Integration of Seven Managements and Planning Tools and DMAIC: A Case Study in A Semi-Automated Production Line

International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, Volume 2, Issue 8, August 2012)
Integration of Seven Managements and Planning Tools

and DMAIC: A Case Study in a Semi-Automated
Production Line
Low Shye Nee1, Lau Joo Hao2, Nadiah Mohd Shukor3, Mohd Rizalazlim Adzmi4 and Shahrul
Kamaruddin5
1,2,3,4,5
School of Mechanical Engineering, Engineering Campus, Universiti Sains Malaysia, 14300, Nibong Tebal,
Pulau Pinang, Malaysia
1
low_sn@yahoo.com
meshah@eng.usm.my
Abstract The objective of this study was to present a process

improvement framework to eliminate the lean seven wastes.
The framework is needed as a guideline to assists the
industrial practitioners in improving the production process
performance with suitable tools. The framework developed
based on DMAIC methodology. It used to priority the
problem scopes and then selects the solutions from various
options. To test its application, the framework had been
validated in a semi-automated production line. The result
shown that 50% reduction of manpower the, while maintain
the output production. The case study shows how developed
framework provided a systematic approach into identification
of the solutions and achieves the desired performance
improvement.
I. INTRODUCTION
Continuous improvement has always been an endeavour
of manufacturing companies. The aim of continuous
improvement is to eliminate wastes by making production
lines more efficient and responsive to the market need.
Waste is defined as actions that do not add value to a
product and can be eliminated [1]. Hence, principles of lean
manufacturing had addressed the seven wastes
classification as below:
Overproduction producing more parts than
necessary was waste.
Transportation excessive movement and

handling can cause damage and are an opportunity
for quality to deteriorate was waste.
Movement - unnecessary human movement was

waste.
Re-work quality defects resulting re-work was

waste
Unnecessary processing energy that expended by

workers or machine to accomplish work does not
add value to the product was waste.
Inventory there are leftover parts that must be

stored was waste.
Waiting whenever parts are not moving or being

processed or operators were forced to wait are
waste.
The reduction of production wastes was defined as the

fundamental thinking behind lean manufacturing and, as a
result, an analysis of such wastes is needed in order to
effectively reduce or eliminate it. In order to solve the
wastes, a structure of process improvement methodology is
needed, such as Six Sigma methodology: Define, Measure,
Analyse, Improve and Control (DMAIC) process. Sixsigma is a common continuous improvement methodology
that is widely used in manufacturing. The six-sigma
methodology is a well ordered and structured approach
used to enhance process performance and achieve high
quality and low variability level [2]. Performance
improvement strategy in six-sigma aims to reduce the
quality level to as low as 3.4 defective parts per million [3].
Keywordslean seven waste, six-sigma, DMAIC, process

improvement, semi-automated, case study.
Mehrjerdi [4] stated that the concept of six-sigma is a

process that can improve the effectiveness and efficiency of
all operations dramatically by understanding the
relationships between the inputs and the metrics of the
defined the quality of a process. Six-sigma can benefit
manufacturing companies that performed repetitive
processes because it is easy to track the flow of goods
along the processes. One way to increase the performance
of continuous improvement is by using the lean tools to
311

identify key areas that can be leveraged by six Sigma
methodologies. Souraj [2] proposed a methodology which
integrated the lean tools, value stream mapping with
DMAIC approach in a continuous improvement study.
However, there was lack of the process improvement works
focusing on eliminating the production wastes from the
DMIAC methodology point of view. Therefore, there is a
need to develop an integration framework of other tools in
the six-sigma methodology for eliminating the production
wastes.
Analyse Phase: This phase intended to outline all the

possible causes of the problem. Few techniques from the
seven management and planning tools are applied, such as
Prioritization Matrix and Relationship Matrix and Fishbone
diagram.
FIGURE 1: DMAIC FRAMEWORK
This paper presents the process improvement framework

based on six-sigma methodology in eliminating the seven
wastes identified by lean manufacturing. The framework is
an integration of seven managements and planning tools
and DMAIC. The framework is then implemented to
identify and eliminate the lean seven wastes on a
production line under the continuous improvement project
of the case study company.
Phases
Define
Tasks
Definition
problem
statement and objectives
Measure
Determination of process
inputs and outputs are
accomplished during this
phase.
(Eg. current process
flow; overall efficiency;
productivity)
Identification
and
verification the critical
inputs that affect to the
process.
Analysis
II. PROCESS IMPROVEMENT FRAMEWORK

