Applying dmaic method to reduce setup time of m8326 product in medical line at II VI vietnam CO, LTD

Supervisor: Nguyen Thi Mai Tram ACKNOWLEDGEMENT It was my fortune to have an internship in II-VI Vietnam as well as great chance for learning and professional development in II-VI Vietnam Being a part of company, I experienced and worked with many professional and kindly people who led me though this internship period with many lessons I also have hearty thanks for Ms Nguyen Thi Mai Tram to support placing my thesis on good grade for her careful and precious guidance in graduate thesis which were extremely valuable for my study both theoretically and practically I express my deepest thanks to Mr Ha Hai Hung – CI manager, Mr.Huynh Anh Tuan manager of System for taking part in useful decision, giving necessary advices and guidance and arranged all facilities to make project easier I choose this moment to acknowledge his contribution gratefully Bearing in mind previous I am using this opportunity to express my deepest gratitude and special thanks to the my mentor Mr.Van Quoc Tien – Production Engineer who in spite of being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path and allowing me to carry out my project at their esteemed organization and extending during the training I also appreciate the supporting from engineers, line leaders and operators in System to finish the project I perceive as this opportunity as a big milestone in my career development in Industrial Engineering I will strive to use gained skills and knowledge in the best possible way, and I will continue to work on their improvement, in order to attain desired career objectives Hope to continue cooperation with all of you in the future Sincerely, Nguyen Thi Kim Phung Ho Chi Minh May 5th 2020 Nguyen Thi Kim Phung - 16124056 i Supervisor: Nguyen Thi Mai Tram LIST OF ABBREVIATIONS ABBREVIATIONS DESCRIPTION PROJECT The project applying DMAIC to reduce setup time of M8326 in System SU time Set-up time CO time Change-over time WO Work order number Traveler Instructions that follows a part in a manufacturing process Medical line Production line with products applied in medical area and have similar procedure Other line The rest of line in System factory DMAIC The methodology is applied in solving problems in lean six-sigma 5M1E 5M1E Method (Man, Machine, Materials, Method, Measure and Environment) 5W1H The problem statement by What – Why – When – Where – Who and How much or How many Nguyen Thi Kim Phung - 16124056 ii Supervisor: Nguyen Thi Mai Tram LIST OF TABLES Table Traveler of Medical products in System 17 Table Traveler of Other products (Introduction of System of II-VI Vietnam) .18 Table Tools applicationin project (Synthesize by author) 29 Table Focused Problem Statement as 5W1H 56 Table Focused Problem Statement as 5W1H 57 Table Focused Problem Statement as 5W1H 57 Table Potential causes for long setup time at FPS1 Assembly stage of M8326 .59 Table Potential causes for long setup time at FPS2 Inspection stage of M8326 59 Table Potential causes for long setup time at FPS3 Preparation stage of M8326 60 Table 10 Improvement idea for root causes summarisation 68 Table 11 Prioritisation Matrix for solutions 70 Table 12 Build Action Plan for reducing setup time M8326 (Source: Synthesize by author) 72 Nguyen Thi Kim Phung - 16124056 iii Supervisor: Nguyen Thi Mai Tram LIST OF FIGURES Figure Network of II-VI Incorporated worldwide Figure Periodic Table Figure Group II-VI Logo .5 Figure Logo of II-VI Vietnam Co., Ltd .7 Figure Products for Automotive Figure Products Thermal-electric Cooler (TEC) (Introduction of System of II-VI Vietnam) Figure Product Select Comfort Figure Gesture Recognition products 10 Figure Product for DNA test .10 Figure 10 Application of Thermal-electric Cooler (TEC) 11 Figure 11 General organization chart of II-VI Vietnam Co.,ltd 11 Figure 12 Production process diagram at II-VI