UNIT VII OTHER CONTROL CHARTS FOR VARIABLES We have discussed only

the Xbar & R Chart to this point. There are, however, other control charts based on
variables. For samples of relatively large size, the standard deviation is a
better indicator of the variability of the data than is the range. For such "large"
samples the SD & R Chart is used. Calculations for the control limits are quite
similar to those for the Xbar-R Chart. Tables have been developed which use the
standard deviation for the sample data, the average standard deviation (SDbar), and
constants similar to those used in the calculations for the Xbar & R Charts.
One of the obvious disadvantages of the use of Xbar & SD Charts is the need to
calculate the standard deviation for each sample. This can cause problems among
those using the charts. Pocket calculators can simplify the calculations
considerably. The computer has also simplified the application for systems
utilizing automatic measurement and computer interfaces to generate the chart. In
such situations the use of the chart is reduced to interpretation with a minimum of
calculation. Another type of control chart is the Median and Range Chart. Such
charts require a minimum of calculation since the median is found by ranking values
in quantitative order and locating the middle value. No mathematical calculation is
needed for this calculation. Control limits are calculated using values from
charts. Once the chart is constructed it is easily maintained. Middle values from
ranked values are easily found and plotted. Yet another type of control chart
for variables is the Pre-Control Chart. This chart finds particular use in starting
a procedure for the control of a process. The following is an article from the
February 1973 issue of Quality Progress which discusses applications and advantages
of these charts. It can be seen from this discussion that implementing the
system is quite simple and that it is also easy to maintain. At the same time it is
possible to get a degree of control on the process at an early stage of start up.
The Pre-Control Chart is not as powerful as the Xbar-R Chart, but the simplicity
and early warning characteristics make it desirable for obtaining control
information prior to the application of other more powerful charts. Because the
limits are based on specification limits, there may be more of a tendency for this
chart to actually "control" the process than occurs in the use of the Xbar-R Chart.
PRE-CONTROL FOR SUPERVISORS This section presents one of the popular methods of
doing pre-control. There are other methods. Those other methods are merely
particular refinements of the process that often use more bands or zones. The
theory and objectives are the same. Pre-control is something that can be
started today. It may even be more practical in large scale mass production than
the well known control charts. Pre-control does not require a knowledge of
mathematics and can be quite easily learned by anyone in a few minutes. Pencil and
paper are not needed for learning or using this simple but informative process.
Just what is pre-control? Pre-control is the natural process that has always been
used by good operators, they just didn't know it. Pre-control is an easy series of
steps that eliminate unrealistic (that is: expensive) tolerances. It also guides
the maker of the parts to the proper time for spot checking. Tolerances become
unrealistic when they are beyond the capability of a machine or a process.
Operators need natural (from the machine, not from intuition) guidance in making
adjustments and "spot" measuring of parts. Often operators make too many
adjustments at the wrong time. There is a proper time to adjust and a proper time
to measure. Wasted time can be made into productive time. The end of
unrealistic tolerances comes when the supervisors receive factual data from the
pre-control system. This data can be given to the engineers and the problem is
theirs to solve. This data is developed by the pre-control system at the beginning
of the production, not at the end or the middle where the usefulness is not as
great. Teaching pre-control to operators is, again, simple. There is no need
for ceremony or ritual. Good operators have been naively doing these things all
along. That is to say: good operators are the ones who have made the types of
decisions that are formalized in the pre-control system. There is nothing unnatural
about pre-control. Pre-control formalizes the process. Formal pre-control is
needed when a process is beginning, when an operator is being trained, or when a
process is having problems. It is at these times that information needs to be
collected to be given to others. At other times pre-control can slip into
informality if the idea and the effect of the process is in place. HOW THE
PROCESS WORKS Pre-control uses a chart that has guidelines. These lines form
the boundaries of areas on the chart. The crossing of the lines can indicate that
some action needs to be taken. It can be thought of as being able to stay in the
lane on a highway. Pre-control guidelines are often put at the "half-tolerance"
points. If the tolerance is "+ or -" 0. 010", then the guidelines will be at "+ or
-" 0. 005". In special instances the engineering or industrial support people can
make the distances wider. It is easy to define inspection checking with this
system. All is well (call it "YES") if the inspection measurement is within the
guidelines. Something is wrong (call it "NO") if a measurement is beyond the
guidelines. There are several possible combinations of YES and NO responses.
