International Journal of Lean Six Sigma

Process improvement in farm equipment sector (FES): a case on Six Sigma adoption
Anupama Prashar

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IJLSS
5,1

Process improvement in farm

equipment sector (FES): a case
on Six Sigma adoption

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62
Received 14 March 2013
Revised 13 June 2013
18 August 2013
Accepted 18 August 2013

Anupama Prashar
Operations, IILM School of Higher Education, Gurgaon, India
Abstract
Purpose The purpose of this study is to exhibit how a leading company operating in farm
equipment sector (FES) in India utilized Six Sigma statistical tools to reduce field failures of tractor
assembly and thereby improved customer satisfaction.
Design/methodology/approach The study adopted Six Sigma define-measure-analyseimprove-control (DMAIC) methodology in order to identify numerous critical process improvements.
Findings After completing the define, measure and analyze phase, it was found that the processes
of lapping, spring scragging, and assembly of valve body were incapable. The major
recommendations made during the improve phase were to change the hydraulic oil; replacement of
manual grinder with tool and cutter grinder for flat drill grinding; automation of lapping system;
improvement in spring scragging system, change in piston design, etc. As a result of the
implementation of remedies, field failure reduced by 95 percent producing a cost saving of almost INR
4.366 million/annum.
Originality/value This specific case demonstrates the successful application of Six Sigma DMAIC
methodology in FES for driving down the field failures and improved customer satisfaction.
Keywords Six Sigma, DMAIC, Process improvement, Tractor, Critical to quality,
Farm equipment sector, Failure mode and effect analysis, Statistical tools, Parts per million
Paper type Case study

International Journal of Lean Six

Sigma
Vol. 5 No. 1, 2014
pp. 62-88
q Emerald Group Publishing Limited
2040-4166
DOI 10.1108/IJLSS-08-2013-0049

1. Introduction
Problem solving is not an art, it is a science and a sneak-peek at the proven total
quality improvement tools is enough to validate the point. Further, when a set of
continuous improvement techniques are keyed into humongous cost savings in
millions, their importance cannot be overemphasized. In the current case, a team
dedicated to improving a process achieved 99.567 percent reduction in the cost of poor
quality which translated in the cost savings of INR 4.366 million/annum.
No one can challenge the fact that costs in general and cost of poor quality in particular
are the evils an organisation needs to check if it were to bridge the gap between its top-line
and bottom-line. It is also true that one can inbuilt a perpetual cost reduction plan by
inculcating a continuous process improvement culture on the shop floor. Therefore, it
follows from the above premises that fuelling growth and sustaining it in todays dynamic
business environment necessarily require continuous process improvements. Some of the
well-known frameworks developed to raise the competitiveness of production processes
are statistical process control (SPC), ISO 9000, KAIZEN, total quality management
(TQM), benchmarking, theory of constraints (TOC), and Six Sigma (Sambhe, 2012).
Originated at Motorola in the early 1980s, Six Sigma has been promoted as a new
organizational improvement method (Hoerl et al., 2004; Arnheiter and Maleyeff, 2005).
Six Sigma developed as an organized and systematic method for strategic process

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improvement that relies on statistical and scientific methods to make dramatic

reductions in customer-defined defect rates (Linderman et al., 2003; Tjahjono et al., 2010).
Not only, has it been widely adapted in manufacturing processes but also have been
proved to be successful in marketing, R&D, healthcare, banking, administrative, finance
and many other business processes (Antony, 2004; Snee and Hoerl, 2003; Snee, 2010).
Despite the apparent popularity of Six Sigma, not many firms (other than the
automotive component manufacturers) in India have adopted this methodology for
improving their processes. Studies pinpoint lack of financial and human resources and
time constraints in data collection and analysis as key challenges in the adoption of
Six Sigma by Indian industries (Sambhe and Dalu, 2011).
Today, India is in process of mechanization of its agriculture industry, and there are
huge prospects for growth for companies operating in tractor manufacturing sector in
the country. However, there is a dire need to improve the existing production processes
in this sector using cutting edge research and continuous innovation (Pray and
Nagarajan, 2012).
The current paper is presented in form of a case study illustrating the adoption of
Six Sigma define-measure-analyse-improve-control (DMAIC) methodology for process
improvement by a leading company operating in tractor manufacturing sector in India.
The company was facing the chronic problem of high rate of field failures of its tractor
assembly which was adversely impacting customer satisfaction and thereby its market
performance. Needless to say that cost of poor quality was tremendously high.
Therefore, this study has been documented with specific goals, which are:
.
to demonstrate the effective application of various Six Sigma tools such as Pareto
analysis, process mapping, and cause and affect diagrams, capability analysis,
control charts, etc.; and
.
to report preliminary findings, and to examine conditions which contributed to
the successful implementation.
The rest of the paper is presented in the following sequence.
The first section briefly reviews the cases on Six Sigma implementation in
manufacturing operations in the Indian context. The following sections describe the
Six Sigma DMAIC framework and process of integrating quality tools to the chosen
process improvement project. This is followed by a discussion on the managerial
implications of systematic Six Sigma DMAIC implementation in the company.
2. Literature review
Before taking up the case explanations, let us briefly review the literature on status of
Six Sigma practices in Indian context.
Sarkar et al. (2013) applied Lean Six Sigma methodology for claim settlement cycle
time reduction in the insurance sector. The study revealed that Lean Six Sigma
methodology work very well in the insurance sector for reducing process cycle time by
carrying out process changes.
Deshmukh and Chavan (2012) reviewed literature on evolution and status of
utilization of the Six Sigma philosophy in the development of small to medium-sized
enterprises (SMEs). The study also documented illustrious Six Sigma practices in
Indian context. The study found that managements commitment is most important in
SME Six Sigma implementation. It was also revealed that the benefits of Six Sigma