The process improvement framework used in this paper
consists of five stages that are crucial for dealing with the
stages of the production waste identification and
elimination. In adopting the DMAIC concept, it will give
the magnitude to process of defining, measuring, analysing,
improving and controlling a process for achieving a better
product and process quality. In addition the stages of the
framework helps in providing a logical sequence for the
seven managements and planning tools and DMAIC
concept by sufficient repackaging of the tools and concepts
to reduce the production wastes.
Moreover, the stages of the process improvement
framework need to be completed at each phase until the
conclusion of each phase before moving to the next. The
summary of each stage that show the task and the adoption
of tools respectively are shown Figure 1.
Improve
Control
Suggestion
of
improvement on the
solutions of root causes
to the problem.
Implementation and
monitoring
of
the
solutions.
Tools adopted
Brainstorming
technique
2. Interview
1. Time study
2. Motion study
1.
1.
2.
3.
4.
1.
2.
1.
Seven
Wastes
classification
Prioritization matrix
Relationship Matrix
Fish Bone Diagram
Prioritization matrix
Relationship Matrix
Control
systemsCheck Sheet
Improvement Phase: Team is assemble for brainstorming

sessions to generate and identify possible solutions, select
the best solutions (based on analysis), and design
implementation plan.
Control Phase: The control phase focused on monitoring,
checking, and assessing the process improvement tasks
until the problem and production wastes is solved and
eliminated to meet the objectives of the process
improvement project.
Define: This phase aims to prioritize opportunities for

improvement by quantifying any production wastes. The
problem is stated based on the observation through the
processes on the production line.
III. CASE STUDY

Company X is providing a vertically integrated
manufacturing service for products comprising of
electronic sub-assemblies and plastic moulded enclosures
and components. The area for this study in Company X
consists of four production lines, in which the shop floor
area concern consists of 67 units of injection moulding
machines. Each workstation requires a floor space of 250
ft2 and the number of worker includes direct labour and
indirect labour, staff, and management is over 100
Measurement Phase: This phase intended to define all the

details of the processes on the production line. In order to
identify the problems, time study technique is applied. A
time study could point out possibilities of motions and
times required for each task to perform. An equation to
measure the process efficiency is applied for calculating the
operator and machine efficiencies.
312

employees. The major customers for Company X are the
telecommunication companies.
In completing the continuous improvement project, the
management of Company X has identified one of the
production line to kick starts the project. the production
line selected produces plastic housings for the usage of
telecommunication product. The production line is a semiautomated line that uses a man-machine system. It consists
of de-gating and labelling workstations. The workstations
are connected with an injection moulding machine attached
to a robotic arm. Robotic arm transfers the injected parts
from the injection machine to workstation. Figure 2 shows
the production line layout.
problems that they are facing during their working hour.

