3. PROJECT TITLE
Unacceptable job rejection rate for books
SUBMITTED BY
Zahra Baray (0935220)
Shaikh Faizan Ahmed (0935117)
Hira Hayat (0935190)
Syed Anser Ahmed (0935121)
Awais Ahmed Memon (0935103)
Syed Muhammad Imran (0935122)
Raza Soomro (0935127)
Sohail Akhter (0935226)
SUBMITTED TO
Ma‟am Memoona Masood
3
4. “Quality is never an accident; it is always the
result of high intention, sincere effort,
intelligent direction and skillful execution; it
represents the wise choice of many
alternatives. ”
-William A. Foster
4
6. EXECUTIVE SUMMARY – Rosette Printers
Rosette Printers, established in 1980, is a printing set up in Karachi catering
to a wide customer base including corporates.
Their clientele include One Potato Two Potato, OUP, Mohatta Palace,
IUCN, GunSmoke etc
Rosette Printers has been having some operational problems related to
quality issues which are significantly impacting the bottom line.
6
7. EXECUTIVE SUMMARY - Introduction
Printing is a very detail-oriented, demanding process and quality printing is
only possible if the entire process is fool proof.
In case of non compliance of quality checks at the correct stages and due
to negligence by the employees, the job is spoilt and the company needs to
make a run for re-printing that adds to costs, efforts and difficulty in meeting
deadlines.
On the other hand, these defects lead to reprinting of the entire job that
burdens the financials of the company.
7
8. EXECUTIVE SUMMARY – Six Sigma
The CEO of Rosette Printers wanted help regarding the clear identification
of these problems and the resolution steps in order to arrest the runaway costs
associated with these operational issues.
The entire project has been diagnosed using Six Sigma concepts. Preliminary
information based on data confirms that approximately 30% of the books are
being rejected due to quality issues.
8
9. EXECUTIVE SUMMARY – Key Issues
The key problem areas were identified as;
Out of registration printing
Ink related issues
Picture resolution issues
Human errors
Unnecessary increase in overall costs and wastage
Plate making issues
9
10. EXECUTIVE SUMMARY – Expected Results
The solutions proposed would improve the overall business process
(especially printing)
Reduce cost incurrence
Increase the overall efficiency of the entire printing process
10
11. EXECUTIVE SUMMARY – Expected Benefits
Greater operational excellence
Customer satisfaction
Quality what it should be
11
13. DEFINE – Context
Defects leading to reprinting - Current issues:
Quality printing is essential for the success of any printed material and
this could only be done if the entire process is fool proof.
These defects lead to reprinting of the entire job that burdens the
financials of the company.
In resolution to the above stated conditions we aim to use DMAIC to
improve the overall printing process to gain customer satisfaction and
confidence in our procedures, making quality what it should be. 13
14. DEFINE – Context
Tools used in Define Phase are:
CTQ Specifications
Project Charter
Process Map
Stakeholder Analysis
14
15. DEFINE – Project Charter
Project Title: Unacceptable job rejection rate for books Business: Printing Industry
Business Case Problem Statement
30%*of the books are rejected due to quality issues The key problems faced are:
·Significant impact on the financials of the business. · Out of registration printing
·Significant wastage of resources and unnecessary · Ink related issues
cost incurrence. · Picture resolution issues
·In order for optimum business performance the
· Human errors
rejection rate needs to come down to zero. This
would result in reduced wastage, on time delivery · Increase in overall costs and wastage
and repeat orders. · Plate making issues
Project Scope Goal Statement (Measurable)
In scope Out of Scope Internal Customer (CEO):
Book printing Printing of Cards, · CTQ: Reduce the 30% rejection rate to 1% of the
Calendars, Magazines, books printed
Envelopes
Business:
· Eliminate human error by 100%
· To avoid costs and effort due to double printing
by streamlining the printing process
*The actual rejection rate for books was 28% but we have kept it 30%.
