IMPLIMANTATION OF SIX SIGMA IN SMALL SCALE

INDUSTRY
A PROJECT REPORT
Submitted by
Meet Patel

(110010119020)

Kirit Patel

(110010119025)

Hardik Patel (110010119100)

Diwakar Bhargav (110010119093)

In fulfilment for the award of the degree

Of
BACHELOR OF ENGINEERING

In
MECHANICAL ENGINEERING
DECEMBER 2014

A.D.Patel Institute of Technology, New V.V.Nagar

Gujarat Technological University, Ahmedabad

A.D.Patel Institute of Technology

Mechanical Engineering
2014
CERTIFICATE
Date: 23/04/20115
This is to certify that the project entitled Analysis of drive shaft using composite
material(GLARE) has been carried out by Meet Patel, Kirit Patel, Bhargav Diwakar,
Hardik Patel under our guidance in fulfillment of the degree of Bachelor of Engineering
in Mechanical Engineering 7th semester of Gujarat Technological University,
Ahmedabad during the academic year 2014-15.

Guides: Mr. Mehul patel

Head of the Department

(Dr. V. N. SINGH)

ACKNOWLEDGEMENT
We would like to offer our profoundest gratitude to our project advisors,
Mr. Mehul patel, for offering their unreserved help and guidance which lead us
to finish our project step by step. Their words are always inspiring and bring us
to a higher level of thinking. What we learn from them is not just how to write a
thesis to meet the Graduation requirement, but also to view this world from a
new perspective. Without their kind and patient instruction, it is impossible for
us to finish this project. Moreover, we want to give gratitude to our Head of
Department Dr. Vishal N. Singh to allow us to use all departmental facilities
and we are also thankful to all staff member to provide us their warm support.
Last but not the least; we would like to thank our parents for their constant
encouragement and support.

Abstract

The present work is an attempt to capture the issues for implementation of

Six Sigma and improve understanding with the Six Sigma philosophy in small
enterprises. To document issues such as barriers and highlight important issues
which affects the performance of an organization through a systematic literature
review. The DMAIC Methodology is used in this present work to implement
six sigma in die industry

Introduction
What is DMAIC Methodology?

DMAIC is short form for Define Measure Analyse Improve Control

process

DMAIC represents five sequential phases through which the process

under consideration shall pass so that the defects can be removed
from process and process can be made stable within control limits.
The DMAIC is a systematic and continuous methodology used by
company professionals for solving problems, improving the quality of
products and reducing the defects or waste within an organization.
Each phase of the DMAIC has questions that need to be answered. By
answering the questions, deliverables or outcomes are produced.

1. DEFINE
2. MEASUREMENT
3. ANALYSIS
4. IMPROVE
5. CONTROL

(1)Defining phase:
Defining is the first step of DMAIC process. This step identifies the pain
area or the process that needs improvement. These also define the type
of the problem.
The objectives for adopting the six sigma improvement process are
defined during this step. To improve current process, a team should be
form and should be aware about the benefits of adopting the six sigma
methodology.

It is important that the team that has been formed is motivated and
believes in the benefits that will be accrued by completing this project.
Next, the team has to identify the customers or the people who would be
impacted by this six sigma project. The critical requirements for these
customers are also documented.
The following table gives idea about the problem.
Phas
e

Example Questions to be Answered

Potential Answers

1) Who is the customer?

The local buyers are the

customer.
Low production due to less
order from buyers.
Four Member in our team.
Our plan is to give
appropriate suggestion for
implementation of Six
sigma in company.
Final report is being
generated for owner of
SHREE TRIMURTI
CHEMICALS.
Increase the production,
revenue and decrease the
waste.

2) What is the problem specifically?

DEFI
NE

3) Who is part of our team?

4) What is our plan?

5) Who is the person we are generating

a final report for?

6) What are the teams goals?

Recommended tools for Define Phase

1. Current state analysis
SHREE TRIMURTI CHEMICALS was started in year 2005. It is owned by ALAKH
PATEL. He started
his business as Leather Dyes manufacturing unit. During, research for his
company it has been
found that he needs to do make changes in his manufacturing process and need
to change his
strategy towards his business. SHREE TRIMURTI CHEMICALS produce 90 M ton
dye per month with
the help of a machine available in the company.
Company has manufactured product for dealers .So company has not
directly contact with the customer.