Hence, gaining important details of the problems that need
to be highlighted is crucial in determining the problem
statement and objectives that need to be derived.
Problem statement:
The de-gating and sticking processes are done manually.
The problem with processing manually is that the cycle
time for each working station is not consistent and varies.
Inconsistent of time for each task will cause waiting or
starving condition to occur. Based on the observation, there
are a few problems which influences the cycle time at each
working station.
FIGURE 2:
CURRENT PROCESS LAYOUT
i.
ii.
iii.
inventory
Excessive operator in one workstation

Frequent tools (cutting and de-gating) changeover
High occurrence of defect due to wrong labelling
Objectives:
Operator 2
i.
ii.
Sticking
process
By deriving the problem statements and objectives of the

continuous improvement project it will give a clear insight
of the achievement and target for the next following phases.
Injection machine
Operator 1
Reduce Operators
Optimise the utilization of operator
B. Measure Phase
This phase consists of categorising the process flow,
detail work operation, data collection, and assessment of
the current level of process efficiency. Using the time study
approach to measure the time required to perform a given
task of each operator from the operator taking out the finish
part, de-gating process, and labelling process. This
approach uses direct and continuous observation of the task,
using a timekeeping device such as stopwatch, and video
camera to record the time taken to accomplish a task by the
operator. The data that has been collected is tabulated in
Table 1.
Degating
process
Robotic arm
The workstation produces approximately 180 pieces per

hour. It requires two operators to run in eight hours shifts
(1 production day requires 3 shifts). The quantity of parts
produced is based on the customers order. Once the
management has agreed upon to embark on the journey of
process improvement, the project will kick start with the
first stage that is define phase and followed by each phase
once each of the phases achieved it characterise goals.
TABLE I
PRODUCTIVITY OF OPERATION
A. Define Phase
This phase determines the problem statement and
objective in this study. Brainstorming technique is used to
generate the problem statement that describes the problem
faced on the production lines. Another method used was
interviewing the operators and technicians regarding their
313
Operation
Cycle
time
(s)
%
work
load
Units
outp
our/
hour
Hour/
unit
output
Units
output/h
our line
balance
Hour
per unit
output
line
balance
Injection
16.41
100
219
0.0046
219
0.0046
Degating
13.35
80.43
269
0.0037
219
0.0046
Labeling
8.975
54.35
400
0.0025
219
0.0046

Operation
Cycle
time
(s)
%
work
load
Units
outp
our/
hour
Hour/
unit
output
Units
output/h
our line
balance
0.0108
first piece of part

again
Place
it
into
container
Hour
per unit
output
line
balance
0.0138
Take the sticker and

stick it on the part
By using the equation from Fred et al. [5], the rate of

production line efficiency can be calculated for the current
level of process as shown as follows.
0.931
2.807
1.118
0.931
2.807
3.033

1.118
0.931
2.807
3.033
Place the part into

container that inside
the carton
From the time study, the list of motions for right-hand

and left- hand for carrying out the tasks and average cycle
time for each work element that been done by the two
operators, are tabulated. The aim of the time study is to
establish the standard time for a qualified worker to
perform specified work under stated conditions. Table II
shows the current process flow of the production line that
has been documented. Each movement of the operators was
recorded for the purpose of further analysis that would be
done in the Analyse phase.
Operator

Place the part into
the carton
Take and hold part
from container
Vision inspection
From the calculation, the current overall efficiency is

78.26%. This shows that for each cycle of the parts
produced from the injection machine, the utilisations of the
operators are 78.26%. The idling time of operators is
21.74% based on the cycle time of injection moulding
machine.
6.823
3.033
Place the part into
the carton
Take and hold part
from container
Vision inspection
(1)
TABLE II:
PROCESS FLOW WORK ELEMENT
Work Element
Left Hand
Right Hand
Take part from buffer
zone
Take and hold the
Take plier
first piece of part
Press on the gate
De-gating the gate
Place the first piece
of part at side then
take and hold the
second piece of part
Press on the gate
De-gating the gate
Change tool
Place
it
into Remove the scrap of
container
part
Take and hold the
Remove the scrap of

part
Take and hold part
from container
Vision inspection
1.118
C. Analyse Phase
Beforehand, a session of brainstorming is conducted to
obtain the list of critical problems that occurs frequently in
the production line. One of the key steps in lean production
is the identification of the seven production wastes consist
of the task that is non-value adding work. Hence, the list
of problems is simplified into a seven wastes template in
Table III.
TABLE III:
SEVEN WASTES TEMPLATE
C/T
(sec)
Wastes
Production problem occur
Unnecessary
motion/movement
The operator needs to change tools frequently (

