A REPORT

ON

STATISTICAL PROCESS CONTROL

ON
ROTARY COMPRESSOR

BY

VISHWANI. M 04951A2144

ANAND BABU .D 04951A2103

SRINIVASAN .V.K 04951A2134

SRIKANTH.P 04951A0345

TECUMSEH INDIA PVT. LTD. (HYDERABAD)

A PROJECT WORK station of

INSTITUTE OF AERONAUTICAL ENGINEERING,DUNDIGAL

(JUNE, 2007)
 ACKNOWLEDGEMENTS

Our experience in Tecumseh India Pvt. Ltd has been a wonderful exposure to

professional world of manufacturing. Firstly, I thank Tecumseh for giving us an

opportunity to work on this project. We are grateful to Prof. Harinath Prasad, HOD

(MECH), Prof. Subbaraju for giving us an opportunity to work in this organization.

We thank project mentors, Mr. Nagabushanam, Mr. Balaji chander, Mr.

Pradeep, Mr. Krishna Rao for their continuous feedback and suggestions for the

progress of the project. Thank Mr. Vishnu, Mr. Joseph, Mr. Naresh, Mr. Vivek, Mr.

Ravi, Mr. Sanjeevi, Mr. Rajesh and Mr. Naveen for their valuable co-operation and

suggestions in team work.

.
 INSTITUTE OF AERONAUTICAL ENGINEERING,DUNDIGAL

Station: Tecumseh India Pvt. Ltd Centre: Hyderabad

Duration: 1 month Date of Start: June 23rd, 2007

Date of Submission: 26th July

Title of the project: Statistical process control

Students name(s): Vishwani. M (AERO)

D. Anand babu (AERO)

V.K. Srinivasan (AERO)

P. Srikanth (MECH).

Project Areas: PRODUCTION TECHNOLOGY

Abstract:

To improve the quality of a rotary compressor by optimizing various

parameters which contribute to performance of compressor, so as to minimize the
rejection rate. A set of process parameters responsible for the variation in
performance of compressor to be found out and to be optimized in order to control
the rejections by applying 7 QC Tools and SPC Techniques.

Signature(s) of student(s) Signature of PS Faculty

Date:
 CONTENTS

Acknowledgements iii

Abstract iv

1. Introduction to Organization 1

2. Introduction to 7QC tools

3. statistical process control 6

3.1 Definition

3.2
 1. Introduction to the Organization

Tecumseh Products Company is a full line independent global manufacturing

of hermit compressors for air conditioning and refrigeration products, gasoline
engines and power train components for lawn and garden application, and pumps.
Their products are cool in over 100 countries around the world.

The company has proposed by providing high quality competitively priced

product on an expanding global basis. They have a sixty-year history of growth
through successful development and application of new technologies and through
acquisitions.

Compressors products include a broad range of a conditioning and

refrigeration compressors and compressors parts as well as refrigeration condensing
units. A compressor is a device, which compress a refrigerant gas. When the gas is
later allowed to expand, it absorbs and transfers heat and produces a cooling effect,
which forms the basis for a wide variety of refrigeration products. Their compressors
range in size from fractional horsepower units used in small refrigerators and
dehumidifiers to large units used in commercial air conditioning applications. The
company sells compressors in four major market segments: household ref and
freezers, room air conditioners; commercial and residential unitary central air
conditioning systems and commercial devices including freezers, dehumidifiers,
water coolers and vending machines. The company sells compressors to original
equipment manufactures and cool products distributors.

Tecumseh Products Company (TPC) global visions of providing comfort,

health and convenience to millions worldwide, gives an impetus for the company’s
steady diversification into new frontiers. And today, this cooling giant’s products are
available in over a 100 countries across the globe. TTC entered India through a dual
acquisition of seal compressor limited. Hyderabad and the compressor division of
whirlpool India limited (TPIL) is a fully subsidiary of TPC. TPIL is the largest
independent manufacturer of compressors in the country.
2. Introduction to 7QC tools

Production environments that utilize modern quality control methods are

dependant upon statistical literacy. The tools used therein are called the seven
quality control tools. These include:

1. Check sheet

2. Pareto Chart

3. Flow Chart

4. Cause and Effect Diagram

5. Histogram

6. Scatter Diagram

7. Control Chart
2.1 Check sheet

The function of a check sheet is to present information in an efficient, graphical

format. This may be accomplished with a simple listing of items. However, the utility
of the check sheet may be significantly enhanced, in some instances, by
incorporating a depiction of the system under analysis into the form.

