Process

Process Capability
Capability

1, Jatco Requirements
2, Cmk, Cpk, Ppk Explanation
3, Control Charts and Capability Ratio`s

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SPC Jatco Requirements

When calculating process capability Jatco requires a 90%
confidence level.

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Process Capability
Capability Studies
A process capability study is performed for a new or
changed production process (including assembly) in order
to verify the (preliminary) process capability or
performance and to obtain additional inputs for controlling
the process.

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Process Capability
Machine Capability Study
The machine capability study is a short-term study with
the sole aim of discovering the machine-specific effects
on the production process.
Process Capability Study
The process capability study is a longer-term study. In
addition to variation arising from the machine, all other
external factors that influence the production process over
a longer operating time must be taken into account.
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Process Capability
Stable Process
A stable (in statistical control) process is only subject to
random influences. In particular, the location and
variation of the product characteristic are stable over time.
Quality-Capable Process
A process is quality-capable when it can meet all the
specified requirements without exception.

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Process Capability
Capability Indices Cmk, Cpk and Performance Index
Ppk
The term Cpk must only be used for a stable process. A process
is stable if the following synonymous statements apply to it:
Mean and variance are constant.
No systematic variations of the mean such as trend, batch-tobatch variation, etc., occur.
There is no significant difference between sample variation
and total variation.
Every sample represents the location and variation of the total
process.
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Process Capability
If the process is not stable, one speaks of process
performance, and the index is called the process
performance index, Ppk .
This applies to all processes with systematic variation of
the mean such as trend or batch-to-batch variation.
It is, therefore, the process behaviour which determines
whether the index is named Cpk or Ppk .
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Process Capability
In a machine capability study (initial process study or
short term study ), the index is always called Cmk ,
Cmk is understood to be an index for a short-term
capability study.
Only when sufficient data has been collected over a longer
term (e.g., as the result of a process capability study, preproduction run with at least 125 values or evaluation of
several control charts) it is possible to calculate and
distinguish between Cpk and Ppk on the basis of the
process behaviour.
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Process Capability
Flow Chart for Machine and Process Capability Study

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Process Capability
Calculation Procedure
Flow Chart for MachineManual
Capability

If no special software is available, m C

and Cmk also can be calculated as
follows. The
mean x and the overall standard
deviation s total are calculated from the
n measured values x i :

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Process Capability
Machine Capability Study with Reduced Expense
As specified at least fifty ( n = 50 ) parts should be manufactured
for a machine capability study, but use of one hundred ( n =100 )
parts is preferred. In practice, capability studies often incur high
costs due to expensive measurements. In such cases, the
following, two-stage procedure may be used to minimize cost:
1. Of the 50 parts produced consecutively, begin the study by
measuring only every second part, i.e., parts 2, 4, 6, ..., 50. This
step yields 25 measured values per characteristic. The machine is
considered capable if the capability index calculated from the 25
values is Cmk 2.0 .
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Process Capability
Machine Capability Study with Reduced Expense
2. If 1.67 < Cmk < 2.0 , the
remaining 25 parts must also
be measured. These results
are combined with the
original 25 measurements
and the capability index is
re-calculated. The machine
is considered capable if a
capability index Cmk 1.67
is achieved using all 50
values.
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Process Capability
Machine Capability Study with Reduced Expense
In special cases, it may be unavoidable to reduce the sample size
even further (regardless of the capability requirement). This may be
the case if the measurement procedure is very expensive or the test
is destructive.
Naturally, the smaller the sample size, the less accurate the
conclusions (larger confidence interval of the characteristic
calculated from the sample). The Jatco SQA engineer must be
consulted before the sample size is reduced.
In such cases, the machine or process parameters should be given
priority instead of the product parameters.

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Process Capability
Process Capability Study
The process capability study is a long-term study that is conducted
over an extended operating time and includes sources of variation
external to a machine.
These sources are typically summarized under the headings of Man,
Machine, Material, Method and Environment.

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Process Capability
Process Capability Study
A process capability study includes the following steps:
Select parts from series production in rational samples (not
sorted); at least 25 subgroups should be evaluated. The preferred
sample size is n = 5. Overall, at least 125 parts should be
examined.
Measure part characteristics and record the results along with
production sequence.
Statistical evaluation of the data: Evaluate temporal stability and
statistical distribution.
Calculate capability
indices.
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Process Capability
Process Capability Study
Note: In special cases, use of fewer than 125 parts may be
unavoidable due to time or cost of making the necessary
measurements, or if the test is destructive.
Smaller sample sizes lead to larger confidence intervals of the
characteristic(s) being studied. In turn, this reduces the accuracy
of the conclusions that may be drawn from the data.
The Jatco SQA Engineer must be consulted before the sample
size is reduced.
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Process Capability
Process Capability Study
The random samples shall be taken from on-going production under
standard production conditions (i.e. with machine broken in and
cycle time and machine adjusting parameter values as in standard
production) at regular intervals in the same size each time.
In this case, in contrast to the MCS, all effects that result from
changes in machine parameter values, tooling changes and machine
malfunctions shall be taken into consideration.
However, the measurements that are necessary for machine setup or
for a corrective measure are not taken into consideration in the PCS
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Process Capability
Process Capability Study
When taking random samples, the measurement of the parts should
be carried out as promptly as possible. However, if an
accumulation of several random samples before the measurement
recording cannot be prevented, an assignment of the parts to the
random samples in their time sequence is to be made possible.
In contrast, the sampling sequence of the individual parts of a
random sample does not have to be considered.
The form of sampling sometimes carried out in practice, in which
each nth part, e.g. each 10th part, is taken from the on-going
standard production, is not suitable for the process capability
investigation.
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Process Capability
Process Capability Study
The random sample size n must be at least 3 (recommended
size n = 5)
The random sample quantity m must be at least 6
The total random sample size should generally be m n