and cutter)
Waiting
Excessive workers. Operator idling, starving occur

for the operator when performing labeling process.
She needs to wait for the de-gating process to be
done then only the next process can be proceed.
Defect/rework
Wrong alignment of labeling
1.522
0.787
2.907
0.879
The problems related to the seven wastes are based on

the definition that was given earlier in the introduction
section. Once the seven wastes template is completed the
Prioritization Matrix is used to evaluate the level of
criticality/concern of the wastes among each other. This
Prioritization Matrix enables the assessment of the
2.757
0.616
7.259
0.72
314

characteristic needed based on a standard criteria and
weight values (Table IV). It ameliorate in determining the
level of important of the wastes (Analyse phase) and root
causes (Improve phases) in the case study company. The
result from the prioritization matrix will assist the
continuous improvement team in deciding the solutions of
the problem being focused.
production line of Company X are Waiting, Movement and

Defects.
The next step is to compare the seven wastes with the
problems that occur in the production line using the
relationship matrix. The study is to associate the problems
occurred with the other wastes that will be possible to
associate it with one to another. The ranking points for each
subject matter can be referred from Table VI.
Table IV:
RATING POINTS FOR PRIORITIZATION MATRIX
Rating value
Level of critical
Row is much more important than column

Row is more important than column
Row and column are equally important
row is less important than column
row is much less important than column
TABLE VI:
RATING POINTS FOR RELATIONSHIP MATRIX
Rating value
Level of critical
1
Weak
5
Medium
9
Strong
The rating points of each waste can be referred in Table

V. The rating is prepared after a thorough discussion with
the continuous improvement team from Company X. For
example, Movement (row) compared with Waiting
(column), Movement is less important than Waiting. Hence,
it is rated as 0.2 and recorded in the Table V.
For example, Movement has a stronger connection with

the problem of tools changeover frequently (Refer table
VII). Hence it is rated as 9 and recorded in the table. The
ratings are made based on the observation and discussion
between the continuous improvement team from Company
X. Table VII divulges the relationship of the waste and
problems by using the relationship matrix.
Table V:
PRIORITIZATION MATRIX
TABLE VII:
RELATIONSHIP MATRIX
(E1) Overproduction
(F1) Inventory
(G1) Unnecessary processing
Row total
21.2
22.3
(C1)
0.2
0.2
10
10
0.2
(D1)
0.2
(E1)
0.2
0.1
0.2
(F1)
0.2
0.1
(G1)
0.2
0.1
TOTAL
Weight
(B1)
Defect due to wrong labeling
(D1) Defect
0.2
Wastes
Excessive operator in process line
(C1) Transportation
(A1)
Problems
(B1) Waiting
Wastes
(A1) Movement
Wastes being compared to
Tools changeover frequently
10
5
1
0.2
0.1
10
45
47.3
3.6
3.8
(A1)
22.3
13.2
13.9
(B1)
47.3
3.5
3.7
(C1)
3.8
4.3
4.5
(D1)
13.9
4.3
4.5
(E1)
3.7
95.1
100
(F1)
4.5
(G1)
4.5
The percentage for each waste is calculated by using the

total of the row (refer Table V). The summary percentage
value of each waste will be totalled up to 100%. Table V
shows that the highest priority of waste elimination for the
Score
Relative score (%)
Rank
315
201
23
3
452
51
1
237
26
2
Total
890
100

the problems, thus achieving the main objectives of the
process improvement project determine during the first
phase. A series of brainstorming sessions have been
conducted by the continuous improvement team. A list of
possible solutions is obtained. Hence, the best method to
evaluate and analyze the solution is by using the same
method as before- that by adopting the relationship matrix
as shown in Table IX.
After ranking and comparing the subject matter with one