Ch
Che
eck
ckSSh
he
ee
ett

Shifts

√√√ √√√√ √ √√√

Defect Type

√√ √√√

√√√√ √√√

√√ √

7 Quality Tools

Quality Improvement: Problem Solving

Fig no. 2.1: Check sheet

2.2 Pareto Chart

Pareto charts are extremely useful because they can be used to identify those
factors that have the greatest cumulative effect on the system, and thus screen out
the less significant factors in an analysis. Ideally, this allows the user to focus
attention on a few important factors in a process.

They are created by plotting the cumulative frequencies of the relative

frequency data (event count data), in descending order. When this is done, the most
essential factors for the analysis are graphically apparent, and in an orderly format.
For example, A Pareto charts are shown as:

Pareto chart
% Complaints

30
28
25

20
16
15
12 12
10
6
5 4 3
0
Loose Stitching Button Material
T hreads flaws problems flaws

7 Quality Tools

Quality Improvement: Problem Solving

Fig 2.2 Pareto chart 1

Percent from each cause

70
(64)
60
Pareto 50
Chart 40

30

20
(13)
(10)
10 (6)
s

(3) (2) (2)

n

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Causes of poor quality

Quality Improvement: Problem Solving

Fig 2.2(a) Pareto chart 2

2.3 Flowchart

Flowcharts are pictorial representations of a process. By breaking the process

down into its constituent steps, flowcharts can be useful in identifying where errors
are likely to be found in the system.

“Draw a flowchart for whatever you do. Until you do, you do not know what
you are doing, you just have a job.”

-- Dr. W. Edwards Deming

The symbols used in flowcharts can be explained as:

F
Flo
low
wch
cha
arrtt
Activity

Yes
Decision

No

7 Quality Tools

Quality Improvement: Problem Solving

Fig no. 2.3 Flow chart symbols

A typical Flowchart can be shown as:

Flowchart

Quality Improvement: Problem Solving

Fig no. 2.4 Flow chart

2.4 Cause and Effect Diagram

This diagram, also called an Ishikawa diagram (or fish bone diagram), is used to
associate multiple possible causes with a single effect. Thus, given a particular
effect, the diagram is constructed to identify and organize possible causes for it.

The primary branch represents the effect (the quality characteristic that is intended to
be improved and controlled) and is typically labeled on the right side of the diagram.
Each major branch of the diagram corresponds to a major cause (or class of causes)
that directly relates to the effect. Minor branches correspond to more detailed causal
factors. This type of diagram is useful in any analysis, as it illustrates the relationship
between cause and effect in a rational manner.
 MACHINE MAN

QUALITY
PROBLEM

MATERIAL METHOD

Fig no. 2.5 Ishikawa diagram

An example of Ishikawa diagram in solving a Quality problem is shown here:

FishboneDiagram
Measurement Human Machines

Faulty testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature Poor process
control Defective from vendor
design
Ineffective quality
Not to specifications management
Dust and
Dirt Material- Deficiencies
handling problems in product
design
Environment Materials Process

Quality Improvement: Problem Solving

Fig no. 2.6 Fishbone diagram
2.5 Histogram

Histograms provide a simple, graphical view of accumulated data, including its

dispersion and central tendency. In addition to the ease with which they can be
constructed, histograms provide the easiest way to evaluate the distribution of data.

For example, Histograms for some data to understand are as depicted:

Histogram
25

20
Frequency

15

10

0
.9

.9

.9

.9

.9

.9

e
9

9
9

or
1.

4.

6.

7.

8.

