water consumption 6 sigma

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SixSigma:AnewpracticeforreducingwaterconsumptionwithinCocaColaindustryARTICLEinINTERNATIONALJOURNALOFSIXSIGMAANDCOMPETITIVEADVANTAGEAUGUST2010DOI:10.1504/IJSSCA.2010.034856

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Int. J. Six Sigma and Competitive Advantage, Vol. 6, Nos. 1/2, 2010 53

Copyright 2010 Inderscience Enterprises Ltd.

Six Sigma: a new practice for reducing water consumption within Coca Cola industry

Tarek Sadraoui* Department of Quantitative Methods, Unit of Dynamic Economic and Environmental Research (URDEE), University of Economics and Management Sfax Tunisia, ISGI Sfax route Mharza Km 1.5, BP No. 954 Sfax 3018, Tunisia and Institut Suprieur de Gestion Industrielle de Sfax (ISGI), Route El Meharza Km 1,5, B.P. No. 954, Sfax 3018, Tunisia E-mail: [email protected] E-mail: [email protected] *Corresponding author

Ayadi Afef and Jallouli Fayza Institut Suprieur de Gestion Industrielle de Sfax (ISGI), Route El Meharza Km 1,5, B.P. No. 954, Sfax 3018, Tunisia E-mail: [email protected] E-mail: [email protected]

Abstract: Six Sigma is a well-known concept who means the perfection: a process of production to Three Sigma makes 3.4 defaults/million unit, whereas Six Sigma means for us the perfection. We used it now to mean the type of specialised training aiming at the attack of very high objectives for processes improvement. The method Six Sigma is a method of continuous improvement and elimination of non-quality, passing by six stages or cycle DMAIC: to define, measure, analyse, innovate and control carried out by a team of project. In this paper we propose a new practice of Six Sigma for reduction and optimisation of water consumption for Coca Cola industry.

Keywords: define, measure, analyse, innovate and control; DMAIC; control charts; Pareto; Six Sigma.

Reference to this paper should be made as follows: Sadraoui, T., Afef, A. and Fayza, J. (2010) Six Sigma: a new practice for reducing water consumption within Coca Cola industry, Int. J. Six Sigma and Competitive Advantage, Vol. 6, Nos. 1/2, pp.5376.

Biographical notes: Tarek Sadraoui has a PhD in Quantitative Methods. He is a member and Researcher at the Unit of Dynamic Economics and Environmental Research. The research activities deal with studying international R&D transmission mechanism and relation between R&D cooperation and growth, dynamic panel data model and testing unit root, cointegration and causality in many issues using WinRats, Eviews TSP and STATA software. He is an Assistant at the High Institute of Industrial Management of Sfax in Tunisia. He is teaching Econometric Analysis, Statistics and Statistical Process Control.

54 T. Sadraoui et al.

Ayadi Afef is a Student Researcher at Higher Institute of Industrial Management of Sfax and she is now pursuing her study at the Economic and Management University Sfax Tunisia. Her studies are concentrated in statistics and statistical process control and application with Eviews and Minitab software.

Jallouli Fayza is a Student Researcher at Higher Institute of Industrial Management of Sfax and she is now pursuing her study at the Economic and Management University Sfax Tunisia. Her studies are concentrated in statistics and statistical process control and application with Eviews and Minitab software.

1 Introduction

This study proposes the define, measure, analyse, improve/implement and control (DMAIC) Six Sigma methodology (Breyfogle, 1999) to improve the design process in an engineering design organisation in the SFBT Society. The Coca-Cola firms still rely heavily on the international firms to shoulder complex design projects while they play a supporting role and therefore, lose the opportunity to attain a competitive standing and attain a real market share. This negative status can be rectified and the situation would be alleviated if best practices are adopted and implemented by these firms. Therefore, the DMAIC Six Sigma approach is adopted in this study in a meaningful, practical, insightful and balanced way for reducing water loss. The study illustrates a wide application of such a model and how engineering organisations can achieve competitive advantages, efficient decision-making and problem solving.

According to Klefsjo et al (2001), Six Sigma is a broadly accepted methodology that focuses on improving an organisations operational performance, business practices and systems by identifying and preventing defects in manufacturing and service-related processes.

A careful study on Six Sigma indicates that its success in organisations depends on the intensive and rapid exchange of knowledge among the stakeholders to reduce the defects, and also effective usage of efficient statistical process control (SPC) and scientific tools. Moreover, if the organisation is too large, it is very difficult to facilitate the meeting of Six Sigma members to exchange and pool knowledge. Conversely, if the organisation is small, adequate expertise may be lacking to practice the Six Sigma technique. Furthermore, in the modern work environment, people are finding less time to meet, discuss and function as a team. It is proposed here that these deficiencies can be overcome by integrating Six Sigma with IT. This is because IT is very efficient in exchanging data, information and knowledge within and outside the boundaries of the organisation (Andersen, 2001; Hedelin and Allwood, 2002), and also because IT can facilitate teamwork (Dewhurst et al., 2003).

