Proceedings of the International Conference on Industrial Engineering and Operations Management

Sao Paulo, Brazil, April 5 - 8, 2021

Improving the Quality and Operations of a Cable

Manufacturing Company by Implementing Six Sigma-
DMAIC Technique
Chukwuebuka M. U-Dominic
Department of Industrial and Production Engineering,
Nnamdi Azikiwe University,
Awka, Nigeria.
bukkyudom@[Link]

Modestus O. Okwu, Lagouge K. Tartibu, Dolor Roy Enarevba

Department of Mechanical Engineering and Industrial Engineering,
University of Johannesburg,
South Africa.
[Link]@[Link], ltartibu@[Link], [Link]@[Link]

Ifeyinwa J. Orji
Research Center for Smarter Supply Chain,
Dongwu Business School, Soochow University,
No. 50 Donghuan Road, Suzhou, Jiangsu 215006, People's Republic of China.
ifyorjio9@[Link]

Abstract
This research is focused on the application of Six Sigma-DMAIC (SS-DMAIC) technique to monitor the
changing distribution of process capabilities in a cable manufacturing company for better operational
performance. Most cable manufacturing organizations (CMOs) focus on classical methods and often pay less
attention to inventive techniques for system improvement. Hence, the method adopted in this research is focused
on comparing the initial and final process capability of executed projects, using the initial and final Sigma level
and comparing initial and final economic impact assessment of the implemented project. The root causes of
variation in cable manufacturing were identified as designs, parameter settings, materials, operation techniques,
and measurement system errors. Improvement in materials and operations of a cable manufacturing company
was attained by implementing SS-DMAIC technique in terms of the increased Sigma level. The organizational
measurement system was assessed as well as the baseline performance of the system. In conclusion, the
integration of SS-DMAIC with other business management initiatives in a dynamic cable manufacturing
environment eliminated non-value-added activities from the process and the expected productivity rate for the
extrusion start-up operation was achieved.

Keywords
Material improvement, Quality management, process capability, Six Sigma DMAIC

1. Introduction
The Speedy growth in economic activities across the globe in recent time has resulted in progressively close
competition in product and service-based systems. At present, organizations are determined and continuously
striving to meet up customers’ expectations by focusing on product quality at every level. The spontaneity of
markets evolutions and processes has propelled the product and service-based organizations around the world
into developing new concepts of business management strategies to sustain their operational efficiency. Many
companies have witnessed a paradigm shift from classical techniques to high-level methodologies/initiatives
designed to help organizations tackle process improvement problems towards the rapid dynamic business
challenges. Each of these business improvement initiatives is aimed to help business processes identify process
issues, fix them and analyze the success or failure of those changes. Quality plays an important role in the
success and failure of an organization.

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Proceedings of the International Conference on Industrial Engineering and Operations Management
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The efficiency of a process is determined by its ability to produce goods or services reliably within specification
limits. Every organization strive to produce good quality products, it is possible to manufacture products at a
high cost, using inefficient methods. Unfortunately, such an inefficient process can generate defective products
incurring so much cost to the company. It is, therefore, very important to adopt strategies to help facilitate and
optimize the production process in a manufacturing setting (Momani and Mumani 2017; Maesa et al. 2017;
Tartibu et al. 2020). The introduction of Motorola's Six Sigma approach in the late 1980s enabled many
companies to efficiently boost their manufacturing capability, minimize waste and maximize productivity (Chen
and Chen 2016; Chen et al. 2017 and Huang et al. 2010). Six Sigma grew rapidly from a mathematical
procedure for minimizing manufacturing defects to becoming a marketed and standardized technique of
management for innovative expression and problem solving. Its maxim of operation is hinged on labelling any
process that does not lead to customer satisfaction as a defect and be eliminated from the system to ensure
superior quality of product and services.

2. Review of Literature on Six Sigma-DMAIC

Six Sigma (SS) is a business strategy that seeks to identify and eliminate causes of defects or failures in business
processes by focusing on outputs that are critical to the customer (Ninerola et al. 2020). SS-DMAIC is a
problem-solving method mainly used in manufacturing processes. The objectives of SS are to increase the profit
margin and improve financial gain through minimizing the defects rate of products. Successful implementation
of SS-DMAIC approach has been widely reported in the literature. Research on SS subject irrespective of its
impressive track records in practices is still at the low level (Zhang et al. 2009). The DMAIC steps are basically
used for any process improvement project. DMAIC is concerned about removing variability out of the existing
processes. DMAIC methodology forces project leaders to capture problems in terms of facts and measurable
variables. Typical DMAIC projects are selected based on their expected contribution to improving efficiency,
cost or customer value (Pande et al. 2000). SS has been used intensively in healthcare (Bhat et al. 2016; Antony
et al. 2018; Castle et al. 2005; Chen and Chen 2016; Gleich et al. 2016; Ninerola et al. 2020; Ortiz et al. 2016).

