1.7%, 3.4%, 1.2%, 3.0%, etc. There are various types of quality control charts for attributes. The most well known are the levels of % of defects, quantity of defective parts, quantity of defects, and number of defects per unit.

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CONTROL CHARTS FOR AVERAGE AND RANGE

Quality control charts for variables are those that we monitor characteristics that can be measured. For example, an operator can be monitoring the size of rolled parts. He is gathering samples of 5 parts and checking the average. For the first sample, the average was 48.13, then 48.17, 48.09, 48.15, 48.15, 40.18, etc.
There are various types of quality control charts for variables. The ones that are known the most are the limits for averages and ranges. Average is written with the symbol

(read: X bar) and range with an R.

Now, let's take a look at an example of a data gathering spreadsheet and quality control charts for average and range.

QUALITY CONTROL CHARTS FOR

Name of part Part number Operation Machine Characteristic
Date Hour Operator 1 2 Measur. 3 4 5 Total Average Range 6/3 8 A 65 70 75 60 80 70 20 10 A 75 70 80 90 70 77 20 12 A 80 70 70 80 80 76 10 14 B 65 65 65 80 65 68 15 16 B 80 60 80 80 75 75 20

and R
Specifications Instrument Sample/Freq. Unit Level No. 30 to 90 microns Micrometer 5 / 2 hours Microns 01
8/3 10 A 80 75 65 75 70 73 15 12 A 70 65 75 65 85 72 20 14 B 85 85 75 65 80 78 20 16 B 65 65 65 80 60 67 20 8 A 75 60 75 85 90 77 30 10 A 85 65 75 75 80 76 20 12 A 70 75 75 70 70 72 5 14 B 70 65 85 60 75 71 25 16 B 75 80 85 80 90 82 15

Retainer 9983-5 Top fold 030 Cracks

7/3 8 A 75 70 60 85 75 73 25

350 385 380 340 375 365 365 360 390 335 385 380 360 355 410

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CONTROL CHARTS FOR AVERAGE AND RANGE

Quality control charts for the average:

Average

80

70

60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Upper Control Limit = 84,5716 Lower Control Limit = 63,0284

Central Line = 73,8 Special Causes

Quality control charts for the range:

40 30 Range 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Upper Control Limit = 39,468 Lower Control Limit = 0

Central Line = 18,6667 Special Causes

EXAMPLE

Let's take a look at an example...

An operator is monitoring the production of rolls of wire with a nominal weight of 30.0 kg. From each production order a sample of four rolls is taken and an evaluation of weight is done. For the first sample, the four measurements were the following: 31.0 30.9 30.8 30.2 kg. For this sample and for the subsequent ones, calculate the average and range and make sure that they are within the quality control limits.

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CONTROL CHARTS FOR AVERAGE AND RANGE

Average =

Sum of measures number of measures

Central Tendency (average)

31,0 + 30,9 + 30,8 + 30,2 Average = = 31.75 4

Range = Maximum Minimum Range = 31.0 30.2 = 0.8

Dispersion (variability)

The control charts make it possible to evaluate if the process is under statistical control and point out the presence of special causes in order to be able to take corrective actions.
If only common causes are present, the averages should be maintained within the quality control limits, as occurs with the average weight of the rolls:
+3 Average 31.0

Average weight
Variations due to only common causes.

30.5 3 30.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 CL = 30.6138 LCL 30.0759

UCL 31.1516

Points outside the quality control limits indicate the presence of special causes, as can be seen in the limits of ranges.

2.0 +3 1.5 1.0 0.5 0.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 CL = 0.75 LCL = 0

Range
Detected the presence of a special cause.

Range

UCL = 1.7116

Sample 16 points out the presence of a special cause because the dispersion observed was greater than naturally was expected. The team needs to take action in order to correct the problem (identify the cause and take action).

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STABILIZATION OF THE PROCESS

If the special causes are eliminated, the subsequent averages will continue to stay within the quality control limits. This is the expected behavior when only the common causes are present. In this case, we can say that the process is stable or that it is under statistical control. As can be seen, the quality control chart is an important tool for the stabilization of the processes.