The paper is organised into four sections to tackle these objectives. In Section 2, a literature review of Six Sigma, quality sustainability and the possible link is provided. In Section 3, a background description of the case study organisation with a provision for the methodology is presented. Section 4 draws conclusions on the Design DMAIC model.

Six Sigma: a new practice for reducing water consumption 55

2 Six Sigma presentation

Six Sigma is a philosophy of quality turned towards the customer satisfaction. First of all, one includes/understands well that a greater customers satisfaction will at the same time allow all to preserve our customers and to conquer the new ones. This increase in the losses of market will be concretised by an improvement of profitability. Six Sigma can reduce variability which is the enemy of quality (Dewhurst et al., 1999; Finster, 2001; De Mast et al., 2006). When an engineer has just manufactured a product which gives whole satisfaction, its dream would be of being able the cloner to identical so that each product preserves same qualities. But it is not unfortunately possible, there will be always a small respect centre the products considered identical, and these are the small respect which lead to non-quality. For more details see Figure 1.

Figure 1 Customer satisfaction

Historically, Six Sigma is a direct descendant of Deming and Jurans systems for quality improvement. As in biological evolution, Six Sigma represents the survival of the fittest in terms of the methods and approaches. It relies on a highly developed management system for its deployment. The improvements are carried out through carefully managed improvement projects. The project selection is typically based on a translation of the company strategy into operational goals (Snee and Hoerl, 2003). The project teams are deployed to solve problems of strategic importance. Six Sigma provides an organisational structure of project leaders and project owners.

The success of the Six Sigma concept in business has motivated many European companies such as Volvo, Nokia and Siemens to adopt and implement it (Pfeifer et al., 2004). Six Sigma is a disciplined process which helps companies to focus on developing and delivering nearly defect free products and services. It is an organised and systematic

Resigned to realityMore is better

Content

Must be

Neutral

Dissatisfied

Enchanted

Catches like an asset

Goes away Level of presence of the characteristic

Filled

Dissatisfied

Delighters


business performance improvement strategy that relies on statistical and scientific methods to reduce waste and the number of defects within the Six Sigma level (Banuelas and Antony, 2003; Antony, 2004, 2002; Linderman et al., 2003). A Six Sigma level is the benchmarking factor for the ability of the process to fulfil the requirement. Table 1 illustrates how sigma levels would equate to defect rates and organisational performances, which are often measured in terms of defect per million opportunities (DPMO) (Park, 2002, 2003). DPMO is the number of defective opportunities that do not meet the specification limits out of one million opportunities. Table 1 Sigma level

Process mean fixed Process mean with 1.5 shift Sigma level

Non-defect rate (%) DPMO Non-defect rate (%) DPMO

1 86.26894 317.311 30.2328 697.672 2 95.44998 45.500 69.1230 308.770 3 99.73002 2.700 93.3189 66.811 4 99.99366 63.4 99.3790 6.210 5 99.9999943 0.57 99.97674 233 6 99.9999998 0.002 99.99966 3.4

The application of Six Sigma has the ability to reduce the variation of the characteristics of the product or service from the target by using either continuous improvement or a design/redesign approach. The first approach follows the phases: define, measure, analyse, improve and control. This approach is known as DMAIC methodology. The second approach progresses through the phases: define measure, analyses, design and verify. This is known as the DMADV methodology (Banuelas and Antony, 2003). DMAIC is used for improving an existing process, whereas DMADV is employed for the design of products (Snee, 2004; Banuelas and Antony, 2003). For designing the framework of the WSS model, the DMAIC methodology is chosen.

The conventional DMAIC concept is explained in a few words below.

Define phase

Through this phase, Six Sigma project is drafted and the process to be improved is identified. After identifying the process by using suitable techniques, the process is documented. One such technique that is often used is the flow-charting technique. Finally, the customers requirements are identified, analysed and prioritised. This phase can be presented as below.

Measure phase

During this phase, data are collected to evaluate the level performance of the process and provide information for the subsequent phases. The Six Sigma team decides the

To identify opportunities or

variations

To identify CTQs

customer

To border the project

To identify indicator to

improve

To develop preliminary entry of the

problem

To develop planning project


characteristics to be measured, the person doing the measurement, the measuring instruments, target performance and sampling frequency. Finally, the process capability is calculated. This measure phase can be resumed as below.