The impact SS has on improving business performance is dramatic and well documented. Its goal is to increase
process capability in the value stream by aiming for zero defects and reduced process variations (Gutom and
Wibisono 2019). Specifically, the method can be designed to fit a variety of business goals, allowing
organizations to define objectives around specific industry needs. (Chen et al. 2017). Based on this premise, a
standardized way of applying SS is typically a myth (Moosa and Sajid 2010) and its application is still novel.
Hybrid methods have been applied in literature (Gutom and Wibisono 2019; Feng and Antony 2010; Dreachslin
and Lee 2007; Jairaman et al. 2017). The methodology is continually evolving and can concentrate on a given
division of manufacturing or service system with strong emphasis on a mathematical model and statistical
analysis in industrial, design and customer-focused activities. The methodology is also aimed at building a
culture among process management practitioners to always strive for steady improvement. This research is
focused on the improvement of materials and operations in a cable manufacturing company using the hybrid SS-
DMAIC method.

3. Methodology
A medium-sized cable manufacturing company, making various sizes of cables and colours is considered in this
research. The case organization has over the years been overwhelmed with several production challenges in the
form of high rejection percentage of cable after extrusion due to insulation surface flaws, failed insulation
thickness, low conductor diameter, and inconsistency in cable dimension etc. Although various consulting firms
have been hired previously by the organization in the past to help solve some of these problems to no avail. It is
therefore important to deploy logical and systematic solutions/procedures to determine the origin of these
defects in a processing line and eliminate possible defects using SS-DMAIC methodology in chronological
order as shown in Figure 1. Minitab-17 and the Design Expert-11Softwares were used for the statistical and
experimental design analysis.

4. Six Sigma-DMAIC Application in Cable Manufacturing

4.1 Define Phase
In this phase, real-life problems which deal with the variations that occurred during the production of single-
core house wiring cables in the extrusion process were clarified. The selection criterion for the eventual projects
was based on the rejection percentage on cable products, associated financial cost, and material waste. A project
charter was drafted as shown in Table 1, containing necessary information on the projects selected.

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Proceedings of the International Conference on Industrial Engineering and Operations Management
Sao Paulo, Brazil, April 5 - 8, 2021

Draft Project
Charter
1

DEFINE

Conduct 2 Process
Measurement Capability
1 System Analysis
Analysis
MEASURE

3 Cause
2 Fish bone validation Plan
Brainstorming Analysis
1
ANALYZE
4 Process
Tolerance Capability
3 Analysis 5
Interval Design
Process
2 Capability
Analysis 6 Time study
1 DOE
IMPROVE Economic
Impact
Assessment

Process 3
1 2 Entire Phase
Control Stability Review
CONTROL Template Monitoring

Figure 1. The Deployment framework using the Six Sigma-DMAIC Methodology

Table 1: Project Charter

Project Title:
Project I: Reduce the rate of extruding inconsistent dimensioned cables.
Project II: Reduce the rate of extruding cables with Insulation Surface Flaws.
Background and reasons for selecting the projects
Project I: The quality problem is inconsistency in the dimension of cable extruded, thus the CTQ
characteristics considered is cable diameter uniformity. The impact of these quality defects is seen as:
1. As over-dimensioned cable, and
2. As under dimensioned cable.
These are the two notable production odd consequences attached to inconsistent cables. Firstly, the over-
dimensioned cable is a clear indication of materials wastage, and the associated consequences are seen in
increased production cost and customer dissatisfaction due to practical difficulties always encountered when
working with over-dimensioned cables. Secondly, when a cable is under-dimensioned there is a high chance
that the cable will fail the insulation thickness test. This production odd if neglected and the defective
products are sold to the market will lead to electric shocks as a result of energy leaks and chances of
electrocution incidence. These defects affect the aesthetic aspect, barrier properties and mechanical strength
of the coated substrate.
Project II: Insulation Surface flaws occur when the insulation integrity of the conductors is compromised
and are the most common cause of problems in electrical equipment. When there are insulation flaws, there is
always leakage of current exceedingly above a specific design limit and can lead to defective cable products
as it would be difficult for the product to deliver electrical energy to a load efficiently. Insulation Surface
Flaws manifest in the form of dark spots, dimples, pimples, cavity, pinholes, air cavity etc. Its odd
consequences are seen in the form of electric shocks, high voltage failures, and electrocution, due to isolation
faults.
Aim: This research aims to enhance process performance in cable manufacturing using SS-DMAIC.
Critical to Quality 1. Uniform cable diameter
Characteristics 2. Surface smoothness of the cable
Project scope Extrusion Process of 1.0mm single house wire.
Project Boundary Focusing solely on the extrusion process of 1.0mm single house wire from a TEKO-50
extrusion line.
Project Team The management support was sought that enabled the availability of resources for the
study. These resources comprise of humans (The researchers, two Personnel from
QAD, and two personnel from the Manufacturing department (MD) that constitute the
project team, money for the procurement of the statistical training tools and software
package.