How the SPC works on a daily basis

Monitoring is a day-to-day task (routine). Data continues to be gathered and are plotted on the quality control chart. While only common causes are present, the expected result is that the plotted points continue within the control limits. One point outside of the control limits is an indication of the probable presence of special causes and should be investigated. The special causes should be identified and eliminated. They represent an opportunity for improvement. If the actions are being carried out, the process will improve its performance, as illustrated in the following graph:
35.2

X 35

X
31.8 15 20 25 30 35 31 35 40 45 50 55

Sample
Process outside static control

Sample
Process within static control

Actions driven by Quality Control Charts

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PUTTING QUALITY CONTROL CHARTS INTO PRACTICE

SPC = Data + ACTION

SPC is based on facts and data. Action is only taken when there are reasons to do so, which is when the behavior of the process deviates from the natural.

Action should take place in two steps: First the causes of the problem are identified and then action is taken on these causes. The action can be any of the following:

Change the work method. Standardize activities. Give training in critical activities. Do maintenance or improvement of equipment. Change the raw material used, etc.

A point outside the control limits requires ACTION. Consider some of the causes that could have originated the problem. Once the causes are identified, come up with a solution!

If the solution is within your reach ... Solve the problem. If the solution is not within your reach ... Form a team to analyze the problem, and notify your manager.
If you would like to practice now with quality control charts, go to page 22 and do the exercise there. Then return to page 17 in order to finish this Learning Stage.

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CAPABILITY OF THE PROCESS

Evaluation of the Capability
After eliminating all of the special causes, the process is stable. Then we can evaluate the real capability of the process, comparing the variability that it presents with the specifications given. In the case of a stable process, the variability that it presents is due to only common causes. If this variability is lower than the range of the specifications, we say that the process is capable. For example, the characteristic of interest in a process can be surface hardness. If all of the levels of surface hardness are within the specification limits, then this process is capable. Remember that the specification limits are defined according to the needs of the customer. For example, in a certain process, the specifications of the customer may be 60.33 0.64 mm. So, the lower specification limit is LSL = 60.33 - 0.64 = 59.69 And the upper specification limit is USL = 60.33 + 0.64 = 60.97

0.06 0.05 f(x) 0.04 0.03 0.02 0.01 0.00 30 40 50 60 x: Size Limits of Specification Target Distribution of Size 70 80 90

Capable Process
The variability is small compared with the specification limits and the production of defective products practically does not occur.

0.06 0.05 f(x) 0.04 0.03 0.02 0.01 0.00 30 40 50 60 x: Size Limits of Specification Target Distribution of Size 70 80 90

Incapable Process
Excessive variability compared with the specification limits and there are many defective units.

0.06 0.05 f(x) 0.04 0.03 0.02 0.01 0.00 30 40 50 60 x: Size Limits of Specification Target Distribution of Size 70 80 90 100

Incapable Process
Acceptable variability, but the process is not centralized and also some defective units may be produced.

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SPC: QUESTIONS AND ANSWERS

What is the difference between SPC and Inspection?

SPC is different from inspection. Inspection works with a great quantity of parts (sometimes 100%) and has the objective of making sure that no defective parts reach the customer. The focus is the detection of defects. SPC, on the other hand, focuses actions on special causes, which put in another way are the origin of the problem. This happens because the data is gathered during the process, exactly at the time that the problem happens. This way you can immediately identify what is happeningsome problem with the machine, with the raw material, in the procedure, etc. So the chance to solve the problem is much greater.

During how long does SPC operate?

SPC uses small samples collected at regular intervals. The idea is not to solve all of the problems in the first day. However, due to the regularity of collecting the data, the existing problems will be detected sooner or later. SPC operates over a longer period of time.

The special causes go being identified and eliminated one by one, over time, with patience and persistence.
And finally, SPC ends up doing some things that apparently was not its original objective, such as:

a process free of defective units that fully meets the specifications and whose performance does not depend on the activities of inspection.

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SPC: QUESTIONS AND ANSWERS

How can SPC help me?
I learn about quality. I become a better-trained professional. Quality and productivity increase. The chance of receiving awards for performance is greater. Also, if the company grows in competitiveness, The jobs are more secure.

What are the results from SPC

By using SPC, a problem on the production line can be identified at the moment it occurs. It is not necessary for the product to reach the end of the production line to realize that something is wrong. SPC makes it possible for the operators themselves to control the process. If the solution is difficult, the facilitator and/or manager can be called in to help. The correct use of the control limits gives a clear distinction between common causes and special causes. This way, it serves as a guide for local actions or managerial actions.