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have been enjoyed largely by the bigger industrial units and to a relatively lesser
extent by the smaller units, i.e. SMEs.
Kaushik et al. (2012) in a study on a small bicycle chain manufacturing unit justified
that right implementation of Six Sigma, which is normally presumed to be in the
domain of large industries, can benefit the small manufacturing companies equally
well. The study demonstrated the application of Six Sigma methodology to improve
productivity levels. After applying Six Sigma it was found that the chain
manufacturing firm increased its profits by controlling high rejection rate of cycle
chain bush and improved its sigma level from 1.40 to 5.46 by reducing the variation of
bush diameter in the process of bicycle chain bush manufacturing.
Sambhe and Dalu (2011) in a study on evaluation of Six Sigma implementation on
medium scale Indian automotive enterprises found that many Indian small
manufacturing enterprises (SMEs) were operating at 2-3 sigma quality levels
resulting in a need for a good design methodology for Six Sigma implementation.
Another finding was that the majority of these enterprises were implementing DMAIC
methodology, where almost no practices of design for Six Sigma (DFSS) as well as lean
manufacturing were found. Such a finding is important in the light of abundant evidence
that majority of such enterprises are not using Six Sigma in new product development
and their DMAIC implementation is incomplete until coupled with lean manufacturing
principles.
Karthi et al. (2011) proposed a model for integrating Lean Six Sigma DMAIC
methodology and belt based training infrastructure with ISO 9001:2008 standard
based quality management system (QMS). They suggested that the model L6QMS
2008 integrates the Lean Six Sigma requirements with the ISO 9001:2008 standard. The
study also illustrated the implementation of integrated model through case studies.
Desai and Patel (2009) in a cross-sectional study on benefits of Six Sigma
implementation in Indian industries found that the manufacturing sector is at the top in
implementing Six Sigma with 69 percent contribution followed by information
technology (IT) industries with 15 percent contribution. The study found that all
services combined stand at a contribution of mere 8 percent. The study highlighted that
the largest benefit drawn from Six Sigma implementation is by large-scale industries in
the area of cost reduction. This is probably due to the scale of production that large
industries enjoy. On the other hand, the medium scale industries have gained majorly in
profitability.
Antony and Desai (2009) presented the results from an empirical investigation of
Six Sigma status in the Indian industry. The results of empirical study reflected the
reasons for application of Six Sigma by Indian organizations, the most and least
commonly used tools and techniques, critical success factors (CSFs) for the
implementation of Six Sigma, and common impediments in the implementation.
Prabhushankar et al. (2008) presented the results of a survey conducted on Six Sigma
implementation in Indian automotive component industry. The findings of the survey
indicated that financial constraints and non-existence of any statutory requirement as
the major barriers for implementing Six Sigma. The study highlighted the need for an
exclusive model of QMS which would link the standards, innovation practices and
Six Sigma for enabling the automobile manufacturing sector not only in India, but also
in other developing countries to help them achieve global competitiveness.

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Kaushik and Khanduja (2008) applied Six Sigma DMAIC methodology to a specific
case of thermal power plant for the conservation of energy. They implemented
Six Sigma project recommendations to reduce the consumption of demineralized (DM)
make-up water from 0.90 to 0.54 percent of maximum continuous rating (MCR)
resulting in annual comprehensive energy saving of INR 30.477 million.
Kumar and Sosnoski (2009) highlighted the potential of DMAIC Six Sigma in
realizing the cost savings and improved quality by using the case study of a leading
manufacturer of tooling. The study examined one of the chronic quality issues on shop
floor by utilizing Six Sigma tools. The study showed that DMAIC Six Sigma process is
an effective and novel approach for the machining and fabrication industries to
improve the quality of their processes and products and ensuring profitability by
driving down manufacturing costs.
Sujar et al. (2008) examined the CSFs for the implementation and operation of
Six Sigma and for studying the level of quality characteristics in Indian software
industries implementing Six Sigma. The study identified that top management support
as most important factor whereas linking Six Sigma to human resources (HRs) as the
least important factor in the ranking of CSFs. The study also found that the software
industries need to improve the level of two operational performance indicators, which
are product attributes and return on quality.
Pandey (2007) in a case study on multi-national corporation (MNC) banks in Indian
context examined the utility of Six Sigma interventions as a performance measure.
The study explored the applicability of Six Sigma interventions in HR function in general
and in training function in particular, for making the training design and delivery
operationally efficient and strategically effective. The study found that Six Sigma approach
is helpful for better alignment of training function with the organizational requirements
and it enables to change the role of the HR function from cure towards pro-action.
Desai (2006) presented a real life case where Six Sigma has been successfully
applied at one of the Indian small-scale units to improve one of their core processes.
The studies reflected that SSIs is constantly on the alert to gain a competitive edge,
using many tools and techniques that have long been flaunted as a way to beat the
competition.
3. Case study
The study is conducted at tractor assembly plant of a leading company operating in
Tractor Manufacturing Sector located in Northern India. The company produces
the leading tractor brand in India, since 1983 and possesses a strong commitment on
the part of the top management to make the production system more efficient. The
company was facing the challenge of high rate of field failures of one of its tractors
models and this was adversely impacting companys market performance.
The intensity of problem was obvious upon studying the numbers. The warranty
claim data for a period of one year (December 2011 to January 2012) showed that a total
of 451 tractors had experienced relief valve assembly failure in field and were
subsequently replaced. This caused rising repair costs on the part of the organisation,
let alone the beating it had on the products reputation.
A relief valve is responsible for the efficiency of hydraulic system of a tractor.
The hydraulic system is an import assembly of tractor which helps in operating the
tractor for agricultural purposes. The hydraulic system has a cylinder fitted with