Analyse phase

In this phase, Six Sigma team analyses the data collected to find the key variables which cause process variation, and discovers the causes for defects. Alternative ways of improving the process are also evaluated during this phase. The various tools used in this phase are root cause analysis, cause and effect diagram, Pareto charts, failure mode and effects analysis and design of experiments. We can represent this phase by diagram below.

Improve phase

Here, the Six Sigma team modifies the process to stay within the maximum permissible range of the performance of the key variables. The process performance has to be monitored and measured. If it is satisfactory, it can be institutionalised. Solutions for process improvement are obtained through process simplification, parallel processing and bottleneck elimination. To improve is a very important phase which can be presented as it is indicated in diagram.

Control phase

This phase has the purpose of sustain the improvements established through the previous phases. By using control charts, the critical variables related to the performance are controlled in order to keep an eye on the process performance after improvement. It can be represented as below.

To develop and document the standardised

practices

To build the process control system management To train the personnel To close the project

To select solutions

To analyse AMDEC

To plan and form

To evaluate the results

To identify potential solutions

To identify the potential major

causes

To organise the potential major

causes

To collect the data to check major causes

To quantify the relations of cause for purpose and

to confirm the major causes

To create the detailed cartography

of process

To collect data on defects and

process

To analyse data with tools such as Pareto, run, chart, histogram

To develop final declaration of problem


The benefits of Six Sigma in business organisations are: defect reduction, cycle time reduction, manufacturing cost reduction, market share growth, productivity improvement, product/service development, customer retention and culture change (McAdam and Evans, 2004; McAdam and Lafferty, 2004). These benefits can be achieved through the successful implementation of Six Sigma. The successful implementation depends upon the training given to individuals of the organisation in the fundamental concepts and tools involved in the application of Six Sigma. The levels of training given to individuals in organisations during the execution of Six Sigma projects are categorised into Green belt, Black belt and Master Black belt (Ingle and Roe, 2001).

2.1 What is Six Sigma?

Mathematically, Six Sigma represents six standard deviations (plus or minus) from the arithmetic mean. As a measurement of quality Six Sigma means the setting of a performance level that equates to no more than 3.4 DPMO. Six Sigma is an approach that takes a whole system approach to improvement of quality and customer service so as to benefit the bottom line. The Six Sigma concept matured during the mid 80s and grew out of various quality initiatives at Motorola. Like most quality initiatives, Six Sigma requires a total culture throughout an organisation whereby everyone at all levels has a passion for continuous improvement with the ultimate aim of achieving virtual perfection (McClusky, 2000; McClusky et al., 2002). To know if Six Sigma has been achieved needs a common language throughout the organisation (at all levels and within each function) and common uniform measurement techniques of quality. The overall Six Sigma philosophy has a goal of total customer satisfaction.

Six Sigma is a methodology initiated quality there is a score of year at the great groups which wished to appreciably improve quality of their products and tend to excellence by putting the customer at the centre of their concerns. Six Sigma is a methodology of improvement quality based on processes which makes it possible to follow measure and increase the company performance. While being based on the statistical tools to measure the performance of the processes trades, Six Sigma makes it possible to eliminate the wasting, to reduce the cycle times and to reach results which tend towards the perfection (De Koning and De Mast, 2006; Coronado and Antony, 2002). The improvement of the processes, made possible by Six Sigma, results in a better satisfaction customer, a stronger implication of the teams and increased profits (Banuelas and Antony, 2003). And since Six Sigma is not a step like the others, it does not count six but seven advantages on other methodologies of improvement of the performance. Methodology Six Sigma is used more and more because of the success which it made it possible to characterise, not only on the level of the improvement of customer quality but also while making it possible to reduce the costs in a significant way thanks to these improvements, six sigma is applicable to all types of activities.

Six Sigma is a method of management of particularly effective progress. Exit of a strongly connoted step quality in the beginning, it is relatively simple in the field of the principle. To satisfy the customers, it is necessary to deliver products of quality. The innovation lies rather in the fact that it brings a new philosophy of management to the level of the company. It is clear that the tools which Six Sigma brings are not new at all. Six Sigma makes it possible to set up a durable approach to cure it. This philosophy aims at setting up a culture of directed company customer, and who bases himself on concrete facts and data for the decision-making.


A company whose performance is measured to Six Sigma (the reference of the market) generates only 3.4 DPMO (almost perfection), Tandis Qu, a company with Three Sigma, i.e., the current standard, must support the cost of 66,800 DPMO.

implication and engagement of the persons in charge alignment of projects with the strategic objectives defects identified by customer the objective is to repeat the defects and the variation rigorous respect of the method stages method structured for the profits decision-making based on data.

