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Six-sigma application in tire-manufacturing company: a case study

Journal of Industrial Engineering International

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• DOI: 10.1007/S40092-017-0234-6
• Corpus ID: 52263903

Six-sigma application in tire-manufacturing company: a case study

• V. Gupta , Rahul Jain , +1 author G. S. Dangayach
• Published 1 September 2018
• Engineering, Business
• Journal of Industrial Engineering International

63 Citations

Process improvement using six-sigma (dmaic process) in bearing manufacturing industry: a case study, application of six sigma methodology in an automotive manufacturing company: a case study, “a review on implementation of six sigma methodology in transformer manufacturing industry”, applying lean six sigma for waste reduction in a bias tyre manufacturing environment, application of six sigma methodology in an indian chemical company, six sigma implementation in connector and terminals manufacturing company : a case study, the performance improvement analysis using six sigma dmaic methodology: a case study on indian manufacturing company., application of lean six sigma tools for performance improvement in an automobile sector sme, improvement model based on four lean manufacturing techniques to increase productivity in a metalworking company, combined model of lean six sigma and work method for a peruvian ammunition manufacturing, 55 references, process improvement in an indian automotive part manufacturing company: a case study, process improvement: performance analysis of the setup time reduction-smed in the automobile industry, productivity improvement by using six-sigma, implementation of six sigma to reduce cost of quality: a case study of automobile sector, six sigma implementation at an auto component manufacturing plant: a case study, six sigma implementations in supply chain: an application for an automotive subsidiary industry in bursa in turkey., enhancing the performace of an automobile service industry: lean thinking approach, enhancing the performance of an automobile service industry: lean thinking approach, monitoring quality goals through lean six‐sigma insures competitiveness, study and analysis of implementation of six-sigma: a case study of an automobile industry, related papers.

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Journal of Industrial Engineering International (Sep 2017)

Six-sigma application in tire-manufacturing company: a case study

• Vikash Gupta,
• Rahul Jain,
• M. L. Meena,
• G. S. Dangayach

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Abstract Globalization, advancement of technologies, and increment in the demand of the customer change the way of doing business in the companies. To overcome these barriers, the six-sigma define–measure–analyze–improve–control (DMAIC) method is most popular and useful. This method helps to trim down the wastes and generating the potential ways of improvement in the process as well as service industries. In the current research, the DMAIC method was used for decreasing the process variations of bead splice causing wastage of material. This six-sigma DMAIC research was initiated by problem identification through voice of customer in the define step. The subsequent step constitutes of gathering the specification data of existing tire bead. This step was followed by the analysis and improvement steps, where the six-sigma quality tools such as cause–effect diagram, statistical process control, and substantial analysis of existing system were implemented for root cause identification and reduction in process variation. The process control charts were used for systematic observation and control the process. Utilizing DMAIC methodology, the standard deviation was decreased from 2.17 to 1.69. The process capability index (C p) value was enhanced from 1.65 to 2.95 and the process performance capability index (C pk) value was enhanced from 0.94 to 2.66. A DMAIC methodology was established that can play a key role for reducing defects in the tire-manufacturing process in India.

• Developing country
• Process capability

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Six-sigma application in tire-manufacturing company: a case study

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Globalization, advancement of technologies, and increment in the demand of the customer change the way of doing business in the companies. To overcome these barriers, the six-sigma define–measure–analyze–improve–control (DMAIC) method is most popular and useful. This method helps to trim down the wastes and generating the potential ways of improvement in the process as well as service industries. In the current research, the DMAIC method was used for decreasing the process variations of bead splice causing wastage of material. This six-sigma DMAIC research was initiated by problem identification through voice of customer in the define step. The subsequent step constitutes of gathering the specification data of existing tire bead. This step was followed by the analysis and improvement steps, where the six-sigma quality tools such as cause–effect diagram, statistical process control, and substantial analysis of existing system were implemented for root cause identification and reduction in process variation. The process control charts were used for systematic observation and control the process. Utilizing DMAIC methodology, the standard deviation was decreased from 2.17 to 1.69. The process capability index (Cp) value was enhanced from 1.65 to 2.95 and the process performance capability index (Cpk) value was enhanced from 0.94 to 2.66. A DMAIC methodology was established that can play a key role for reducing defects in the tire-manufacturing process in India.