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FES
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66

a safety valve called relief valve. A relief valve is an assembly, which comprises a relief
valve body, piston, spring, and plug. The relief valve protects the cylinder from
bursting in case of unwanted high pressures. Figure 1 shows the relief valve assembly
and its components.
The division initiated a project in January 2012 with the aim of reducing the rate of
field failures. A project team was formed, comprising of members of functions
impacted by the project implementation. The team adopted project by project approach
using Six Sigma DMAIC methodology for solving the problem.
3.1 Methodology: Six Sigma framework
The project team followed the DMAIC process within a Six Sigma framework. The five
phases (define-measure-analyze-improve-control) and key tools used in each phase are
listed in Table I.
These phases are discussed in detail in the following sections.
3.1.1 Define. In this phase, a project charter was created, customers of the project
and their needs and requirements (critical to quality (CTQs)) were identified and a high
level process map supplier-input-process-output-customer (SIPOC) was created
(Benbow and Kubiak, 2010).
Project charter: the project started with developing a project charter which included
the business case, problem statement, mission statement, project goals, process
boundaries, project team composition, and the project milestones.

Figure 1.
Relief valve assembly

Table I.
Six Sigma framework

Phases

Tools used

Define
Measure

Project charter, CTQ tree, SIPOC

As is process map, MSA, data collection plan, baseline sigma
calculation, capability analysis
Cause and effect diagram, Pareto analysis, hypothesis testing
Process failure mode and effect analysis, improvement plan
Control plan, control chart

Analyze
Improve
Control

Business case: it is important that the proposed process improvement project should
have strong impact on the strategic business objectives (Kumar et al., 2009). Therefore,
the business case of the project was created keeping the strategic objectives of the
company in mind is as follows:

Process
improvement in
FES

The company is facing high warranty claims due to field failures of relief valves resulting in
higher customer dissatisfaction. Thus, by decreasing field failures at various stages, we can
reduce the cost of warranty claims and anticipate an increase in customer satisfaction levels.

67

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Problem statement: the problem statement framed, considering the aspects of

time-period, specificity and measurability (Snee, 2001), is as follows:
Field failure of Relief valve assembly, to the tune of 111,810 PPM, resulting in high warranty
claims and dissatisfied customers and cost of poor quality of INR 4.385 million/Annum.

Mission statement: the mission statement was framed as follows:

Reduction in field failure problems of Relief Valve up to 95% (from current 111,810 to
478 PPM) level by the end of June 2012.

The details of project goals, process boundaries, project team composition, and project
milestones are specified as part of the project charter in Appendix 1.
Identification of CTQs factors: since the CTQs tree is the most effective tool for
identifying the customer requirements, it was applied. This simple tool helps to move
from general needs of the customers to the more specific requirements (Lucas James,
2002). The CTQ tree for the present project is shown in Figure 2.
The process parameters identified as CTQs are defined as follows:
.
Holding pressure low (y1). If pressure value after cracking goes below 120 bars in
10 s, such case is considered as holding pressure low.
.
Cracking pressure low (y2). If relief valve cracks below 160 bars or above 165 bars,
such a case is considered as low or high cracking pressure.
.
Fast dropping (y3). If pressure level is unable to reach at cracking pressure
(160 bars) and pressure gauge displays 0 bar, such a case is considered as
fast dropping.
SIPOC chart: the high-level process map (SIPOC) gives a pictorial view of the affected
process (Desai, 2006). The SIPOC chart is shown in Figure 3.
3.1.2 Measurement. This phase is essentially a data collection phase. It involves
mapping the existing process (as is process map), analysis of measurement system,
data collection plan, calculation of baseline sigma (present sigma level) and capability

Figure 2.
The CTQ tree

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68

Figure 3.
High-level process map
(SIPOC)

analysis of CTQs (Benbow and Kubiak, 2010). The as is flow chart of overhauling the
cooling fan assembly is shown in Figure 4.
Measurement system analysis (MSA): gauge R&R studies were carried out to test
the accuracy of the testing system used to measure the relief valve assembly. It was
found that the percentage contribution was 4.10 (which was less than 7.7 percent),
study variation was 20.25 percent (which was less than 27.8 percent) and number of
distinct categories was six (which was greater than five). Thus, the current
measurement system was acceptable. The snapshot of Minitab output of gauge R&R
studies are annexed in Appendix 2.
Part
manufactured
by supplier

Transport
to plant

Not OK

Receipt
inspection
(Visual/Passive
testing)

OK
No

Goods receipt
Rejection

Installation of
Valve on
tractor

Active
Testing

OK Installation of

Line rejection

Field
Failure

2
1

Not OK
Rejection
store

Customer

Valve on
tractor

Yes
Warranty
claim

Line rejection

Manual dispatch
to supplier

Figure 4.
As is process map

Notes : aRed circled activities are non-value adding activities (NVA); blue circled activities
are value adding (VA) activities

Data collection plan for CTQs: a data collection plan was formulated depicting the data
type, sample size, data collection method and responsibilities. Format used for data
collection is illustrated in Table II. Data collected using this plan is given in Appendix 3.
Base line sigma level: the base line sigma level for the three CTQs was calculated
using the warranty claim data using the formula given below. It is presented in
Table III (Benbow and Kubiak, 2010):

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DPMO Number of defects*106 =Number of opportunities*number of units

Process
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3.1.3 Analyze. During this phase, data was analysed to seek explanations for the data
collected during the measure phase. The tools used during phase included Pareto chart,
cause and effect diagram and failure mode and effect analysis (FMEA), etc. (Benbow
and Kubiak, 2010).
Pareto chart: in order to identify the major cause of defects, the team plotted a
Pareto chart (Figure 5) using the warranty claim data collected for one year
(December 2011 to January 2012).
Based on Pareto chart, team made decision to analyze the input variables for holding
pressure low which amount to 77.4 percent of total failures for further analysis.
Cause and effect diagram: the team prepared a cause and effect diagram to narrow
down the focus (Figure 6).
Measurement/ X Operational Type of
metrics
or definition data
Y
(attribute/
variable)

Process parameters (CTQs)

Holding pressure low
Cracking pressure low
Fast dropping

Data Sample Who? How? Measurement Graphical or

source size
system
statistical tool
capable?
to be used?

