Statistical Process Control

Statistical Process Control

Welcome to Control

Elements and Purpose

Lean Controls
Methodology
Statistical Process Control (SPC)
Special Cause Tests
Six Sigma Control Plans
Examples

Wrap Up & Action Items

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 SPC Overview: Collecting Data

Population:
– An entire group of objects that have been made or
will be made containing a characteristic of interest
Sample:
– A sample is a subset of the population of interest
– The group of objects actually measured in a
statistical study
– Samples are used to estimate the true population
parameters

Population

Sample
Sample
Sample

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 SPC Overview: I-MR Chart

• An I-MR Chart combines a Control Chart of the average moving range with the Individual s
Chart.
• You can use Individuals Charts to track the process level and to detect the presence of
Special Causes when the sample size is one batch.
• Seeing these charts together allows you to track both the process level and process
variation at the same time providing greater sensitivity to help detect the presence of
Special Causes.

I-MR Chart
U C L=226.12
225.0
Individual Value

222.5
_
220.0 X=219.89

217.5

215.0
LC L=213.67
1 13 25 37 49 61 73 85 97 109
O bse r v a tion

8
U C L=7.649

6
Moving Range

4
__
M R=2.341
2

0 LC L=0
1 13 25 37 49 61 73 85 97 109
O bse r v a tion

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 SPC Overview: Xbar-R Chart

If each of your observations consists of a subgroup of data rather than just

individual measurements an Xbar-R chart provides greater sensitivity. Failure to
form rational subgroups correctly will make your Xbar-R Charts incorrect.

Xbar-R Chart
U C L=225.76
225
Sample Mean

222 _
_
X=221.13

219

LC L=216.50
216
1 3 5 7 9 11 13 15 17 19 21 23
Sample

U C L=16.97
16
Sample Range

12

_
8 R=8.03

0 LC L=0
1 3 5 7 9 11 13 15 17 19 21 23
Sample

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 SPC Overview: U Chart

• C Charts and U Charts are for tracking defects.

• A U Chart can do everything a C Chart can so we will just learn how
to do a U Chart. This chart counts flaws or errors (defects). One
“search area” can have more than one flaw or error.
• Search area (unit) can be practically anything we wish to define. We
can look for typographical errors per page, the number of paint
blemishes on a truck door or the number of bricks a mason drops in a
workday.
• You supply the number of defects on each unit inspected.
U Chart of Defects
0.14 1
1

UCL=0.1241
0.12
Sample Count Per Unit

0.10

0.08

0.06 _
U=0.0546

0.04

0.02

0.00 LCL=0

1 3 5 7 9 11 13 15 17 19
Sample

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 SPC Overview: P Chart

• NP Charts and P Charts are for tracking defectives.

• A P Chart can do everything an NP Chart can so we will just learn
how to do a P Chart!
• Used for tracking defectives – the item is either good or bad, pass or
fail, accept or reject.
• Center Line is the proportion of “rejects” and is also your Process
Capability.
• Input to the P Chart is a series of integers — number bad, number
rejected. In addition you must supply the sample size.
P Chart of Errors
0.30

UCL=0.2802

0.25
Proportion

_
0.20 P=0.2038

0.15

LCL=0.1274

1 3 5 7 9 11 13 15 17 19
Sample

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 SPC Overview: Control Methods/Effectiveness

Type 1 Corrective Action = Countermeasure: improv ement made to the

process which will eliminate the error condition from occurring. The defect will
nev er be created. This is also referred to as a long-term correctiv e action in the
form of Mistake Proofing or design changes.

Type 2 Corrective Action = Flag: improv ement made to the process which will
detect when the error condition has occurred. This flag will shut down the
equipment so the defect will not mov e forward.

SPC on X’s or Y’s with fully trained operators and staff who respect the rules.
Once a chart signals a problem ev eryone understands the rules of SPC and
agrees to shut down for Special Cause identification. (Cpk > certain lev el).

Type 3 Corrective Action = Inspection: implementation of a short-term

containment which is likely to detect the defect caused by the error condition.
Containments are typically audits or 100% inspection.

SPC on X’s or Y’s with fully trained operators. The operators hav e been trained
and understand the rules of SPC, but management will not empower them to
stop for inv estigation.

S.O.P. is implemented to attempt to detect the defects. This action is not

sustainable short-term or long-term.