15
16. DEFINE – Project Charter
Project Title: Unacceptable job rejection rate for books Business: Printing Industry
Project Plan/ Milestones / Deliverables Roles of Team Members
Name Role % of time spent
Memoona Masood Project Coordinator
Define 2nd Mar – 7th Mar 2010 Zahra Baray Project Manager 50%
Measure 9th Mar – 12th Mar 2010 Shaikh Faizan Ahmed Team Member 30%
Hira Hayat Team Member 30%
Analyze 13th Mar – 14th Mar 2010
Syed Anser Ahmed Team Member 30%
Improve 16th Mar – 21st Mar 2010 Awais Ahmed Memon Team Member 30%
Control 22nd Mar – 25th Mar 2010 Syed Imran Team Member 30%
Raza Soomro Team Member 30%
Sohail Akhter Team Member 30%
Projected Benefits Barriers/ Support required
Internal Customer (CEO): Reduction of cost Barriers:
incurrence · Process House
Business: Increase efficiency of the printing process · Production Manager
so that defects are reduced to 1% · Purchase Manager
· Assistant to Machine Operators
· Machine Operators
· Plate Maker
Support:
· Support needed through buy in from everyone.
16
17. DEFINE – VOC to CTQ
CTQ (specific
Voice of the Customer requirements)
CTQ Measure/Metric
(VOC) Translating VOC
# How are you measuring Current State Target
What is the customer into specific
your CTQ identified
telling us? requirements that
we can work with
CEO measures the
Complains regarding out of
Out of registration printing authentication of the final 98% Authentic
Accurate printing on registration are approximately 50%
1 (Unclear Text & Picture) print by comparing it with Print Job
every book. of all rejected books.
dummy print (approved by
client at first hand)
CEO measures the quality
Picture resolution issues Blurred pictures are reported
of the Printed pictures 100% Clear
(Shaded Pictures, Pictures Proper & clear picture causing huge set back to quality of
2 comparing it with dummy Pictures
looks double,etc) resolution job accounting approximately 15%
print that was approved by
of complains
client.
Production manager sets the Approximately 25% of complains
Concreteness of ink Proper volume of ink
specification of ink to be reported are due to improper use 99% Consistent
3 (Density & unnecessary and same quality of
used for specific job keeping of ink & lack of consistent quality quality of print
lines) print for entire job
in view the dummy print. of print
Ensure that Plates use Purchase manager ensures
Approximately 10% of complains 100% Quality Plate
for Printing are as per the quality Plate has been
4 Inadequate Plates results due to use of inadequate usage
the required quality. used with join collaboration
plates
with CEO.
17
19. DEFINE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
The complaints are
CEO completely internal and are very
agrees with the critical in nature and this
suggestions being has lead to the increasing
Shaheedullah provided by the rejection rate of the job;
Baray (CEO of x Project Team. As he is Low the business is facing huge
the Company) the one, who has overhead costs and facing
identified the key losses. Hence a detailed
problems at the Six Sigma Project is being
company implemented upon the
company
After the complete
analysis of the rejection
He is very supportive rate of the jobs, Ahsan
and helpful as he wants the urgent
AHSAN
wants the company to resolution of the problem
(Production x Med
earn more profits and and this can be eliminated
Manager)
provide better quality by strict Quality control
to the customers and Quality Assurance
activities on each step of
printing
19
20. DEFINE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
Since his job is to
purchase the raw material
such as ink and paper
He is indifferent and from the market, he will
ASHRAF
fears that his work have to ensure that the
(Purchase x Med
might increase due to best raw materials would
Manager)
this. be purchases. So the
reason of the rejection
rate would not be the
quality of paper or ink
They are not
supportive of the
Both the machine
HAMEED & TQM philosophy as
operators will have to be
RIZWAN they feel that their
x High trained on quality control
(Machine expertise is doubted.
measures so that the need
Operators) There will be all
for reprinting is reduced.
checks on them and
they feel intimidated.