SPC helps the process to reach a high quality level, a low cost per unit, consistency, and results can be foreseen.

Has SPC come to control people?

No: SPC is to control the process! People want to do things right. If they are doing anything wrong it is due to lack of training or lack of clear standards.

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SPC: QUESTIONS AND ANSWERS

Who is the base of the SPC? The operators!
The monitoring of the process is carried out by the operators. The operators are the ones that initiate the improvement actions. The success of the SPC depends on the operators.

What is the biggest change that SPC brings? A change in culture.

The focus ceases to be on inspection and begins to be on improving the production process. The operators take on the most important role of monitoring and Quality Assurance.

What should I write down on the spreadsheet?

You should write down exactly what is measured. Nothing more, nothing less. To hide defects is to take away the opportunity for the team to solve the problem. To write down defects that do not exist is to force the team to investigate ghost causes.

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SPC: QUESTIONS AND ANSWERS

Is the presence of a defect bad? No. It is neither good nor bad.
The presence of defects should be seen as an opportunity to improve. SPC will help identify the special causes. The elimination of the special causes, one by one, will drive the process to a higher level of quality.

Remember
SPC does not want to control people. SPC does not want to inspect production. SPC provides data to guide the improvement actions of the process.

SPC = Data + Improvement actions SPC = More reliable process

The success of the SPC depends on three key factors:

The operators monitoring the process and firing off the improvement actions. The actions of the quality support team that slowly but surely go eliminating the special causes.

Time for the improvement process to occur gradually.

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EXERCISES
Let's see if you got it... With the numbers given below, calculate the average and range, put the points on the graphs, and check to see if there are any points out of control (special causes). The data below refers to the length of bars, measured after being cut. From each batch processed, 4 bars were measured. The control limits for the chart of averages are [661; 673] and for the chart of ranges [0; 18].
1 Meas. 1 Meas. 2 Meas. 3 Meas. 4 Average Range 666 659 670 669 11 2 669 664 673 670 9 3 663 663 663 665 4 667 661 668 662 5 668 676 675 679 6 662 672 672 666 7 667 668 662 661 8 669 672 668 666 9 669 668 667 665 10 665 673 666 669 11 675 662 673 666 12 664 676 668 660

666,0 669,0

1st) Calculate the average and range of sample 1:

666 + 659 + 670 + 669 = 666,0 4 Range(R ) = 670 659 = 11 Average(X ) =

2nd) Plot the first point on each graph: Chart of averages
675 670 665 660 655 1 2 3 4 5 6 7 8 9 10 11 12 Samples 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 Samples

Chart of ranges

Length

3rd) For the next data gathering time, repeat the operation for sample 2:

669 + 664 + 673 + 670 = 669,0 4 Range(R ) = 673 664 = 9 Average(X ) =

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EXERCISES
4th) Put the second point on each graph and draw a straight line to join the points:
675 670 665 660 655 1 2 3 4 5 6 7 8 9 10 11 12 Samples
Length 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 Samples

5th) Make sure that no point is outside of the control limits (red lines). If this happens, then there are special causes that must be identified and dealt with. If not, if all points are within the control limits, than the production can continue on normally. Now continue to fill in the graph and see the results on the answer sheet on page 29.

Length

675 670 665 660 655 1 2 3 4 5 6 7 8 9 10 11 12 Samples Length

20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 Samples

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EXERCISES
1) With the numbers given below, calculate the average and range for samples 12, 13, and 14. Are there any special causes? The control limits for the average are [80.7; 84.3] and the control limits for the ranges are [0.0; 6.6]. Obs. 1 Obs. 2 Obs. 3 Obs. 4 Obs. 5 Sample 12 81 83 83 82 84 Sample 13 80 79 83 82 82 Sample 14 82 84 83 82 84

2) Check the correct alternative: At first instance, what should guide the SPC actions? a. ( b. ( c. ( ) Not produce any defective units. ) Meet the specifications. ) Eliminate the special causes.

3) Check the correct alternative (multiple choice): A stable process is one where: a. ( b. ( c. ( d. ( ) All of the levels measured are within the control limits. ) All of the levels measured are within the specifications. ) There are no special causes causing variability. ) There are no common causes causing variability.