2.2 Benefit and advantages of Six Sigma

Six Sigma is a methodology which helps to:

increase the performance of the company by the improvement of the quality of its processes

prepare your collaborators with advantage of efficiency by eliminating the defects get tools to reduce the costs provides methods tested to measure precisely and increases the return on investment allows undervaluing the financial risks Six Sigma is an indicator of performance which describes the aptitude of a produced

process or service, regularly awaited the requirements or waiting customer

indicate your performance to the regard specifications customer the accent puts to the measure of the defects is an indicator which facilitates the comparison of performance between product,

service and process

to imply all the personnel in real activities with the strategic objectives developed the statistical analysis of the data improve comprehension, the control and the performance of the key processes.

2.3 Why Six Sigma? All the processes, whatever is their degree of accuracy, are unable to produce the same product always exactly. There will be always a small variation between the products considered identical, and these are the variabilitys which lead to non quality. Whatever the studied machine and the characteristic observed, one always notes dispersion in the distribution of the characteristic (Goh and Xie, 2004; Harry and Schroeder, 2000).


These variations come from the whole of the process of production. The analysis of these processes makes it possible to dissociate five elements source of this dispersion, one generally indicates them by the 5M (Liker, 2004).

Then the goal of Six Sigma is to improve quickly, continuously and significant the processes by eliminating these variabilitys. This methodology is used to improve the processes, the products and the services, to reduce the costs of all kinds and to improve quality. The objective is simple: to satisfy the customer by having processes without defect with advanced tools of progress and to reduce variability.

Moreover, Six Sigma is a change of positive and major culture with real financial results. To have a process Six Sigma means that the difference between the limit of low specification and the limit of high specification of the customer can contain six times the standard deviation (or Sigma) of the production curve of the process. Thus, the variations of a characteristic generally follow a bell-shaped curve: law of Gauss or normal law (central limit theorem). If the average of the production is centred on the target, it is thus natural to find values lain between 3 standard deviations, if values leave these limits, one has a strong probability that the process is not centred any more on the target, it is then necessary to identify the causes of variability in order to centre the process.

All the processes have variability, which have causes very few, (20% causes = 80% of the effects). If one knows these causes one should be able to control them, then, the designs must give robust processes to the remaining variations that is true for the processes, the products, the transfers and the services.

3 A Coca Cola Six Sigma case study

3.1 The background of the company

We present in this part our practical study in the company Coca Cola (the filial SFBT in Tunisia), our study is based on the optimisation and reduction of water consumption, by applying the tools of the method Six Sigma like Pareto, the histograms, diagram causes effect (Ishikawa), control charts and AMDEC.

SFBT: refrigerating company and brewery of Tun is: its registered office is located at Bab Sadoon and it installed another sites of production and sale in various areas.

SFBT Sfax SFBT Mahdia SFBT Charguia. The factory of SFBT is made of three lines of production:

a line for the family production (1 L) with a capacity of 60,000 bottles per hour (HK) a line for the standard production (small size) with a capacity surroundings 24,000

bottles per hour (SIG)

a line for the production of bottles out of with a capacity of 70,000 bottles per hour (PET).

The management, therefore, sought a systematic approach to achieve this improvement goal. This study proposes a model to implement the DMAIC Six Sigma approach and


demonstrates that not only can the customer benefit, but the organisation may also improve its business processes by making a performance commitment to Six Sigma quality.

A review of the customer complaints records determines that too much time has been spent taking the development of the design deliverables out of engineering. Four problem areas have been recognised in which the DMAIC Six Sigma approach could effect improvements if applied to engineering design. The four problems are defined in the following subsection. A description of the production phases can be indicated by the next figure.

Figure 2 Production phases of Coca Cola (see online version for colours)

Water overall consumption in Tunisia (2006) is 337.1 mm3. And the use in food activity: 9.5 mm3. As well as the quantity of water used in group SFBT (2004) is: 1,956 mm3 = 20.6 %

of the food activity = 6.11 % of the industrial use. At the beginning of 2007, the fixed objective of SFBT Sfax is the reduction of the

water consumption by the elimination of the losses, the recovery and the recycling of the water of the various points of consumption. In 2007, the SFBT reached a ratio of 3.75 L\LPF, which is still high. The Six Sigma integration in 2008 can reduce the total ratio of water consumption lower than 3 L\LPF.

The process of water production treatment can be resumed as:

entered element: water exit element: production water. The city water will not be directly used, it will undergo treatments. After this treatment, one obtains the water of softened production and water. In Figure 3 and Figure 4, we indicated both process of water treatment and the water company circuit.