Vietnam Co., Ltd 14 Figure 13 System Organization of II-VI Vietnam Co.,Ltd .15 Figure 14 Change-over time (Downtime here) 20 Figure 15 Story board of DMAIC project 23 Figure 16 Prioritization Matrix 27 Figure 17 Histrogram chart 29 Figure 18 The Pareto chart illustration 30 Figure 19 Process mapping symbols 34 Figure 20 Setup time per unit by module of Medical line 37 Figure 21 Forecast of quantity for Medical line in months (June – December, 2020) .38 Figure 22 Forecast of setup time for Medical line in next months (June – December,2020) 38 Figure 23 Timer series plot setup time per unit of M8326 by WO (OctoberDecember, 2019) (Source: Synthesize by author) 39 Figure 24 Voice of customer and Critical to quality Matrix Diagram 39 Figure 25 Is & Is not Matrix for problem statement 40 Figure 26 Time series plot setup time of target setting 40 Figure 27 Total hour deduction for setup time improvement 42 Figure 28 Timeline for setup time improvement project .42 Figure 29 Project charter of setup time improvement project 44 Nguyen Thi Kim Phung - 16124056 iv Supervisor: Nguyen Thi Mai Tram Figure 30 Process mapping of setup operation of M8326 at Preparation (retainer 1) 45 Figure 31 Process mapping of setup operation of M8326 at Preparation (retainer well block) .46 Figure 32 Process mapping of setup operation of M8326 at Preparation (retainer 2) 46 Figure 33 Process mapping of setup operation of M8326 at Assembly (Solder and cleaning) 47 Figure 34 Process mapping of setup operation of M8326 at Assembly (In-Inspection) .47 Figure 35 Process mapping of setup operation of M8326 at Assembly (Assemble heatsink) 48 Figure 36 Process mapping of setup operation of M8326 at Assembly (Assemble board) 48 Figure 37 Process mapping of setup operation of M8326 at Test 49 Figure 38 Process mapping of setup operation of M8326 at Inspection 49 Figure 39 Identify stratification criteria: Criteria Type of Setup 50 Figure 40 Identify stratification criteria: Criteria Setup at Stage 50 Figure 41 Collection data form (used at Final Inspection stage) 51 Figure 42 Diagnostic Report (One-Way ANOVA for Types of Setup) 52 Figure 43 Summary Report (One-Way ANOVA for Types of Setup) 52 Figure 44 Diagnostic Report (One-Way ANOVA for Setup at Stage) .53 Figure 45 Summary Report (One-Way ANOVA for Setup at Stage) 53 Figure 46 Setup time per unit of M8326 by Stage .53 Figure 47 Process of capability of Setup at Stage of M8326 .54 Figure 48 New specification control for Setup at stage .55 Figure 49 Complexity for each priority issue .55 Figure 50 Tree diagram to achieve target .56 Figure 51 Potential causes for long setup time at Assembly stage of M8326 61 Figure 52 Potential causes for long setup time at Inspection stage of M8326 .61 Figure 53 Potential causes for long setup time at Preparation stage of M8326 61 Figure 54 Prioritization Matrix of potential causes for setup time of M8326 63 Figure 55 5Whys for root causes of preparing cleaning tools 63 Figure 56 5Whys for root causes of calibration 64 Figure 57 5Whys for root causes of unpacking wraps of materials .64 Figure 58 5Whys for root causes of carrying materials from pass box to production position 65 Nguyen Thi Kim Phung - 16124056 v Supervisor: Nguyen Thi Mai Tram Figure 59 5Whys for root causes of opening BOM report 65 Figure 60 5Whys for root causes of finding code of events 66 Figure 61 5Whys for root causes of getting hand tools 66 Figure 62 Impact – Effort Matrix for priority solutions .71 Figure 63 Time for carrying heatsink at Assembly stage .74 Figure 64 Trolley for transporting heatsink before improvement 75 Figure 65 Trolley for transporting heatsink after improvemnt 75 Figure 66 Time for carying materials per unit at Preparation stage .76 Figure 67 Calibration time series plot at Inspection stage 77 Figure 68 Bar code card before improvement 78 Figure 69 Bar code card after improvement 78 Figure 70 Time series plot of scan labor time