 Second, currently the company has machine which is not as fast as other
modern machine
available in market now a days.
Third, currently there is no inspection of quality of product produce while
manufacturing
because they think that they are manufacturing better quality product
without any fault.

SIPOC:
SIPOC is the acronym that stands for five elements: Suppliers, Inputs, Process,
Outputs,
and Customers. A SIPOC diagram is shown here:
Suppliers
Local factories

Inputs
HCL & Nitrite

Process
Mix the raw
material
according to
the prices and
quality
requirement
by buyers

Outputs
ACID BLACK
210, ACID
BLACK 234

Customers
The output is
produced
dealers

During define phase key deliverables:

I.
II.
III.

Current manufacturing issues in the company

Probable outcome at the end of the project like- increase production.
Decrease wastage and reduce machine stopped time.

(2)Measurement phase:
After completing the defining phase here we comes on second phase which is
measuring phase. DMAIC methodology comes in these phase: from which we can
determine
The characteristic that affect the process, these is completed by making the
measurements and collecting data from manufacturing company SHREE
TRIMURTI CHEMICALS.

These step takes more time then the defining phase. These phase will show
which parameters need to be improved for the progress of the company. The
main affecting
Defect will be identified and defined in these phase. Once that is defined data is
collected to analyse the difference between actual performance and desired
performance. Process variation will be established in these phase.

NO.
1

3.

Questions to be Answered?
What is the current
measurement?
What are we going to
measure?
How will we measure it?

4.

Where do we find the data?

5.

What is the gap between

current
state and industry standard?

6.

What are the teams

deliverables?

2.

Potential Answers
Company produced nearly 90 M ton dyes
in year 2014.
Companys Type of product, total
production in a year, profit and losses.
By visiting the company and collecting
data and by preparing the questionnaire
and taking review from employee of
company.
Owner of SHREE TRIMURTI CHEMICALS
provided all data.
Currently, company does not follow
any standards strictly. So there is a big
difference between the manufacturing
process of industry standard and SHREE
TRIMURTI CHEMICALS.
During this stage team deliverable
will be to collect the data of current
Manufacturing process and Production
from owner of SHREE TRIMURTI
CHEMICALS.

THE DATA COLLECTED FROM THE COMPANY SHREE

TRIMURTI CHEMICALS.
NAME: SHREE TRIMURTI CHEMICALS.
Type: Leather Dyes Manufacturing Unit.

Leather Dyes manufacturing unit,

Particularly manufacturing ACID BLACK 210, ACID BLACK 234 (different shades in
black Colour) providing Leather Black colour for dying & tanning the leather.
Leather tanneries are main consumer of the dyes.
Batch process department, Filtration, Drying, Blending, and Packing.
3 ms vessel, 1 filter press, 2 dryers, 1 hot air generator, 1 steam boiler, 2 Boll
mill.

Batch process:
First we diazotise one material with HCL & Nitrite give 3 hours for stirring then
coupled the same with another material, Allow the whole mask stirring whole day
& overnight.
Another day 3rd material being diazotised & coupled with whole mask, set the
PH of the mask with soda.
After that add on more coupler in that mask, allow 3 hours stirring then start
heating the whole mask raise temp. up to 70 c.it takes whole night steaming by
boiler.
Precipitate the mask with salt & HCL & start filtering, after that open the filter
press take press cake to dryer, then drying, pulverising, blending, Packing &
despatch.

Capacity of Plant: 15 M Ton dyes per Month.

Year: 2014-2015
Year: 2013-2014
Year: 2012-2013

70 M Ton.
115 M Ton.11:08
95 M Ton.

(3)Analysis phase
During this phase, the data collected during the measure phase is used to
analyse the gap between the current and desired performance.
Root-cause analysis is done to define the possible reasons for the
performance gap and quality issue.

Questions to be answered for Analysis phase

Basic Information :
1.

Name of the Unit

(Address/Email/Contact No.)
2.
Type of Constitution
(Proprietorship/Partnership/Pvt ltd.)
3.
Investment (Land & Plant &
Machinery) Rs. In Lakhs
4.
Employment
5.
Age of the Company
6.
Turn Over
Supportive Information:

SHREE TRIMURTI pvt

Pvt
2 Cr
15
10 year
2 Cr(annual)

7.