Table II.
Data collection plan

Sigma level
2.78
3.85
4.36

Table III.
Base line sigma

Figure 5.
Pareto chart

IJLSS
5,1

Spring
Spring length variation w r t time

No. of coils

70

Face parallelism

Valve body

Testing

Burr on face of
hole dia 3

Pressure setting
not ok

Concentricity of
dia. 12 & dia 3
holes

Change in viscosity
of Hyd. Oil wrt
temperature

Dust in valve body

Chips in Hyd oil
Ovality in hold dia. 3

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Perpendicularity

Scragging not ok

Concentricity of
dia. 7 & dia 3 hole
not ok

Assembly method
wrong

Variation in bore
dia. 12 of body

Test rig faulty

Holding pressure low

Piston not seating on hold dia 3

Final assembly
Area/inspection
testing area

Variation in dia. 12 of piston

Perpendicularity 0.01 not ok

R/O of taper end w r t

dia. 12
Finish of taper

Lapping time

Lapping
speed/RPM

Chips & dust in

washing oil

Lapping weight
Chips & contamination
in relief valve assesmbly

Burr chip off due to hammering

Rust on piston

Figure 6.
Cause and effect diagram

Piston

Lapping
operation

Environment and
washing system

Note: aRed circle shows potential cause

Hypothesis testing: in order to test the identified probable cause of failure, hypotheses
were formulated and tested using Gemba investigation, design of experiment (DOE) and
process capability study. The results of hypothesis testing are listed in Table IV.
The details of hypothesis testing are annexed in Appendix 4.
So, the team validated the following root causes of failure of relief valve assembly:
.
burr on face of hole with dia. 3 (valve body);
.
concentricity of hole dia. 3 w.r.t dia. 12 was not correct;
.
lapping of piston was not correct;
.
spring length variation w.r.t time;
.
pressure setting was not correct;
.
ovality in hole dia. 3;
.
change in viscosity of hydraulic oil w.r.t temperature; and
.
burr chip off due to continuous hammering action of piston.
3.1.4 Improve. This phase involves identification of possible solutions, their
implementation and verification of workability of the solutions (Benbow and Kubiak, 2010).
The team implemented and validated the following solutions.
To order to avoid burr on face of hole dia. 3 (valve body) the following
improvements were made:

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S.
no.

Probable cause

Validation method

Conclusion

Variation in dia. 12 of piston

Process capability study

Excess R/O of dia. 12 of piston w.r.t tape

Process capability study

Burr on face of hole dia. 3 (valve body)

Process capability study

Process capability study

Concentricity of hole dia. 3 w.r.t dia. 12

not correct
Variation in bore dia. 12 of body

Lapping of piston not correct

Spring length variation w.r.t time

Process capability study

and DOE
Regression analysis

Assembly method wrong

DOE Shinein

Test rig faulty

Process capability study

10

Pressure setting not correct

Process capability study

11

Ovality in hole dia. 3

Gemba investigation

12

Chips/contamination in relief valve assembly Gemba investigation

13

Change in viscosity of hydraulic oil w.r.t

Regression analysis
temperature
Burr chip off due to continuous hammering Gemba investigation
action of piston
Piston not seating on hole dia. 3 (sticking at Gemba investigation
first groove during full opening)

Hypothesis
invalid
Hypothesis
invalid
Hypothesis
valid
Hypothesis
valid
Hypothesis
invalid
Hypothesis
valid
Hypothesis
valid
Hypothesis
invalid
Hypothesis
invalid
Hypothesis
valid
Hypothesis
valid
Hypothesis
invalid
Hypothesis
valid
Hypothesis
valid
Hypothesis
valid

14
15

Process capability study

flat drill re-sharpening on tool and cutter grinding machine instead of manual
re-sharpening was introduced; and
re-sharpening frequency was established (after every 25th piece based on results
of trials).

To check the concentricity of hole dia. 3 w.r.t dia. 12, the following corrective actions
were taken:
.
overhauling of machine was done;
.
old stoppers were replaced with new ones;
.
turret station play was rectified by changing guide bush;
.
taper shank drill was introduced instead of parallel shank drill; and
.
all worn out drill guiding bushes were replaced with the new ones.
To prevent the under or over lapping, the lapping system was automated and optimum
factor levels (lapping speed, time and weight) were determined (Plate 1).

Process
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71

Table IV.
Hypothesis testing

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72

Plate 1.
Automated lapping
system

To avert the spring length variations due to continuous working of spring, manual
scragging was replaced with fully automated scragging system (Plate 2) and number
of scragging cycles increased from 50 to 175 rpm.
The problem of inaccurate pressure setting was eliminated by placing separate
testing rigs for setting and testing of relief valve (Figure 7). It enabled the detecting of
pressure variation at an early stage.
To eliminate ovality in hole dia. 3, the assembly process was modified (Figure 8).
For preventing the change in viscosity of hydraulic oil (EP-80) with respect to
temperature, the hydraulic oil was changed (viscosity of VG-46 between 46 and 52 poise
between 408C and 808C).
The problem of sticking of piston at the first opening groove during full opening was
solved by introducing piston design modification of shifting the position of groove by
2 mm (Figure 9).
Process failure mode effect analysis (PFMEA): the PFMEA of the process was
conducted for critical steps (drilling, grinding, lapping, scragging, and assembly).
All the failure modes and its effect were identified, controls were planned and risk
priority number (RPN) of before and after controls were analysed and the effectiveness
after implementing the improvements was assessed.
It was observed that the RPN for all the key process activities was significantly reduced
after the implementation of the solutions. The PFMEA is annexed in Appendix 5.
The implementation of remedies reduced the COPQ from INR 4.385 million to
INR 19,000 (field failures from 111,810 to 478 ppm). The sigma level enhanced from