per unit 78 Figure 71 Check sheet for ouliers of setup M8326 after improvement 80 Nguyen Thi Kim Phung - 16124056 vi Supervisor: Nguyen Thi Mai Tram LIST OF APPENDIX Appendix I-MR Chart of setup time of M8326 for Overall process 85 Appendix Process Capability Report for setup time of M8326 for Overall process 85 Appendix I-MR Chart of setup time of M8326 at Preparation Stage .86 Appendix Process Capability Report for setup time of M8326 at Preparation stage 86 Appendix I-MR Chart of setup time of M8326 at Assembly stage 87 Appendix Process Capability Report for setup time of M8326 at Assembly stage 87 Appendix I-MR Chart of setup time of M8326 at Inspection stage .88 Appendix Process Capability Report for setup time of M8326 at Inspection stage 88 Nguyen Thi Kim Phung - 16124056 vii Supervisor: Nguyen Thi Mai Tram TABLE OF CONTENTS SUPERVISOR ii REVIEWER iv ACKNOWLEDGEMENT i LIST OF ABBREVIATIONS ii LIST OF TABLES iii LIST OF FIGURES iv TABLE OF CONTENTS viii INTRODUCTION 1 Problem Statement .1 Research Aims Research Objectives and Scope Research Method .3 1.1 Organization of thesis INTRODUCTION OF II-VI INCORPORATED 1.1 Introduction of II-VI Incorporated 1.1.1 Historical background 1.1.2 The company name 1.1.3 Logo 1.1.4 Quality mission statement 1.2 Introduction of II-VI Vietnam 1.2.1 History of company II-VI Vietnam 1.2.2 Logo II-VI Vietnam .6 1.3 Vision, Mission, The Core Value, Quality policy .7 1.3.1 Vision .7 1.3.2 Mission 1.3.3 The core value 1.3.4 Quality policy 1.4 Areas of Activities and Products .8 1.4.1 Areas of activity .8 1.4.2 Products .8 1.5 The Organization of II-VI Viet Nam 11 1.6 Production process at company 14 Nguyen Thi Kim Phung - 16124056 viii Supervisor: Nguyen Thi Mai Tram 1.7 Introduction of System Factory .15 1.7.1 Overview of the system department 15 1.7.2 Functional department in System 15 1.8 Production process in System .16 1.8.1 Production process in Medical line .16 1.8.2 Production process in Other lines 18 THEORY BACKGROUND 20 2.1 Background of Setup .20 2.1.1 Set-up time: .20 2.1.2 Change-over time definition .20 2.1.3 Reducing non-valued time 21 2.2 DMAIC Methodology .22 2.3 Tools in DMAIC 29 2.3.1 Histogram Chart 29 2.3.2 Pareto Chart 30 2.3.3 VOC matrix .31 2.3.4 CTQs tree 31 2.3.5 Is & Is not 32 2.3.6 Process mapping .33 2.3.7 Why 35 2.3.8 Affinity Diagram .35 DEFINING, MEASURING AND ANALYSING 37 3.1 Defining period 37 3.1.1 Scope and Problems Definition 37 3.1.2 Current Situation and Target setting (VOC, CTQ ) 39 3.1.3 Initial Financial benefit Evaluation 41 3.1.4 Time Planning 42 3.1.5 Project Charter 43 3.2 Measuring period .45 3.2.1 Detailed Process Mapping 45 3.2.2 Identify stratification criteria 49 3.2.3 Data reliability 50 3.2.4 Analyze data 51 Nguyen Thi Kim Phung - 16124056 ix Supervisor: Nguyen Thi Mai Tram 3.2.5 Stability and Capability Study 54 3.2.6 Complexity for each priority issue 55 3.2.7 Tree diagram to achieve target 56 3.2.8 Focused Problem Statement 56 3.2.9 Confirm specific target for each FPS 58 3.3 Analyzing period .58 3.3.1 List potential causes 58 3.3.2 Group similar causes 60 3.3.3 Prioritization of potential cause 62 3.3.4 Root cause verification plan 63 IMPROVING AND CONTROLLING SUGGESTIONS .67 4.1 Improving period .67 4.1.1 Root cause verification plan 67 4.1.2 Priorities and select solutions 68 4.1.3 Build Action Plan 72 4.1.4 Action implement 74 4.1.5 Verify Target Achievement 78 4.2 Controling period .79 4.2.1 Standardization (Standards, OPL) 79 4.2.2 Training the teams 79 4.2.3 Benefits Evaluation 79 4.2.4 Monitoring CTQ’s 79 4.2.5 Control Plan (OCAP) 80 CONCLUSION .81 REFERENCES 83 APPENDIX 85 Nguyen Thi Kim Phung - 16124056 x Supervisor: Nguyen Thi Mai Tram Action implement Root causes: Downtime to carry heatsink through pass box The layout of System factory has four main areas The major assembly is all in clean room with utilized as a part of specialized industrial Therefore, the only way