SPC on X’s or Y’s without proper usage = WALL PAPER.

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 Purpose of Statistical Process Control

Every process has Causes of Variation known as:

– Common Cause: Natural variability
– Special Cause: Unnatural variability
• Assignable: Reason for detected Variability
• Pattern Change: Presence of trend or unusual pattern

SPC is a basic tool to monitor variation in a process.

SPC is used to detect Special Cause variation telling us the process is

“out of control”… but does NOT tell us why.

SPC gives a glimpse of ongoing process capability AND is a visual

management tool.

Not this special cause!!

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 Elements of Control Charts

Developed by Dr Walter A. Shewhart of Bell Laboratories from 1924.

Graphical and visual plot of changes in the data over time.
– This is necessary for visual management of your process.
Control Charts were designed as a methodology for indicating change in
performance, either variation or Mean/Median.
Charts have a Central Line and Control Limits to detect Special Cause variation.

Control Chart of Recycle

60 1

UCL=55.24
Special Cause 50

Variation Detected 40
Individual Value

30
_
X=29.06 Process Center
20
(usually the M ean)
Control Limits
10

LCL=2.87
0
1 4 7 10 13 16 19 22 25 28
Observation

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 Understanding the Power of SPC

Control Charts indicate when a process is “out of control” or exhibiting Special Cause
variation but NOT why!

SPC Charts incorporate upper and lower Control Limits.

– The limits are typically +/- 3  from the Center Line.
– These limits represent 99.73% of natural variability for Normal Distributions.

SPC Charts allow workers and supervision to maintain improved process performance from
Lean Six Sigma projects.

Use of SPC Charts can be applied to all processes.

– Services, manufacturing and retail are just a few industries with SPC applications.
– Caution must be taken with use of SPC for Non-normal processes.

Control Limits describe the process variability and are unrelated to customer specifications.
(Voice of the Process instead of Voice of the Customer)
– An undesirable situation is having Control Limits wider than customer specification
limits. This will exist for poorly performing processes with a Cp less than 1.0

Many SPC Charts exist and selection must be appropriate for effectiveness.

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 The Control Chart Cookbook

General Steps for Constructing Control Charts

1. Select characteristic (Critical “X” or CTQ) to be charted.
2. Determine the purpose of the chart.
3. Select data-collection points.
4. Establish the basis for sub-grouping (only for Y’s).
5. Select the type of Control Chart.
6. Determine the measurement method/criteria.
7. Establish the sampling interval/frequency.
8. Determine the sample size.
9. Establish the basis of calculating the Control Limits.Stirred or
10. Set up the forms or software for charting data. Shaken?
11. Set up the forms or software for collecting data.
12. Prepare written instructions for all phases.
13. Conduct the necessary training.

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 Focus of Six Sigma and the Use of SPC

Y = f(x)
To get results should we focus our behavior on the Y or X?

Y X1 . . . XN
Dependent Independent
Output Input
Effect Cause
Symptom Problem
Monitor Control

When we find the “vital few” X’s first

consider using SPC on the X’s to achieve
a desired Y.
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 Control Chart Anatomy

Special Cause
Variation Run Chart of
Process is “Out data points
of Control”

Upper Control
Limit

+/- 3 sigma
Common
Cause
Variation
Process is “In
Control”

Lower Control
Limit

Mean
Special Cause
Variation
Process is “Out
of Control”
Process Sequence/Time Scale

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 Control and Out of Control

Outlier

3
2
1

99.7%
95%
68%
-1

-2

-3
Outlier

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 Size of Subgroups

Typical subgroup sizes are 3-12 for variable data:

– If difficulty of gathering sample or expense of testing exists the
size, n, is smaller.
– 3, 5 and 10 are the most common size of subgroups because of
ease of calculations when SPC is done without computers.

Lot 1 Lot 5

Lot 3

Lot 2

Lot 4
Short-term studies

Long-term study

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 The Impact of Variation

Sources of Variation
- Natural Process - Natural Process Variation - Natural Process Variation
Variation as defined by - Different Operators - Different Operators
subgroup selection - Supplier Source

-UCL

-LCL

First select the spread we

will declare as the “Natural
Process Variation” so
whenever any point lands So when a second And, of course, if two additional
outside these “Control source of variation sources of variation arrive we will
Limits” an alarm will sound appears we will know! detect that too!