9.
2.

3.

5.

10

11

12

13

14

15
M

Category

7 Quality Tools

Quality Improvement: Problem Solving

Fig no. 2.7 Histogram

2.6 Scatter Diagram

Scatter diagrams are graphical tools that attempt to depict the influence that one
variable has on another. A common diagram of this type usually displays points
representing the observed value of one variable corresponding to the value of
another variable.

Scatter Diagram

Quality Improvement: Problem Solving

Fig no. 2.8 Scatter diagram

2.7 Control Chart

The control chart is the fundamental tool of statistical process control, as it indicates
the range of variability that is built into a system (known as common cause variation).
Thus, it helps determine whether or not a process is operating consistently or if a
special cause has occurred to change the process mean or variance.

The bounds of the control chart are marked by upper and lower control limits that are
calculated by applying statistical formulas to data from the process. Data points that
fall outside these bounds represent variations due to special causes, which can
typically be found and eliminated. On the other hand, improvements in common
cause variation require fundamental changes in the process.
Control
rol Chart 27

24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3

2 4 6 8 10 12 14 16
Sample number
Quality Improvement: Problem Solving

Fig no. 2.9 Control chart

2.8 Keys to Successfully Using the Seven Q.C. Tools

Mental Attitudes
• Keen awareness to the actual problem.
• Eagerness to solve problem.
• Be highly motivated for the challenge
Four Specific Keys
• Understand the problem
• Select the right tool for the job
• Obtain appropriate verbal data
• Interpret analytical results

 Understand the problem

Stage 1 - problem is unclear and not obvious what exact issue should be addressed.
Stage 2 - problem is obvious, but causes unknown explore causes and single out
valid ones.
Stage 3 - problem and causes are known required action is unknown strategies and
plan must be developed.

 Selecting Right tool for the Job

Stage 1 - Collect verbal information on events (Brain storming).
Stage 2 - Choose tool to identify causes (Pareto Diagram).
Stage 3 - List strategies and activities (Fishbone Diagram)
Stage 4 - Now plan actual activities (Flow charts).

 Obtaining appropriate verbal data

Three types of verbal data:

• Facts; factual observations expressed in words.
• Opinions; factual information colored by opinion.
• Ideas; New concepts created by analyzing facts.
.Group Discussions:
• Ensures common understanding.
• All data should be without bias or distortion.
• Data should fit objective of the analysis

 Interpreting Analytical Results

Information must be obtained for accomplishing objectives from:

- Completed diagrams.
- Process of completing diagrams.

Analyze actual information obtained:

- Prepare summarized report with findings, conclusions and processes used.
- Check if necessary data has been obtained, if not Discover the cause and
take appropriate action.

2.9 Summary

The tools listed above are ideally utilized in a particular methodology, which typically
involves either reducing the process variability or identifying specific problems in the
process. However, other methodologies may need to be developed to allow for
sufficient customization to a certain specific process. In any case, the tools should be
utilized to ensure that all attempts at process improvement include:

• Discovery
• Analysis
• Improvement
• Monitoring
• Implementation
• Verification
3. STATISTICAL PROCESS CONTROL

3.1 Definition

Statistical process control (SPC) is a method of visually monitoring

manufacturing processes. With the use of control charts and collecting few but
frequent samples, this method can effectively detect changes in the process that may
affect its quality. Under the assumption that a manufactured product has variation
and this variation is affected by several process parameters, when SPC is applied to
"control" each parameter the final result trend to be a more controlled product. SPC
can be very cost efficient, as it usually requires collection and charting data already
available, while "product control" requires accepting, rejecting, reworking and
scrapping products that already went through the whole process