Quality of Staff:
I ) Skill Level
II ) No. of employees does
Repetitive Task.
III ) No Of Training conducted
In a year.
IV ) Priority of Organization on
quality/Production
8.
Process Improvement Level:
I) Any Quality Tools Used.
II) Production/Rejection
Analysis done.
III) Technology update
IV) Customer feedback
Evaluation :
9.

10.

11.

Cost of production :
I) Raw Material cost
II) Manpower
III) Reject Cost
Delivery of product
I) Mode of transport
II) Packing material
III) Delivery schedule followed
Plant safety
I)Handling pf hazardous material
II) fire extinguisher used
III) Accident plant handling is there or
not.

1 engineer,2 deploma,6 ITI,7 are 10 pass

13
Zero
production

No
No
No
No

250 per kg
40 rs per kg
12.5 Lakh per year
Private vehicle
Plastic
Usually
Manually
Yes
No

12.

13.

Organizational characteristics
I) Number of workers
II) Number of machines
III) Type of product
Supplier motive
I) Aware of the product quality
II) Additional care for the material
supplied
III) How Frequently Supplier evaluation
done

15
10
Leather die manufacturing
No
No
No

Are you familiar with the philosophy of Total Quality Management (six
sigma)?
No

Focus area (except customer need)

Increase production , increase profit

Do you give priorities to the workers in a case of management decision

making process?
No

Number of permanent and contract based workers.

Permanent workers 3
Contract based 11

Any policy for your company or you produce product only on order
basis?
No, order based production

On what basis are you choosing supplier for your row material?
Cost and delivery time

Customer feedback systems availability (Yes/No)

Yes

N
O

Questio
nnaire
(for
workers)

A. THE ORGANIZTION AS A WHOLE

These questions relate to the type of organization
For example: In question 1, if Organization A seems very similar to mine, B seems
somewhat
Similar, and C and D do not seem similar at all then your answer will be A or A,B and if C
Seems very similar and A seems somewhat similar you could state C or C, A

1. Organizations Manager

A. Manager are warm and caring. He seeks to develop employees full potential and act as
his mentors or guides.
B. Manager are risk-takers. They encourage employees to take risks and be innovative.
C. Manager is rule-enforcers. He expects employees to follow established rules, policies,
and procedures.
D. Manager is coordinator and coach. He helps employees meet the organization
Goals and objectives.
A
.

B
.

C.

D.

2. Organization Character
A. Organization is a very personal place. It is a lot like an extended family. People seem to
Share a lot of themselves.
B. Organization is a very dynamic and entrepreneurial place. People are willing to stick their
Necks out and take risks.
C. Organization is a very formalized and structured place. Bureaucratic procedures generally
Govern what people do.
D. Organization is very production oriented. A major concern is with getting the job done.
People arent very personally involved.
A
.

B
.

C
.

D
.

3. Organization Emphases
A. Emphasizes human resources. High cohesion and morale in the organization are
Important.
B. Emphasizes growth and acquiring new resources. Readiness to meet new challenges is
important.
C. Emphasizes permanence and stability. Efficient, smooth operations are important.
D. Emphasizes competitive actions and achievement. Measurable goals are important.
A
.

B
.

5. Organization Rewards

C
.

D
.

A. Distributes its rewards fairly equally among its members. Its important that everyone from
top to bottom be treated as equally as possible.
B. Distributes its rewards based on individual initiative. Those with innovative ideas and
actions are most rewarded.
C. Distributes its rewards based on rank. The higher you are, the more you get.
D. Distributes its rewards based on the achievement of objectives. Individuals who provide
leadership and contribute to attaining the organizations goals are rewarded.
A
.

B
.

C
.

D
.

4. Organization Cohesion
A. The glue that holds together is loyalty and tradition. Commitment to this organization runs
high.
B. The glue that holds together is commitment to innovation and development. There is an
emphasis on being first.
C. The glue that holds together is formal rules and policies. Maintaining a smooth running
Operation is important here.
D The glue that holds together is the emphasis on tasks and goal accomplishment. A
production orientation is commonly shared.
A
.

B
.

C
.

D
.