If you base your limits on all three sources of variation, what will sound the alarm?

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 Frequency of Sampling

Sampling Frequency is a balance between the cost of sampling and

testing versus the cost of not detecting shifts in Mean or variation.

Process knowledge is an input to frequency of samples after the

subgroup size has been decided.
– If a process shifts but cannot be detected because of too
infrequent sampling the customer suffers
– If a choice is given between a large subgroup of samples
infrequently or smaller subgroups more frequently most choose to
get information more frequently.
– In some processes with automated sampling and testing frequent
sampling is easy.

If undecided as to sample frequency, sample more frequently to confirm

detection of process shifts and reduce frequency if process variation is
still detectable.

A rule of thumb also states “sample a process at least 10 times more

frequent than the frequency of ‘out of control’ conditions”.

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 Frequency of Sampling

Sampling too little will not allow for sufficient detection of

shifts in the process because of Special Causes.
I Chart of Sample_3
Output 7.5
UCL=7.385

All possible samples 7.0

7.5

Individual Value
6.5
7
_
6.5 6.0
X=6.1

6
5.5
5.5
5 5.0
Sample every half hour LCL=4.815
1 7 13 19 25 31 37
1 2 3 4 5 6 7 8 9 10 11 12 13
Observation

I Chart of Sample_6 I Chart of Sample_12

6.6
UCL=8.168 UCL=6.559
8
6.4

6.2
7
Individual Value

Individual Value
6.0
_
_ X=5.85
X=6.129 5.8
6

5.6

5.4
5
Sample every hour Sample 4x per shift
5.2
LCL=5.141
4 LCL=4.090
5.0
1 2 3 4 5 6 7 1 2 3 4
Observation Observation

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 SPC Selection Process

Choose Appropriate
Control Chart

ATTRIBUTE type CONTINUOUS

of data

type of
subgroup
attribute
size
data
DEFECTS DEFECTIVES

Sample size 1 2-5 10+

type
type of
of defect
subgroups
I – MR X–R X–S
Chart Chart Chart
CONSTANT VARIABLE CONSTANT VARIABLE
Individuals Mean & Mean &
& Moving Range Std. Dev.
Range

NP SPECIAL CASES
C Chart U Chart P Chart
Chart

Number of Incidences Number of Proportion

Incidences per Unit Defectives Defectives
CumSum EWMA
Chart Chart

Cumulative Exponentially
Sum Weighted Moving
Average

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 Understanding Variable Control Chart Selection

Type of Chart When do you need it?

Average & Range  Production is higher volume; allows process Mean and variability to be
or S viewed and assessed together; more sampling than with Individuals
(Xbar and R or Chart (I) and Moving Range Charts (MR) but when subgroups are
Xbar and S) desired. Outliers can cause issues with Range (R) charts so Standard
Deviation charts (S) used instead if concerned.
Most Common
Individual and  Production is low volume or cycle time to build product is long or
Moving Range homogeneous sample represents entire product (batch etc.); sampling
and testing is costly so subgroups are not desired. Control limits are
wider than Xbar Charts. Used for SPC on most inputs.

 Set-up is critical, or cost of setup scrap is high. Use for outputs

Pre-Control
 Small shift needs to be detected often because of autocorrelation of
Exponentially the output results. Used only for individuals or averages of Outputs.
Weighted Infrequently used because of calculation complexity.
Moving Average
 Same reasons as EWMA (Exponentially Weighted Moving Range)
Cumulative Sum except the past data is as important as present data.

Less Common

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 Understanding Attribute Control Chart Selection

Type of Chart When do you need it?

P  Need to track the fraction of defective units; sample

size is variable and usually > 50

nP  When you want to track the number of defective

units per subgroup; sample size is usually constant
and usually > 50

C  When you want to track the number of defects per

subgroup of units produced; sample size is constant

 When you want to track the number of defects per

U unit; sample size is variable

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 Detection of Assignable Causes or Patterns

Control Charts indicate Special Causes being either assignable causes or patterns.

The following rules are applicable for both variable and Attribute Data to detect Special
Causes.

