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Requires UNDERSTANDING
has VARIATION
has a CAPABILITY
needs IMPROVEMENT
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Control: What & Why
Optimization of performance
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Taken from Presentation: How to Streamline, Integrate and Synergize Project Management and
Six Sigma Techniques for Optimal Results, by Candace G. Medina, CGM Associates, LLC, 2006 4
5
three issues:
Quality
Delivery
price
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What is quality?
customer.
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Taken from Statistical Process Control, 5th Ed by John S. Oakland 8
Some basic SPC tools are: process flowcharting (what is done);
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Taken from Six Sigma for Dummies , by Craig Gygi At All, Wiley Publishers, 2005 10
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Pareto Chart: (80:20 rule)
It’s a vertical bar chart that relates non-
numerical or qualitative categories to their
respective frequency or cost.
It charts the causes in descending order
of frequency or cost from left to right.
A Pareto chart is used to graphically
summarize and display the relative
importance of the differences between
groups of data.
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Land Owners In Pakistan
120
100
80
60
40
20
0
Private
Armed Forces / Business
Feudals Industrial Employed Labour
Government Tycoons
Sector
Series2 55 25 9 6 4 1
Series1 55 80 89 95 99 100 15
Cause & Effect Diagram
Safety
Related
Incidents
This plot enables us to see wood rather than tree which is not the
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Taken from Statistical Process Control, 5th Ed by John S. Oakland 20
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This is
rather
like a set
of traffic
lights
which
signal:
‘stop’,
‘caution’
or ‘go’.
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Questions to be asked
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This approach may be applied to both variables
investigation.
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Taken from Statistical Process Control, 5th Ed by John S. Oakland 26
Taken from Statistical Process Control, 5th Ed by John S. Oakland 27
Taken from Statistical Process Control, 5th Ed by John S. Oakland 28
The run chart becomes a control chart if decision lines are added
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Some variation is just natural and cannot be eliminated. The
natural forces of nature naturally work to mix up
things for us because human created processes are
nature manipulation. For example heads and tails variation
in coin toss is natural. If the mail man arrival is 11:30 am
daily. But he comes (5 days of week) at 11:30:21, 11:29:45,
11:31:00, 11:30:10 and 11:29:59 am. This is perfectly
natural. But he some day comes at 12:30 pm or 10:30 it is
special cause variation. It may be due to schedule change or
flat tire.
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Long Term Variation (Shift)
Taken from Six Sigma for Dummies , by Craig Gygi At All, Wiley Publishers, 2005 31
Short Term Variation
Taken from Six Sigma for Dummies , by Craig Gygi At All, Wiley Publishers, 2005 32
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Taken from Six Sigma for Dummies , by Craig Gygi At All, Wiley Publishers, 2005
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About Sampling:
only link to the entire target population, you want that sample to be
really good.
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A good sample represents the target population. The sample
either. That is get a sampling frame and select a sample from it.
the process you use for selecting your sample can't be biased. Also,
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"Less good information is better than more bad information, but
the sample size, but the bigger the sample size, the more accurate
divide by the square root of the sample size. For example, a survey
margin of error.
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Normal Distribution Curve
size, the greater will be this tendency. Also, Grand or Process Mean
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Taken from Statistical Process Control, 5th Ed by John S. Oakland 41
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100.
4 Calculate the Process Mean X – the average value of X and the Mean
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5 Plot all the values of X and R and examine the charts for any
possible miscalculations.
6 Calculate the values for the action and warning lines for the
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and the individual values, not means of samples, are plotted. The
target value. The action lines (UAL and LAL) or control limits (UCL
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When plotting the individual results on the i-chart, the rules for
±1 either side of the mean are usually drawn, and action taken if
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Taken from Statistical Process Control, 5th Ed by John S. Oakland 51
Pre-control
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Taken from Statistical Methods for Industrial Process Control by David Drain, CRC Press 54
Taken from Modern Control Engineering, 2003, Lecture Notes 55
Taken from Modern Control Engineering, 2003, Lecture Notes 56
Taken from Modern Control Engineering, 2003, Lecture Notes 57
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Taken from Statistical Methods for Industrial Process Control by David Drain, CRC Press 60
Taken from Statistical Methods for Industrial Process Control by David Drain, CRC Press 61
All following figures, tables and
graphs are based on Practical
industrial data. Either reproduced
or copied as such from industrial
presentations.
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Natural gas Pressure
588
586
584
582
Pressure in psig
580
578
576
574
572
570
568
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
63
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% oxygen in furnace flue gases
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Fuel Gas Flow in KSCFH to two cells of furnace
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Pressure Variability Limits
TAG Norm UPPER LOWE UPPER LIMIT CONTROL LOWER LIMIT CONTROL
al LIMIT R PHILOSPHY PHILOSPHY
LIMIT
PRC-101 505# 595# 490% On low load or other plant tripping to control To control load
battery limit press. According to load
PRC-102 589# 650/650 550 To avoid design limits of vessel D-2503 A/B
PRC-132 On high pressure P-2503 may trip on O/L Anti surge of K-2502 may open
amps.
PRC-319 94# 100# 60# May damage burners, coil temp increase May burners Extinguish.
PRC-306 240# 250# 160# May pop PSV - 929 Process air reduce.
KGT rpm may decrease
Six Sigma and (continued)
Case Study – 3
Before PI
Thermo-compressor would have been sent to workshop for its opening for
Thermo-
internals’ inspection. Activity would have taken a minimum of two
days, resulting in low-
low-pressure steam venting.
After PI
Motive steam flow trends from PI showed that the drop in efficiency
happened over a period of two months, contributed by scaling on the
motive steam path. This was confirmed by boroscopy. Thermo-
Thermo-compressor
was back in service after four hours of downtime required for cleaning.