4.2 Measure Phase

The major activity in the measure phase is to understand the baseline condition of the system to be improved.
Two sets of analysis are being conducted at this stage, Measurement System Analysis (MSA) and Process
Capability Analysis (PCA). MSA was first conducted to validate that the measurement systems are good enough
to be used in the study. Under the MSA studies, two analyses were conducted, Attribute Gage Repeatability and
Reproducibility (R & R) for attribute data (Insulation smoothness) and Gage R & R analysis for variable data
(Cable diameter/dimension). The cable core diameter measurements by operators are within the control as

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Proceedings of the International Conference on Industrial Engineering and Operations Management
Sao Paulo, Brazil, April 5 - 8, 2021

shown in Figure 2 and attribute data evaluation of the operators were in agreement with each other 90% of the
time and were in agreement with the expected (standard) result in 90% of the time. The Kappa Value for all
appraisers versus the standard values was 0.90, indicative of excellent agreement between the appraised values
and reference values. The analytical results from Minitab-17 Software for the variable data show that the
percentage contribution of Var Comp = 0.05%, percentage Study Var = 2.30%, percentage Tolerance = 2.92%,
while the number of distinct categories NDC = 61. Comparing these results with the benchmark values in the
Automotive Industry Action Group (AIAG 2010) reference manual, we found the measurement system was
good enough for the study. After the measurement system has been validated and found reliable, process
capability studies were conducted.

X-bar-R Chart of Dimension for the cable core diameter

2.85 UCL=2.8559
Sample Mean

2.80 _
_
X=2.7859

2.75

LCL=2.7159
2.70
1 3 5 7 9 11 13 15 17 19
Sample

UCL=0.2567

0.2
Sample Range

_
R=0.1214
0.1

0.0 LCL=0
1 3 5 7 9 11 13 15 17 19
Sample

Control charts for the Case study

Figure 2. 𝑋𝑋� and R- Chart for stability assessment

Histogram on the Measurements Probability Plot of Core cable diameter Measurements

Normal Normal - 95% CI
2.715 99.9
20 Mean 2.786
Mean 2.786 StDev 0.05826
StDev 0.05826 99
N 100
N 100 AD 0.673
95
P-Value 0.076
15 90
80
70
Frequency

Percent

60
50
10 40
30
20
10
5 5

0 0.1
2.65 2.70 2.75 2.80 2.85 2.90 2.6 2.7 2.8 2.9 3.0
Dimension Dimension
Histogram for the core diameter measurements Core Cable diameter Measurements

Figure 3. Histogram on the Baseline data Figure 4. Probability plot on the Baseline data

Histogram and normal probability plot were used to check the normality of the data used for the case study.
Figure 3 displays the histogram and the sample data appears to be normal, the output of the normal probability
plot has shown; 𝝁𝝁 = 2.786, 𝞂𝞂 = 0.05826, Anderson Darling test statistic value= 0.673, P-value = 0.076 > ά
(0.05) as shown in Figure 4. Figure 5, is the pictorial presentation of the capability report: USL = 2.90, LSL =
2.53, and the test equipment = Outer wall thickness projector cable tester (Profile enlarger).
The index results are as follows: CP = 1.19; CP> 1 = Acceptable; CPK = 0.73, CPK< 1= not acceptable; CR =
84.67%, CR> 75% = not acceptable, CPU = 0.73, CPL = 1.65, ZU = 2.18, checking from standard normal table ZU
= 1-0.9854 = 1.46%, by this estimation approximately 1.46% of the cable produced will exceed the upper
specification limit; ZL = 4.89, ZL> 3 = acceptable CPM = 0.7.

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Proceedings of the International Conference on Industrial Engineering and Operations Management
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Figure 5. Process Capability Report on the Baseline Measurements

4.3 Analyze Phase

Analysis of the root causes behind the gap between the current performance and the goals identified in the first
phase was performed using the data obtained in the Measure phase. The results obtained were arranged in
rational categories as presented in Figure 6 after the brainstorming session, and cause-and-effect diagram that
accurately displays the relationships of all the data in each category was prepared at the course of the session.

Poorly welded joints

Faulty braking
Faulty water pump system

Shifting embosser
Impurities on PVC

Unsteady wire guard

Poor flushing of
extruder barrel

Poorly cleaned
breaker plate Insulation Surface
Flaws Water on input
conductor
Faulty heating
system Improper speed
setting

Pores on the PVC

Poor monitoring
system Water trough
Poor alignment of design not ok.
embossing wheel

Poor tip tolerance Moisture on PVC

Bunched PVC

Figure 6. Brainstorming diagram of Insulation Surface defect and causatives.

Based on the team’s interaction, a cause validation plan was prepared as depicted in Table 2. Table 2.
represents the detailed type of data that was collected and the possible analysis for each of these causes. After
listing the causes, every cause was validated and the methodology for the validation is as shown in Table 3.