Figure 3 Water process treatment

Figure 4 The company water circuit (see online version for colours)

3.2 The project planning

3.2.1 The first problem: design deficiency The engineering design development process was not perfect. The design error rate in the engineering deliverables was very high. This situation has proved to be very frustrating,

Reception water

SONEDE

Basin storage 200 m3

Softening (1 and/or 2) VHV < 10F

Softened water VHV < 10F


as the deficiencies should have been detected and rectified during the design review cycle. The quality department investigates the recurrence level of the different categories of customer complaints each quarter. The analyses of the collected data reveal that the rework factor was excessive due to the violation of the standards, miscommunication with the customers and delays due to the shortage of manpower. This unhealthy state has cost money, tied up the resources and has given the customers the wrong message. The quality teams first objective, therefore, was to find a way to increase design reliability and accuracy (see Figure 5 below).

Figure 5 Business planning project (see online version for colours)

In Figure 6, we indicate a clear comparison between 2005 and 2007 of consumption water ratio it is clear that the quantity has been reduced and in many times like the period of March and April which is around by a circle.

Figure 6 Evolution of the consumption water ratio between 2005 and 2007 (see online version for colours)

0123456789

JAN

FEV

MARS

AVRI

LMA

IJU

INJU

ILLAO

UTSE

PTOC

TNO

VDE

C

Rat

io (L

/LB

F)

2005 2006 2007 Objectif 2008Rvision PET


In this project, it is significant to include/understand where and when the process best starts, where it finishes and its bond with other processes. The suppliers of the congestion process are the utilities, stocks empties, store MP, direction (production planning) and its principal customer is Store BG.

3.2.2 The second problem: the customers dissatisfaction In our case, one used Pareto for good to ensure oneself where the problem is of which there is strong water consumption for the month (December). For more details, see Figure 7 which indicates the water process treatment and Table 2 for identification of the consumption points to be followed.

Figure 7 Water process treatment (see online version for colours)

Table 2 Identification of the points of consumption to be followed

Xi Points of consumption X1 Washing filters has sand X2 Washing filter has N1 coal X3 Washing filters has N2 coal X4 Siropery X5 CIP X6 Regeneration of the softeners X8 Washerwoman HK X9 Washerwoman SIG X10 Rinceuse FART X11 Boiler room X12 Turns of cooling


Table 3 Consumption quantity definition for the month December by centre of consumption

Quantity of water consumed bythe centres of water consumptionConsumed quantities=

Quantity of consumed general water

Centre of consumption Consumed quantities

Production 3554.74

Cleaning 3225.53

Lav HK 2099.00

Nett F, charbon 3/4 905.60

Lav SIG 793.00

Siroperie 591.00

Nett F, charbon1/2 380.58

CIP 289.50

Nett F, sable 256.05

Chaudire 256.00

Rina PET 245.00

Tour 2 124.00

Tour 1 104.00

Figure 8 Pareto diagram of centre water consumption (see online version for colours)

Qua

ntit

es c

onso

mm

es

Perc

enta

ge

C1

Count 256 256 245 124 104Percent 28 25 16 7

35556 5 3 2 2 2 2 1 1

Cum %

3226

28 53 69 76 82 87 90 92 94 96

2099

98 99 100

906 793 591 381 290

Tour

1

Tour

2

Rin P

ET

chaud

iere

Nett

F,sabl

eCI

P

Nett

F,char

bon1

/2

siroper

ie

Lav S

IG

Nett

F,char

bon 3

/4

Lav H

K

netto

yage

produc

tion M

3

14000

12000

10000

8000

6000

4000

2000

0

100

80

60

40

20

0

diagramme Pareto mois Dcembre par Centre


3.3 The working model

This section proposes a structured model applying the philosophy of the DMAIC Six Sigma approach in the engineering design to improve quality, reduce cost and meet schedule. According to Nilakantasrinivasan (2005), the DMAIC Six Sigma approach is an effective problem-solving methodology that has evolved over time as the first cousin of TQMs plan-do-check-act cycle. The true value of the DMAIC Six Sigma approach can be realised only when it is used to identify the root causes for problems and derive the solutions to overcome the root causes. Engineering design standards can be defined as a reference of measurement to be used in comparing the work effectiveness against what is considered to be the preferred method of operation. The model maps the life cycle for the design package development against the DMAIC Six Sigma quality cycle and then aligns those cycles against the project management life cycle: initiate, plan, execute, control and closeout.

The proposed model may provide the engineers with the opportunity to get involved in the define phase of the project and carry out a full alignment with the business strategy. The improved process allows a cross-functional focus on the customer requirements from the start of the Six Sigma life cycle to meet or exceed the customer expectations with every engineering deliverable.