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73

Plate 2.
Automated spring
scragging system

Figure 7.
Testing rigs for setting
and testing relief valve

2.32 to 4.8. The rolled throughput yield (RTY) at supplier end improved from 0.49 to
0.99 percent. All this ultimately contributed to improved customer satisfaction (Figure 10).
3.1.5 Control. Once the problem is solved and results have begun to show up, it is
very typical to stop at improve phase. However, effective problem solving strategy
requires the team to ensure long-term retention of gains. Control phase covers steps to
hold gains and ensure that benefits of improvement continue in the future (Benbow and
Kubiak, 2010). The control plan included the following:
(1) Establishing supplier audit plan on weekly/monthly basis.
(2) Monitoring mechanism of rejection at supplier end and its analysis on
weekly basis.
(3) Inspection was introduced at the following machines:

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To be Process (For elimination of ovality problem)

Blank of R.V
Body from
supplier

74

Reamer
dia 12

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Blank of Piston
from supplier

B.O
Inspection

Flat Drill
11.5

B.O
Inspection

Spring from
supplier

B.O
Inspection

Cap from
supplier

B.O
Inspection

Operation to be
deleted

Hole Mill
Dia. 11.8
Lapping
of Piston
& Body

hole mill
Dia. 2.8 &
Reamer
Dia. 3

Drill dia. 2.5

Grinding of
Dia. 12

Threading
M18 x 1.5

Washing of
all
Components

Taper
Grinding

Assembly
of Relief
Valve

Scragging
of springs

Pressure Setting

Figure 8.
Modified assembly
process

Drill dia.
11.5

Drill dia. 2.5

Pressure Testing

Cap Locking

Packing &
Dispatch

Operation to be
added

Groove position
change

Piston sticking at first

groove in R.V.Body

Figure 9.
Piston design modification

Before

After

turret lathe;
scragging machine; and
.
lapping machine.
(4) Introduction of new standard operating procedures (SOPs) for the following
processes:
.
process sequence change;
.
flat drill re-sharpening;
.
.

Process
improvement in
FES

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75

Figure 10.
Improvements

spring scragging;
lapping system;
.
hydraulic oil change;
.
pressure setting; and
.
pressure testing.
(5) Check sheet for concentricity with 100 percent inspection introduced.
(6) Pressure setting and testing rig calibration frequency established both at
receipt stage and at supplier end.
(7) Material codification and SOPs displayed at supplier end as well as at plant
receipt stage.
.
.

4. Discussion and conclusion

The project was a source of learning for the organization in general and for the production
team in particular. The key learning was that the corrective actions should never be
devised on the basis of perceived causes. Before the application of DMAIC methodology,
the team was working on different ways of improving the hydraulic delivery in order to
reduce the field failure. The process was based majorly on intuition and problem solving
skills of the experts in the production and not on a scientific approach. Therefore, after the
validation of causes, it was identified that, the root causes were different.
The team learned the importance of selecting the right project. Snee (2001) rightly
pointed that project selection is the Achilles heel of Six Sigma. If projects are not
selected properly, the presumptions regarding the efficacy Six Sigma initiatives can be
at risk because projects are not able to deliver the expected bottom-line results. This in
turn causes frustration in top management and, slowly but surely, the attention and
resources are deviated later on other initiatives. In the present case, selection of a chronic

IJLSS
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76

problem of not meeting delivery commitments and aligning it with the top most business
objective, made the impact of project selection for Six Sigma crystal-clear to the firm.
Another key learning was the value of involvement of the senior managers in such
improvement initiatives. Without top management commitment and devotion, any
improvement drives could not have succeeded in its true sense. Thus, by ensuring
initiative and active buy in by the top management, this project unfastened the path for
a new culture and shared aims in the company. The team managed to involve everyone
related to the process in the brainstorming session which resulted in generation of a list
of probable causes for field failures. Validation of root causes was done with the
approval of senior managers.
Some of the problems faced by the team in the execution of project were lack of
appropriate documentation, unavailability of technical details and other records. These
constraints made the job of data collection for the define phase of the project extensive
and prolonged.
The goal of Six Sigma is to increase profits by eliminating variability, defects and
waste that undermine customer loyalty (Tennant, 2001). The team achieved the goal
through this Six Sigma project.
References
Antony, J. (2004), Six Sigma in the UK service organizations: results from a pilot survey,
Managerial Auditing Journal, Vol. 19 No. 8, pp. 1006-1013.
Antony, J. and Desai, D.A. (2009), Assessing the status of Six Sigma, Management Research
News, Vol. 32 No. 5, pp. 413-423.
Arnheiter, E. and Maleyeff, J. (2005), The integration of lean management and Six Sigma,
The TQM Magazine, Vol. 17 No. 1, pp. 5-18.
Benbow, D.W. and Kubiak, T.M. (2010), The Certified Six Sigma Black Belt, Handbocorrect,
Pearson Education, Upper Saddle River, NJ.
Desai, D.A. (2006), Improving customer delivery commitments the Six Sigma way: case study of
an Indian small scale industry, International Journal of Six Sigma and Competitive
Advantage, Vol. 2 No. 1, pp. 23-47.
Desai, D.A. and Patel, M.B. (2009), Impact of Six Sigma in a developing economy: analysis on
benefits drawn by Indian industries, Journal of Industrial Engineering and Management,
Vol. 2 No. 3, pp. 517-538.
Deshmukh, S.V. and Chavan, A. (2012), Six Sigma and SMEs: a critical review of literature,
International Journal of Lean Six Sigma, Vol. 3 No. 2, pp. 157-167.
Hoerl, R., Snee, R., Czarniak, S. and Parr, W. (2004), The future of Six Sigma, ASQ Six Sigma
Forum Magazine, Vol. 3 No. 4, pp. 38-43.
Karthi, S., Devadasan, S.R. and Murugesh, R. (2011), Integration of Lean Six-Sigma
with ISO 9001:2008 standard, International Journal of Lean Six Sigma, Vol. 2 No. 4,
pp. 309-333.
Kaushik, P. and Khanduja, D. (2008), DM make up water reduction in thermal power plants
using Six Sigma DMAIC methodology, Journal of Scientific and Industrial Research,
Vol. 67 No. 1, pp. 36-42.
Kaushik, P., Khanduja, D., Mittal, K. and Jaglan, P. (2012), A case study: application of Six
Sigma methodology in a small and medium-sized manufacturing enterprise, The TQM
Journal, Vol. 24 No. 1, pp. 4-16.