Table 2. Cause Validation Matrix for Insulation Surface Flaws

S/N Causes Error Description / Quality Consequences Confirmation
Plan
1 Faulty heating system When the heating system is faulty and the heating temperature GEMBA/
gets too high, it can lead to pores and a rough surface on the water spray
cable. On the other hand, when the heating temperature is too
low, it can as well lead to coarse and dull cable colouration.
2 Faulty water Pump If the water pump is erratic in passing water at the extruding GEMBA
chamber’s cooling canal, the temperature of the extruder
becomes unregulated leading to burnt PVC.
3 Presence of water on When there is water on the input conductor, it results in a poor GEMBA/
the input conductor coating of the conductor and also leads to bumps on the PVC Touch
during extrusion.
4 Pores in the PVC When there are pores in PVC's, the density is usually low, and Visual
these lead to the presence of a balloon-like spot on the body of inspection
the cable when used for production.

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Proceedings of the International Conference on Industrial Engineering and Operations Management
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5 Poor Monitoring When the process engineer on duty does not keep with the GEMBA
System monitoring regimen of the extrusion processes
6 Presence of moisture If PVC’s exceed 24hrs of production and were not preheated GEMBA
on the PVC before use, it will likely absorbs moisture and leads to Cable
surface defects.
7 Improper setting of When the speed of the Capstan and the Extruder are not (DOE)
speed properly set, it could either lead to coarse or presence of burnt
particles on the insulation surface
8 Poor flushing of the When the extruding barrel is not properly flushed, it could lead GEMBA
extrusion barrel to colouration, insulation surface pores due to the presence of
burnt PVC, leading to subsequent High voltage test failures.
9 Water trough design Unsteady cable guide on the water trough causes the extruding GEMBA
not ok. cables to scratch on the wall of trough outlet.
10 Poor alignment of the 1. When the embossing wheel is pressing too tight on the GEMBA
embossing wheel or extruding cable.
shifting embosser. 2. When the embosser is dangling at its position, thereby
scratching the insulation surface.
[Link] the embosser is in loose contact with the extruding
cable, there are always faint imprints because the embosser
groove is too deep
11 Bunched PVC (pellets PVC blocking the hopper base, thereby minimizing the inflow GEMBA
stringing together) of the molten PVC to the Crosshead

Table 3. Cause Validation Matrix for Insulation Surface Flaws

S/N Causes Error Description / Quality Consequences Confirmation
Plan
12 Poor tip tolerance When the tip tolerance is too small and the conductor is a bit bigger Measurement
than the tip dimension, there is often a restriction on the movement
of the conductor through the tip, and when this occurs, insulation
surface bumps becomes a common occurrence.
13 Faulty braking If the input is supplying more input wire than what the capstan can GEMBA
system / Low draw. So when the capstan draws and releases the wire, there are
tension always bumps on the cable insulation surface.
14 Inadequate skill/ 1. Not allowing the heating system to get to the designed GEMBA
negligence temperature setting. The result of this negligence often leads to the
production of cables with a coarse surface.
2. Reuse of wire mesh after a particular product colour has been
changed the result in colour variation.
15 Impurities on PVC When there are sands or dirt’s on the PVC material. GEMBA
16 Poorly Welded When the wire is not properly welded, it often obstructs the free
Joints. movement of the wire across the tip, and when this happens, there Measurement
is always bumps at the surface of the insulation.
17 Management 1. Management interference during production activities in terms GEMBA
Interferences/ Poor of abrupt decisions on product colour change. Survey
material Logistic / 2. Complacency to provide necessary replacement materials when
lack of motivation minor production defects are noticed.
3. Management inability to document the operator's intuitive
knowledge of the process.
4. No incentives program for operators that meet the production
target.

5. Results and Discussion

5.1 Improve Phase
After the root causes have been determined at the Analyze phase. The DMAIC "Improve" phase was aimed at
identifying solutions to reduce and tackle the causes. The cause validation plan that was drawn in the Analyze
phase has beneficially aided in the identification of the root causes of these defects. Solutions to the identified
defect causes were highlighted and documented as shown in Table 4. Through a qualitative assessment, by the

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Proceedings of the International Conference on Industrial Engineering and Operations Management
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use of an open-ended questionnaire, solutions to the identified defect causes were proffered based on the
experiences members have previously on extrusion processes.
Table 4. Solutions for Reducing Insulation Surface Flaws in Cable Extrusion Process
S/N Causes of cable Insulation Surface Solutions for reducing the rate of cable failures due to
flaws. Insulation surface flaws.
1 Faulty heating system Use of high-quality heater bands.
Temperature settings have to be reduced while the machine
operators are on break.
2 Presence of water on the input Use of oxyacetylene gas flame on every input conductor before
conductor extrusion and at intervals while extruding.
3 Pores in the PVC Compromised quality must not be used
4 Poor monitoring system Review monitoring strategy by ensuring that during extrusion
that both process-based monitoring and product-based
monitoring are used to achieve product improvement. [Process-
based monitoring watches production process conditions such
as melt temperature and pressure while Product-based
monitoring follows properties of the product, such as clarity
and thickness].
5 Improper setting of speed Optimal parameter settings through experimental designs.
6 Poor flushing of the extrusion barrel Proper flushing and adequate monitoring. The process engineer
has to certify it ready before the next activities
7 Water trough design not ok. Redesigning of the water trough guide, interval check on the
cable guide.
8 Poor alignment of the embossing Interval check and proper tightening of the wheel.
wheel or shifting embosser.
9 Poor tip tolerance Not to be used.
10 Faulty braking system Maintenance/ Overhaul of the braking system.
11 Inadequate skill/ negligence Adequate training, monitoring and also make sure that the
operators always adhere to standard operating procedure.
12 Poorly welded wire. Careful filing of the welded joint (measure the welded point
after weld)
13 Management problems/lack of Review the existing incentive programme, improvise an
motivation adequate resource planning system that will ensure needed
parts and materials are readily available.