These four rules are the only applicable tests for Range (R), Moving Range (MR) or Standard
Deviation (S) charts.
– One point more than 3 Standard Deviations from the Center Line.
– 6 points in a row all either increasing or all decreasing.
– 14 points in a row alternating up and down.
– 9 points in a row on the same side of the center line.

These remaining four rules are only for variable data to detect Special Causes.
– 2 out of 3 points greater than 2 Standard Deviations from the Center Line on the same
side.
– 4 out of 5 points greater than 1 Standard Deviation from the Center Line on the same
side.
– 15 points in a row all within one Standard Deviation of either side of the Center Line.
– 8 points in a row all greater than one Standard Deviation of either side of the Center
Line.

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 Recommended Special Cause Detection Rules

• If implementing SPC manually without software initially the most visually obvious
violations are more easily detected. SPC on manually filled charts are common
place for initial use of Defect Prevention techniques.
• These three rules are visually the most easily detected by personnel.
– One point more than 3 Standard Dev iations from the Center Line.
– 6 points in a row all either increasing or all decreasing.
– 15 points in a row all within one Standard Dev iation of either side of the Center Line.
• Dr. Shewhart working with the Western Electric Co. was credited with the
following four rules referred to as Western Electric Rules.
– One point more than 3 Standard Dev iations from the Center Line.
– 8 points in a row on the same side of the Center Line.
– 2 out of 3 points greater than 2 Standard Dev iations from the Center Line on the same
side.
– 4 out of 5 points greater than 1 Standard Dev iation from the Center Line on the same
side.
• You might notice the Western Electric rules vary slightly. The importance is to be
consistent in your organization deciding what rules you will use to detect Special
Causes.
• VERY few organizations use all eight
24 rules for detecting Special Causes.
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 Special Cause Rule Default in MINITABTM

If a Belt is using MINITABTM she must be aware of the default

setting rules. Program defaults may be altered by:
Tools>Options>Control Charts and Quality Tools> Tests

Many experts have commented on the appropriate tests and

numbers to be used. Decide, then be consistent when
implementing. 25
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 Special Cause Test Examples

This is the MOST common Special Cause test used in SPC charts.

Test 1 One point beyond zone A

1

A
B
C
C
B
A

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 Special Cause Test Examples

This test is an indication of a shift in the process Mean.

Test 2 Nine points in a row on

same side of center line

A
B
C
C
B 2

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 Special Cause Test Examples

This test is indicating a trend or gradual shift in the Mean.

Test 3 Six points in a row, all

increasing or decreasing
A 3

B
C
C
B
A

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 Special Cause Test Examples

This test is indicating a non-random pattern.

Test 4 Fourteen points in a

row, alternating up and down

A
B
C
C 4

B
A

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 Special Cause Test Examples

This test is indicating a shift in the Mean or a worsening of

variation.

Test 5 Two out of three points in

a row in zone A (one side of center
line)
5
A
B
C
C
B
A 5

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 Special Cause Test Examples

This test is indicating a shift in the Mean or degradation of

variation.

Test 6 Four out of five points in

zone B or beyond (one side of
center line)
6
A
B
C
C
B 6

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 Special Cause Test Examples

This test is indicating a dramatic improvement of the

variation in the process.

Test 7 Fifteen points in a row in

zone C (both sides of center line)
A
B
C
C 7

B
A

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 Special Cause Test Examples

This test is indicating a severe worsening of variation.

Test 8 Eight points in a row

beyond zone C (both sides of
center line)
A
B
C
C
B 8

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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the Individual and MR Control Charts with

the following:

Center Line Control Limits

k

R
k

x i
i
UCL x = X + E 2 MR UCL MR = D 4 MR
X= i =1 MR = i

k k LCL x = X − E 2 MR LCL MR = D 3 MR
Where ~
Xbar: Average of the individuals becomes the Center Line on the Individuals Chart
Xi: Individual data points
k: Number of individual data points
Ri : Moving range between individuals generally calculated using the difference between
each successive pair of readings
MRbar: The average moving range, the Center Line on the Range Chart
UCLX: Upper Control Limit on Individuals Chart
LCLX: Lower Control Limit on Individuals Chart
UCLMR: Upper Control Limit on moving range
LCLMR : Lower Control Limit on moving range (does not apply for sample sizes below 7)
E2, D3, D4: Constants that vary according to the sample size used in obtaining the moving range