3.2 General Information on SPC

Classical quality control was achieved by inspecting 100% of the finished

product and accepting or rejecting each item based on how well the item met
specifications. In contrast, statistical process control uses statistical tools to
observe the performance of the production line to predict significant deviations that
may result in rejected products.
The underlying assumption is that there is variability in any production process:
The process produces products whose properties vary slightly from their designed
values, even when the production line is running normally, and these variances
can be analyzed statistically to control the process. For example, a breakfast
cereal packaging line may be designed to fill each cereal box with 500 grams of
product, but some boxes will have slightly more than 500 grams, and some will
have slightly less, in accordance with a distribution of net weights. If the production
process, its inputs, or its environment changes (for example, the machines doing
the manufacture begin to wear) this distribution can change. For example, as its
cams and pulleys wear out, the cereal filling machine may start putting more cereal
into each box than specified. If this change is allowed to continue unchecked,
more and more product will be produced that fall outside the tolerances of the
 manufacturer or consumer, resulting in waste. While in this case, the waste is in
the form of "free" product for the consumer, typically waste consists of rework or
scrap.
By observing at the right time what happened in the process that let to a change,
the quality engineer or any member of the team responsible for the production line
can troubleshoot the root cause of the variation that has crept in to the process
and correct the problem.
SPC indicates when an action should be taken in a process, but it also indicates
when NO action should be taken. An example is a person who would like to
maintain a constant body weight and takes weight measurements weekly. A person
who does not understand SPC concepts might start dieting every time his or her
weight increased, or eat more every time his or her weight decreased. This type of
action could be harmful and possibly generate even more variation in body weight.
SPC would account for normal weight variation and better indicate when the
person is in fact gaining or losing weight.

3.3 Introduction TO SPC Techniques

Quality of Design and Quality of Conformance:

“Quality of Design” is the level of quality, a company plans to achieve for its
product.
In general, costs rise as this level is raised.

“Quality of Conformance” is the difference between the actual quality of a product

and its designed quality (i.e., the quality for which the company aims).
The Relationship between Quality, Cost and Productivity

Quality Cost Productivity

Quality of Design ↑ ↑
Quality of ↑ ↓ ↑
Conformance
Manufacturability ↑ ↓ ↑
of the Design
Relationship between Quality, Cost and Productivity

In quality (conformance) control, we set quality levels for groups of products and we
control these levels company-wide.
On the shop floor, we try to control the process in such a way that we will obtain
product lots with specified statistical distributions. (present requirement Cp, Cpk
≥1.33).
Statistical quality is not fixed; it always has a range of variation and is a living entity
that changes according to the technical and economic conditions and advances in
process capabilities.
Earlier Cp, Cpk ≥1 was acceptable standard. Subsequently it was revised to Cp,
Cpk ≥ 1.33. Now this standard is being revised to Cp, Cpk ≥ 2 as a part of six sigma
implementation.

Quality Standards:
To follow up the Quality standards, a random sample of about 60 to 80 units
produced during a period (which may be a day, a week, a month or even a year or
sample from a lot produced) must be considered.

• Now draw a histogram for quality characteristics, which may be

dimensions on a part, performance of a product, moisture % purity, finish,
etc.
• And now if the histogram looks as normal centered and within 75% of
acceptance limits then only the performance is said to be as per the
“Quality Standards”.
 • If the histogram has any other shape then the quality is not good enough
for the customer satisfaction.

3.4 Statistical Concepts:

Following are the concepts we need to know:

• Average (Symbol X bar)

• Average (Symbol X bar)
• Range (Symbol R)
• Standard Deviation(Symbol σ)
• Normal Distribution
S. no. Inspection Standard Quality Standard

01. Too many inspectors (5-10% of Very few inspectors (less than 1% of
total employees) total employees)

02. High rejections and rework Very low rejections and rework

03. High Quality = High Cost High Quality = Low Cost

(For the same design) (For the same design)

04. Difficult to introduce changes in Process changes can be introduced

process quickly

05. QA/ QC responsible for Quality Manufacturing is responsible for quality

06. New process/ product New process or product introduction is

introduction is slow quick and economical

07. High customer complaints rate Low customer complaint rate

08. CAPA are slow and CAPA are quick and clear, effective/
confusing/recurring. everlasting.

09. Difficult to increase productivity High productivity is possible

10. Worker carries the burden of Process carries the burden of Quality
Quality and Productivity and Productivity

Inspection standard Vs Quality standard

Average:
To find average add all the readings noted and divide the total by the number of
readings.