The process was improved to minimize further the rate at which cables with inconsistent diameter are produced.
The optimal parameter setting for the extruder machine was attained through experimental Design. In other to
achieve the global optimum for the control setting, statistical Software, Design Expert (Version 11, State-Ease
Inc, USA) was used to create the Response Surface Design, specifically the Central Composite Design (CCD)
for the preheated PVC and non-preheated PVC. After the experimental design, the capability study was taken to
ascertain the level of improvement attained. The models for the quality of extruded cable dimensions were
developed to evaluate the relationship of extruding parameters to the cable dimension. Through these models,
experimental results of cable dimension by any combination of the extruding parameters can be estimated. The
developed mathematical models are listed below in terms of actual factors.

CDpreheated PVC = 1.81243+ -0.00126332*A + 0.00156569*B, (1)

CDnon-preheated PVC = 1.67344 + -0.0013576*A + 0.00176569*B (2)

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Figure 7. 3D Contour Plot Figure 8. 3D Contour Plot

Figures 7 and 8 show three-dimensional (3D) cable diameter measurement values for the preheated and non-
preheated PVC's, varying Extruder and Capstan speed. It shows that when the Extruder speed increases, the
cable dimension/diameter value tends to increase noticeably. Again, the decrease in the cable diameter values
was also noticed when there is an increase in the Capstan speed. The point estimation method was conducted to
optimize the level of each variable for a nominal response. The combination of different optimized variables to
yield the expected response was determined to verify the validity of the model. This study involves two
responses R1 for preheated PVC and R2 for non-preheated PVC.

Table 5. Optimization Using Desirability Criterion

Number Capstan Extruder speed Preheated PVC Non-Preheated Desirability
speed(rpm) (rpm) (mm) PVC (mm)
1 416.992 906.790 2.715 2.710 1.000 Selected

From Table 5, the designed output has shown that the optimal control settings that would lead to the attainment
of the objective (nominal cable dimension) are A (Capstan speed) equal to 416.992 rpm and B (Extruder speed)
equal to 906.790 rpm; these settings will yield a cable with a nominal dimension of 2,715mm. The confirmation
test was performed, and conclusions drawn from the analysis were validated. In practice, the Capstan speed and
Extruder speed could only be set at 417rpm and 907rpm respectively. An experiment was conducted using the
new combination, and with the designed parameters, it now becomes possible for the organization to avoid the
trial-and-error methods that are traditionally used for improvement. The results have shown that the
optimization engineering of RSM makes it possible to obtain a nominal cable dimension at the near range of
2.715. The extruding machine was operated at the new parameter settings and further readings were also taken.
A capability study was conducted on the new sample to ascertain the level of improvement attained after the
experimental design. However, the test data after the improvement failed the normality test and were subjected
to Box-Cox transformation using a lambda (λ) value of 0.5. Test assumptions were also validated for the data
collected after the process improvement as depicted in Figure 9.

X-Bar-R Chart for 1.00mm Single Cable Core Diameter

X-Bar-R Chart for the Transformed data (After Process Improvement)
1.650
UCL=1.649414

1.648
Sample Mean

_
_
1.646 X=1.646164

1.644
LCL=1.642914
1 3 5 7 9 11 13 15 17 19
Sample

0.012 UCL=0.01191
Sample Range

0.008
_
R=0.00563
0.004

0.000 LCL=0
1 3 5 7 9 11 13 15 17 19
Sample

Figure 9. X-Bar-R chart for the transformed data after the process improvement

From the control chart constant for n = 5, A2 = 0.577, d2 = 2.326, D3 = 0, D4 = 2.114. PC study was also
conducted on the improved process after test validation of all the necessary assumptions and conditions. Index
results were as follows: CP = 7.55> 2 = (False capability); CPK = 7.46> 2(not acceptable); CR = 13.25%
(exceptionally clustered), CPU = 7.63, CPL = 7.46, ZU = 22.88> 6 (not acceptable); ZL = 22.39> 6 = (not
acceptable); CPM = 6.4. as shown in Figure 10.