B. GENERAL INFORMATION ABOUT THE ORGANIZATION

INSTRUCTIONS
In this section you are asked to assess your organizations efforts to improve the
quality of products and services it provides. Please read each statement carefully.
Indicate the extent to which you agree or disagree that the statement characterizes
your organization by circling the appropriate response.
In answering the questions, you should think about what the organization is
actually like now, not how you think it might be in the future or how you
might wish it to be
Strongly

Disagree

Neither

Agree

Strongly

Dont

Disagree
1

Agree Nor
Disagree
3

Agree

Know

1. A philosophy (Quality Policy) of continuous improvement of quality

through improvement of organizational processes.
1
2
3
4
5
0
.

2.

Empowering

employees

to

identify

quality

problems

and

improvement opportunities and to take action on these problems and

opportunities.
1

3. An explicit focus on customers both external and internal.

1
2
3
4
5
0
.

4. Use of quality improvement teams including employees from multiple

departments and from different organizational levels as the major
mechanism for introducing improvements in organizational processes.
1
2
3
4
5
0
.

5. Does your organization have measurable goals related to customer

satisfaction?

Yes

NO

6. Have your workers a say in how the company is run?

Yes

NO

7. Do you consider your organization to be formally involved in Continuous

Quality?
Improvement/Total Quality Management (CQI/TQM) efforts?
Yes

NO

if other please specify :

8. What certification does your company possess?

9. Have you received any Quality excellence awards?

Yes

NO

if yes what :

1. Quality Management System

1 . Quality policy and quality objectives are documented in quality manual.
1

2. The organisation established and maintains a quality manual

3. Documentation control systems are in place to track revision levels of all

specifications, drawings, forms and other documents.
1

4. Internal audits are performed on the quality system.

1

2. Management Commitment
5. Senior management establishes quality policy and quality objectives and
communicates to organisation.
1
2
3
4
5
0
.

6. Senior management ensures the availability of resources to achieve objectives

1
2
3
4
5
0
.

7. Regular review of suitability of quality policies and objectives takes place.

1
2
3
4
5
0
.

8. The senior executives clearly articulate the organizations values relevant to

quality and continuous quality improvement.
1
2
3
4
5
0
.

9. The behaviour of the senior executives is consistent with values relevant to quality
and continuous quality improvement.
1
2
3
4
5
0
.

3. Quality policy
10. Quality policy is appropriate to the organisation.
1
2
3
4
.

11. Quality policy commits to the continual improvement

1
2
3
4
.

12. It is communicated and understood within the organisation.

1
2
3
4
5
.

13. Reviewed periodically for continuing suitability.

1
2
3
4
.

4. Customer Satisfaction
14. The organization does a good job of assessing current customer needs and
expectations.
1
2
3
4
5
0
.

15. Customer complaints are studied to identify patterns and prevent the same
problems from recurring.
1
2
3
4
5
0
.

16. The organization uses data from customers to improve services.

17. The organization uses data on customer expectations and/or satisfaction when
designing new services and products.
1
2
3
4
5
0
.

5. Responsibility, Authority and communication

18. Responsibilities and authorities are clearly defined and communicated within the
Organisation.
1
2
3
4
5
0
.

19. Appointment of key personal (management) responsible for establishment,

Implementation and maintenance of quality management system.
1
2
3
4
5
0
.

20. Awareness of customer requirements throughout the organisation.

1
2
3
4
5
0
.

21. Avery good communication process is established in organisation for effective

QMS and for clear and effective ways for people within the organisation to
communicate.
1
2
3
4
5
0
.

6. Resource Management
22. Sufficient resources are allocated for implementing, maintaining and
improving
quality management system.
1
2
3
4
5
0

23. Organisation provides and maintains the infrastructure needed to achieve

conformity
to product requirements.
1
2
3
4
5
0

24. Resources are provided to establish and control working conditions

needed to assure product/service quality.
1
2
3
4
5
0

25. Staff are given education and training in how to identify and act on
quality improvement opportunities.
1
2
3
4
5
0

26. Staff are given education and training in statistical and other quantitative
methods that support quality improvement.
1
2
3
4
5
0

27. Staff are given the needed education and training to improve job skills
and performance.
1
2
3
4
5
0

7. Purchasing
28. Organisation as established and documented the criteria for evaluation and
selection of suppliers that provide materials and services.
1
2
3
4
5
0
.

29. The organization works closely with suppliers to improve the quality of their
products and services.
1
2
3
4
5
0

30. Organisation has defined system for monitoring suppliers performance.

1
2
3
4
5
0
.

