1. Cylinder Liner Boring Process Improvement Case Study Presented by Dr. Joan Burtner Certified Quality Engineer Associate Professor of Industrial Engineering and Industrial Management

2. Background • Company is a supplier to an engine manufacturer • Company’s main product is a cast iron cylinder liner • Customer has notified supplier that it will issue more stringent specifications Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

3. Process Description – Flow Chart Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

4. Problem Definition - Defects • Application of new specifications to historical manufacturing data to predict potential defects Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

5. Problem Analysis – Potential Root Causes Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

6. Process Data – Initial Control Charts R Chart indicates that the process is out of control Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

7. Process Improvement – First Stage • Investigation showed that a substitute operator was working when samples 6, 16, and 36 were taken • Interviews with line supervisors and regular operators uncovered the fact that the substitute operator had not been trained on the cylinder boring machine • Corrective action: Provide training on proper machine operation Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

8. Process Improvement - Results • R chart indicates that the variability in the process is now in good statistical control • Xbar chart indicates presence of special causes Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

9. Process Improvement – Second Stage • Process Improvement Team (PIT) reviewed the cause-and-effect diagram and decided to investigate machine warm-up • Interpretation: Mean diameter decreases for first 90 minutes after start-up Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

10. Process Improvement – Additional Results • Process Improvement Team (PIT) brainstormed options • Change operating parameters during warm-up • Have machine go through accelerated warm-up while not producing any parts • Leave the machine on over the lunch hour and start operation after lunch • Team chose option 3 Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

11. Case StudyResolution • Both R and Xbar charts indicate process is now in control • Mean Range • 7.60 at beginning of case study • 6.60 at end of case study • Mean Process Mean changed from 200.250 to 200.005 Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

12. Acknowledgments/Further Reading • Case study (including figures) adapted from Chapter 6 of DeVor, R.E., Chang, T., and Sutherland, J.W. (2007). Statistical Quality Design and Control: Contemporary Concepts and Methods (2nd ed.). Upper Saddle River, NJ: Pearson Prentice Hall. • For additional information on problem-solving tools -- Westcott, R.T., Ed. (2006). Certified Manager of Quality/Organizational Excellence Handbook (3rd ed.). Milwaukee: ASQ Quality Press. Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering

13. Contact Information • Email: Burtner_J@Mercer.edu • US Mail: Mercer University School of Engineering 1400 Coleman Avenue Macon, GA • Phone: (478) 301- 4127 Presenter: Dr. Joan Burtner, Associate Professor of Industrial Engineering