However, from the index report on the process after improvement, it is clear that the index values were on the
high side, an indication that the existing engineering tolerance is far apart from each other with a large standard
deviation. The next step was to derive an appropriate tolerance interval that can depict the Six Sigma Process.
The tolerance intervals were tighten to become 2.7114±0.032 (USL = 2.74, LSL = 2.67) as shown in Figure 11.
With this tightened engineering tolerance, the capability of the improved process was assessed; CP = 1.43, CR =
69.96%, ZU = 3.68, ZL = 4.89, CPL = 1.63, CPU = 1.23, CPK = 1.23, CPM = 1.26, Sigma level = 5.2. For purpose of
clear assessment, the newly-derived engineering tolerance (2.7114±0.032) was used to conduct Capability

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studies of the baseline measurements, and the capability outcomes are: CP = 0.22, CPU = 0.75, CPL = -0.30, CPK =
0.3, CPM = 0.12, ZU = -0.88, ZL = 2.22, total reject rate = 82.42%, estimated yield = 17.58% and Sigma level =
0.6.

Capability Analysis for the Core diameter after Process Improvement

Using Box-Cox Transformation With λ = 0.5
(using 95.0% confidence)

LSL* Target* USL*

Process Data transformed data Overall
LSL 2.53 Within
Target 2.715
USL 2.9 Overall Capability
Sample Mean 2.70986 Pp 7.82
Sample N 100 CI for Pp (6.73, 8.91)
StDev(Overall) 0.00787916 PPL 7.74
StDev(Within) 0.00816858 PPU 7.91
Ppk 7.74
After Transformation
CI for Ppk (6.66, 8.82)
LSL* 1.5906 Cpm 6.43
Target* 1.64773 LB for Cpm 5.71
USL* 1.70294
Potential (Within) Capability
Sample Mean* 1.64616
StDev(Overall)* 0.0023934 Cp 7.55
StDev(Within)* 0.00248131 CI for Cp (6.38, 8.71)
CPL 7.46
CPU 7.63
Cpk 7.46
CI for Cpk (6.31, 8.62)

1.590 1.605 1.620 1.635 1.650 1.665 1.680 1.695

Performance
Observed Expected Overall* Expected Within*
PPM < LSL 0.00 0.00 0.00
PPM > USL 0.00 0.00 0.00
PPM Total 0.00 0.00 0.00
* Calculated with LSL*, USL*

Figure 10. Capability Analysis for the Cable diameter measurements after the process improvement.

Capability Analysis for the Core diameter after Process Improvement

Using Box-Cox Transformation With λ = 0.5
(using 95.0% confidence)
LSL* Target* USL*
Process Data transformed data Overall
LSL 2.67 Within
Target 2.705
USL 2.74 Overall Capability
Sample Mean 2.70986 Pp 1.48
Sample N 100 CI for Pp (1.28, 1.69)
StDev(Overall) 0.00787916 PPL 1.69
StDev(Within) 0.00816858 PPU 1.27
Ppk 1.27
After Transformation
CI for Ppk (1.08, 1.46)
LSL* 1.63401 Cpm 1.26
Target* 1.64469 LB for Cpm 1.11
USL* 1.65529
Potential (Within) Capability
Sample Mean* 1.64616
StDev(Overall)* 0.0023934 Cp 1.43
StDev(Within)* 0.00248131 CI for Cp (1.21, 1.65)
CPL 1.63
CPU 1.23
Cpk 1.23
CI for Cpk (1.03, 1.43)

1.635 1.638 1.641 1.644 1.647 1.650 1.653

Performance
Observed Expected Overall* Expected Within*
PPM < LSL 0.00 0.19 0.49
PPM > USL 0.00 68.07 116.65
PPM Total 0.00 68.26 117.14

* Calculated with LSL*, USL*

Figure 11. Capability analysis for the Cable diameter after the process improvement.

Further attempts for solutions on the identified root causes of these defects were made by the team through
“Time study” to reduce the high rate of producing defective cables due to unrealistic work target being created
by the management. At the new optimal control settings, the standard time of extrusion operation which is a
common denominator for measuring productivity was derived. Taking into account rests, possible breakdowns
and personal fatigue, time allowances, tediousness-very tedious, noise level, close attention-very exacting,
atmospheric condition, standing allowance, constant allowance, awkward bending, lifting (20kg), monotony-
medium, and mental strain to a maximum of 30%. The computed standard time was used to estimate realistic
production throughput for an 8-hour shift. The next step after the Time study was to express the level of the
improvement attained with the experimental design in financial terms for the cable diameter using the new
tolerance intervals. The new tolerance intervals for the process was changed from 2.90 to 2.74 for USL, and
2.53 to 2.67 for LSL through appropriate SS tolerance Interval design procedures. Using the Taguchi loss
function approach, the quality levels of the production process for the cable diameter attributes before and after
the process improvement was determined. Assuming an estimated warranty cost of ₦30 for any 1.0mm single-
coil produced that does not meet with the target value, and also considering that customers will complain if the
diameter is a bit less, and the organization stands also to lose materials if the prescribed diameter value is above
by a bit. Tolerance interval range from T-∆ to T +∆; ∆ = 0.035, using the cable diameter values before the
Improvement L (2.715) = ₦7.34 per coil and after the Improvement L (2.715) = ₦2.08 per coil.