to another, the results obtained in Table VII shows that the
subject matter that is rank as number 1 is the most vital
problem. Focusing on one problem only that is excessive
operator in one production line, this problem needs to be
elaborated for further analysis to identify the root causes.
TABLE VIII:
ROOT CUASES PRIORITIZATION MATRIX
In order to obtain the list of root causes, the appropriate

subsequent step is to generate a fish bone diagram based on
the main problem that the production line is facing. This
fish bone diagram helps to stretched out further the
problem in the production line that relates to the
methodology, manpower, material and tool. It covers every
aspect of the whole process that being analysed. Based the
mapping of the fish bone diagram, it shows that the
excessive operator in one production line occurs are due to
seven issues. Once the issues have been identified, the
improvement phase can begins.
0.2
10
18.2
15.44
0.2
0.2
8.4
7.12
0.2
0.1
10
12.5
10.60
10
23.0
19.51
10
0.1
27.1
22.99
0.1
0.7
0.59
28.0
23.75
117.9
100
(C2)
0.2
(D2)
(E2)
10
(F2)
0.1
0.2
0.1
0.1
0.1
(G2)
10
10
row total
(F2) Low motivation
(G2) High transfer frequency
(E2) Low operator efficiency
(B2)
TOTAL
D. Improve Phase
Prior to the previous fish bone diagram, a prioritization
matrix as was used previously in analyse phase is generated.
It is to weight the causes identified from the fish bone
diagram. A similar approach is adopted that is using the
prioritization matrix to generate weight values as tabulated
in Table VIII.
(D2) No technical support (jigs and fixtures)
(A2)
(C2) High frequency of changing tools
Causes
(B2) Task requires many steps
FIGURE 3:
FISH BONE DIAGRAM
(A2) Simple single process
Causes being compared to
Table IX shows the best solutions that will be

implemented that are to combine the task, designing jigs
and fixtures and followed by having effective training for
the operator. Based on the proposed solutions, a new
procedure of tasks needs to be developed.The new process
steps that were derived, from extracting parts with robotic
arm, cutting and de-gating, labeling process using jigs and
placing the finished parts in the container The two
workstations, which were de-gating and labelling were
combined into one and will be performed by one operator.
The labeling process will be completed by using jigs.
Figure 4 shows the new layout that will be implemented
Based on Table VIII, high transfer frequency is the main

cause of the problem followed by the low operator
efficiency and there is no technical support (jigs and
fixtures).The reasons behind the problem that occur will
now be the guideline to plan the best solution for solving
316

once the solutions proposed is agreed upon by the top
management of Company X.
use the production tools appropriately in completing the

new assigned tasks. In addition to that on the basis of
previous equations used in the Measurement Phase, the
implementation of the improvement solutions would lead to
a new target cycle time as shown in Table X:
TABLE IX:
RELATIONSHIP MATRIX
(A2)
15.4
(B2)
(C2)
(D2)
(E2)
(F2)
(G2)
7.1
10.6
19.5
23.0
0.6
23.8
9
9
9
5
770
43
1
612
34
2
Score
Relative score (%)
Rank
9
9
9
1
1
9
215
12
3
28
1
5
182
10
4
TABLE X:
INCREASE OF PRODUCTIVITY AFTER PROCESS IMPROVEMENT
Units
Hour /
Unit
Hour /
Cycle workoutput /
unit
outunit
Process
time
load
hour
output
put /
out(s)
%
line
line
hour
put
balance
balance
Improve ventilation system
Effective training
Design new cutting tools
Design jigs and fixtures
weight
Causes
Combine tasks
Solutions
Injection
16.41
100
219
0.0046
219
0.0046
Degating
and
labeling
16
97.5
225
0.0044
219
0.0046
0.0090
0.0092
From the calculation, targeted overall workstation