>125.

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Process Capability
Process Capability Study
If this random sample size is difficult to obtain for economic
or technical reasons, a smaller one is also permissible. Then
the corresponding higher limit values calculated using a 90%
confidence level using the equation below must be complied
with.
However, the effective total random sample size (without
outliers) must be at least 30.
Microsoft Excel
97-2003 Worksheet

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Process Capability
Process Capability Study
The random sample frequency must be high enough so that at least
once, a sampling of the specified size n is carried out within a time
interval in which no systematic influences on the process are
expected, i.e. at least one random sample per
shift and employee
change of the machine parameter values
tool life and
material batch

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Process Capability
Process Capability Study
The testing period, over which the sampling of the m random
samples extends, must contain at least the following influences
(recommended period 1 to 2 weeks):
3 changes of shift
3 changes of employees
a change of the tooling or change of the machine parameter
values and
a change of the material batch

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Process Capability
Process Capability Study
Studying the Process Stability
For the stability test, control limits based on the normal
distribution are calculated for the means and the standard deviations
If the control limits for the means are exceeded, this shows that the
process is not stable and that its position has changed systematically.
i.e. Make a control chart with the data and confirm stability.
If the process can be shown as stable then use Cp/Cpk if the process
cannot be shown to be stable then use Pp/Ppk .
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Process Capability
Process Capability Study
Studying the Statistical Distribution
A qualitative evaluation can be made and a distribution assigned
using graphic representations such as an individual value plot, a
histogram, probability plots etc. Calculating the shape parameters
(skewness, kurtosis) or performing distribution tests can act as
quantitative methods.

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Process Capability
Process Capability Study
Calculating Process Capability Indices
If no special software is available, capability and
performance values can also be calculated as follows.
Normal distribution:

Estimating the process

average.

Total Mean ( Mean of the sample

means)

Mean of a sample with size n (e.g.

n=5)

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Process Capability
Process Capability Study
Estimating the standard deviation of the process.

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Process Capability
Process Capability Study
If the Process Cannot be Shown to be Stable:
From the n measured values x i , the total mean x and the overall
standard deviation s total are calculated:

and with T = USL - LSL finally

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Process Capability
Process Capability Study
6.1 Relation Between Capability Index and Fraction
Nonconforming
Most of the literature on process capability shows that there is a
direct relation between a calculated Cpk value and a fraction
nonconforming,
e.g.: Cpk =1.33 corresponds to 32 ppm (one-sided).
This relation is based on the normal distribution model. If the real
characteristic distribution deviates from the normal distribution,
different fractions nonconforming normally arise.
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Process Capability
Process Capability Study
6.1 Relation Between Capability Index and Fraction
Nonconforming
Most of the literature on process capability shows that there is a
direct relation between a calculated Cpk value and a fraction
nonconforming,
e.g.: Cpk =1.33 corresponds to 32 ppm (one-sided).
This relation is based on the normal distribution model. If the real
characteristic distribution deviates from the normal distribution,
different fractions nonconforming normally arise.
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Process Capability
Process Capability Study

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Process Capability
Process Capability Study
Effect of the Measurement System
The measuring device and measuring procedure used to measure the
parts in the random sample are very important for evaluating the
process later on.
If the measuring device is not accurate enough or if the
measuring procedure is unsuitable, the tolerance for the production
process is reduced unnecessarily.
A large %GRR value will impair the machine and process capability
indices.
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Process Capability
Process Capability Study
Capability ratios are statistics. All statistics will vary from sample to
sample, even when the underlying process doesn't change.
We will use the data in Table below to illustrate the manner in which
capability ratios vary over time.

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Process Capability
For the data of Table 1, the grand average is 10.084, and the average
range is 4.11. Thus, the limits for an average and range chart for
these data would be:
For subgroup averages:
X= A2 R- = 10.084 (0.577)(4.11) = 7.71 to 12.46
For subgroup ranges:
D4 R- = (2.114)(4.11) = 8.69
As may be seen in graph below the data displays a reasonable degree
of statistical control. There are no indications of anything other than
routine, common-cause variation.