Range:
Range is the difference between the largest and the smallest reading. It shows the
total spread of the readings that are noted during the experiment.

Standard Deviation:

• Standard Deviation is a figure calculated from collected data.

• It indicates the variation of production process.
• It tells us about the dispersion or spread of the data around the average.
• If the process variation is limited, then most of the individual readings will
be near the average. In this case value of standard deviation will be small.
• If the process variation is large, the data will be more spread or more
dispersed around the average. In this case the value of standard deviation
will be high.
• Standard deviation for the sample taken is calculated using the following
formula :

σ = √ {[(Ҳ-x1)2 + (Ҳ-x2)2 +…….. (Ҳ-xn) 2]/(n-1)}

Where Ҳ is Average of readings;
xn is the nth reading;
n is no. of readings.
Normal Distribution:

• As we have seen earlier, the data is distributed around the average.

Some readings lie below the average and the others lie above the
average.
• If individual readings are distributed around the average on the both
sides symmetrically and most of the readings are near the average and
 very few lie away from the average, then the data is said to be
‘normally distributed.
• The figure looks like a bell and is called bell shaped curve.

Bell curve
Process Capability (Cp):
An important step in SPC is to establish process capability. A capable process is
capable of maintaining variation with in specification limits required for the job.
Process capability is expressed in terms of an index called process capability index
(Cp).

Cp = T / 6 σ

Where,
T = U.S.L – L.S.L.
σ is process variation.

Ex: Suppose you take 100 readings on the shop floor for a particular
characteristic (which may be length, width, diameter, hardness, moisture percentage,
etc.). Draw a Histogram from these readings. Find ‘X’ and ‘σ’ for these readings. If
the distribution is normal we can talk about process capability.
Machine Capability Index (Cm):
A machine capability index is the one which reveals the capability of the machine to
meet the tolerance and it is expressed in terms of a ratio as follows:

Cm = (Tolerance)/ (6 σ for machine)

Since Process Capability index should be greater than 1.33 it may be preferable to
achieve an index of 1.67 or even 2 for machine capability. However, if improvement
in machine capability involves expensive modifications, check overall process
variation before making such modifications. If variations from the other factors such
as material, method and man are negligible, then machine capability index of 1.5 to
1.66 may be sufficient for the process.

Machine Capability study:

Since Cm <2, machine is not capable of meeting the specifications.

• If Cm< 2, machine capability should be improved.

• Using cause and effect analysis, causes of variation can be identified.
• Once causes are identified they can be removed or controlled to reduce
the variation from machine.
• If variations are reduced, machine capability will be improved.
• Variation of a machine can be traced to worn out parts or play or run out or
other machine problems.
• Repeat capability study after making improvements and ensure machine
capability.
• This process may have to be repeated a few times before machine
capability is obtained.
Conclusion:
As described above, we are trying to reduce the rejection rate of
components with the implementation of 7 QC Tools and SPC techniques which
thus will improve the Process capability (Cp) and Machine capability (Cm).
4. MEASUREMENT SYSTEM ANALYSIS

4.1 OBJECTIVE:

The objective of measurement system analysis is to obtain information related to

amount and type of variations associated with measurement system when the
system interacts with environment.

Just as processes that produce a product may vary, the process of obtaining
measurements and data may have variation and produce defects. Measurement
systems analysis (MSA) evaluates the entire process of obtaining measurements to
ensure the integrity of data used for analysis (usually quality analysis) and to
understand the implications of measurement error for decisions made about a
product or process.

MSA analyzes the collection of equipment, operations, procedures, software and

personnel that affects the assignment of a number to a measurement characteristic.
A Measurement Systems Analysis considers the following: selecting the correct
measurement and approach, assessing the measuring device, assessing procedures
& operators, assessing any measurement interactions, and calculating the
measurement uncertainty of individual measurement devices and/or measurement
systems.

