Abstract
Purpose: The paper focuses on how the problem of process capability assessment can be handled when taught, using convenient numerical and graphical means. The contents of the paper results from the authors’ own academic and practical experience, which suggested that many important steps are overlooked in the process of selecting and using capability indices.Methodology/Approach: Selected problems in capability assessment are illustrated with suitable examples and graphs.Findings: The authors’ experience is reflected in the paper, aiming to emphasize what matters and how, and what does not. Also, a new capability index is introduced.Research Limitation/implication: The style in which the problems are analysed may serve as a guide for further studies in the field and capability index applications.Originality/Value of paper: The paper also contains, aside from specific examples, some more advanced techniques, and is therefore accompanied by software readouts, since computer support is required in such cases.
Highlights
This paper presents our experience with education in the field of process capability assessment
During courses run in a selected corporate sector, we encountered many imperfections, ambiguities and problems that we tried to clarify in the paper in an illustrative way, using computational examples and graphical tools
The paper pays attention to the evaluation of capability indices and the term “robustness” that has its place in the theory of process capability assessment for all those who seek excellence (Zgodavova and Slimak, 2008)
Summary
This paper presents our experience with education in the field of process capability assessment. The paper pays attention to the evaluation of capability indices and the term “robustness” that has its place in the theory of process capability assessment for all those who seek excellence (Zgodavova and Slimak, 2008) The practice, it appears, is such that only one specific capability index is applied, whatever the process, or such usage is even required in this context. Nowadays there are capability indices suitable basically for any situation, so there is no reason to improvise and use a specific index outside the conditions that define its application In this context, it is perhaps necessary to say that when an organization strictly requires that its suppliers calculate a specific index, such as Cpk , regardless of whether the index matches the suppliers’ production environment, it does not boost its credibility. What follows is the selection of an appropriate capability index
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