to transport materials is through the pass box (size: 60cm x 60cm x 60cm) Heatsink is one of the materials of Assembly stage in M8326 production, which its weight is 2,5 kg and its size is (6x5.5x3 inch) Transporting heatsink through the pass box takes long time (current average: 30 mins/time/30 units) with high effort of operators due to small size of pass box Under permission of management team, to reduce time for carrying heatsink, they are carried through exit door In additional, ensuring the standard of clean room is mandatory, improvement plan limits opening clean room at one time per work order per day Therefore, the team uses trolley tier with larger container than trolley one tier to provide enough materials for production plan Transporting plan: Mr Linh after unpacking wraps of heatinks at kitting area, he uses trolley tier to carry heatsink to Exit door, Operator opens door to receive trolley to carry to production position The whole process includes from carrying at kitting area to putting heatsink on production line takes only average 14.2 seconds/unit (before improvement: 29.3 seconds /unit) Figure 63 Time for carrying heatsink at Assembly stage (Source: Synthesize by author) Nguyen Thi Kim Phung – 16124056 74 Supervisor: Nguyen Thi Mai Tram Figure 64 Trolley for transporting heatsink before improvement Figure 65 Trolley for transporting heatsink after improvemnt (Source: Synthesize by author) Root causes: Downtime to unpack wraps of materials at kitting area Solutions: Unpack wraps of materials (well block, retainer, board) Who: Linh – Hong When: April - 27 Before improvement, materials are moved from inventory to kitting area in System Mr.Linh checks quantity and arranges them, then he provides enough materials for each of stages when building work order Operator receives materials from Mr.Linh and unpack wraps of all materials then sets up tools On 27th April, time to start implement, after checking quanity from inventory department, Mr.Linh unpack wraps of necessary materials then put them into ready tray to provide for operators on the right time With this solution, the downtime to unpack wraps all materials is reduced significantly Operator at each of stage does not need to stop working to setup mateials leads to productivity for M8326 Nguyen Thi Kim Phung – 16124056 75 Supervisor: Nguyen Thi Mai Tram Figure 66 Time for carying materials per unit at Preparation stage (Source: Synthesize by author) Root causes: Downtime to cut wipe paper The wipe paper is vital material for Medical production at all stages Operators use paper to clean left-epoxy on surface, dirty joints of soldering without scratch product The cleaning tool with stain on it are not reused Hence, small pieces of wipe paper is convinient for one time using and easy to operate on product However, the input of wipe paper has A4 size, operators must cut it into pieces This setup takes long time for operators come back working In 24th April, with this solutions, line lead has plan to change it into external setup, that eliminate completely downtime to setup action in Medical production The wipe paper is provided daily for all stages in early of shift by line lead (Ms.Thuong) Since 27th April, line lead supply paper daily, there is no data for cutting paper anymore in this time Root causes: Head of screwdriver at Inspection Stage is old Torque calibration is one of setup taking long time in tool setup but it is hard to reduce or change it into external because torque calibration processing has a official procedure and operator has to in the right way – which is not eliminated or reduced However, improve phase shows the root cause is head of screwdriver at Inspection stage is old, which makes it difficult to detach heads from the torque Nguyen Thi Kim Phung – 16124056 76 Supervisor: Nguyen Thi Mai Tram The new head of screwdriver from the inventory is used at Inspection stage on 29th April