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Gupta, V., Jain, R., Meena, M. L., & Dangayach, G. S. (2018). Six-sigma application in tire-manufacturing company: a case study. Journal of Industrial Engineering International , 14 (3), 511–520. https://doi.org/10.1007/s40092-017-0234-6

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• Implementing SPC for Non-Normal Processes with the I-MR Chart: a Case Study Implementing SPC for non-normal processes with the I-MR chart: A case study Axl Elisson Master of Science Thesis TPRMM 2017 KTH Industrial Engineering and Management Production Engineering and Management SE-100 44 STOCKHOLM Acknowledgements This master thesis was performed at the brake manufacturer Haldex as my master of science degree project in Industrial Engineering and Management at the Royal Institute of Technology (KTH) in Stockholm, Sweden. It was conducted during the spring semester of 2017. I would first like to thank my supervisor at Haldex, Roman Berg, and Annika Carlius for their daily support and guidance which made this project possible. I would also like to thank the quality department, production engineers and operators at Haldex for all insight in different subjects. Finally, I would like to thank my supervisor at KTH, Jerzy Mikler, for his support during my thesis. All of your combined expertise have been very valuable. Stockholm, July 2017 Axl Elisson Abstract The application of statistical process control (SPC) requires normal distributed data that is in statistical control in order to determine valid process capability indices and to set control limits that reflects the process’ true variation. This study examines a case of several non-normal processes and evaluates methods to estimate the process capability and set control limits that is in relation to the processes’ distributions. Box-Cox transformation, Johnson transformation, Clements method and process performance indices were compared to estimate the process capability and the Anderson-Darling goodness-of-fit test was used to identify process distribution. Control limits were compared using Clements method, the sample standard deviation and from machine tool variation. [Show full text]
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Six-sigma application in tire-manufacturing company: A case study

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Six Sigma Study Guide

Study notes and guides for Six Sigma certification tests

This Tire Manufacturer Sigma Six Case Study

Posted by Ted Hessing

Tires have come a long way since they were used 100 years ago. However, there is still a need for continuous improvement in their design to make them more useful and reliable. To achieve this, tire companies use various tools and methods, including the Six Sigma DMAIC methodology. An Indian tire manufacturer, Apollo Tyres Limited, has studied implementing Six Sigma to improve its process quality. A recent Tire Manufacturer Sigma Six Case Study focuses on reducing the process variations of bead splice, which causes wastage of material. The case study shows how to implement the DMAIC methodology to achieve this goal.

In 2017, Vikash Gupta wrote a study as a requirement for his Master of Technology degree in Industrial Engineering at Malaviya National Institute of Technology Jaipur. The researcher collaborated with Islamic Azad University (IAU), Tehran, to publish the study in the Journal of Industrial Engineering International.

The study aimed to analyze and assess a tire manufacturer’s current processes, determine its capabilities, and improve them using the DMAIC methodology.

This tire manufacturer lean sigma six case study explains how Apollo Tyres Limited implemented the Six Sigma DMAIC methodology.

The Application of Lean Six Sigma Methodology for a Tire Manufacturer

Apollo Tyres Limited researched to improve its process efficiency using Six Sigma.

The team uses “Process Capability” to analyze how well a process works by using statistical tools like the normal curve and control charts . This analysis is done by combining data and engineering judgment. The results help them improve their design, planning, and evaluation techniques. By using process capability, they can also improve the design of machines and reduce defects during production.

Once they decided on what to study and how to do it, they began using the DMAIC cycle. This method helps identify and eliminate unnecessary steps and find ways to improve the process in many industries. Specifically, this research aims to reduce process variations and improve decision-making by creating a system where everyone in the company collects and analyzes data organizationally.

Each step of DMAIC used both qualitative and quantitative techniques. First, they tested the data to ensure it was normal and then calculated the process performance capability index (Cpk) to measure the performance of the process. The information helped the team establish a baseline for the system and identify areas to improve.