Common tools and techniques of Measurement Systems Analysis are: Attribute

Gage Study, Gage R&R, ANOVA Gage R&R, and Destructive Testing Analysis. The
tool selected is usually determined by characteristics of the measurement system
itself.

The Measurement Systems Analysis process is defined in a number of published

documents including the AIAG's MSA (Measurement Systems Analysis) Manual,
which is part of a series of inter-related documents the AIAG controls and publishes.
These manuals include:
 • The FMEA and Control Plan Manual
• The SPC (Statistical process control) Manual
• The MSA (Measurement Systems Analysis) Manual
• The Production Part Approval Process (PPAP) Manual

The AIAG (Automotive Industry Action Group) is a non-profit association of

automotive companies founded in 1982. What is measurement system

4.2 SCOPE:

It is a must for all measurement tests and equipments referenced in control plans at
all levels and for all types.

4.3 Measurement variation

MSA comprises evaluation of 5 types of variations present in measurement system in

a statistical manner.

• Bias

• Linearity

• Stability

• Reproducibility

• Repeatability.

Bias:
It is the difference between the observed average of measurement and the reference
value.

Linearity:
It is the difference in the Bias values through the expected operating range of
instrument.

Stability:
It is the total variation in the measurement obtained with the measurement system on
the same part when measuring a single characteristic over an extended time period.

Reproducibility:
It is the variation in the average of measurements made by different persons using
the same measuring instrument while measuring the same characteristics. This is
also known as Appraiser Variation (AV).

Repeatability:
It is the variation in measurements obtained with one measuring instruments when
used several times by same person while measuring the identical characteristic of
the same part. This is also known as Equipment Variation (EV).

Repeatability and Reproducibility are often major contributors to the variations.

The evaluation of variations contributed by Repeatability and Reproducibility is called
GAGE R&R study.

True Value or Reference value:

A True value is that which is obtained by perfect measurement and these values are
indeterminate by nature. They can only be defined through under the conditions that
uniquely exist when they are considered.
4.4 Preparation for measurement system study:

• Inform Appraisers

• Avoid obvious mistakes.

• No. of Appraisers – 3

• No. of samples – 10

• Repeat the experiment thrice.

• Selected Appraisers must be normally operating the measurement system.

• Sample parts must be selected from the process and represent its
entire operating range.

• Least count of 10% tolerance is acceptable.

• Procedure to measure.

• Measurements to be taken in random order.

4.5 Methods of GAGE R&R study:

• Range method

• Average and Range method.

• ANOVA method.

Popular method of R&R variation analysis is Average and Range method.

Average and Range method:

It is typically done through 3 actual operators and 10 randomly chosen parts.

The properties of a good measuring system are:

• Measurement system must be in a state of statistical control.

• Variation present must be only due to common causes.

• Variability of measurement system must be small compared to

manufacturing process variability.

• Variability of measurement system must be small when compared to

specification limits.
4.6 Utility of GAGE R&R:
• A criterion to accept new measuring equipment.

• For comparing one measuring device with another.

• Basis for evaluating a Gage suspected of being deficient.

• A required component for calculating process variation and acceptability

level for production process.

Information necessary to develop a Gage Performance Curve (GPC), which

5. Grinding wheel

Grinding wheel

5.1 Introduction:

A GRINDING WHEEL is an expendable wheel that carries an abrasive compound on

its periphery. These wheels are used in grinding machines.
The wheel is generally made from a matrix of coarse particles pressed and bonded
together to form a solid, circular shape, various profiles and cross sections are
available depending on the intended usage for the wheel. They may also be made
from a solid steel or aluminum disc with particles bonded to the surface.

Materials used are generally silicon carbide and diamond with a vitrified bonding
agent. In production grinding, a wide array of materials are used. Wheels with
different abrasives, structure, bond, grade, and grain sizes are available. The
abrasive is the actual cutting material, such as cubic boron nitride, zirconium
aluminum oxide, manufactured diamonds, ceramic aluminum oxide, aluminum oxide,
and others.
7 .ROTARY COMPRESSORS

7.1Introduction:

The rotary compressor is not new. This compressor first took root in the early 1920's.
The Norge Company did much of the design work to perfect the Rotary compressor.
Not long after this original design, Frigidaire designed a rotary compressor called the
Meter-Miser. These compressors were very popular and reliable for use in
refrigerator applications.