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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the Xbar and R Control Charts with the
following:

Center Line Control Limits

k

R
k

x i i UCL x = X + A 2 R UCL R = D 4 R
X= i =1
R = i
LCL x = X − A 2 R LCL R = D 3 R
k k
Where ~
Xi: Average of the subgroup averages, it becomes the Center Line of the Control Chart
Xi: Average of each subgroup
k: Number of subgroups
Ri : Range of each subgroup (Maximum observation – Minimum observation)
Rbar: The average range of the subgroups, the Center Line on the Range Chart
UCLX: Upper Control Limit on Average Chart
LCLX: Lower Control Limit on Average Chart
UCLR: Upper Control Limit on Range Chart
LCLR : Lower Control Limit Range Chart
A2, D3, D4: Constants that vary according to the subgroup sample size

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 SPC Center Line and Control Limit
Calculations
Calculate the parameters of the Xbar and S Control Charts with the
following:

Center Line Control Limits

k k

x i s i UCL x = X + A 3 S UCLS = B4 S
X= i =1
S= i =1

k k LCL x = X − A 3 S LCLS = B3 S
Where ~
Xi: Average of the subgroup averages it becomes the Center Line of the Control Chart
Xi: Average of each subgroup
k: Number of subgroups
si : Standard Deviation of each subgroup
Sbar: The average S. D. of the subgroups, the Center Line on the S chart
UCLX: Upper Control Limit on Average Chart
LCLX: Lower Control Limit on Average Chart
UCLS: Upper Control Limit on S Chart
LCLS : Lower Control Limit S Chart
A3, B3, B4: Constants that vary according to the subgroup sample size

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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the P Control Charts with the

following:

Center Line Control Limits

p (1 − p )
p=
Total number of defective items UCL p = p + 3
Total number of items inspected ni
p (1 − p )
LCL p = p − 3
Where~ ni
p: Average proportion defective (0.0 – 1.0)
ni: Number inspected in each subgroup
LCLp: Lower Control Limit on P Chart
UCLp: Upper Control Limit on P Chart

Since the Control Limits are a function

of sample size they will vary for each
sample.
37
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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the nP Control Charts with the

following:

Center Line Control Limits

np =
Total number of defective items UCL np = n i p + 3 ni p(1 − p)
Total number of subgroups

Where ~ LCL np = n i p − 3 n i p(1 - p)

np: Average number defective items per subgroup
ni: Number inspected in each subgroup
LCLnp: Lower Control Limit on nP chart
UCLnp: Upper Control Limit on nP chart

Since the Control Limits AND Center Line are a

function of sample size they will vary for each
sample.
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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the U Control Charts with the

following:

Center Line Control Limits

u
u=
Total number of defects Identified UCL u = u + 3
Total number of Units Inspected ni
u
Where ~ LCL u = u − 3
ni
u: Total number of defects divided by the total number of units inspected.
ni: Number inspected in each subgroup
LCLu: Lower Control Limit on U Chart.
UCLu: Upper Control Limit on U Chart.

Since the Control Limits are a function of

sample size they will vary for each sample.
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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the C Control Charts with the

following:

Center Line Control Limits

c=
Total number of defects UCL c = c + 3 c
Total number of subgroups

LCLc = c − 3 c
Where ~

c: Total number of defects divided by the total number of subgroups.

LCLc: Lower Control Limit on C Chart.
UCLc: Upper Control Limit on C Chart.

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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the EWMA Control Charts with the

following:

Center Line Control Limits

σ λ
Z t = λ X t + (1 − λ) Z t −1 UCL = X + 3 ( )[1 − (1 − λ) 2t ]
n 2−λ
σ λ
LCL = X − 3 ( )[1 − (1 − λ) 2t ]
Where ~ n 2−λ
Zt: EWMA statistic plotted on Control Chart at time t
Zt-1: EWMA statistic plotted on Control Chart at time t-1
: The weighting factor between 0 and 1 – suggest using 0.2
: Standard Deviation of historical data (pooled Standard Deviation for subgroups
– MRbar/d2 for individual observations)
Xt: Individual data point or sample averages at time t
UCL: Upper Control Limit on EWMA Chart
LCL: Lower Control Limit on EWMA Chart
n: Subgroup sample size

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 SPC Center Line and Control Limit Calculations

Calculate the parameters of the CUSUM control charts with

MINITABTM or other program since the calculations are even
more complicated than the EWMA charts.