20
21. DEFINE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
They will ensure that the
They are indifferent as whole printing process will
WAQAR &
they say it is not their run smoothly and the
FAZAL (Assistant
x job to control quality. Med machines would be
Machine
They just do as they cleaned after each job and
Operators)
are told. no any technical cause of
print rejection occurs
Waqar will ensure that the
Supportive towards plates would be made
WAQAR AHMED the idea, following error free and they will not
x Low
(Plate Maker) proper procedures of cause any problems of
plate making double printing or color
spillage
21
22. DEFINE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
Ibrahim will ensure the
whole die cutting process
Ibrahim is supportive to run smoothly and error
towards the idea and free. He will make sure
IBRAHIM (Die
x follows the standard Low that no any rejection rate
Cutter)
practices of die occurs due to the cutting.
cutting He will ensure the quality
assurance in die cutting
process
Mehfooz will ensure the
proper binding of the jobs
Supportive towards
and will be involved in the
the idea, so as to
MEHFOOZ Quality control process. If
x maintain a better level Low
(Binder) he will find any miss
of service in the
printings during binding
printing industry
he will report to the higher
management
22
23. DEFINE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
Supportive towards These persons will assist
OMAIR, LIAQAT
the idea, as their tasks Mehfooz to ensure error
& FAIZY
x are not the main ones Low free binding of the jobs
(Assistant
that would hinder and to perform Quality
Binders)
quality control activities
23
25. MEASURE - Context
Tools used in Measure Phase are:
Data Collection Plan
Histograms
As-Is Process
25
26. MEASURE – Data Collection Plan
Data Source and
Performance Measure Operational Definition Sample Size
Location
The book printing process
• CEO
from the time the client
Unacceptable job • Production Manager
gives the job till the time the Last 6 months
rejection rate for books • Paper Suppliers
job is printed should be
• Process House
defect free
Other Data that
When will data be How will data be
Who will collect the data should be
collected collected
collected
Rejection from
various types of
After completion of every
CEO Manually defects, total jobs
job and at month end
of books each
month
26
27. MEASURE – Histograms
Books Calendars Cards Others Total
September 12 0 3 0 15
October 13 0 0 5 18
November 13 0 5 3 21
December 16 7 1 2 26
January 15 1 3 1 20
February 14 1 1 4 20
Total 83 9 13 15 120
Histogram 1: Types of jobs printed by the company per month
30
26
25
21 20 20
20 18
15 16 15 14
15 12 13 13
10 7
5 5 4
5 3 3 3
1 2 1 1 1 1
0
September October November December January February
Books Calenders Cards Others Total
27
28. MEASURE – Histograms
Total Jobs of Books
September 12
October 13
November 13
December 16
January 15
February 14
Total 83
Histogram 2: Total number of jobs of Books in 6 months
100
83
80
60
40
20 12 13 13 16 15 14
0
September October November December January February Total
Total Jobs of Books
28
29. WORKING
Total jobs = 120
Total rejection= 40% of 120 = 48 rejected jobs
Total books rejected out of the rejected jobs =
48 * 48% = 23*
*(48% that we have taken as rounded off to 50%)
Total books = 83
Total rejection of books = 28%*
Total books rejected= 83 * 28% = 23
*(28% that we have taken as rounded off to 30%)
30. MEASURE – Pie Chart for Rejection
Total Jobs - 120
15
13 Total Jobs Books
Total Jobs Calenders
Total Jobs Cards
9
Total Jobs Others
83
Total Rejection: 40% of 120 jobs = 48
Books
Books, 23 Others
Others, 25
*48% of total jobs rejected
accrues to books
30
31. MEASURE – Histograms
Rejected Jobs of Books
September 5
October 4
November 2
December 3
January 4
February 5
Total 23
Histogram 3: Total number of jobs of Books rejected in 6 months
25 23
20
15
10
5 4 4 5
5 2 3
0
September October November December January February Total
Rejected Jobs of Books
31
32. MEASURE – Histograms
Total Jobs of Books Rejected Jobs of Books
September 12 5
October 13 4
November 13 2
December 16 3
January 15 4
February 14 5
Total 83 23
Histogram 4: Total number of jobs of Books and their rejection per month
120
23
100
80
60
40 83
20 5 4 2 3 4 5
12 13 13 16 15 14
0
September October November December January February Total
Total Jobs of Books Rejected Jobs of Books
32
33. MEASURE – Histograms
Out of registration printing Ink related issues Plate related issues Picture resolution issues Total
September 2 2 0 1 5
October 2 1 0 1 4
November 1 0 0 1 2
December 2 0 1 0 3
January 2 1 1 0 4
February 3 2 0 0 5
Total 12 6 2 3 23
Histogram 5: Type of defects per month
12
10
8 5 5
6 4 4
4 1 3 2
1 1
2
1 2 1 1
2 1 3
2 2 2 2
1
0
September October November December January February
Out of registration printing Ink related issues
Plate related issues Picture resolution issues
Total 33
35. Key Findings – Lessons Learned
The books printed by Rosette Printers are mostly rejected by their CEO due
to quality issues like out of registration printing, ink related issues, plate
making issues and picture resolution issues
The errors were caused by negligence and lack of skills of the staff.