In the early 1950's, General Electric (GE) designed a rotary for room air conditioning.
This rotary was later applied to residential split systems.

In 1972, Fedders Corporation produced a rotary compressor that Fedders used

exclusively in their products for several years. In 1978, Fedders Compressor
Company (now Rotorex) began to sell their compressor to other air conditioning
manufacturers.

In 1982, Tecumseh began seriously to explore the proprietary design and

manufacture of rotary compressors. By 1983 and 1984, Tecumseh had developed a
family of rotary compressors of unusually high efficiency (l0.8 Btu/watt). Tecumseh
called these compressors the RK series.

In 1993, Tecumseh completed an agreement with GE to purchase existing

equipment to manufacture rotary compressors. Earlier", this equipment had been
part of GE's Columbia, Tennessee, compressor operation. In 1994-1995, Tecumseh
installed the improved family of rotary compressors in its Tupelo, Mississippi, plant.
Tecumseh calls these compressors the RG series.

In 1996, Tecumseh increased the Company's rotary production capacity by building

rotary manufacturing facilities in its Sao Carlos, Brazil, operations.
7.2 About Rotary air compressors:

Rotary air compressors are positive displacement compressors. The most

common rotary air compressor is the single stage helical or spiral lobe oil flooded
screw air compressor. These compressors consist of two rotors within a casing
where the rotors compress the air internally. There are no valves. These units are
basically oil cooled (with air cooled or water cooled oil coolers) where the oil seals
the internal clearances.

Since the cooling takes place right inside the compressor, the working parts
never experience extreme operating temperatures. The rotary compressor, therefore,
is a continuous duty, air-cooled or water cooled compressor package.

A rotary compressor is provided with a rotary valve arranged rotatably in the

housing unit. The rotary valve is partially exposed to an interior space of the housing
unit. The interior space is divided into a plurality of variable working spaces. A return
port is formed in the rotary valve for feeding a cooling medium into an inlet port from
the working space. A quantity of the cooling medium discharged from the working
space through an outlet port is changed in accordance with the rotation of the rotary
valve controlled by the actuator.
Rotary compressor model
7.3Parts of Rotary Compressor:

 Cylinder block.

 Roller.

 Outboard bearing.

 Crank shaft.

 Main bearing

7.3.1 Cylinder block:

An outlet valve for rotary rolling piston compressor, the piston being assembled
within a cylinder block having an attached end wall provided with gas discharge
passage whose outlet end defines an annular valve seat placed in an oblong recess
area circumscribing the valve seat within which a valve blade is located, the area
between the bottom wall with the circumscribing side wall of the oblong recess and/or
with the peripheral wall of the valve seat being curved to reduce the turbulence of
gas leaving the outlet of the discharge passage.

Material:
Shell molded Gray cast Iron.

Hardness:
Hardness of parts to be 170-241 BHN as measured with 3000kg load and 10mm ball
indenter.
7.3.2 Roller:

Disclosed is a roller for use in a rotary compressor, which roller comprising a sintered
body consisting essentially of 0.5-2.0% by weight of C, 1.0-5.0% by weight of Cu,
1.2-3.0% by weight of Mo and a balance of Fe and unavoidable impurities. In the
sintered alloy, hard particles of Fe-Mo alloy are dispersed in one of pearlitic and
tempering martensitic matrix, and sintered pores of the sintered body is sealed with
tri-iron tetroxide. Resultant sintered body has high wear resistance and scuffing
resistance capable of being used as an inverter type compressor.

Material:
Heat treatment shell cast gray iron material.

Roller
7.3.3 OUT BOARD BEARING:

Plate no. 7.3 out board bearing

Material:
Class G3000 Cast Iron.