Because of this complexity of formulas execution of either this or

the EWMA are not done without automation and computer
assistance.

Ah, anybody got a laptop?

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 Pre-Control Charts

Pre-Control Charts use limits relative to the specification limits. This is

the first and ONLY chart wherein you will see specification limits plotted
for Statistical Process Control. This is the most basic type of chart and
unsophisticated use of process control.

Red Zones. Zone outside the

0.0 0.25 0.5 0.75 1.0 specification limits. Signals the
process is out-of-control and
should be stopped

Yellow Zones. Zone between

RED Yellow GREEN Yellow Red
the PC Lines and the
specification limits indicating
caution and the need to watch
the process closely

Green Zone. Zone lies

LSL Target USL between the PC Lines, signals
the process is in control
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 Process Setup and Restart with Pre-Control

Qualifying Process
• To qualify a process five consecutive parts must fall within the green
zone
• The process should be qualified after tool changes,
adjustments, new operators, material changes, etc.

Monitoring Ongoing Process

• Sample two consecutive parts at predetermined frequency
– If either part is in the red, stop production and find reason for
variation
– When one part falls in the yellow zone inspect the other and:
• If the second part falls in the green zone then continue
• If the second part falls in the yellow zone on the same side
make an adjustment to the process
• If second part falls in the yellow zone on the opposite side or
in the red zone the process is out of control and should be
stopped
– If any part falls outside the specification limits or in the red zone
the
LSS Green Belt process
v11.1 is out of control
MT - Control Phase 44 and should be stopped © Open S ource S ix S igma, LLC
 Responding to Out of Control Indications

• The power of SPC is not to find out what the Center Line and Control Limits are.
• The power is to react to the Out of Control (OOC) indications with your Out of
Control Action Plans (OCAP) for the process involved. These actions are your
corrective actions to correct the output or input to achieve proper conditions.

Individual SPC chart for Response Time

40
1
UCL=39.76
VIOLATION:
Special Cause is indicated
30
Individual Value

20 _
X=18.38

10 OCAP
0
If response time is too high get
LCL=-3.01
additional person on phone
1 4 7 10 13 16 19 22 25 28 31
Observation
bank
• SPC requires immediate response to a Special Cause indication.
• SPC also requires no “sub optimizing” by those operating the process.
– Variability will increase if operators always adjust on every point if not at the
Center Line. ONLY respond when an Out of Control or Special Cause is
detected.
– Training is required to interpret the charts and response to the charts.
LSS Green Belt v11.1 MT - Control Phase 45 © Open S ource S ix S igma, LLC
 Attribute SPC Example

Practical Problem: A project has been launched to get rework

reduced to less than 25% of paychecks. Rework includes
contacting a manager about overtime hours to be paid. The
project made some progress but decides they need to
implement SPC to sustain the gains and track % defective.
Please analyze the file “paycheck2.mtw” and determine the
Control Limits and Center Line.

Step 3 and 5 of the methodology is the primary focus for this

example.
– Select the appropriate Control Chart and Special Cause tests to
employ
– Calculate the Center Line and Control Limits
– Looking at the data set we see 20 weeks of data.
– The sample size is constant at 250.
– The amount of defective in the sample is in column C3.
Paycheck2.mtw

LSS Green Belt v11.1 MT - Control Phase 46 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

LSS Green Belt v11.1 MT - Control Phase 47 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

Notice specifications were never discussed. Let’s calculate

the Control Limits and Central Line for this example.

We will confirm what rules for Special Causes are included in

our Control Chart analysis.

LSS Green Belt v11.1 MT - Control Phase 48 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

Remember to click on the “ Options…” and “ Tests” tab to

clarify the rules for detecting Special Causes.

…. Chart Options>Tests

LSS Green Belt v11.1 MT - Control Phase 49 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

No Special Causes were detected. The average %

defective checks were 20.38%. The UCL was 28.0% and
12.7% for the LCL.
P Chart of Empl_w_Errors
0.30

UCL=0.2802

0.25
Proportion

_
0.20 P=0.2038

0.15

LCL=0.1274

1 3 5 7 9 11 13 15 17 19
Sample

Now we must see if the next few weeks are showing

Special Cause from the results. The sample size remained
at 250 and the defective checks were 61, 64, 77.