Errors are identified once the book is printed and there is a need for back
working the process to find the source
There is no proper procedure followed to keep a check and balance on the
books printed that leads to blame game played by the staff.
35
36. Key Challenges
There is no proper database maintained of the number of jobs rejected and
the reason for their rejection.
Data has been estimated with the help of VOC.
No proper acceptance of the errors made by the respective personnel.
Proper monitoring and quality check will be needed at each stage.
36
41. Data Analysis & Summary
Based on the Histogram, Fishbone Diagram and Brainstorming sessions, we
have ascertained that the root causes of the problems are :
Lack of proper procedures and checks
No proper training institute exists for the printing technicians so they fail
to differentiate quality errors
Since the machines are second hand, they tend to break down and their
parts aren’t readily available
Paper delivery can sometimes be the cause of printing defects as the
paper is normally ordered on phone and not checked 41
42. Plan for Improvement
Create a plan for improvement:
Generating creative solutions ideas
Analyzing the solution options and selecting the best alternative (s)
Developing implementation plan
Learning from the pilot test and implementing the solutions full-scale
42
43. Proposal for Better Resolution of the Issue
In order to resolve the errors in the book printing process, we have decided
to appoint 2 quality inspectors. Their job description will include:
Ensure that the paper specifications match with the paper delivered.
Check for errors in film making by the Process House
Ensure that the plates are not over/under exposed and are intact
43
44. Proposal for Better Resolution of the Issue
Make sure that the machine operators maintain the machine, clean it after
every job, check the roller and keep a close eye for out of registration
printing errors.
Check the concreteness of ink prior to the entire printing of books with
regular testing.
44
46. IMPROVE – Context
In order to improve the overall performance and resolve the issue at all levels
it is important to evaluate the different alternatives or options that spring from
brainstorming. It is also essential to understand how these alternatives would
help meet the set target along with specifying the criteria for selection.
46
47. IMPROVE – Context
Tools used in Improve Phase are:
Brainstorming
To Be Process Map
Solution Evaluation Matrix
Stakeholders’ Analysis
Communication Matrix
Training Schedule
47
48. IMPROVE – Brainstorming
Replacing roller after a specified time interval.
Appointing quality controller to check the overall operating process’s quality
and identify and remove bottlenecks.
Jobs should not become burdensome for the employees.
Timely maintenance of machineries.
Adding quality checks to the JD of the operator.
Check the volume and mixing of ink before the printing starts to avoid ink
from spreading over the paper
48
49. IMPROVE – Brainstorming
A sample print should be done to make sure ink is in the right volume
A sample print should be done to make sure that picture resolution is
superior
Check points to review quality on each step/stage
All machines should be regularly maintained and checked before any job is
to be started
All employees should be given proper training and incentives to make sure
all human errors are avoided and proper checks are maintained throughout the
process 49
50. IMPROVE – Brainstorming
Control over delivery of specified/desired cards/books to client should be
our ultimate motto as our job is not only to print quality books but also to
deliver to customer :)
Proper scheduling the tasks assigned to workers to reduce over flow & avoid
heat-up of machines which could also be the cause of text missing or blurred
pictures/text
Quality Assurance officer & Quality Controller ; Establishment of Quality
Control Dept
50
51. IMPROVE – Selected Solutions
Appointing quality controller to check the overall operating process’s quality
and identify and remove bottlenecks.(QC to devise proper manuals & SOPS )
A sample print should be taken to make sure ink is in the right volume and
sample print for the picture resolution also to be taken.
Regular maintenance of machine and check before any job is to be started.
Proper scheduling of the tasks to avoid heat-up of machines.
The paper placement should be checked to make sure that there is no
overlapping of text
51
53. IMPROVE – Solution Evaluation Matrix
Estimated Estimated
List of Root Cause (s) List Solutions % of Effect Complexity Risk Priority Validation ?