Detaching heads from torque to calib is conducted easily, which shown in five data points positively with current average 15.6 (before improvement is 21.6 mins/time) As the plan, the team is collecting data Figure 67 Calibration time series plot at Inspection stage (Source: Synthesize by author) Root causes: Event code of cards are not at fixed place Solutions: Genrate the bar code for all events Who: Operators When: April – 27 There is no fixed place to attach bar code leading to operators usually find the code in necessary The solution for root cause is generating all bar code into one card – set next to computer at stages as visual spot Nguyen Thi Kim Phung – 16124056 77 Supervisor: Nguyen Thi Mai Tram Figure 68 Bar code card before improvement (Source: Synthesize by author) Figure 69 Bar code card after improvement (Source: Synthesize by author) Figure 70 Time series plot of scan labor time per unit (Source: Synthesize by author) Verify Target Achievement In genneral, new solutions reduced setup time significiantly The collected time shows positive espect of setting up of M8326 However, due to limited time, the project is on Start implement period, there is not clear conclusion for setup time per unit in this time The data collection goes on and the improvement is still on observation If after implement of five solutions, the targte at that time will not meet initial target, the team will return to the solutions in red square which Low impact – high effort Nguyen Thi Kim Phung – 16124056 78 Supervisor: Nguyen Thi Mai Tram 4.2 Controling period The goals of phase Control are: • Control the process of setup M8326 by I-MR chart at stages • Check the causes of process before and after improvement • Make calculation for Cp, Cpk for the setup opartion Standardization (Standards, OPL) The changes in improvement have to save to create standards for setup of M8326 Training the teams The leader have meeting to train for the teams and operators about standardization documents, setup operation, extenal setup and internal setup for setting up M8326 Benefits Evaluation The team shows the setup time of M8326 and confirm the current situation and initial situation to verify the set target, includes: Target in phase Define, total hours deduction, total cost deduction Beside as the tangible, intangible advantages also are considered The setup time improvement project help to improve teamwork skill, solving problems, communication Each member has in-depth understanding and knowledge about setup operation, process of M8326; improve skill for using DMAIC tools Monitoring CTQ’s After improvement, the team have plan to follow setup time per unit of M8326 to 20th November (six months later) Based on I-MR chart for setup time, the leader tracks the result of project on time series plot; make benefits calculation of project; compares defined benefits in phase Define (106 hours deduction) and real benefits at that time (phase Control) Nguyen Thi Kim Phung – 16124056 79 Supervisor: Nguyen Thi Mai Tram Control Plan (OCAP) The leader uses control chart and OCAP to follow the setup time of M8326 and recognise outliers data point If the process has the oulier after improvement, the team leader have to take note as follow form Check sheet for outliers of setup time Date 5-Jul Shift WO 99xxx Module M8326 Stage Description of problems Root causes Action Who Carry heatsink to ready on Contact to maitain to repair it Assembly line takes 30 minutes per Trolley is broken Mr Hong Use another trolley time Figure 71 Check sheet for ouliers of setup M8326 after improvement (Source: Synthesize by author) With this form, the leader has action on the right time Besides, the leader also train for team members, line lead, operators in Medical line have understand about control chart to have right action with data out of control Nguyen Thi Kim Phung – 16124056 80 Supervisor: Nguyen Thi Mai Tram CONCLUSION CONCLUSION