efficiency is 97.82%. It means that the utilization of
operator will increase. The operating time for operator is
closer to the cycle time of the injection machine after the
solutions proposed being implemented. There is only
2.18% of idling time for the operator in each cycle of the
parts produced from the injection molding machine.
Total
1807
100
FIGURE 4:
IMPROVED PROCESS LAYOUT
inventory
E. Control Phase
In order to ensure that the proposed methods of
improvement are being sustained and adopted undyingly,
Company X will need to implement a set of control
systems or adopting a new method. These control methods
will also support the Company X in being more responsive
to process variations in the future and will be better
equipped to handle unexpected deviations. One of the
useful methods would be continuously improving and updating the standard operating procedure (SOP) for the
operator. As shown in this paper, the operator is having a
new method to de-gating and labeling of the rear plastic
housing that will be supported by new labeling jig.
Therefore by having an up-dated SOP consisting of clear
operations will be useful for reducing or eliminating the
variations in procedure in completing the production tasks.
Another method that is useful for controlling the
system is a check sheet. It provides the guidance for the
production personnel in Company X to adhere to the details
of control plan for a more rapid analysis of the process
Jig for sticking

process
Injection molding
machine
Operator 1 Degating
process
Robotic arm
The implementation of the solutions identified towards

the production line will eventually reduce or even eliminate
the three wastes that initially occurred during the
production processes. The utilisation of the operator is
optimized and adequate time is allowed for the operator to
317

[3] B. Tjahjono, P. Ball, V.I. Vitanov, C. Scorzafave, J. Nogueira, J.
performances. By monitoring and analyzing the production

processes, assignable-cause variations can be distinguished
and corrected. Documenting each and every production
data is crucial for future continuous improvement
references. For this control plan checklist, the main person
that should take the responsibility in completing the task
should be the team leader of the production line.
Calleja, M. Minguet, L. Narasimha, A. Rivas, A. Srivastava, S.

Srivastava, A. Yadav, "Six Sigma: a literature review", International
Journal of Lean Six Sigma, 2010, Vol. 1 No: 3, pp.216 - 233
[4] Yahia Zare Mehrjerdi, Six-Sigma: methodology, tools and its

future, Assembly Automation, 2011, Vol. 31 No: 1, pp. 7988.
[5] Fred E. Meyers and matthew P. Stephens. 2000. Manufacturing

facilities Design and material handling. 2nd edition, pp. 120
In addition, constant training should be provided since

the one operator will handle all the tasks, de-gating must be
monitored intensively to avoid major defects caused by the
operator. Thus, once the labeling jigs are installed into the
process, the precision of the sticker towards the product
should be accurate and consistent. These factors must be
given extra attention in parallel with the control and
monitoring plan developed.
IV. CONCLUSION
DMAIC is more typically oriented toward identifying
solution of problems at a root cause. By integrating it with
seven managements and planning tools, the framework can
be significant tools for identifying and eliminating
production waste. Through a case study performed, the
developed framework derived improvement solutions in the
production line. From the solutions implemented it shows
that the performance of the company is increased to a better
level as regards to development of specific methods to
redesign and reorganize the processes with a view to reduce
or eliminate defects, improve utilization of operator, reduce
operators idle time and increase process performance. As a
result, the solution proposed by combining the tasks
performed in the process line with assist of sticking jig. It
shows that the target performance of overall efficiency
after improvement is increased from 78.26% to 97.82%.
Acknowledgment
This work is supported in part by the University Sains
Malaysia, the top management of Company X and
Knowledge Transfer Grant (KTP) from the Ministry of
Higher Education (MOHE), Malaysia.
REFERENCES
[1] M.L. Emiliani, Lean behaviors, Management Decision, 1998, pp.
615631.
[2] Souraj Salah, Abdur Rahim, and Juan A. Carretero, The integration
of Six Sigma and lean management, International Journal of Lean
Six Sigma, 2010, Vol. 1 No. 3, pp. 249-274.
318

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International Journal of Emerging Technology and Advanced Engineering

Website: www.ijetae.com (ISSN 2250-2459, Volume 2, Issue 8, August 2012)