Cost Benefits
This would
1. A sample print should
prevent the
be done to make sure that
95% PKR 350/- 1 hour time loss in Low 2 Yes
picture resolution is
Out of registration reprinting the
superior & text is clear
printing (Unclear whole job
Text & Picture) 2. Reviewing quality This would
(proper placement of PKR 15000 prevent the
paper whilst printing) & 90% (salary of 2 hour time loss in Low 1 Yes
ensure machine is QC) reprinting the
performing optimally whole job
1. Proper scheduling of Crispness in
machine to avoid heatup 30-45 min images leading
95% - High 1 No
Picture resolution causing ink to spur over planning to good quality
issues (Shaded paper print
Pictures, Pictures 2. Match with dummy and PKR 500
A move
looks double,etc) this task should be given (cost of
towards
to QC & paper quality 95% sample 1 hour Low 2 Yes
customer
should be checked before printing of
satisfaction
printing pictures)
Cost savings as
Concreteness of ink 1. Check the volume and
ink would not
(Density & mixing of ink before the 85% 1 hour Med 1 Yes
be wasted due
unnecessary lines) printing
to negligence
This would
1. QC ensures at first that prevent the
Inadequate Plates plates are designed as per 90% PKR 250 1 day time loss in Low 1 Yes
specification. reprinting the
whole job 53
54. IMPROVE – Risk Analysis
Score
List the Solution Failure Mode Due
Severity, S Probability, P = S X P
or Major (What can go wrong) Date
(1-10) 10 is (10 is very (High score Action Plan Owner
Elements of List each failure for
Worst probable) need
solution mode Action
attention)
CEO will have to
train the quality
controller with the
Reviewing Quality knitty gritties of Shaheed
If the quality controller
with the help of a 9 7 63 printing and ullah 18-Mar
himself is ill informed
quality inspector regularly monitor Baray
his activities and
guide him through
the initial days.
Hameed will
Negligence on the part
undertake a
of the machine
proper check of Before
operator,
Proper scheduling all the machine and
underestimating the
of machine to 7 4 28 critical parts prior Hameed after
machine capacity,
avoid heat up to every printing every
machine break down
job and conduct a job
sooner, spare parts not
follow up after the
easily available
job is printed.
54
55. IMPROVE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
The complaints were
CEO completely internal and are very
agrees with the critical in nature and this
suggestions being has lead to the increasing
Shaheedullah provided by the rejection rate of the job;
Baray (CEO of x Project Team. As he is Low the business was facing
the Company) the one, who has huge overhead costs and
identified the key facing losses. Hence a
problems at the detailed Six Sigma Project
company was implemented upon the
company
After the complete analysis
of the rejection rate of the
He is very supportive jobs, Ahsan has got the
and helpful as he urgent resolution of the
AHSAN
wants the company to problem and now this can
(Production x Low
earn more profits and be eliminated by strict
Manager)
provide better quality Quality control and
to the customers Quality Assurance
activities on each step of
printing
55
56. IMPROVE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
Since his job is to
purchase the raw material
such as ink and paper
from the market, After the
implementation of Six
He is indifferent and Sigma at the Company,
ASHRAF
fears that his work Now he will have to
(Purchase x Med
might increase due to ensure that the best raw
Manager)
this. materials would be
purchased. After the
implementation of this,
the reason of the rejection
rate would not be the
quality of paper or ink
After the successful
They are moderately
Implementation of Six
supportive of the
HAMEED & Sigma at the Company,
TQM philosophy as
RIZWAN both the machine
x they feel that their Med
(Machine operators will have to be
expertise is doubted.
Operators) trained on quality control
There are however,
measures so that the need
willing to give it a try.
for reprinting is reduced.