The project Applying DMAIC method to reduce setup time of M8326 product in Medical line at II-VI Vietnam CO.,ltd, the author and the project team has achived the goals: Objective 1: Applying DMAIC method to reduce setup time for M8326 product in Medical line at System factory in II-VI Vietnam The author learned knowledge and tools in DMAIC methodology The project team together has been conducting project, at the present, the project is in collecting data for Improve phase Objective 2: Collecting set-up time data and change-over time for Medical product still has been conducting in project time The author achieved 100% target collecting time data for Medical line Objective 3: The team recoginsed the setup time of M8326 accounts for 78% total Medical setup time in next months (June – December, 2020) Therefore, M8326 was choosen to improve setup time Objective 4: Based on Pareto chart, the project team defined Process criteria has significant diffenrence and measured three stages (Assembly, Inspection and Preparation stage) Objective 5: Analyzing causes for long setup time and defining root causes At analyzing phase, the team used Brainstorming, Affinity Diagram, Whys to prioritise root causes which has impacts on problem The defined root causes are: downtime to cut wipe paper, to unpack wraps of materials, to carry heatsink through pass box; head of screwdriver at Inspection Stage is old; event codes are not fixed place Objective 6: Give suggestions for cutting down setup time for M8326 The idea improvement to cut down setup time of M8326 are to prevent root causes best by solusions: research new ways to transport heatsink to production position; unpack Nguyen Thi Kim Phung – 16124056 81 Supervisor: Nguyen Thi Mai Tram wraps of materials at kitting area; line lead provides small pieces of wipe daily; Using new head of screwdriver; gernerate bar code of card at visual spot LIMITATION OF PROJECT Due to limited time for report, the data for improvement is three points It is not enough to affirm the result after improvement achieving initial target, however, the current situation also indicates the positive aspects for becoming successful project The direction for continously improvement: Applying appropriate solutions for other product in Medical line and Other line to reduce downtime Nguyen Thi Kim Phung – 16124056 82 Supervisor: Nguyen Thi Mai Tram REFERENCES (n.d.) Retrieved from goleansixsigma.com: https://goleansixsigma.com/pareto-chart/ (n.d.) Introduction of System of II-VI Vietnam (n.d.) Introduction of System of II-VI Vietnam Albert, M (2004) Setup Reduction: At The Heart Of Lean Manufacturing Retrieved from www.mmsonline.com: http://www.mmsonline.com/articles/setupreduction-atthe-heart-of-lean-manufacturing Dr.BUI NGUYEN HUNG (n.d.) Một số công cụ Lean manufacturing - Chuyển đổi nhanh (QCO) SIM, HCMUT Drickhamer, D (2004, December 21) Continuous Improvement - Lean Laggards Retrieved from IndustrialWeek: https://www.industryweek.com/companiesamp-executives/continuous-improvement-lean-laggards Human Resoure of II-VI Vietnam, D (2019) History of II-VI Incorporated II-VI Vietnam Được truy lục từ ii-vi.com Incoporated, H D.-V (n.d.) HR Division II-VI Incoporated Network of II-VI Incoporated worldwide (n.d.) Introduction of System of II-VI Vietnam J Bicheno M Holweg (2009) The Lean Toolbox: The Essential Guide to Lean Transformation PICSIE Books Jones, E (2014) Quality Management for Organizations Using Lean Six Sigma Techniques CRC Press Keller, P A (2011) Six Sigma Demystified, 2nd Edition McGraw-Hill L.Keberdle, C (2008) Reducing Machine Setup and Changeover Times North Omsted,: OH: Manuvis Corporation Lean Process Mapping Symbols (n.d.) Retrieved from swww.sixleansigma.com: http://www.sixleansigma.com/index.php/wiki/lean/lean-process-mappingsymbols/ M Gilmore Smith, D.J (1996) Set-up reduction in pharmaceutical manufacturing: an action In International Journal