Assuming the organization worked for 300 days in a year and the daily production capacity is maintained on an
average of 810 coils per day, then the estimated overall annual loss amounts to 2.08 x 300 x 810 = ₦505,440.
The result of the comparative economic impact analysis between the baseline measurements and improved
measurements with the tightened tolerance limit depicts a remarkable improvement. A whole lot of positive

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deviations were noticed in the baseline measurements compared to the after improvement measurements, thus
an indication that there were more material usage in the production process before the improvement process. Net
yearly improvement due to redesigning the tolerance after the experimental design becomes = [7.34-
2.08]*243,000 = ₦1,278,180. The percentage decrease in the annual loss estimation after improvement is
calculated to be 72% using the formula below:
Decrease in annual loss estimation= Orignal loss estimation-New estimated loss (3)
% Decrease in annual loss estimation = Decrease in cost/Original cost x 100 (4)

Table 6. The quality improvement achieved due to the designed experiment

Tolerance MSD K Expected quality Expected Net annual
loss per unit (₦) annual loss (₦) Improvement due
to new design (₦)
Original T±0.185 8.38478E-03 876.55 7.34 1,783,620 *******
Tightened T± 0.032 8.5088E-05 24489.8 2.08 505,440 1,278,180

Table 6 contains the results of the improvement study as translated in financial terms. With the original
tolerance of the process T±0.185, the expected quality loss per unit of the coil is ₦7.43, but with the tightened
tolerance T ±0.032, the expected quality loss per unit of coil now reduced to ₦2.08.
Control limits for 𝑋𝑋� –Chart: UCL = 2.8559, LCL = 2.71585
Control limits for R-Chart: UCL) = 0.2566, LCL = 0.000
T (Original) = 2.715, T (New) =2.705±0.035, New ∆ = 0.035, MSD = 0.00838478, L (2.715) = ₦2.08 per coil

5.2 Control Phase

This phase is concerned with establishing procedures to sustain the improvements made and emphasize the
operators, materials, machine, and method of operation. A detailed control plan was drafted, listing necessary
measures, the target for each measure, how the measure will be checked, how often the measure will be checked
and who will check the measure, as well as actions that will be taken for an out-of-control event, etc. in Table 7.

Table 7. Control Plan Template for Monitoring the Improved Process

CTQ U LS Targ U Cp CR Data Measure Sample Freq. of Who Correcti

Charact SL L et O k Descr ment size Measur Measures ve
eristics M iption Method ement Actions
Cable 2. 2. 2.70 m ≥ ≤ Varia Profile 10 End of Process Ref.
Dimensi 74 67 5 m 1. 75 ble enlarge parts/re every Engineers updated
on 33 % el shift SOP
Cable N/ N/ 100 m N/ N/ Attrib Visual All the Each Shift Ref.
Smooth A A % A A ute Inspectio extrusio extrude Operator/ updated
ness n/Touchi n length d length Process SOP
ng Engineers

As part of the monitoring regimen for the improved process, I-MR-R/S (Between/within) chart consisting of an
individual chart, a moving range chart and R/S chart was used to assess the stability of process location,
between-sample component of variation, and the within-sample component of variation. During the assessment
period, the control template as shown in table 7 was followed and the assessment lasted for three days, during
which nine consecutive operational shifts were assessed to ensure that the improved process was stable and
devoid of any special cause variation. The last activity on the Control phase is the “Entire Process Review”.
Here; recommendations were made based on the findings from the entire study to overcome the problems that
lead to defects and inefficiencies in the cable production process. The recommendations and the proposed
improvement program are as follows:
• Crosshead and Extrusion Cavity Design: To achieve continuous improvement of the process, the company
should always attempt to redefine the voice of the process to match the expectation of the customers.
• Job Rotation and Transfers: To pair the experienced with the newly trained personnel together in all the
shifts.
• Training System: Proper training of the new operators on machine principles, alongside specific work
procedures, is advised. An operator should be certified fit to manage all the likely production challenges.
• Worn-out Centering Bolts/Nuts: Since changing and mounting a centering bolts is time-consuming, it will
be better to use a high material composition of bolts, so that the incessant bolt breaks will be reduced.

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• Design of Experiment: All adjustment should be carried out by trained personnel using the SOP developed
in the course of this project.
• Poor Logistics and Material Resource Planning: The store section should always retain a staff member to
assist in parts delivery during machine breakdowns for both day and night shift operations.
• Machine Maintenance: Maintenance schedule as reviewed during the project should be strictly adhered to.
• Input Material Quality: There is also a need to ascertain the composition of the PVC, their constituents and
mixture ratios to ensure a compounding section in producing PVC materials that are within the
specification.
• Re-Assignment of Role: Regular quality checks can also to carried out by operators instead of solely
depending on QA. This will enable needed adjustment to be effected in time to avoid producing defects.
• Wire entanglement: Wire entanglement should not be corrected at the time of extrusion. Alternate
provision should be made to tackle this production anomaly to avoid the increased time of production and
associated costs.
• Abrupt Management Decisions / Interference: Proper planning instead of erratic management decision on
the product type (size & colour) should be avoided due to its financial cost implications from improper
planning.
• Process Control Tools: Visual Management tools should also be incorporated as part of the tools to be used
in the control phase. it will enable quick detection of performance concern and subsequent quick response
delivery.