3.3.1 Define This is the first step in the DMAIC cycle and it maps to the requirements and initiation (see Figure 9). In this stage, the organisation should define its improvement activity goals to improve the design process. Improving the customers satisfaction should be the organisations strategic objective at the top level. At the operational (engineering) level, the goal might be to improve the design process and reduce the delivery delays, while at the human resources level; it is to reduce the turnover rate. Moreover, at the project level, the organisations goal should include reducing the design errors and increasing the productivity level.

If a project is accepted by the management and launched by the engineering department, the executive buy-in must be strong. A project manager will be selected as the project leader and a Six Sigma Quality team with an engineering background shall be assigned to the project. The project team may consist of individuals who exhibit an understanding of the scope and enjoy the relevant expertise to take the project to its successful completion. Once the team is identified, the roles and responsibilities matrix shall be started. An initial agreement shall be reached on the project parameters, surveys shall be conducted and information shall be correlated against the customer requirements and the internal processes that affect the customer.

Does the process clearly map to the business strategic goals/customer requirements? Is this the best project to work on at this time and is it supported by the business

leaders?

Was a rough estimate used to determine the potential benefits? Was a problem statement, which focuses on symptoms and not solutions, completed?


Was a gap analysis of what the customer of the design process needs versus what the process is delivering completed?

Was a goal statement with measurable targets completed? Was a supplier-input-process-output-customer (SIPOC) diagram, which includes the

primary customer and key requirements of the processes, created?

Was a drill down from a high-level process map to the focus area for the process completed?

Figure 9 DMAIC cycle

3.3.2 Measure In this phase, one will begin the measurement of our process with one followed by water consumption of which the goal to identify the points of consumption which are characterised by a very high consumed quantity.

With this reason, one installed missing metres on the level of the siropery, room CIP, turns of cooling 1 and 2 and one changed the metre of washerwoman HK. These actions require the creation of S forms of followed metres for each service, the survey of the parameters of consumption of water of the washerwomen (pressure, flow) and of cycle of operation of the coal filters 1 and 2 and of the sand filter and the measurement of the


parameters of quality of water at their exit. Thereafter, results verification of analyses quality parameters of water by analyses made by an external laboratory.

To apply this phase, one used tools of quality like histogram, Pareto, the curves and charts of the control.

3.3.2.1 Data analysis with control charts After the stage of data gathering and the identification of the points of water consumption, one finds that the stage of analysis of the data which is followed. And for this last stage, one will analyse the collected data (data of the month December and 11 days of the month January).

The layout of the control chart indicates that the process is under statistical control. The limits can be regarded as final and one can exploited for the monitoring of the process in real time. The point corresponding to the sample no. 25 is considered except limits of control but, this does not indicate the existence of the assignable causes affecting the product process. Thus, at this stage this point which falls apart from the limits stipulates the corrective action reflecting the policy quality of the company which aims at a consumption of cleaning of the weekends.

Figure 10 Control chart I-MR (see online version for colours)

date

Rat

io (L

/B)

11/01/2008

07/01/2008

03/01/2008

26/12/2007

21/12/2007

16/12/2007

13/12/2007

07/12/2007

04/12/2007

2,5

2,0

1,5

1,0

_X=1,980

UCL=2,652

LCL=1,308

date

Rat

io (L

/B)

11/01/2008

07/01/2008

03/01/2008

26/12/2007

21/12/2007

16/12/2007

13/12/2007

07/12/2007

04/12/2007

1,2

0,9

0,6

0,3

0,0

__MR=0,253

UCL=0,826

LCL=0

1

1

Carte I-MR de laveuse HK (L/B)

3.3.2.2 Analyse data with histograms and the curves After problem identification, we must measure the general water consumption which is presented as the principal source of consumption as long as it gathers the types of water (treated water, softened water and raw water). This level, we will measure this water consumption by the calculation of the ratios compared to the quantity of production.


Figure 11 Histogram weekly water (see online version for colours)

Histogramme hebdomadaire de l'eau gnrale

3,733,4

4,44

3,15 3,24

00,5

11,5

22,5

33,5

44,5

5

S1 S2 S3 S4 S5

Les semaines

les Ratios

Ratio eau gnral

Figure 12 Water consumption curve (see online version for colours)

Date

Ratio

( L/

bout

eille

)

11/01

/2008

07/01

/2008

03/01

/2008

26/12

/2007

21/12

/2007

16/12

/2007

13/12

/2007

07/12

/2007

04/12

/2007

2,6

2,4

2,2

2,0

1,8

1,6

1,4

1,2

Courbe de consommation deau de laveuse HK (L/bouteille)

This curve shows us that the water consumption of washerwoman HK by bottle is high. For this, we go identified as a point in our problem which requires a search for the solutions.