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Kumar, M., Antony, J. and Cho, B.R. (2009), Project selection and its impact on the successful
deployment of Six Sigma, Business Process Management Journal, Vol. 15 No. 5,
pp. 669-686.
Kumar, S. and Sosnoski, M. (2009), Using DMAIC Six Sigma to systematically improve shop
floor production quality and costs, International Journal of Productivity and Performance
Management, Vol. 58 No. 3, pp. 254-273.
Linderman, K., Schroeder, R., Zaheer, S. and Choo, A. (2003), Six Sigma: a goal-theoretic
perspective, Journal of Operations Management, Vol. 21 No. 2, pp. 193-203.
Lucas James, M. (2002), The essential Six Sigma, Quality Progress, January, pp. 27-31.
Pandey, A. (2007), Strategically focused training in Six Sigma way: a case study, Journal of
Europeans Industrial Training, Vol. 31 No. 2, pp. 145-162.
Prabhushankar, G.V., Devadasan, S.R. and Shalij, P.R. (2008), Six Sigma in Indian automotive
components sector: a survey, ICFAI Journal of Operations Management, Vol. 7 No. 3,
pp. 18-37.
Pray, C.E. and Nagarajan, L. (2012), Innovation and research by private agribusiness in India,
IFPRI Discussion Paper 01181.
Sambhe, R.U. (2012), Six Sigma practice for quality improvement a case study of Indian
auto ancillary unit, IOSR Journal of Mechanical and Civil Engineering, Vol. 4 No. 4,
pp. 26-42.
Sambhe, R.U. and Dalu, R.S. (2011), An empirical investigation of Six Sigma implementation in
medium scale Indian automotive enterprises, International Journal of Productivity and
Quality Management, Vol. 8 No. 4, pp. 480-501.
Sarkar, A., Mukhopadhyay, A.R. and Ghosh, S.K. (2013), Improvement of claim processing cycle
time through Lean Six Sigma methodology, International Journal of Lean Six Sigma,
Vol. 4 No. 2, pp. 171-183.
Snee, R.D. (2001), Dealing with the Achilles heel of Six Sigma initiative project selection is a
key to success, Quality Progress, March, pp. 66-72.
Snee, R.D. (2010), Lean Six Sigma getting better all the time, International Journal of Lean Six
Sigma, Vol. 1 No. 1, pp. 9-29.
Snee, R.D. and Hoerl, R.W. (2003), Leading Six Sigma, FT/Prentice-Hall, Englewood Cliffs, NJ.
Sujar, Y., Balachandran, P. and Ramasamy, N. (2008), Six Sigma and the level of quality
characteristics a study on Indian software industries, AIMS International Journal of
Management, Vol. 2 No. 1, pp. 17-27.
Tennant, G. (2001), Six Sigma: SPC and TQM in Manufacturing and Services, Ashgate,
Aldershot.
Tjahjono, B., Ball, P., Vitanov, V.I., Scorzafave, C., Nogueira, J., Calleja, J., Minguet, M., Narasimha, L.,
Rivas, A., Srivastava, A., Srivastava, S. and Yadav, A. (2010), Six Sigma: a literature review,
International Journal of Lean Six Sigma, Vol. 1 No. 3, pp. 216-233.
Further reading
Basu, R. (2001), Six Sigma to fit sigma whats next in the evolution of Six Sigma?
Agility, efficiency and sustainability integrated across the enterprise, IIE Solutions, July,
pp. 28-33.
Brue, G. (2010), Six Sigma for Managers, Tata McGraw-Hill, New Delhi.
Pande, P., Neuman, R.P. and Cavanagh, R.R. (2000), The Six Sigma Way, Tata McGraw-Hill,
New Delhi.

Process
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FES
77

IJLSS
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Appendix 1. Project charter

Project Charter
PROJECT CHARTER WORKSHEET

Date: 05/01/12

Project Title: Application of Six Sigma in Tractor Manufacturing Sector

78

Problem Statement:
Field failure of Relief valve assembly, to the tune of 111, 810 PPM, resulting in high warranty
claims & dissatisfied customer & cost of poor quality of INR 4.385 million/annum.