6. Conclusion
This research explored the innate potentials within Six Sigma approach, to monitor the changing distribution of
process capabilities in a cable manufacturing organization. The SS-DMAIC approach has been validated in a
cable manufacturing company in order to enhance organizational performance. The improvements of project
performance and application impacts of the methodology have been investigated by comparing the initial and
final capability of the process of the executed projects, by comparing the initial and final Sigma level of the
executed projects, by comparing initial and final economic impact assessment of the executed project. The root
causes of variation in cable manufacturing were identified, mainly as designs, parameter settings, materials,
operation techniques, and measurement system errors. A tremendous improvement was achieved at the end of
the projects in terms of the increased Sigma level. The organizational measurement system was assessed as well
as the baseline performance of the system with the solution. Non-value-added activities were eliminated from
the process and a Standard Time (ST), which is a common denominator for measuring productivity, was derived
and implied in the study to ascertain the expected productivity rate for the extrusion start-up operation.

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Biographies
Chukwuebuka Martinjoe U-Dominic is a lecturer at Nnamdi Azikiwe University Awka (Industrial and
Production Engineering Department). He obtained his PhD in Industrial Engineering from Nnamdi Azikiwe
University Awka(Nigeria). He holds a Masters degree (MSc) in Industrial Engineering from the University of
Ibadan and also holds a Bachelor's of Technology in Electromechanical Technology from Nnamdi Azikiwe
University Awka. A research-oriented scholar with several academic publications. His research interest is on
Operations management, Six Sigma and knowledge management subjects, Supply chain, Systems engineering,
process optimization and performance improvement.

Modestus O. Okwu is a Senior Lecturer and research fellow at the Federal University of Petroleum Resources
Effurun, Delta State Nigeria and currently a Postdoctoral Research Fellow at the School of Mechanical and
Industrial Engineering at the University of Johannesburg, South Africa. He obtained his Ph.D. and [Link]. in
Mechanical (Industrial) Engineering at the Federal University of Technology Owerri and MSc. in Industrial
Engineering from the University of Ibadan. His research interests include Algorithms, Combinatorics and
Optimization; operations research and modeling; supply chain design, processes and engineering; renewable and
alternative energy; industrial safety; IoT; machine learning; artificial intelligence and robotics.

Lagouge K. Tartibu is currently an Associate Professor in the School of Mechanical and Industrial Engineering
at the University of Johannesburg (South Africa). He obtained his doctorate in Mechanical engineering from
Cape Peninsula University of Technology (Cape Town, South Africa) in 2014, specializing in thermo-acoustic
technology. He holds a Bachelor of Engineering in Electromechanical engineering from the University of
Lubumbashi (Democratic Republic of Congo) and a Master degree in Mechanical engineering from the Cape
Peninsula University of Technology. Lagouge’s primary research areas are applied thermal engineering,
electricity generation and refrigeration using Thermo-acoustic technology, Engineering optimization, machine
learning/artificial intelligence and mechanical vibration.

Dolor Roy Enarevba is a certified blackbelt six sigma. He earned B. Eng. in Mechanical Engineering from the
Department of Mechanical Engineering, Federal University of Petroleum Resources Effurun, Delta State,
Nigeria, Masters in Mechanical Engineering from the University of Lagos, Akoka, Lagos State, Nigeria, and
currently a PhD student. He has published journal papers. Dolor has completed Lean Six Sigma projects with
the top leading Food Manufacturing Consumer Goods and Flexible Packaging Companies in Nigeria. His
research interests include manufacturing, lean, six sigma, supply chain, smart factory, healthcare, optimization,
reliability, and IoT.

Ifeyinwa Juliet Orji earned her Ph.D. in Industrial Engineering from Dalian University of Technology. Since
2019, she has worked in the Business School of Soochow University under the outstanding young scholars
program and currently an Associate Professor. She has engaged in teaching and scientific research in Operations
and supply chain management, Sustainability and Smart technologies. Prior to joining Soochow University, she

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had research experience in the MIT Global Supply Chain and Logistics Excellence (SCALE) Network. Ifeyinwa
has also reviewed articles and published in reputable journals such as the International Journal of Production
Economics, International Journal of Production Research, Computers and Industrial Engineering, Transportation
Research Part E: Logistics and Transportation Review, Transportation Research Part A: Policy and Practice etc.
She has also received several awards for excellence in research such as the 2017 Emerald/EFMD Outstanding
Doctoral Research Award etc.

© IEOM Society International 1108