Minimizing damage of product using six sigma and triz methods

Abstract

Quality control of a product must be considered by all manufacturing companies to maintain product quality. One of the manufacturers of solid drug makers in the city of Medan has problems in the process of packaging/stripping. In the stripping process, there are four types of defects in X solid medicinal products that are leaky / deflated, the packaging is bad, not filled, and in the packaging, the contents are broken. To minimize defective products researchers used the Six Sigma and TRIZ methods. This study aims to determine the value of Defects Per Million Opportunities (DPMO) and sigma level and identify the risk of failure that occurs with the Failure Mode and Effects Analysis method (FMEA) and the Theory of Inventive Problem Solving (TRIZ) method as problem solvers. The result of the value of sigma level before improvement around 3.61 with the possibility of defects approximately 16981 for a million processes. Then, after improving the sigma value to 4.06 with the possibility of a process failure of 1547. The proposed improvements are training or socialization, carry out routine machine maintenance and to give the warning to monitor the performance of each operator.

Revisão Bibliográfica: O Estado da Arte dos Benefícios da Metodologia Seis Sigma nas Empresas

“…Por meio de consenso entre os integrantes da equipe que trabalha no programa Seis Sigma da empresa, são identificadas as Variáveis de Entrada de Processos-Chave (KPIVs) e as Variáveis de Saída de Processos-Chave (KPOVs). Nessa fase, são utilizadas ferramentas básicas, como as métricas Seis Sigma, a Análise de Sistemas de Medição (MSA), a Análise de Modos de Falha e Efeitos (FMEA) e o Desdobramento da Função Qualidade (QFD) (BOANGMANALU et al, 2020;GUPTA;ACHARYA;PATWARDHAN, 2012;SONY et al, 2020).…”

Integrating the Theory of Constraints and Six Sigma: Process Improvement Implementation

“…The studies about 6σ are classified within the framework of descriptive, experimental, conceptual and literature review (Nonthaleerak & Hendry, 2006;Ninerola, Rebull & Lara, 2021). The method is described in the literature on the manufacturing sector (Koch, Yang, & Gu, 2004;Erdiller & Orbak, 2005;Hsu, Pearn, & Wu, 2008;Boangmanalu, Abigail, Sembiring, & Tampubolon, 2020;Sithole & Nyembwe, 2020;Rebull, et al, 2020) and service sector (Dakhil, 2019;Stanivuk, et al, 2020;Abid, et al, 2020;Ali, 2020) applications; in the context of its relationship with Total Quality Management (TQM) (Yang, 2004;Çalışkan, 2006;Bircan & Köse, 2012;Elmacı, Uslu, & Tutkavul, 2013) and lean (Edgeman & Bigio, 2004;Turan & Turan, 2019;Ikumapayi, et al, 2020;Gholami, et al, 2021;Costa, et al, 2021); it is also seen that it is the subject in conceptual and descriptive frameworks (Pyzdek, 2000;Rasis, Gitlow, & Popovic, 2002;Rowlands, 2003;Coronado & Antony, 2004;Antony, 2004;Ülgen, 2014;Uluskan, 2017). According to Kwalk & Anbari (2006) 6σ includes the combination of five methods; TQM or continuous quality improvement, customer focus, multiple analysis methods, financial performance and project management (Lee & Chang, 2012, p.453).…”