56
57. IMPROVE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
After Six Sigma
Implementation, they will
They are indifferent as ensure that the whole
WAQAR &
they say it is not their printing process will run
FAZAL (Assistant
x job to control quality. Med smoothly and the
Machine
They just do as they machines would be
Operators)
are told. cleaned after each job and
no technical cause of print
rejection occurs
Waqar will ensure that the
Supportive towards plates would be made
WAQAR AHMED the idea, following error free and they will not
x Low
(Plate Maker) proper procedures of cause any problems of
plate making miss or double printing or
color spillage
57
58. IMPROVE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
Ibrahim will ensure the
whole die cutting process
Ibrahim is supportive to run smoothly and error
towards the idea and free. He will make sure
IBRAHIM (Die
x follows the standard Low that no any rejection rate
Cutter)
practices of die occurs due to the cutting.
cutting He will ensure the quality
assurance in die cutting
process
Mehfooz will ensure the
proper binding of the jobs
Supportive towards
and will be involved in the
the idea, so as to
MEHFOOZ x Quality control process. If
maintain a better level Low
(Binder) he will find any miss
of service in the
printings during binding
printing industry
he will report to the higher
management
58
59. IMPROVE – Stakeholders‟ Analysis
Your best estimate of the stakeholder's attitude,
from supportive to opposed.
Neutral
List of Moder Level of
Strongly (indiffere Strongly Moderately
Stakeholders by ately Reason for Resistance
Supporti nt or Against/ Against/ Actions
dept / Individual Suppo Resistance (High, Med,
ve undecide Opposed Opposed
names rtive Low)
d)
The Quality inspectors
Strongly supportive as
Quality employed at various levels
x they are employed for -
Inspector(s) will ensure that all the
ensuring quality
processes are followed
59
60. IMPROVE – Communication Matrix
Audience Method Frequency Owner
Sponsor – Mr. Shaheedullah Baray, Daily as required or 2-3 times a Project
Face to Face
CEO, Rosette Printers week Manager
Stakeholder - AHSAN (Production Daily as required, At times Project
Face to Face
Manager) Weekly Manager
Stakeholder- ASHRAF (Purchase Daily as required, At times Project
Face to Face
Manager) Weekly Manager
Stakeholder - HAMEED & RIZWAN Daily as required, At times Project
Face to Face
(Machine Operators) Weekly Manager
Stakeholder - WAQAR AHMED (Plate Project
Face to Face Weekly
Maker) Manager
Project
Stakeholder - IBRAHIM (Die Cutter) Face to Face Weekly
Manager
Project
Stakeholder - MEHFOOZ (Binder) Face to Face Weekly
Manager
60
61. IMPROVE – Training Schedule
Training Schedule - Pre Live Training
Training Schedule
Sr. No Pre - Live Training Program Responsibility
Date
1 Orientation of the new process 17-Mar Project Manager
2 Detail description of procedures 17-Mar Project Manager
3 Departments role and responsibilities 18-Mar Project Manager
4 Process Monitoring tools 19-Mar Project Manager
5 Mini case studies 20-Mar Project Manager
6 Role Play 21-Mar Project Manager
7 Quiz on New process flow 21-Mar Project Manager
Training Schedule - Post Live Training
Training Schedule
Sr. No Post - Live Training Program Responsibility
Date
1 Discussion Sessions 22-Mar Process Owner
2 Review of Process 23-Mar Process Owner
3 Refresher Training on the Process 24-Mar Process Owner
61
62. Key Findings – Lessons Learned
Implementation of the solution was an interesting task since we had placed
checks at every level.
The CEO’s guidance and support in mapping and implementing the process
was an add on.
Objective measurement of the results was needed.
62
64. CONTROL – Context
The main objective of this area is to ensure that the entire process has close
controls and is being monitored.
Control is required at all levels of the new process.
Number of Graphs were used to measure the effectiveness of the process.