LSS Green Belt v11.1 MT - Control Phase 50 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

Let’s continue our example:

– Step 6: Plot process X or Y on the newly created Control Chart
– Step 7: Check for Out-Of-Control (OOC) conditions after each point
– Step 8: Interpret findings, investigate Special Cause variation & make
improvements following the Out of Control Action Plan (OCAP)

Notice the new 3 weeks of data

was entered into the spreadsheet.

LSS Green Belt v11.1 MT - Control Phase 51 © Open S ource S ix S igma, LLC
 Attribute SPC Example (cont.)

…… Chart Options>Parameters

Place the pbar from the

first chart we created in the
“Estimate” tab. This will
prevent MINITABTM from
calculating new Control
Limits which is step 9.
P Chart of Empl_w_Errors
1

0.30

UCL=0.2802

0.25

The new updated SPC Proportion

chart is shown with one

_
0.20 P=0.2038

Special Cause.
0.15

LCL=0.1274

1 3 5 7 9 11 13 15 17 19 21 23
Sample

LSS Green Belt v11.1 MT - Control Phase 52 © Open S ource S ix S igma, LLC
 Attribute SPC example (cont.)

Because of the Special Cause the process must refer to the OCAP or Out of Control Action Plan
stating what Root Causes need to be investigated and what actions are taken to get the
process back in Control.
P Chart of Empl_w_Errors
1

0.30

UCL=0.2802

0.25

Proportion
_
0.20 P=0.2038

0.15

LCL=0.1274

1 3 5 7 9 11 13 15 17 19 21 23
Sample

After the corrective actions were taken wait until the next sample is taken to see if the process
has changed to not show Special Cause actions.
– If still out of control refer to the OCAP and take further action to improve the process.
DO NOT make any more changes if the process shows back in control after the next
reading.
• Even if the next reading seems higher than the Center Line! Do not cause more
variability.

If process changes are documented after this project was closed the Control Limits should be
recalculated as in step 9 of the SPC methodology.

LSS Green Belt v11.1 MT - Control Phase 53 © Open S ource S ix S igma, LLC
 Variable SPC Example

Practical Problem: A job shop drills holes for its largest

customer as a final step to deliver a highly engineered
fastener. This shop uses five drill presses and gathers data
every hour with one sample from each press representing
part of the subgroup. You can assume there is insignificant
variation within the five drills and the subgroup is across the
five drills. The data is gathered in columns C3-C7.

Step 3 and 5 of the methodology is the primary focus for

this example.
– Select the appropriate Control Chart and Special Cause
tests to employ
– Calculate the Center Line and Control Limits
Holediameter.mtw

LSS Green Belt v11.1 MT - Control Phase 54 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

VARYING VARYING

LSS Green Belt v11.1 MT - Control Phase 55 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

Specifications were never discussed. Let’s calculate the

Control Limits and Center Line for this example.

We will confirm what rules for Special Causes are included

in our Control Chart analysis.

LSS Green Belt v11.1 MT - Control Phase 56 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

Remember to click on the “ Options…” and “ Tests” tab to

clarify the rules for detecting Special Causes.
……..Xbar-R Chart Options>Tests

We will confirm what rules for Special Causes are included

in our Control Chart analysis. The top 2 of 3 were selected.
LSS Green Belt v11.1 MT - Control Phase 57 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

Also confirm the Rbar method is used for estimating Standard

Deviation.
Stat>Control Charts>Variable Charts for Subgroups>Xbar-R>Xbar-R Chart Options>Estimate

LSS Green Belt v11.1 MT - Control Phase 58 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

No Special Causes were detected in the Xbar Chart. The

average hole diameter was 26.33. The UCL was 33.1 and 19.6 for
the LCL.
Xbar-R Chart of Part1, ..., Part5
35
U C L=33.07
Sample M ean

30
_
_
X=26.33
25

20 LC L=19.59
1 6 11 16 21 26 31 36 41 46
Sample

1
24 U C L=24.72
Sample Range

18

_
12 R=11.69

0 LC L=0
1 6 11 16 21 26 31 36 41 46
Sample

Now we will use the Control Chart to monitor the next 2 hours and
see if we are still in control.
LSS Green Belt v11.1 MT - Control Phase 59 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

Some more steps….

