Statistical Process Control: Managing For Quality Dr. Ron Lembke

Statistical Process Control
Managing for Quality

Dr. Ron Lembke
Goal of Control Charts
collect and present data visually
allow us to see when trend appears
see when out of control point occurs
0
10
20
30
40
50
60
1 2 3 4 5 6 7 8 9 10 11 12
Process Control Charts
Graph of sample data plotted over time
UCL
LCL
Process
Average
3o
Time
X
0
10
20
30
40
50
60
1 2 3 4 5 6 7 8 9 10 11 12
Process Control Charts
Graph of sample data plotted over time
Assignable
Cause
Variation
Natural
Variation
UCL
LCL
Time
X
Definitions of Out of Control
1. No points outside control limits
2. Same number above & below center line
3. Points seem to fall randomly above and
below center line
4. Most are near the center line, only a few are
close to control limits
1. 8 Consecutive pts on one side of centerline
2. 2 of 3 points in outer third
3. 4 of 5 in outer two-thirds region
Attributes vs. Variables
Attributes:
Good / bad, works / doesnt
count % bad (P chart)
count # defects / item (C chart)
Variables:
measure length, weight, temperature (x-bar
chart)
measure variability in length (R chart)
Attribute Control Charts
Tell us whether points in tolerance or not
p chart: percentage with given characteristic
(usually whether defective or not)
np chart: number of units with characteristic
c chart: count # of occurrences in a fixed area of
opportunity (defects per car)
u chart: # of events in a changeable area of
opportunity (sq. yards of paper drawn from a
machine)
p Chart Control Limits
# Defective
Items in
Sample i
Sample i
Size

UCL
p
= p + z
p 1 p
( )
n

p =
X
i
i=1
k
n
i
i=1
k

# Defective
Items in
Sample i
Sample i
Size
z = 2 for
95.5% limits;
z = 3 for
99.7% limits
# Samples
( )
n
p p
z p UCL
p

+ =
1

p =
X
i
i=1
k
n
i
i=1
k

n =
n
i
i=1
k
k
# Defective
Items in
Sample i
# Samples
Sample i
Size
z = 2 for
95.5% limits;
z = 3 for
99.7% limits
( )
n
p p
z p UCL
p

+ =
1
( )
n
p p
z p LCL
p

=
1

n =
n
i
i=1
k
k

p =
X
i
i=1
k
n
i
i=1
k
p Chart Example
Youre manager of a 500-
room hotel. You want to
achieve the highest level
of service. For 7 days,
you collect data on the
readiness of 200 rooms. Is
the process in control (use
z = 3)?
1995 Corel Corp.
p Chart Hotel Data
No. No. Not
Day Rooms Ready Proportion
1 200 16 16/200 = .080
2 200 7 .035
3 200 21 .105
4 200 17 .085
5 200 25 .125
6 200 19 .095
7 200 16 .080

n =
n
i
i=1
k
k
=
1400
7
= 200
16 + 7 +...+ 16

p =
X
i
i=1
k
n
i
i=1
k
=
121
1400
= 0.0864

n =
n
i
i=1
k
k
=
1400
7
= 200
p Chart Solution
16 + 7 +...+ 16

p =
X
i
i=1
k
n
i
i=1
k
=
121
1400
= 0.0864

n =
n
i
i=1
k
k
=
1400
7
= 200

p z
p 1 p
( )
n
= 0.0864 3
0.0864 10.0864
( )
200
p Chart Solution
16 + 7 +...+ 16

p z
p 1 p
( )
n
= 0.0864 3
0.0864 10.0864
( )
200

= 0.0864 3*0.01984 = 0.0864 0.01984
= 0.1460, and 0.0268

p =
X
i
i=1
k
n
i
i=1
k
=
121
1400
= 0.0864

n =
n
i
i=1
k
k
=
1400
7
= 200
0.00
0.05
0.10
0.15
1 2 3 4 5 6 7
P
Day
p Chart
UCL
LCL
R Chart
Type of variables control chart
Interval or ratio scaled numerical data
Shows sample ranges over time
Difference between smallest & largest values
in inspection sample
Monitors variability in process
Example: Weigh samples of coffee &
compute ranges of samples; Plot
room hotel. You want to
analyze the time it takes to
deliver luggage to the room.
For 7 days, you collect data
on 5 deliveries per day. Is
the process in control?
Hotel Example

Hotel Data
Day Delivery Time
1 7.30 4.20 6.10 3.45 5.55
2 4.60 8.70 7.60 4.43 7.62
3 5.98 2.92 6.20 4.20 5.10
4 7.20 5.10 5.19 6.80 4.21
5 4.00 4.50 5.50 1.89 4.46
6 10.10 8.10 6.50 5.06 6.94
7 6.77 5.08 5.90 6.90 9.30
R &X Chart Hotel Data
Sample
Day Delivery Time Mean Range
1 7.30 4.20 6.10 3.45 5.55 5.32