DMAIC Phases: Tire Manufacturer Lean Sigma Six Case Study

Here is the six-step approach followed in the research:

Define Phase

The team set goals to improve the bead splice process in the define phase . First, they found a problem by looking at what customers said ( VOC data ). Customers reported excessive material waste due to inconsistent product assembly, costing the company money. They discovered that the way the product was assembled was causing a problem. To solve it, they needed to make adjustments to use more material.

Measure Phase

In the measure phase , the researchers wanted to create a system to measure how well a process works. To do this, the team used the process capability index ( Cp & Cpk ). First, they looked at the variation in the bead splice and used a MINITAB program to analyze it.

The research found that the Cpk value was 0.94 and the Ppk value was 0.82, less than 1.33. This means the process could be performing better. They also examined the relationship between the sigma level and the process capability indices.

The team used this information to create a system performance evaluation starting point. Again, this was based on the improvement areas they identified in the planning phase.

Analysis Phase

In this step, they looked at the data and made charts to help them understand it better. Then, they used six-sigma quality tools to determine how well things were going. Then, they dug deeper into the data to find out what was causing any problems. To do this, they used the Ishikawa diagram .

The was discovered that:

• The bead splice setting was too high because the tape slipped from the gripper. This happened because the gripper key was worn out.
• The advancer setting varied because different workers had different skills. There needed to be standard guidelines to follow.
• The sensor setting needed to be adjusted frequently because the diameter of the material changed, but there were no guidelines for how often to do this.
• The last cause was that the workers were not using measuring tape.

Improve Phase

During the improve phase , the team searched for new and creative ways to improve things faster and cheaper. They tried different approaches and suggested statistical methods for continuous improvement.

They calculated the process capability index, which measures how well the process can produce good results. After making improvements, the capability index value improved to 2.66, which means the process can now have good results.

Control Phase

To keep the tire manufacturer’s company successful, it’s important to continue the progress made in earlier steps. The control phase helps maintain these improvements in the screening process, ensuring that the organization maintains its high sigma quality level.

After obtaining the result, the first step is to evaluate whether the root cause has been reduced and if there has been any improvement in the sigma level. Additionally, it is important to identify any further actions that may be required to achieve the ultimate goal. It is crucial to take note of the lessons learned during the process and apply them in future endeavors. Finally, it is essential to determine the next steps and plan the remainder of the process accordingly.

Tire Manufacturer Lean Six Sigma Case Study Conclusion

This study uses the six-sigma DMAIC quality method to help decide how to fix a specific problem. It aimed to improve the way the bead splice process works, and this was achieved. The Cp was raised from 1.65 to 2.95, while the Cpk value was increased from 0.94 to 2.66.

This lean sigma six case study found that using the DMAIC methodology can greatly improve a tire manufacturer company’s work. This thesis’s research is not just about tire manufacturer companies but can also apply to other companies.

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Case Study: Portuguese Tire Manufacturer Saves Thousands Using Six Sigma’s DMAIC Methodology

A tire manufacturing company in Portugal has provided an excellent study in implementing Six Sigma and how it can impact business performance.

Six Sigma already has proven its value in the automobile industry . Companies including Ford and Toyota have made the methodology a key component of their success.

A recent study of implementation of Six Sigma at Continental Mabor, a tire manufacturing company located in Famalicao, Portugal, provides a step-by-step look at putting Six Sigma’s DMAIC methodology into place.

The study, published at the 2017 Manufacturing Engineering Society International Conference, was written by F.J.G. Silva, a professor in the school of engineering at Polytechnic of Porto, Portugal. It reported that the use of Six Sigma focused on improving the rubber extrusion process of two tire products: the tread and the sidewall. The primary goal was reduction of wasted material in the process.

Continental Mabor instituted Six Sigma because tire manufacturing is an intensely competitive business around the globe and “continuous flexibility and adaptation” is necessary, Silva wrote, adding that to achieve success, “it is crucial to seek operational excellence.”