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Mission Statement:
Reduction in field failure problems of Relief Valve up to 95% (from current 111, 810 PPM to
478 PPM) level by the end of June 2012.
Process Boundaries
Start point: Part manufactured by supplier
Stop Point: Tractor dispatched to dealer
Impacted Functions: Logistics, Production, Quality, Assembly
Mentor Name:
Team Members

Team Leader:
Functional Areas of Team Members

Project Milestones
Name of Phase
Define Phase/Plan
Measure Phase/Do
Analyze Phase/Do
Improve Phase/Check
Control Phase/Act

Target
Completion Date

Actual Completion Date

Source
VarComp
Total gage R&R
0.10912
Repeatability
0.10912
Reproducibility
0.00000
Operator_l
0.00000
Part-to-part
2.55317
Total variation
2.66229
Process tolerance 5
Source
Std. dev. (SD)
Total gage R&R
0.33033
Repeatability
0.33033
Reproducibility
0.00000
Operator_1
0.00000
Part-to-part
1.59786
Total variation
1.63165
Number of distinct categories 6
Study var. (5.15*SDJ)
1.70119
1.70119
0.00000
0.00000
8.22900
8.40301

% contribution (of VarCoup)

4.10
4.10
0.00
0.00
95.90
100.00
% study var. (% SV)
20.25
20.25
0.00
0.00
97.93
100.00

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% tolerance (SV/toler)
34.02
34.02
0.00
0.00
164.58
168.06

Appendix 2

Process
improvement in
FES
79

Table AI.
Gauge R&R studies

Ovelity in hole
dia. 3
Length variation
w.r.t time
Pressure setting

Holding pressure

Cracking pressure Variable

Fast dropping

Testing rig

Variable

Variable

Variable

Testing rig

Variable

Attribute

Attribute

Attribute

Attribute

Variable

Variable

Variable

Spring

Concentricity of
bore dia. 12 w.r.t
hole dia. 3
Burr on face of
hole dia. 3
Lapping

R/O of dia. 12
w.r.t taper
Bore dia. 12

Relief valve
body

Piston dia. 12

Piston

Table AII.
Data collection plan

Operational
definition

Test rig

Test rig

Test rig

Assembly

100

100

100

100

Manufacturing 20

Manufacturing 15

Manufacturing 320

Manufacturing 320

Manufacturing 320

Manufacturing 100

Manufacturing 100

Operator

Operator

Operator

Operator

Yogesh
Puri
Operator

Inspector

Operator

Operator

Inspector

Inspector

Inspector

Who will
Sample collect the
size
data?

Manufacturing 100

Type of data
(variable/
Data source
attribute)
and location

Yes

Yes

Yes

Is the
measurement
system
capable?

Visual

Visual

Visual

Visual

Destructive
test (visual)
DOE

Visual

Visual

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Concentricity Yes
gauge

Bore gauge

Dial gauge

Micrometer

How will
data be
collected?

Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis

Process capability
analysis
Process capability
analysis
Process capability
analysis
Process capability
analysis

Graphical and/or
statistical tools to
be used

80

X
Measurement or
metric
Y

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Appendix 3

Process
improvement in
FES

Appendix 4. Hypothesis testing

Validation method: Gemba investigation

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Ovality in hole dia. 3

Burr on face of hole dia. 3 (valve body)

Burr chip off due to continuous hammering action of piston

81

IJLSS
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Piston not seating on hole dia. 3 (sticking at first groove during full opening)

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82

Chips between piston & hole dia. 3 hole

Validation method: Process capability studies

Component

Operational
parameter

Variable/attribute

Dimension

Specification

Instrument
used

Least
count

Process
sigma
level (Z)

PPM

Piston

Piston
R/O
Piston dia.

Variable

NA

0.10 um

Dial Gauge

0.001

5.4

0.0333

Variable

12 mm

(0.08/0.1)

micrometer

0.01

4.65

1.6597

Body bore
dia.
Concentri
city of dia
12 & dia 3

Variable

12 mm

(+0.027/0.0)

0.001

5.97

0.0012

Attribute

NA

0.02 um

Bore
Gauge
Concentri
city Gauge

1.0898

137,900

Burr on
face of hole
dia 3

Attribute

NA

No burr on
face seat

Visual

0.7323

232,000

Lapping

Attribute

NA

Visual

1.0656

143,300

Ovality in
hole dia. 3

Attribute

NA

No lapping
marks on
piston taper
area
No ovality

Visual

0.7388

230,000

Relief Valve
Body

Process
improvement in
FES

Validation method: Design of Experiment (DOE)

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DOE for lapping operation

Std order
8
9
4
3
7
12
6
14
10
11
15
13
1
16
2
5

Run order
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16

Lapping cycle
Lapping RPM
30
60
10
20
30
60
10
60
10
60
30
60
30
20
30
20
30
20
10
60
10
60
10
20
10
20
30
60
30
20
10
20
Factors = 3 Levels = 2
Replicates = 2

Lapping weight
6
2
2
2
6
2
6
6
2
2
6
6
2
6
2
6

Holding pressure
60
85
90
110
120
85
90
100
72
89
86
107
122
96
100
80

83

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84

DOE Shinein: Assembly process wrong

Response: Holding pressure low Min.120 bars after 120 seconds of cracking
Good (BOB)
Bad (WOW)
Initial value (as selected)
120
70
First disassembly and reassembly
124
50
Second disassembly and reassembly
120
60
Median
120
60
Range
4
20
D
60
12
d
5
D/d ratio
Conclusion: As D/d is less than equal to 3, thus the components in assembly are reason for the problem, not the
assembly process itself

Validation Method: Regression Analysis

Spring length variation w.r.t time
Regression analysis: Length versus strokes
Regression equation is: Length = 27.02 0.001948 * Strokes
S = 0.0486047
R-Sq = 84.1%
R-Sq(adj.) = 83.7%
Analysis of Variance
Source
DF
SS
MS
F P-value
Regression
1
0.474338 0.474338 200.78 0.000
Error
38
0.089772 0.002362
Total
39
0.564110
Correlation: Length, Strokes
Pearson correlation of Length and Strokes = 0.917
P-value = 0.000
Maximum pressure drop = 20 Kg
Length change required for 20 Kg drop = 0.32 mm
For a length of 270.32 = 26.68 mm Thus strokes required = 175

Change in viscosity of Hydraulic oil w.r.t temperature Experiment:

6 pieces of relief valve having 135 (+/1 Bar) taken.
6 pieces of relief valve having 125 (+/1 Bar) taken.
Temperature was taken as predictor (Factor)
Six levels of factor was chosen (i.e. 50, 60, 70, 80, 90, 100 degree centigrade)
Response of each relief valve on different levels was measured.
Scatter plot was made and Pearson correlation was calculated for validation.