3.3.2.3 Consumption curve of washerwoman SIG This curve shows us that the water consumption of washerwoman SIG by bottle is high. Where it is observed that the ratio for day 17/12/2007 is very significant of value equal to 0.75 L/bouteille. For this, we go identified as a second point of our problem which requires a search for solution.


Figure 13 SIG, washer curve (see online version for colours)

Date

Ratio

(L/b

oute

ille)

30/12

/2007

29/12

/2007

28/12

/2007

27/12

/2007

26/12

/2007

25/12

/2007

24/12

/2007

17/12

/2007

16/12

/2007

10/12

/2007

0,75

0,70

0,65

0,60

0,55

0,50

0,45

0,40

Courbe de laveuse SIG (L/bouteille)

This curve shows us that the water consumption is constant for the month December from 29/01/2008 plus the following weeks, the values of followed are estimated. And even after this estimate the ratio is of value very significant, one can identify the washerwoman as centre consumption which requires improvements.

Figure 14 HK, washer curve (see online version for colours)

Date

Ratio

(Cm

/H)

11/01

/2008

07/01

/2008

03/01

/2008

26/12

/2007

21/12

/2007

16/12

/2007

13/12

/2007

07/12

/2007

04/12

/2007

13

12

11

10

9

8

Courbe de laveuse HK (Cm/H)


3.3.2.4 Brainstorming To apply the brainstorming method, one used the method by turn which best characterises by an idea which advances by turn until everyone passes. And the end of the meeting there is noted these differentials problems which can beings the causes of the problems for the two Washerwomen (SIG and HK):

the tubes are clogged diameter of the injectors is widened too much washerwoman in stop and rinsing functional finale high water pressure reload baths and renewal pump pre-washing or pre-weak rinsing water leakage on the level of closings of the baths escape on the level circuit of water soda concentration is high the alviols which passes without bottle diameter of the tubes not optimised misalignment of break final rinsing and pre final rinsing operating time of the tubes of final rinsing not optimised. For treated water:

badly functioned frequency high water pressure time of contacts lav age of the high filters and signal cycle washing not optimised dysfunction of the gauges level of vat tompon and ferments storage water leakage on the level of the valves (led) resin damages on the level of the softener cip not optimised water loss on the level of pile calibrations of the flow metres too low TDS on the level of adjustment left the ionics escape on the level circuit/water valves.


A common error that people make when they discuss the DMAIC Six Sigma process is that they think the process takes too long to accomplish improvements. Kwak and Anbari (2006) stated that this is far from the truth; often, quick hits are established early in the project and are frequently already implemented by the time the team reaches the analyse phase. If the team has not already identified the major improvements, then the breakthrough often results from the careful process analysis of the data.

Figure 15 The cause-and-effect diagram (see online version for colours)

3.3.3 Improve The aim of a standardised review and verification process is to eliminate defects while sharing the best practices among the designers. As more experience is gained, the amount of time required for thorough review and verification is reduced.

As part of an integration plan, an engineering design development team might set up the scope document and receive a signoff from all stakeholders. SIPOC is one of the tools that can be used during the measure stage. Standardised review and verification processes may provide better familiarity for designers with the design they are developing, solid guidelines for the new team members to refer to for quality standards,


an enhanced feeling of ownership of the design, an overall improvement in review and verification skills, less time used on misguided review and verification and improved customer satisfaction.

3.3.4 Control This is the fifth step in the DMAIC cycle and it maps to contract review and closeout (see Figure 1). The previous four stages shall conclude to the new EDDM system that must lead to the intended improvements. The organisation should set control measures for this new system through modified design and development procedures, the necessary training to secure the skills required to implement new policies and by allocating budgets to deploy the necessary resources. The design team shall ensure that the improvements, once implemented, hold value and will not revert to the error-riddled baseline. The team shall maintain a log to allow an effective review for the customers and the design team and should seek feedback from the stakeholders. If the feedback is negative, corrections should be taken immediately.

The design team may benefit the following due to these control measures: an increase in reliability and accuracy, a reduction in customer complaints, cycle time reduction and a reduction in rework. Graphical charts showing the planned versus the actual project cost, the expended man hours and the physical work progress can be used as tools during the control stage.