Here is an overview of how Continental Mabor approached implementing the Six Sigma methodology of DMAIC , which stands for define, measure, analyze, improve and control.

Doing The Research

Continental Mabor started its Six Sigma journey by researching books and published scientific articles on Six Sigma methodology,

The company focused on improvements in the rubber extrusion process, particularly the mixing, preparation and construction departments. The mixing department receives raw materials that are transformed into compound sheets that are used in the preparation department on seven extrusion lines which focus on tread and sidewall extrusion. The ultimate “customer” for the extrusion process is the construction department.

The amount of material generated in the process – which is later reused for other purposes – is one of the indicators for the company on how efficient the operation is running. The focus is to limit the amount of extra material generated during the tread and sidewall extrusion process, called “work off.”

To accurately define the problem areas in the process, the company drew up a project charter that identifies problems, establishes objectives and defines the scope of the project (including the employee teams involved). A project charter also:

• Establishes the business case for how the project will impact overall organizational strategy
• Clearly measures the impact on the business of the current problem and measures the gap between where things are and the desired state
• Creates a clear scope for the project with identification of the areas where teams will focus to prevent “scope creep” – moving into areas outside the defined perimeter of the project

To create the charter, the company used a Gantt chart, a horizontal chart that maps out a product schedule. They also used a SIPOC diagram to plot the extrusion process in greater detail. SIPOC stands for supplier, inputs, process, outputs and customer. A SIPOC is a way to see an entire process in one graph and see the relationship between inputs and suppliers and the output for customers.

To get a handle on the current state of the extrusion process, Continental Mabor leaders then created a data collection plan . This included measuring the amount of rejected material during the extrusion process. Data was collected for 30 weeks, with 10 three-hour trials conducted each week. After this period of measurement, the company could determine the percentage of unused work off material generated in the tread and sidewall extrusion processes.

With the amount of data collected, the focus then turned to finding the root causes of the defects in the process that caused variation in the amount of materials wasted. The company used a Ishikawa diagram to find the cause and effect relationship between various activities and inputs into the process and the problem of generating unused material. They then used a Pareto chart to prioritize which potential causes seemed to have the most unfavorable impact.

They discovered that one machine in the sidewall extrusion process was not performing as well as others, leading to a significant increase in extra material. In the tread extrusion process, they discovered that the method for feeding the machines was creating problems with machine stoppage and jamming.

In this phase, a list was made of all the problems and root causes, then the subsequent action taken to improve these issues. These include changes to the machinery itself and changes in the methods used by employees to feed material into the machine.

With the improvements in place, data was then collected on the changes in the process. In this case, they were very significant. The company reduced the amount of work off material by five tons per day. After factoring in the cost of improvements to the machinery, the positive impact to the company’s bottom line was $165,000 euros per year, which translates to a little more than $200,000 U.S. dollars.

In his conclusion on the process improvement at Continental Mabor, Silva wrote that “the use of Six Sigma methodology played a decisive role in the achievement of the proposed goal, ensuring that there was a systematic and disciplined approach to the issues at hand through the DMAIC cycle.”

It also provides an excellent step-by-step education in how to implement Six Sigma successfully.

Lean Six Sigma in the Tire Industry

Tires are made through a production process. Lean and Six Sigma have been used in the tire industry to improve manufacturing processes. We’ll look at four case studies of their use: two from India and one each from Portugal and Spain. Then we’ll finish with two videos of how tires are made: one an animation of the process and another of the actual manufacture.

Six Sigma Applied to Variation Reduction in Bead Splice Process: India

In a paper titled “Six-sigma application in tire-manufacturing company: a case study” Authors Vikash Gupta, Rahul Jain, M. L. Meena and G. S. Dangayach discuss the use of Six Sigma to reduce the variation in the bead splice process that was leading to wastage.

Through the use of the DMAIC phases, the process standard deviation was reduced to 1.69 from 2.17 and the process performance capability index was increased to 2.66 from 0-.94.

You can access the case study here .

