The document discusses implementing Six Sigma methodologies and statistical process control (SPC) to improve overall equipment effectiveness (OEE). It advocates determining clear product specifications and production requirements before setting reliability and SPC metrics. An effective quality system monitors that manufacturing meets specifications by controlling design limits, rather than just reacting to quality issues. Quality systems mainly support deploying and enforcing correct product and process designs developed elsewhere in the organization.

1. By: Mahzad Pakzad
SSBB Consultant
February 19, 2015
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or:
OEE FOCUSED SPC

2. This presentation is designed to simplify the Six Sigma
Methodologies used to support management to apply strategically
planned operations management and practical statistical process
control tools, in order to Effectively Monitor and Control the
Process Equipment and their outputs, and focused on Overall
Equipment Effectiveness and SPC Measurements.
Main justification for applying the methods suggested here in an
actual operations is Cost of Quality, which may not be as
important to low end products in todays’ markets.
Cost of Quality not only can be calculated as loss during
production (labor + materials), it also needs to be evaluated and
priced as loss of sales and even customers to the competitors.
Doing it right the first time might look more expensive on paper,
at first, however, if the justification is prepared by “Experienced
People”, it can be proven that a well engineered operation that
applies innovative solutions to align products’ designs, processes,
and process controls, not only can deliver a more cost effective
product, but it could also increase sales by increasing customer
loyalty and establishing a brand name that can be “Trusted for
Reliability and Quality”.
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3. • Expenditures on R & D and Production are Limited based on
ROI.
• Innovative solutions can justify the expenditure on Advanced
Technologies or Methods to improve both Quality &
Productivity.
• Improved Quality & Productivity can result in “Increased
Sales”, and enable companies to increase their expenditure on
R & D, New Products Development, and New Processes &
Production Equipment Development, which in return support
more jobs and Improved Economy.
• This presentation is a combination of “Industry Practiced
Standards” & “30 years of Practicing Proven Advanced
Engineering Methods used for Reliable Equipment Design &
Development” to justify investment in production for a variety
of industries & to increase profit by aligning Customer Needs
with Design Specs, Processes, Equipment, & Quality Systems.
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In a nut shell we want to “Apply Methods
Engineering to Improve on Effectiveness of Six
Sigma Methodologies Overall Equipment
Effectiveness, Reliability”, and SPC
Measurement”, used by many industries, by calling
the audiences’Attention and Focus on Developing
Measurement Systems based on a Thorough
Knowledge of Their Specific Products and Equipment
Design Requirements to Deliver Customers’
Requirements Consistently, & Support Increased Sales
& Profits Earnings, That Support Economy & Jobs.

4. QUALITY SYSTEMS CAN ONLY
SUPPORT OTHERS WITHIN
ORGANIZATION TO DELIVER
CUSTOMERS’ REQUIREMENTS
FINISHED
GOODS
QUALITY
CUSTOMER
VOICE
FINANCE
INTERNAL
BUSINESS
PROCESSES
QUALITY
SYSTEM
COMPANY
LEARNING
& GROWTH
SUPPLIER
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5. OBJECTIVE SUMMARY:
Overall Equipment Effectiveness Programs are not processes that
could be cookie cut copied. That is why implementing industry
standards for OEE, Reliability, and SPC may not prove effective
for all.
Equipment efficiency depends on equipment’s ability to handle the
products’ variations per specified requirements for the processing
the parts, and control variables’ limits as required in order to
maintain the output consistent. The tuning and or calibration
requirements must be pre-determined for a scheduled Preventive
Maintenance. For each application these criteria may vary based
on:
• Built equipment structure, & controls needed to have the ability
to deliver reliably;
• Processes Speed, Sensitivity and Equipment
Accuracy/Precision needed to handle the variation of incoming
materials/products, while maintaining a robust output per
design spec and quality needs.
• Installation and Reliability of Services/Utilities needed.
• Effects of Production or Operational Environment on
Machinery Performance
• Operations / Set-up Training and Adequacy
• Preventive Maintenance Requirements / Management 5

6. OBJECTIVE SUMMARY
Cont’d
I) SET THE REQUIRED PRODUCTS’ SPECIFICATIONS:
First and most important step that many overlook is:
• to clarify design specs for parts/media being processed, and identify the
required specification limits for outputs and inputs as well.
II) DETERMINE PRODUCTION & PROCESS REQUIREMENTS:
• by collaboration between Manufacturing Engineer, Production (PM +
Operations), and Quality Team, Project Manager (May be Mfg. Eng.)
• to develop a Realistically Practical and Reliable quality system for monitoring
and controlling the processes/equipment and their outputs.
• This includes having appropriate SPC tools to monitor products and processes
as needed, & decide if they need to be automatically managed.
III) MANAGE DESIGN & DEVELOPMENT OF EQUIPMENT:
The Equipment Project Engineer (ME?) must work with equipment Suppliers/
Manufacturers to choose best options for each Specific Application.
HINT:
For those with existing equipment that have limited capability:
• the limitations (inconsistencies due to materials variation, environmental
temperature changes,…) must be identified, by tests, DOE,..
• Appropriate measures for monitoring and controlling processes & Products
Quality must be set as a Regular Part of Operation, not after the interruptions
due to quality issues or machine breakdowns,
• then a careful adjustment to standard procedures for production (operations,
PM,..) and IE standards, must be made.
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7. JURAN ‘S HANDBOOK
QUOTES:
A business process is the logical
organization of people, materials, energy,
equipment, and information into work
activities designed to produce a required end
result (product & / or Service).
Three principal dimensions for measuring
the quality of this process are:
• Effectiveness: how well the output meets
customer needs
• Efficiency: the ability to be effective at least
cost.
• Adaptability: the ability to remain effective and
efficient in the face of change
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8. Equipment
Processes
Products +
Process
Design
Specifications
Quality
System
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QUALITY SYSTEMS MAINLY
• SUPPORT & ENFORCE “CORRECT” DEPLOYMENT OF
PRODUCTS, & PROCESSES DESIGN SPECIFICATIONS
DEVELOPED BY OTHER BUSINESS UNITS.
• KEEP ON SUPPORTING PRODUCT QUALITY BY
MONITORING / CONTROLLING LIMITS SET BY DESIGN.

9. An Advanced Quality System Monitors and
Manages Control of all Designs:
DESIGN For x:
QUALITY
CONTROL
MANUFACTURING
METHODS
CUSTOMER
REQUIREMENTS
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• Design for Manufacturing
• Design for Assembly
• Design for Service
• Design for Cost

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