31. Organisation involves suppliers for developing a new product/service.

1
2
3
4
5
0
.

8. Measurement Analysis and Improvement

32. Customer satisfaction is monitored regularly, to know organisation
actually meet
customer expectations.
1
2
3
4
5
0

33. Product conformity is measured and monitored to ensure that

organisation actually
meet all requirements.
1
2
3
4
5
0

34. Organisation has effective system to ensure that product which doesnt
conform to
product requirements is identified and controlled to prevent its unintended
use or delivery.
1
2
3
4
5
0

35. Organisation has system in place to take action to eliminate the cause of
nonconformities in order to prevent reoccurrence.
1
2
3
4
5
0

36. Organisation has system in place to eliminate the causes of potential

nonconformities in order to prevent occurrence.
1
2
3
4
5
0

37. Organisation promotes the use of statistical tools to monitor and measure
product and processes for effectiveness and/or improvement.
1
2
3
4
5
0

38. Organisation collects and analyse appropriate data to demonstrate the

suitability and effectiveness of the QMS and to evaluate where continual
improvement of the effectiveness of the QMS can be made.

9. Employee Satisfaction/ Work Environment

39. Having opportunities to use your skills and abilities better.
1
2
3
4
5

0
.

40. Getting recognition (i.e., praise, promotion, etc.) from your superiors.
1
2
3
4
5
0

41. Feeling that you have accomplished something worthwhile.

1
2
3
4
5

43. Exciting work environment.

1
2
3

42. Motivated to see the company succeed.

1
2
3
4

44. Freedom in position to take independent action when needed.

1
2
3
4
5
0

Questionnaire Graph.
The organization as a whole
A
10

Percentage

B
17

C
40

D
33

The organization as whole

A

33%

10%
17%

C
D

40%

B. GENERAL INFORMATION ABOUT THE ORGANIZATION

Percenta
ge

Strongly
Disagree

Disagree

17

33

Neither
agree
Nor
disagree
27

Strongly
Agree

Strongly
Agree

Dont
know

15

5%
3%
15%

17%

Strongly disagree
Disagree
Neiter agree nor disagree

33%

27%

Agree
Strongly agree
don't know

1. Quality management system

Percenta
ge

Strongly
Disagre
e

Disagre
e

20

40

Neither
agree
Nor
disagree
27

Strongly
Agree

Strongly
Agree

Dont
know

Quality management system

9%
1%
3%

Strongly disagree

20%

Disagree
Neither agress nor disagree
Agree

27%

Strongly agree
Dont know

40%

2. Management commitment
Strongly
Disagre

Disagre
e

Neither
agree

Strongly
Agree

Strongly
Agree

Dont
know

e
Percenta
ge

10

Nor
disagree
20

25

20

21

Management commitment
Strongly Disagree

21%

Disagree

10%

Neiter agree nor disagree

25%

4%

Agree
Strongly agree

20%

dont know

20%

3. Quality Policy

Percenta
ge

Strongly
Disagre
e

Disagre
e

12

34

Neither
agree
Nor
disagree
16

Strongly
Agree

Strongly
Agree

Dont
know

11

23

Quality Policy
Strongly disagree

20%

Disagree

12%

Neiter agree nor disagree

3%
27%

4. Customer satisfaction

Agree

38%

Strongly agree
dont know

Percenta
ge

Strongly
Disagree

Disagree

11

34

Neither
agree
Nor
disagree
16

Strongly
Agree

Strongly
Agree

Dont
know

11

25

Customer satisfaction
Strongly disagree

23%

11%

5%

Disagree
Neither agree nor disagree
Agree

34%

Strongly agree

11%
16%

5. Responsibility, Authority and communication

Percenta
ge

Strongly
Disagree

Disagree

10

25

Neither
agree
Nor
disagree
20

Strongly
Agree

Strongly
Agree

Dont
know

21

15

Responsibolity, Authority and communication

Strongly disagree

15% 10%
9%

Disagree
Neither agree nor disagree

25%

agree
Strongly agree

21%

Dont know

20%

6. Resource management

Percenta
ge

Strongly
Disagree

Disagree

10

30

Neither
agree
Nor
disagree
16

Strongly
Agree

Strongly
Agree

Dont
know

26

10

Resource management
Strongly disagree
Disagree

10% 10%
8%

Neither agree nor disagree

agree

30%
26%

Strongly agree
Dont know

16%

7. Purchasing
Strongly
Disagree

Disagree

Neither
agree
Nor

Strongly
Agree

Strongly
Agree

Dont
know

Percenta
ge

disagree
39

27

14

18

Purchasing
Strongly disagree

17%
3%

9%

14%

Disagree
Neither agree nor disagree

27%

agree
Strongly agree
Dont know

29%

8. Measurement analysis and improvement

Percenta
ge

Strongly
Disagree

Disagree

27

Neither
agree
Nor
disagree
30

Strongly
Agree

Strongly
Agree

Dont
know

17

19