Pearson correlation of Holding pressure and temperature = 0.834

P-value = 0.000
R-value = 0.834 clearly states that there is a strong negative correlation between temperature & holding pressure.
P-value = < 0.05, thus temperature is a significant factor

60

50

40

30

20

10

Relief
valve
body

Part
Opine name

Blunt hole mill Less allowance

for reaming
opn.
Concentricity
w.r.t dia. 3 hole
Piston loose
in body
Bush over size Hole dia. 3 O/S

Over size

Drill not in
centre, job
holding not
true
Grinding of
flat drill not
proper

Poor finish on Drill blunt

face

Flat
Burr on face
drill
dia. 11.5

Taper and
concentricity
w.r.t dia. 12

Lapping not
proper due to
burr on hole
dia. 3

Piston not
resting
properly on
hole dia. 3

Minim ovality
in dia. 3 hole

Play in turrent Ovality in hole

station
dia.3

Less allowance
for hole mill

Drill blunt

Over size

Ovality

Play in tail
stock

Cause of
failure

Taper w.r.t
face

Failure mode

Taper w.r.t
face
Remmer Dia. 12
dia. 12
oversize
Drilling Over size
of dia. 3
Concentricity
w.r.t dia.2.5

Drilling
of
dia.2.5
Drilling
of
dia. 11.5
Hole
mill
dis.11.8

Process

2 3

3 4

8 5

2 48
3 18
2 16
4 64

2 32

4 56

3 8
2 3
4 2
2 8

2 8

5 210 Re-sharpening of SOP modified and 100 2 7

flat drill at fixed percent visual
intervals
inspection added. Tool
and cutter
resharpening started
5 210
2 7

7 6

7 6

No control

8 9 10 720

Inspection introduced
and frequency defined
Inspection introduced
and frequency defined
Machine rectified.
Machine maintenance
schedule made.
Process sequence
changed

Machine rectified

4 56

6
2

SOP modified

SOP modified
2 2

12 Re-sharpening of
drill at fixed
intervals
12 Re-sharpening of
drill at fixed
intervals
144 Machine
maintenance
18 In-process
inspection
16 In-process
inspection
720 Maintenance of
machine process
verification

S O D R

2 3

Stopper changed

Action taken
2 16

Recommended
action

Revised rpn

1 8

4 160 Machine
maintenance

8 9 10

No control

No control

No control

RPN
S O D

Concentricity 8 6
gauge
Plug gauge/ 3 2
bore gauge
Plug gauge
2 4

Plug gauge

Plug gauge

No control

Current
design
Effect of failure control

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Appendix 5

Process
improvement in
FES
85

Table AIII.
PFMEA

Table AIV.

Piston

Piston

Spring

10

20

20

Taper
excess/
under

Under
size

Current design
control

4 1 2

Dial gauge and

V-block

2 3 12

4 2

8 9 72

1
Fully
automated
system
introduced

(continued)

8 3 24

8 3 24

S O D R

Revised rpn

Process plan
1
displayed on
machine, wheel
dressing fixed
frequency
fixed and in
process
inspection
introduced
1

Action taken

Setup
inspection
started with
record
maintaining
Butting added
8 Butting piece
required before and SOP
claiming
modified

20 Setup piece
inspection

72 Operator
training

72 Operator
training

Recommended
action

8 5 9 300 Automation of
spring
scragging
system

2 2 5

Bevel protector

Cracking pr. No control

low w.r.t time

8 3 3

8 3 3

S O D

Rpn

micrometer

Piston tight in Micrometer

bore dia. 12 of
valve body

Effect of
failure

Wrong depth Excess play/

of cut
clearance
with body
Wheel angle Piston not
setting not
seating on
proper
dia. 3 hole

Oversize/ Wheel not

undersize dressed,
wrong depth
of cut

Cause of
failure

Excess
Holding of
R/O w.r.t piston loose/
not in centre
dia. 12
of chuck
Less
Scragging Spring
length
scragging
reduced cycles
w.r.t time manual
operation

Taper
grinding

Dia.12
grinding

Process

Failure
mode

86

Op. Part
no. name

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30

10

Process

Failure
mode

Final
Pressure
assembly testing
and
setting

Under
pressure

Excess
pressure

Under
lapping

Lapping Lapping Excess

operation of piston lapping
and valve
body

Op. Part
no. name

Effect of
failure

Current design
control

Slow raising
of lift

No seat
formation
thus holding
pr. variation
Human error/ Busting of
gauge faulty hydraulic
system

Recommended
action

8 5 7 280 Operator
training

9 5 7 315 Operator
training

S O D

Rpn

9 8 5 360

Pressure gauge 10 7 5 350 Operator

validation
training and
one more test
every week.
System self
rig for pressure
testing for
leakage test
everyday
cross
verification

No control

Human error Line marks on No control

piston thus
holding pr.
variation

Cause of
failure

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9 2 18

8 2 16

Fully
automated
system of
lapping stage/
operators
training for
inspection

2 10 2 40
Operator
training. SOP
modified for rig
internal
leakage test
every day. One
more rig
installed for
cross
verification.
Calibration
schedule made
2 9 2 36

S O D R

Action taken

Revised rpn

Process
improvement in
FES
87

Table AIV.

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88

About the author

Dr Anupama Prashar is a Lean Six Sigma Black Belt certified trainer and has guided over
30 green belt projects. She has 13 years of experience in the area of research, consultancy and
management education. Her primary teaching interests are in the area of quantitative analysis
and operations management. Her research areas include operational efficiency and business
improvement. She has published a number of papers in various international and national
journals. She has authored books on industrial safety and environment. Anupama Prashar can be
contacted at: [email protected]

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