4 Conclusions

For engineering design to stand the test of time and have sponsor support, the engineering organisation must supply the customers with sound designs and cost-effective packages. Those basic elements of business survival cannot be present without the right approach to engineering design quality. The EDDM has been proposed and reviewed in this paper. It is proposed that by following the steps outlined in this study, it shall result in a greater advantage for the stakeholders and customers. Furthermore, the implications of this paper could foster more and better implementations of the structured improvement perspectives using the DMAIC Six Sigma roadmap for engineering organisations in the Middle East and for other similar countries.

The effectiveness and efficiency are two paramount factors for a company which makes it possible to arrive at excellence. These two factors which react on the process by carrying out the improvement continues require the placement of the various tools of the quality of which the goal to minimise the wasting and to reduce the cost of non-quality. In our case, the improvement of our process requests the tools of quality like Pareto, the histogram, curve, Ishikawa and the control charts to solve our problem which is the reduction and optimisation of water consumption by applying method DMAIC.

Practically, our work is based on five essential phases which bring us to a good result according to effective solutions. This improvement specifically enabled us to achieve our goal which is to reduce the water consumption to a level equalises 3 L/LPF by preserving same quality.

Six Sigma is a method of management of particularly effective progress. Exit of a strongly connoted step quality in the beginning, it is relatively simple in the field of the principle. Six Sigma is founded on an eternal rule which is checked since the night of


times in any C have since the man trades. To satisfy the customers, it is necessary to deliver products of quality.

The drastic reduction in the rejects and the constant satisfaction of the customers are indeed the best means of improving its profitability. The company is concerned, Six Sigma thus exceeds the simple step of improvement continues expensive with the traditional approaches quality. Six Sigma is a true method of management of progress being registered in the heart even strategic step. The investment can be consequent, in conformity with the awaited potential results. Six Sigma is in oneself a true organisational revolution and managerial.

After these presentations of the basic principles, it is by experiment, that the whole of the processes varies from one day to another and never repeat same manner. What one notes in the everyday life is true also for the industrial and administrative processes. Until now, the methods of analysis and the traditional tools used make it possible to reach only results, in term of availability, quality, about 95% to 98% according to mediums. To arrive at a level of result measured in percent, can satisfy some but to progress of a point does not represent the whole of the efforts to make to arrive at the desired results.

It becomes essential to change vision in order to be interested in the variability of the processes and their control in order to progress in a notable way towards excellence.

The power of Six Sigma lies in its empirical approach, controlled by the data (and the use of quantitative measurements to check the manner whose system behaves) to achieve the objective of improvement of the process and the reduction of dispersion. This takes place by the application of projects known as of improvement Six Sigma which, in their turn follow the series of stages DMAIC of Six Sigma, to define (which is the defect, to identify the projects according to the key characteristic), to measure (to determine which measurement associated with the defect observed), to define an action plan which helps to identify the sources and the potential causes of the defects, to analyse (to determine which are the potential causes of the problem which affect the key characteristics), to improve (to improve the process or the product, to eliminate or control the sources of variation which affect the key characteristic) and to control (to control the process the stability and of capability).

These indices enable us to obtain good interpretation and to make the adequate decisions in the companies and specifically within the company SFBT Sfax, of which the goal to improve the process by reducing the quantity of water consumption and to minimise the wasting and the loss of water. This improvement is effective since the same quality of water was kept and to achieve the goal. To apply this step and to check the results obtained, we used the tools of quality like Pareto, the histogram, the curves and the control charts using the software like Sigma XL, Minitab 14 and AMDEC. The excellent results of this project applied to the reduction of the water consumption led Coca Cola to apply Six Sigma to other projects such as the reduction of the consumption of electricity, the improvement of the outputs the lines of production and the reduction in the raw material losses.

The application of Six Sigma proves the industry is a small step towards an energy economy. Once Six Sigma finds its rightful place in the energy-intensive process industry, enormous gains can always be expected from its application. It is found that the Six Sigma methodology is highly beneficial to improve the performance of any thermal power plant. A higher consumption of DM water is found to be a big problem in a thermal power plant. The causes for more DM water consumption are SWAS, problem of valve passing, vacuum pump overflow, etc. SWAS makes a big impact, having a 33%


contribution to DM water consumption. The mean make-up DM water is expected to go down below 0.5%, which is substantial for any thermal power plant. It is revealed that the application of the Six Sigma project recommendations brought up the sigma level to 1.63. The estimated savings from the project after the implementation of all recommendations are expected to be around 0.8 million dollars per annum. The DM water make-up consumption is an isolated example of energy conservation measures in a process industry.

Acknowledgements

The authors are heartily thankful to Ahmed Ghorbel, whose encouragement, guidance and support from the initial to the final level enabled the authors to develop the subject of statistical control process. The authors would like to express their sincere gratitude to Jeng Nepomuceno-Silo for her supervision and guidance.

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