4) Check the correct alternative (multiple choice): A capable process is one where: a. ( b. ( c. ( d. ( ) All of the levels measured are within the control limits. ) All of the levels measured are within the specifications. ) There are no special causes causing variability. ) There are no common causes causing variability.

5) Mark True or False: a. ( b. ( c. ( d. ( ) The presence of defects should be seen as an opportunity to improve. ) SPC provides data to guide the improvement actions of the process. ) SPC will only bring results to the company if actions are taken on the special cases identified on the control graphs. ) SPC helps to control the people and make sure that they are working during the entire shift.

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NOTES

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THEORETICAL SELF-EVALUATION
1) Imagine that you are controlling the thickness of the zinc layer on the process of wire galvanization. Considering the situations below, mark which of them possibly are due to common causes (CC) and which ones are due to special causes (SC): a. ( b. ( c. ( d. ( ) A displacement of the scrapping mechanism has occurred, causing a decrease in the thickness. ) The line was not adjusted as specified on the technical guide, causing an increase in thickness. ) Variations in the temperature of the zinc tank caused small differences in the thickness levels. ) Small variations in the time of the process generated differences in the levels of thickness.

2) Mark True or False for the sentences below: a. ( ) SPC works with samples that are periodically taken from production. By using these samples, it is possible to check the quality of what is being produced. ) The gathering and analysis of the data for the SPC is done using statistical concepts. While the characteristic being studied is within the limits calculated statistically, the priority is production. ) The control charts help to verify the presence of special causes. ) We should learn to accept the special causes because they will always be present in all of the processes.

b. (

c. ( d. (

3) Calculate the average for the 10 samples presented below. Then plot these averages on the control chart and answer if there is some evidence of a special cause.
Samples Obs. Obs. 1 Obs. 2 Obs. 3 Average 1 170 171 169 2 170 168 168 3 168 171 167 4 168 166 169 5 174 172 172 6 163 171 174 7 168 170 169 8 168 167 167 9 168 169 166 10 168 171 169

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THEORETICAL SELF-EVALUATION

175.0 Averages

170.0

165.0 1 2 3 4 5 6 7 8 9 10 Samples

4) Calculate the range for the 10 samples presented below. Then plot these ranges on the control chart and answer if there is some evidence of a special cause.
Samples Obs. Obs. 1 Obs. 2 Obs. 3 Range 1 418 420 417 2 418 417 416 3 414 414 414 4 416 413 417 5 424 422 421 6 413 420 420 7 416 417 413 8 416 420 417 9 418 415 416 10 415 420 416

12 9
Range

6 3 0 1 2 3 4 5 6 7 8 9 10 Samples

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THEORETICAL SELF-EVALUATION

5) Check which of the processes below can be considered to be capable. The vertical lines represent the lower specification limit, the nominal level, and the upper specification limit.

a. (

e. (

b. (

f. (

c. (

g. (

d. (

h. (

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ANSWER SHEET
EXERCISES

Answers PG. 7
Process: Manufacturing of steel Variables: chemical composition of the steel, tapping temperature, etc. Attributes: number of heats in sequence, % of off-specification heats

PG. 22
Chart of averages
680 675 15 670 Length 665 660 655 650 1 2 3 4 5 6 7 8 9 10 11 12 Samples Length 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 Samples 20

Chart of ranges

Answers PG. 24 1. Averages = 82.6 81.2 83.0 Ranges = 3.0 4.0 2.0 There are no special causes of variation.
2. C 3. a and c 4. a, b, and c 5. T T T F

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ANSWER SHEET
THEORETICAL SELF-EVALUATION
1) SC, SC, CC, CC 2) T, T, T, F 3) One special cause sample 5
175.0 Averages

4) No special causes
12 9

170.0

Ranges

6 3 0

165.0 1 2 3 4 5 6 7 8 9 10

10

Samples

Samples

5) Processes b, c, d, and h.

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BIBLIOGRAPHY

[1] Fundamentals of Managerial Development Managing the Day-to-Day Routine Tasks Vicente Falconi [2] (Fundamentals of Managerial Development Basic Statistical Tools for Managerial Processes Maria Cristina [3] Statistics Applied to Administration Stevenson, W. J [4] Statistics - Costa Neto, P. L. O. [5] Statistical Methods for Improving Quality Kume, H. [6] Understanding Variation Donald Wheeler

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