Applying Six Sigma to Motion-Control Processes
Posted by: meikah | 22 June 2008 | 9:44 pm
I stumbled upon a good discussion about how to improve quality in motion control prcesses. Motion plays an important role in any organization, but motion control is used in the packaging, printing, textile, semiconductor production, and assembly industries.
Thus, if you’re business is involved in those mentioned above, motion control is important to you, and ensuring quality in these processes is crucial in your operations.
Over at heyicnc, Kevin Frantz, Six Sigma leader at GE Fanuc Automation, shares how Six Sigma can ensure quality in motion-control processes. Mr. Frantz says:
Your first task in applying Six Sigma to a motion-control process is to understand its purpose, which is always to optimize quality and throughput.
Six Sigma is a tool that can unveil subtle problems that plague all processes, silently stealing productivity and quality. Like all processes, motion-control applications are not immune to production downtime and quality control issues. Slow machine set ups, product positioning problems, equipment failures, out-of-spec parts can all contribute to the problem.
You may not know the exact cause, but you can see the negative results: low production counts, lackluster quality, customer rejection, and lost money. Six Sigma could be the solution to those problems.
*Photo from Stock.Xchng
Filed under: Tools/Toolkits, Manufacturing, Processes, Semiconductors, Quality, Six Sigma
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Interview with Six Sigma MBB Reginaldo S. de Figueiredo on EMSNow
Posted by: meikah | 4 July 2007 | 7:35 pm
Thanks to Rob of Learn Sigma because I got hold of the very interesting interview with Reginaldo S. de Figueiredo, Six sigma Master Black Belt at NXP Semiconductors.
Here are a few interesting points that I learned from the interview.
- Six Sigma isn’t a black box of statistical tools and templates; it is a lot about a way of working.
- By using Six Sigma, it is possible to derivate a rational project portfolio composed by a set of projects that will contribute a maximum to performance enhancement. Projects inside that portfolio are typical projects, and their goals are typical goals. That’s the Six Sigma magic!
- Misunderstanding Six Sigma at the management level was the main challenge.
- Critical when implementing a Six Sigma project: the CEO commitment.