Hardness:
Hardness of the parts is to be 170-241 BHN as measured with 3000kg load and a
10mm ball indenter.
7.3.4 CRANK SHAFT:

The crankshaft is made of either forged alloy steel or out of spheroidal gray iron
casting. The portions of shaft that work inside the bearings are called ‘journals’.

The Crankshaft should be strong enough to take the thrust of the piston during
compression, without getting distorted.
The reciprocating motion of the piston is made possible by the ‘crank’ of the
crankshaft. The piston-end of the connecting rod is attached to the piston by the
piston pin, which is tightly fitted in the position.

Crank shaft
7.3.5Main bearing:
Material:
Class G3000 Cast Iron.

Hardness:
Hardness of the parts is to be 170-241 BHN as measured with 3000kg load and a
10mm ball indenter.

Implementation of SPC techniques:

OUT BORED BEARING:

Fits (clearances):

The design of the clearances between parts causes an oil film to fill in the
clearance to reduce leakage (blow by). Excessive leakage not only reduces
compressor performance but also raises the discharge temperature. High discharge
temperatures put more load on the motor, causing it to work harder, and can lead to
premature compressor failure

Exhibit 1 shows a cylinder, roller, and vane assembly to illustrate how the oil film
seals the ends of the roller and vane. The oil is actually reducing leakage between
these parts and the main bearing/outboard bearing faces. This exhibit does not show
the Main bearing/outboard hearing faces.

Also, this exhibit does not show two other leakage areas that are equally
important. These areas are the “suction seal” (o-ring) and the “valve seat”. Leakage
in these two areas has the same effect

Importance of face flatness of a out board bearing

Understanding the geometric tolerances of the parts is the secret of building a

rotary compressor. Part geometry is more important than the fits and finishes.
Each part has many geometric tolerances. Roundness, square ness,
parallelism, taper, flatness, concentricity, etc. Unfortunately, we do not have the time
to review these on every part. The following review should give you an overall
understanding of the importance of geometric tolerances.
Remember, we cannot see these small dimensions with the naked eye. The
following purposely exaggerated exhibits show conditions that are real.
Bearing Roller Face Flatness:

Figures located on the following page show how main and outboard bearing
roller face flatness affects leakage and tight pumps. The flatness of the bearing face
can either be "concave" or "convex.”.

Fig. shows the main bearing face to be concave. In this condition, the face of
the bearing dips away from the roller. This action causes an increase of the
clearance over the roller. Remember the section on roller to cylinder clearance? If
the main bearing face is .0002 out-of-flats in the concave direction and the selected
clearance was .0004, then the total clearance is .0006. If the out board bearing (not
shown) is also .0002 out-of-flats, we have a combined total of .0008 clearances or a
6 percent reduction in performance.

Concave bearing face

 Fig. below shows the face of the main bearing face to be convex. In this sketch,
we can see that the bearing face is the opposite of the previous sketch. The face
dips in towards the roller. If we had selected .0004 for the roller to cylinder clearance,
we would not have a problem. However, if the out board bearing was also .0002 out-
of-flats in the same direction there would be no room for oil to lubricate the parts.
This metal to metal contact can damage the parts. Depending on the vane
clearance, the vane can seize during normal operation. In either case, the result is
failure.

Convex bearing face

Hence Flatness is considered as the most important parameter in

manufacturing the Rotary compressor. Since there are a lot of rejections of
compressors in the company because of the variations in Face flatness of out board
bearing, we concentrated to improve the Flatness and bring it to the desired value.
For this, we implemented the Statistical process control techniques and 7 Q.C tools.
In further, we discuss the implementation of the above methods and the results
obtained.
 In the implementation of SPC techniques for any component, first we have to
study the machine.

OUT BORED BEARING:

In case of OBB, the machine capability calculated is 2.66, which is more than
the required value. So the machine is capable for producing the components within
the required range.

In case, if machine capability is < 2, then using cause and effect analysis,
causes for variation are identified. Once causes are identified, they can be removed
or controlled to reduce the variation from machine. If variation is reduced, the
machine capability will improve.