Using Lean Six Sigma to Reduce the Number of Defective Tires: India

In a case study titled “Monitoring quality goals through Lean Six-Sigma ensures competitiveness” Vipul Gupta, Padmanav Acharya and Manoj Patwardhan describe the use of Lean and Six Sigma tools to reduce the number of defective tires per month.

Included in the case study:

• Flow Diagram for Radial Tire Manufacturer
• Cause and Effect Diagram for Separation, Blisters, Bubbling, and Air Bridging

You can read the case study here .

Six Sigma Used to Reduce Defects in Bead Production: Portugal

  In an article titled “Solving quality problems in tyre production preparation process: a practical approach” authors B. Barbosaa, M. T. Pereiraa,b,, F. J. G. Silvaa,  and R. D. S. G. Campilhoa discuss the use of the Six Sigma DMAIC phases to achieve improvements in product quality rate and process control and stabilization.

Access the article at this link .

Six Sigma Applied to Improve the Extrusion Process in Tire Manufacture: Spain

Authors T. Costa, F.J.G.SilvaL and Pinto Ferreira cover the use of Six Sigma to improve the extrusion process in tire manufacture in their article titled, “Improve the extrusion process in tire production using Six Sigma methodology.”

Through the use of the DMAIC phases, the project upon completion generated an annual savings of 165 thousand euros.

You can find the article at this link .

[NOTE: Click on View PDF at top of page.]

Two Videos of How Tires are Made

An Animation from the U.S. Tire Manufacturers Association

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Implementation of lean six sigma (LSS) techniques for tyre manufacturing in small and medium-sized enterprises

• Original Article
• Published: 23 May 2023
• Volume 14 , pages 1208–1217, ( 2023 )

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• G. Gokilakrishnan   ORCID: orcid.org/0000-0002-3876-1759 1 ,
• R. Meenakshi 2 ,
• G. M. Pradeep 3 ,
• R. Kamalakannan 4 &
• V. Manivelmuralidaran 5  

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National and international markets are seeing the impact of globalization, and all aspects of operations are looking for excellence in the global competitive economy. Six sigma can be an effective solution for achieving good performance in developing small and medium-sized companies, among many high-quality control methods. The DMAIC model has been used in current studies to decrease the process differences of the bead splice triggering material wastage. This six-sigma DMAIC study is being conducted by the customer’s voice in the specified phase by problem identification. The key problem consists of collecting current tire bead specification details. The control charts of the procedure were used for detailed monitoring and process management. The standard deviation was lowered from 2.17 to 1.69, using DMAIC methods. The process capability index (Cp) value was increased from 1.65 to 2.95 and the process capability index (Cpk) value was increased from 0.94 to 2.66, respectively. A DMAIC methodology has been developed that can play a key role in reducing defects in India’s tire fabrication process.

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Department of Mechanical Engineering, Sri Eshwar College of Engineering, Coimbatore, Tamilnadu, India

G. Gokilakrishnan

Department of Mechanical Engineering, Karpagam Institute of Technology, Coimbatore, Tamilnadu, India

R. Meenakshi

Department of Mechanical Engineering, Velammal Institute of Technology, Thiruvallur, Tamilnadu, India

G. M. Pradeep

Department of Mechanical Engineering, Kongu Engineering College, Erode, Tamilnadu, India

R. Kamalakannan

Department of Mechanical Engineering, Kumaraguru College of Technology, Coimbatore, TamilNadu, India

V. Manivelmuralidaran

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GG.: writing—original draft, supervision, writing—review and editing. RM.: writing—original draft, supervision, writing—review and editing. GMP.: writing—original draft, supervision, writing—review and editing. RK.: writing—original draft, supervision, writing—review and editing. VM: writing—original draft, supervision, writing—review and editing.

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Gokilakrishnan, G., Meenakshi, R., Pradeep, G.M. et al. Implementation of lean six sigma (LSS) techniques for tyre manufacturing in small and medium-sized enterprises. Int J Syst Assur Eng Manag 14 , 1208–1217 (2023). https://doi.org/10.1007/s13198-023-01917-0

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DOI : https://doi.org/10.1007/s13198-023-01917-0

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