There are also several possible interpretations of the results. Here are the main
ones: 1) a YES response. Continue manufacturing. 2) a N . h : 1)
yes . c . 2) n . : 4) five YES's in a row. All is well, only periodic
checks will be necessary. 5) a second NO, only this time it is on the
OTHER side. Halt, have the process examined by competent authority. If it
is necessary to continue, then keep these parts separate from others because
100% inspection will be required. Here it is in a nutshell: One YES: Keep
running. One NO: Warning. Recheck. Two NO: Trouble. Adjust or repair.
Five YES: Go. Just spot check. These are guidelines, of course, and they can be
changed by engineers or other authority. There comes the time, after the
process has been adjusted, that a check is needed for re-establishing that the
process is capable of maintaining pre-control. The rule for this is: "FIVE YES's
in-a-row". The measuring checks are continued on every part until five YES's in a
row are obtained. Then spot checks can be done again. This authenticates confidence
in the process. Five YES's in sequence can be hard to get. There are several
possible reasons for this. The adjustment may have been inadequate. Or the process
may not be capable of doing that which is desired. In these cases a more intense
study may have to be made, a study more rigorous than a pre-control charting can
be. Often the folowing are done if five in a row is not forthcoming. The
tolerance can be loosened. The process, machine, training, staff, supervisor, or
the operator can be changed. People can also be given more training in the set-up
and use of the machine or process. The specifications for the incoming parts and
material can be made more stringent. As a last resort it is possible to do
nothing and live with the problem. This will require 100 per centum inspection and
an audit to insure that 100% inspection is working. It is expensive and wasteful
but sometimes necessary. The source of the most savings and quality improvement
is the five-in-a-row rule. The rule makes certain that something is done when a
process is not working or a tolerance is too strict. Whenever either of the two
situations occur, the pre-control process insures that responsible functions are
notified. The functions are not, usually, those of the production supervisor (nor
should they be). Good manufacturing management dictates that the expense of
ignoring the problem be charged as an extra cost to the engineering department if a
solution is not obtained. This induces the engineers or other support staff to be
diligent in their duties. The operator's supervisor should not be responsible for
costs of relaxations of the tolerances if the widening of the zone is approved by
the engineers. It is, however, up to the operating supervisor to never allow
production to continue when tolerances are too tight to obtain five YES's in a row.
The machine should be shut down or the limits relaxed by the supervisor's own
authority. If it cannot be done it is futile to continually measure, looking for
that which will not be found. Spotchecking is desired and the limits should be
widened to allow pre-control to function as intended. Pre-control is good
because it frees the operator and the supervisor from responsibility for those
those problems that they are powerless to correct. If production continues with
limits that are too tight, morale deteriorates and control of the process can be
lost. HOW OFTEN IS ENOUGH? Five YES's in a row is an indication that spot
checking will be enough to maintain control. Mathematics "says" that 25 YES spot
checks for each trouble sign is sufficient. A YES spot check consists of either a
YES measurement or a single NO followed by a YES. A trouble sign is two NO's in a
row. (These numbers are changeable of course). It is not a complicated rule because
it says "ABOUT 25" YES spot checks. Twenty five is an average that may vary from 2
to 60 in an operation. The best method for staying in the 25 YES spot check
range is: the supervisor takes the time to learn how many trouble indications are
occurring on the work shift. One trouble sign on a shift is an indication that 25
spot checks need to be made. That comes out to about 3 for each hour. Most
supervisors do this sort of thing anyway. This is one of the reasons that pre-
control is so easy and so natural. A good supervisor knows what is happening in the
department. Good operators also can determine the frequency of spot checking.
The supervisor then makes sure that production is not slowed by too much checking.
The operator knows the process much better than the staff and the operator knows
what is true and what is false. The operator even knows when the machine "sounds
funny". (This base of wisdom is not to be discounted). Care must be taken not to
undermine the morale of the production staff. This is done by having supervisors
and inspectors who are knowledgeable. There are forces at work in every plant.
Some of these forces strive for the creation of paperwork, unnecessary paperwork.
Pre-control requires no record keeping. Temporary situations may require that
temporary records be kept. But it is important not to subvert the pre-control
process by instituting paperwork headaches. Operators must not think of pre-control
as a means of personal correction. It should not be used as such. The process is to
be controlled, not the operator.