Measurement analysis and improvement

Strongly disagree
Disagree

19%

7%

Neither agree nor disagree

27%
17%

agree
Strongly agree
Dont know

30%

9.

Employee satisfaction/ Work Environment

Percenta
ge

Strongly
Disagree

Disagree

14

Neither
agree
Nor
disagree
23

Strongly
Agree

Strongly
Agree

Dont
know

47

Employee satisfaction/ Work Environment

Strongly disagree

8%

8% 14%

Disagree
Neither agree nor disagree

23%
47%

agree
Strongly agree
Dont know

The quality improvements problematic sides are observed

during the study (survey) & interview with the Employees &
staff of the management of small scale enterprise.
1) What are the main causes or factors that can create
problem?
1) Internal factors
2) External factors

1) Internal factors
- Process of Production
- Leadership
- Company policy & strategy
- Workers
- Safety tools
- Availability of raw material
- Faulty machines
- Bad environment of plant
- Lack of technology
2) External factors
- Supplier of row material
- Customer
- Government policies
- Failure in delivery due to transportation

2) What are the sub factors for main factors?

Mentioned in fish bone diagram below

Cause-and-Effect Diagram
environment

Material

Workers are
not encouraged
lack of
communication

worker
lack of experience

Poor raw
material

lack of education
lack of skill

Improper mixing
of raw

bad working
environment

lack of internal

lack of prior

outdated process

machines are in
dirty condition

lack of customer
lack of
consistency

Company does
Absence of

measurement

Lack of standard
process

process

decrease in
productivity
of plant

lack of maintenance
outdated machines

Machines

These are observations from the above activity

1) The employees are not having require qualification & expertise in the
aspect of improvement quality
2) The entrepreneur do not carry out any sort of quality study that is
required for their own survival and existence
3) Some staff members are having ideas but fear from their higher
authority restricts them from suggesting new concept for the
improvement of quality
4) The management is just interested to sale more number of units they
produce. Thus, they always go for short term benefit and no long term
planning is there
5) Industry does not aware about Total Quality Management framework
6) They only focus toward the customer requirement, do not concern
about satisfaction of workers
7) Industry does not update technology on time to time basis. They still
do work manually.
8) To reduce the production cost Small scale industry chooses suppliers on
the basis of price only. It affects quality of product.
9) They do not give priorities to the workers in a case of management
decision making process
10) They produce the product on the basis of order only. So there is no
policy, procedure and
11) discipline in factory
12) Irregularity of delivery of raw material from supplier
13) Poor raw material from supplier affect the quality and increase
rejection rate

14)
15)
16)

Bad and dusty working environment

Customer feedback system is not available
Bad maintains system

Improve phase
Below are few suggestion given to the industry to overcome the
above factors that affect the productivity of the Plant
1) Batter manpower should be hired
2) Understand customers need properly & increase communication with
customer
3) Planning of regular training and development of manpower are needed.
Organisation is to plan such training programme in its site or can
depute the persons to related training institute. The training curriculum
should be both technical and managerial
4) Suppliers evaluation, Quality Control at supplier site, to make aware of
voice of customer and voice of process.
5) Improvement in Safety tools
6) Up gradation of machines available in plant
7) Do regularly maintains of machines
8) Improve plant environment for workers

To sustain in the present competitive age, Six Sigma is

emerging as one of the most effective business strategies in
the large organisations over the world.


The multiple gains achieved by Six Sigma efforts over
different productivity problems in a company amply prove the
usefulness of this strategy for small industries as well.

By applying six sigma in small scale industry, critical

factors of quality can be known and overall performance of
plant will increase.