of Operations & Production Management (pp Vol 16, 4-17) M.Geogre (2002) Lean Six Sigma McGraw-Hill Education Mike Rother, John Shook (2003) Learning to See: Value Stream Mapping to Add Value and Eliminate Muda Lean Enterprise Institute Nguyễn Đình Phan Đặng Ngọc Sự (2012) Giáo trình Quản trị chất lượng Hà Nội: NXB Đại học kinh tế quốc dân Productivity Press Development Team, Shigeo Shingo (1996) Quick Changeover for Operators: The SMED System Taylor & Francis Set-up reduction (n.d.) Retrieved from qualityamerica.com: https://qualityamerica.com/LSS-KnowledgeCenter/leansixsigma/setup_reduction.php (n.d.) Setup time data in System Factory IIVI Vietnam (n.d.) Setup time report of M8236 in System, II-VI Vietnam Co.,ltd Nguyen Thi Kim Phung – 16124056 83 Supervisor: Nguyen Thi Mai Tram Shingo, S (1985) A Revolution in Manufacturing - The SMED System Norman Bodek Siderova, S (2018) getnave.com Retrieved from Frequency Distribution: Histogram Diagram: https://getnave.com/blog/histogram-diagram/ six-sigma-process-map (2019, July 23) Retrieved from www.purdue.edu: https://www.purdue.edu/leansixsigmaonline/blog/six-sigma-process-map/ Southworth, T (2019, 12 15) Reducing setup time Retrieved from www.thefreelibrary.com: http://www.thefreelibrary.com/Reducing+setup+timea0172339381 Subramaniam, A (2012, May 16, ) Set up reduction Retrieved from www.slideshare.net: https://www.slideshare.net/anandsubramaniam/set-upreduction Tạ Thị Triều An, Ngô Thị Ánh, Nguyễn Thị Ngọc Diệp, Nguyễn Văn Hóa, Nguyễn Hồng Kiệt, Đinh Phượng Vương (2010) Giáo trình Quản trị chất lượng Hồ Chí Minh: NXB Thống kê Use ICE to Set Business Priorities (2012, 18) Retrieved from https://www.mmsonline.com/: https://www.mmsonline.com/columns/use-iceto-set-business-priorities Vietnam, I.-V (2017) YB - DMAIC Nguyen Thi Kim Phung – 16124056 84 Supervisor: Nguyen Thi Mai Tram APPENDIX Appendix I-MR Chart of setup time of M8326 for Overall process I-M R Chart of Overall Process UCL=8.700 Individual Value _ X=4.761 LCL=0.823 Observation UCL=4.838 Moving Range 4.8 3.6 2.4 MR=1.481 1.2 LCL=0 0.0 Observation Appendix Process Capability Report for setup time of M8326 for Overall process Nguyen Thi Kim Phung – 16124056 85 Supervisor: Nguyen Thi Mai Tram Appendix I-MR Chart of setup time of M8326 at Preparation Stage I-M R Chart of PREPARATION Individual Value 1.5 UCL=1.366 1.0 _ X=0.738 0.5 LCL=0.111 0.0 Observation Moving Range 0.8 UCL=0.7705 0.6 0.4 MR=0.2358 0.2 LCL=0 0.0 Observation Appendix Process Capability Report for setup time of M8326 at Preparation stage Nguyen Thi Kim Phung – 16124056 86 Supervisor: Nguyen Thi Mai Tram Appendix I-MR Chart of setup time of M8326 at Assembly stage I-M R Chart of ASSEM BLY Individual Value UCL=3.804 _ X=1.827 LCL=-0.149 Observation UCL=2.429 Moving Range 2.4 1.8 1.2 MR=0.743 0.6 LCL=0 0.0 Observation Appendix Process Capability Report for setup time of M8326 at Assembly stage Nguyen Thi Kim Phung – 16124056 87 Supervisor: Nguyen Thi Mai Tram Appendix I-MR Chart of setup time of M8326 at Inspection stage I-M R Chart of INSPECTION 2.5 Individual Value UCL=2.327 2.0 _ X=1.567 1.5 1.0 LCL=0.808 Observation UCL=0.933 Moving Range 0.8 0.6 0.4 MR=0.286 0.2 LCL=0 0.0 Observation Appendix Process Capability Report for setup time of M8326 at Inspection stage Nguyen Thi Kim Phung – 16124056 88 ... time for M8326 product in Medical line at System factory in II- VI Vietnam Collecting data of set-up time and change-over time for products on Medical line was being built at System of II- VI Vietnam. .. procedure in private program of II- VI; DMAIC private training documents of II- VI Vietnam, statistics tools in DMAIC, Data collection method: Creating form: Interview engineers, operators in System... DMAIC application in setup time improvements for Medical line at System factory in II- VI Vietnam Co. ,ltd? ?? Research Aims The project has main goals as follow: Applying DMAIC method to reduce setup