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Process Capability
The Specifications are 3 to 17.
With these specification limits and the summary statistics from the
control chart, the capability ratio for this bead board process would
be:
Cp = (USL-LSL)/6Sigma(X) = (17-3)/(6.0)(1.767) = 1.32
With a grand average of 10.084, the centered capability ratio is:
Cpk = (USL-X=)/3Sigma(X) = (17-10.084)/(3.0)(1.767) = 1.30
Today, many customers ask for Cpk of 1.33 or greater. While this
process is close, it does not quite meet this magic value.
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Process Capability
The calculations were are based on 500 data, and we seldom
wait until we have so much data to compute the capability
ratios. In most cases, capabilities are computed occasionally, or
periodically, using 50 or fewer values. So we shall divide our
100 subgroups into blocks of 10 subgroups each and compute
the Cpk value for each block.

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Process Capability
Subgroups 1 to 10: Grand average = 10.08,
average range = 4.0, and Sigma(X) = 4.0/2.326 = 1.720
The centered capability ratio is:
Cpk = (17.0-10.08)/(3.0)(1.720) = 1.34
A good capability ratio -- our customer will be pleased with this.
Subgroups 11 to 20: Grand average = 9.98, average range = 3.9,
and Sigma(X) = 3.9/2.326 = 1.677
The centered capability ratio is:
Cpk = (9.98-3.0)/(3.0)(1.677) = 1.39
Congratulations, the capability ratio got better.
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Process Capability
Subgroups 21 to 30: Grand average = 10.12,
average range = 4.5, and Sigma(X) = 4.5/2.326 = 1.935
The centered capability ratio is:
Cpk = (17.0-10.12)/(3.0)(1.935) = 1.19
What happened to cause the capability ratio to drop?
Subgroups 31 to 40: Grand average = 10.24,
average range = 4.2, and Sigma(X) = 4.2/2.326 = 1.806
The centered capability ratio is:
Cpk = (17.0-10.24)/(3.0)(1.806) = 1.25
This capability ratio is still not good enough -- we must do better.
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Process Capability
Subgroups 41 to 50: Grand average = 10.10,
average range = 4.9, and Sigma(X) = 4.9/2.326 = 2.107
The centered capability ratio is:
Cpk = (17.0-10.10)/(3.0)(2.107) = 1.09
This is worse than before.
Subgroups 51 to 60: Grand average = 10.42,
average range = 3.9, and Sigma(X) = 3.9/2.326 = 1.677
The centered capability ratio is:
Cpk = (17.0-10.42)/(3.0)(1.677) = 1.31
Well, this is better, but our customer is asking for 1.33 or greater.
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Process Capability
Subgroups 61 to 70: Grand average = 10.30,
average range = 4.7, and Sigma(X) = 4.7/2.326 = 2.021
The centered capability ratio is:
Cpk = (17.0-10.30)/(3.0)(2.021) = 1.11
You were supposed to be improving -- what is going on here?
Subgroups 71 to 80: Grand average = 10.06,
average range = 3.8, and Sigma(X) = 3.8/2.326 = 1.634
The centered capability ratio is:
Cpk = (17.0-10.06)/(3.0)(1.634) = 1.42
At last we`ll send this data to our customer.
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Process Capability
Subgroups 81 to 90: Grand average = 9.88,
average range = 3.5, and Sigma(X) = 3.5/2.326 = 1.505
The centered capability ratio is:
Cpk = (9.88-3.0)/(3.0)(1.505) = 1.52
Excellent capability ratio. Good work.
Subgroups 91 to 100: Grand average = 9.66,
average range = 3.7, and Sigma(X) = 3.7/2.326 = 1.591
The centered capability ratio is:
Cpk = (9.66-3.0)/(3.0)(1.591) = 1.40
Why is this value slipping?
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Process Capability
Of course, the real answer is that we are not slipping. The process
was not getting worse, nor was it getting better. But our statistics
were changing from block to block even though the process
remained the same, and these changes were reflected in the centered
capability ratio values computed. If we placed these 10 centered
capability ratios on an XmR chart.

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Process Capability
Figure 2 shows that the routine amount of variation in capability
ratios, based upon 50 values each, will allow them to go as low as
0.88 or as high as 1.72, while the process is unchanging with an
average capability ratio of 1.30.
So how can you make sense of the capability ratios? Put them on a
control chart. If this chart is out of control, you can be sure that
your process is also out of control. However, the converse is not
true -- your process can be out of control and still yield a control
chart for capability ratios that is in control.

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Why SPC

Data
Data Driven
Driven Decision
Decision Making
Making
However it is not always practical to have the
amount of data that will allow us to have this in
depth analysis of the process capability before
SOP
Therefore this analysis needs to be done after we
have enough data over a reasonable time period.
The Jatco Safe Launch Plan allows us to make
this analysis.
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