7.30 + 4.20 + 6.10 + 3.45 + 5.55
5
Sample Mean =
Sample
1 7.30 4.20 6.10 3.45 5.55 5.32 3.85

7.30 - 3.45 Sample Range =
Largest Smallest
Sample
1 7.30 4.20 6.10 3.45 5.55 5.32 3.85
2 4.60 8.70 7.60 4.43 7.62 6.59 4.27
3 5.98 2.92 6.20 4.20 5.10 4.88 3.28
4 7.20 5.10 5.19 6.80 4.21 5.70 2.99
5 4.00 4.50 5.50 1.89 4.46 4.07 3.61
6 10.10 8.10 6.50 5.06 6.94 7.34 5.04
7 6.77 5.08 5.90 6.90 9.30 6.79 4.22
R Chart Control Limits
UCL D R
LCL D R
R
R
k
R
R
i
i
k
=
=
=
=
4
3
1
Sample Range
at Time i
# Samples
From Exhibit 6.13
Control Chart Limits
n A
2
D
3
D
4
2 1.88 0 3.278
3 1.02 0 2.57
4 0.73 0 2.28
5 0.58 0 2.11
6 0.48 0 2.00
7 0.42 0.08 1.92
R
R Chart Control Limits
R
k
i
i
k
= =
+ + +
=
= 1
3 85 4 27 4 22
7
3 894
. . .
.

R Chart Solution
From 6.13
(n = 5)
R
R
k
UCL D R
LCL D R
i
i
k
R
R
= =
+ + +
=
= = =
= = =
= 1
4
3
3 85 4 27 4 22
7
3 894
(2.11) (3.894) 8 232
(0) (3.894) 0
. . .
.
.

0
2
4
6
8
1 2 3 4 5 6 7
R, Minutes
Day
R Chart Solution
UCL
X Chart Control Limits
k
R
R
k
X
X
R A X UCL
k
i
i
k
i
i
X

= =
= =
+ =
1 1
2

Sample
Range
at Time i
# Samples
Sample
Mean at
Time i
UCL X A R
LCL X A R
X
X
k
R
R
k
X
X
i
i
k
i
i
k
= +
=
= =
= =
2
2
1 1

From
Table 6-13
UCL X A R
LCL X A R
X
X
k
R
R
k
X
X
i
i
k
i
i
k
= +
=
= =
= =
2
2
1 1

Sample
Range
at Time i
# Samples
Sample
Mean at
Time i
From 6.13
Exhibit 6.13 Limits
n A
2
D
3
D
4
2 1.88 0 3.278
3 1.02 0 2.57
4 0.73 0 2.28
5 0.58 0 2.11
6 0.48 0 2.00
7 0.42 0.08 1.92
Sample
1 7.30 4.20 6.10 3.45 5.55 5.32 3.85
2 4.60 8.70 7.60 4.43 7.62 6.59 4.27
3 5.98 2.92 6.20 4.20 5.10 4.88 3.28
4 7.20 5.10 5.19 6.80 4.21 5.70 2.99
5 4.00 4.50 5.50 1.89 4.46 4.07 3.61
6 10.10 8.10 6.50 5.06 6.94 7.34 5.04
7 6.77 5.08 5.90 6.90 9.30 6.79 4.22
X
X
k
R
R
k
i
i
k
i
i
k
= =
+ + +
=
= =
+ + +
=
=
=
1
1
5 32 6 59 6 79
7
5 813
3 85 4 27 4 22
7
3 894
. . .
.
. . .
.

From 6.13
(n = 5)
X
X
k
R
R
k
UCL X A R
i
i
k
i
i
k
X
= =
+ + +
=
= =
+ + +
=
= + = + =
=
=
1
1
2
5 32 6 59 6 79
7
5 813
3 85 4 27 4 22
7
3 894
5 813 0 58 * 3 894 8 060
. . .
.
. . .
.
. . . .

X Chart Solution
From 6.13
(n = 5)
X
X
k
R
R
k
UCL X A R
LCL X A R
i
i
k
i
i
k
X
X
= =
+ + +
=
= =
+ + +
=
= + = +
= =
=
=
1
1
2
2
5 32 6 59 6 79
7
5 813
3 85 4 27 4 22
7
3 894
5 813 (0 58)
5 813 (0 58) (3.894) = 3.566
. . .
.
. . .
.
. .
. .

(3.894) = 8.060
X Chart Solution*
0
2
4
6
8
1 2 3 4 5 6 7

X, Minutes
Day
UCL
LCL
Thinking Challenge
room hotel. The hotel owner
tells you that it takes too
long to deliver luggage to the
room (even if the process
may be in control). What do
you do?
1995 Corel Corp.
N
Redesign the luggage delivery process
Use TQM tools
Cause & effect diagrams
Process flow charts
Pareto charts
Solution
Method People
Material
Equipment
Too
Long

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Managing for Quality

p Chart Control Limits

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