–Step 6: Plot process X or Y on the newly created Control Chart

–Step 7: Check for Out-Of-Control (OOC) conditions after each point
–Step 8: Interpret findings, investigate Special Cause variation, &
make improvements following the Out of Control Action Plan (OCAP)

LSS Green Belt v11.1 MT - Control Phase 60 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

……..Xbar-R Chart Options>Parameters

Xbar-R Chart of Part1, ..., Part5

35
U C L=33.07

Sample M ean
30
_
_
X=26.33
25

The updated SPC Chart is shown

20 LC L=19.59
1 6 11 16 21 26 31 36 41 46 51
Sample

with no indicated Special Causes 24

1
U C L=24.72

in the Xbar Chart. The Mean, UCL

Sample Range

18

and LCL are unchanged

_
12 R=11.69

because of the completed 0 LC L=0

option .
1 6 11 16 21 26 31 36 41 46 51
Sample

LSS Green Belt v11.1 MT - Control Phase 61 © Open S ource S ix S igma, LLC
 Variable SPC Example (cont.)

Because of no Special Causes the process does not refer to the OCAP or Out of
Control Action Plan and NO actions are taken.

Xbar-R Chart of Part1, ..., Part5

35
U C L=33.07
Sample M ean

30
_
_
X=26.33
25

20 LC L=19.59
1 6 11 16 21 26 31 36 41 46 51
Sample

1
24 U C L=24.72
Sample Range

18

_
12 R=11.69

0 LC L=0
1 6 11 16 21 26 31 36 41 46 51
Sample

If process changes are documented after this project was closed the Control
Limits should be recalculated as in Step 9 of the SPC methodology.
LSS Green Belt v11.1 MT - Control Phase 62 © Open S ource S ix S igma, LLC
 Recalculation of SPC Chart Limits

• Step 9 of the methodology refers to recalculating SPC limits.

• Processes should see improvement in variation after usage of
SPC.
• Reduction in variation or known process shift should result in
Center Line and Control Limits recalculations.
– Statistical confidence of the changes can be confirmed
with Hypothesis Testing from the Analyze Phase.
• Consider a periodic time frame for checking Control Limits
and Center Lines.
– 3, 6, 12 months are typical and dependent on resources
and priorities
– A set frequency allows for process changes to be
captured.
• Incentive to recalculate limits include avoiding false Special
Cause detection with poorly monitored processes.
• LSSThese recommendations
Green Belt v11.1 MT - Control Phase are
63 true for both Variable and
© Open S ource S ix S igma, LLC
 SPC Chart Option in MINITABTM for  Levels

This is possible with ~

Stat>Quality Charts> …..

Options>S Limits “ tab”

LSS Green Belt v11.1 MT - Control Phase 64 © Open S ource S ix S igma, LLC
 Summary

At this point you should be able to:

• Describe the elements of an SPC Chart and the purposes of

SPC
• Understand how SPC ranks in Defect Prevention
• Describe the 13 step route or methodology of implementing a
chart
• Design subgroups if needed for SPC usage
• Determine the frequency of sampling
• Understand the Control Chart selection methodology
• Be familiar with Control Chart parameter calculations such as
UCL, LCL and the Center Line

LSS Green Belt v11.1 MT - Control Phase 65 © Open S ource S ix S igma, LLC
IASSC Certified Lean Six Sigma Green Belt (ICGB)

The International Association for Six Sigma Certification (IASSC) is a Professional

Association dedicated to growing and enhancing the standards within the Lean Six Sigma
Community. IASSC is the only independent third-party certification body within the Lean Six
Sigma Industry that does not provide training, mentoring and coaching or consulting
services. IASSC exclusively facilitates and delivers centralized universal Lean Six Sigma
Certification Standards testing and organizational Accreditations.

The IASSC Certified Lean Six Sigma Green

Belt (ICGB) is an internationally recognized
professional who is well versed in the Lean
Six Sigma Methodology who both leads or
supports improvement projects. The Certified
Green Belt Exam, is a 3 hour 100 question
proctored exam.

Learn about IASSC Certifications and Exam options at…

http://www.iassc.org/six-sigma-certification/
LSS Green Belt v11.1 MT - Control Phase © Open S ource S ix S igma, LLC