The control phase helped us to fix the process and shows the level of
commitment and seriousness required at the different stages of the process
Tools used in Control Phase are:
Control Chart
Control Plan
64
65. CONTROL – Charts
Books Calendars Cards Others Total
September 12 0 3 0 15
October 13 0 0 5 18
November 13 0 5 3 21
December 16 7 1 2 26
January 15 1 3 1 20
February 14 1 1 4 20
March 13 0 5 0 18
April 17 0 0 3 20
May 15 0 2 2 19
Total 128 9 20 20 177
Histogram 1: Types of jobs printed by the company per month
30 26
25 21 20 20 20 19
20 18 18 17
15 16 15 14 15
15 12 13 13 13
10 7
5 5 4 5
5 3 3 3 3
12 1 1 11
22
0
September October November December January February March April May
Books Calenders Cards Others Total 65
66. CONTROL – Charts
Total Jobs of Books
September 12
October 13
November 13
December 16
January 15
February 14
March 13
April 17
May 15
Total 128
Histogram 2: Total number of jobs of Books in 9 months
150 128
100
50
12 13 13 16 15 14 13 17 15
0
September October November December January February March April May Total
Total Jobs of Books
66
67. CONTROL – Charts
Rejected Jobs of Books
September 5
October 4
November 2
December 3
January 4
February 5
March 1
April 2
May 1
Total 27
Histogram 3: Total number of jobs of Books rejected in 9 months
30 27
25
20
15
10
5 4 4 5
5 2 3 2
1 1
0
September October November December January February March April May Total
Rejected Jobs of Books 67
68. CONTROL – Charts
Total Jobs of Books Rejected Jobs of Books
September 12 5
October 13 4
November 13 2
December 16 3
January 15 4
February 14 5
March 13 1
April 17 2
May 15 1
Total 128 27
Histogram 4: Total number of jobs of Books and their rejection per month
180
160
140 27
120
100
80
60 128
40
5 4 2 3 4 5 1 2 1
20
0 12 13 13 16 15 14 13 17 15
September October November December January February March April May Total
Total Jobs of Books Rejected Jobs of Books
68
69. CONTROL – Charts
Out of registration printing Ink related issues Plate related issues Picture resolution issues Total
September 2 2 0 1 5
October 2 1 0 1 4
November 1 0 0 1 2
December 2 0 1 0 3
January 2 1 1 0 4
February 3 2 0 0 5
March 0 1 0 0 1
April 1 0 0 1 2
May 0 0 1 0 1
Total 13 7 3 4 27
Histogram 5: Type of defects per month
12
10
8 5 5
6 4 4
4 3
2 2
2 1 1
0
September October November December January February March April May
Out of registration printing Ink related issues
Plate related issues Picture resolution issues
Total 69
71. CONTROL – Plan
Control Checking
Indicators Checking Item Responsibility
Limit Frequency
T1: Delivery of the Every time a Quality control staff,
Paper sets returned to
specified paper for 1 Day new job is Admin, purchase
the supplier
printing ordered manager
Inaccurate plates Every time a
Quality control staff,
T2: Plate making 1 Day returned to the pre press new job is
plate maker
department for remaking printed
Inaccuracy in ink Every time a Quality control staff,
T3: Preparation of
1 Hour preparation and returned new job is machine operator,
ink
for re preparation printed production manager
Quality control staff,
After every job
T4: Printing of Books being reprinted production manager,
2 Days of books are
books due to inaccuracy machine operator,
printed
CEO
T5, T6, T7: Inaccuracy in cutting,
For every job Quality control staff,
Cutting, Creasing creasing or binding and
1 Day of books Cutter, Binder,
& Binding of returned to the post
printed Assistant Binder
books press department
71
72. Key Findings – Lessons Learned
Strict monitoring of all activities and procedures is compulsory
Regular updates with machine operators, plate makers and Process House is
needed to ensure that problems are identified and resolved in due time.
Accurate registration of complaints
Quality inspectors will have complete responsibility to ensure that the
processes are followed but the employees will also have to take responsibility
Training of operation staff is mandatory
72
73. Key Findings – Team Lessons Learned
A prerequisite for implementing Six Sigma effectively is team work
All team members had to give in their time and effort to understand the
entire printing process prior to starting work on Six Sigma implementation
Since the CEO was our group member’s father, the data collection process
was convenient
Six Sigma helped in the identification of the loopholes in the process and
provided a solution to reduce the errors
73
74. APPENDIX
Tools used in the project were:
Project Plan
Project Charter
Process Mapping
VOC to CTQ
Stakeholders’ Analysis in Define Phase
Data Collection Plan
Measure – Various Histograms
Detailed ‘As is’ Process Map
Pareto Chart
Fishbone Structure (Cause And Effect)
‘To be’ Process Map
Solution Evaluation Matrix
Stakeholders’ Analysis in Improve Phase
Communication Matrix
Training Schedule
Control – Various Histograms
Control Plan 74
