Thursday 26 March 2020

Production Part Approval Process (PPAP)



* Production Part Approval Process :-

1.0) Introduction of Production Part Approval Process (PPAP)
2.0) What is Production Part Approval Process (PPAP)
3.0) Why perform Production Part Approval Process (PPAP)
4.0) When to perform Production Part Approval Process (PPAP)
5.0) How to perform Production Part Approval Process (PPAP)

1.0) Introduction of Production Part Approval Process (PPAP).


Production Part Approval Process (PPAP) is a valuable tool for establishing confidence in component suppliers and their production processes. In today’s competitive manufacturing environment controlling cost and maintaining a high level of quality have become vital to a company’s success. Increasing costs of equipment, materials and labor combined with expanding world markets have resulted in an increase of outsourced parts. Many component parts are being outsourced to overseas manufacturers. This often results in longer lead times and larger order quantities. Therefore it has become imperative to provide quality parts that meet the customer’s requirements the first time and every time. Initially PPAP was utilized by the automotive and aerospace industries. PPAP is now being utilized by several industries to improve communication and provide quality products. Within the automotive industry the ultimate resource for PPAP information is the manual published by the Automotive Industry Action Group (AIAG).

2.0) What is Production Part Approval Process (PPAP)

PPAP defines the approval process for new or revised parts, or parts produced from new or significantly revised production methods. The PPAP process consists of 18 elements that may be required for approval of production level parts. Not all of the elements are required for every submission. There are five generally accepted PPAP submission levels. The PPAP manual contains detailed information, guidelines and sample documents useful for completing the process requirements. The resulting PPAP submission provides the evidence that the supplier has met or exceeded the customer’s requirements and the process is capable of consistently reproducing quality parts.


3.0) Why perform Production Part Approval Process (PPAP)

The PPAP process verifies that the supplier understands all customer engineering design specifications and requirements and that the process is capable of consistently producing product meeting those requirements during an actual production run at the quoted production rate. PPAP and other quality tools continue to be implemented into more industries; therefore it is important to gain an understanding of the PPAP requirements to remain competitive as a parts supplier.

4.0) When to perform Production Part Approval Process (PPAP)

A PPAP is required for any new part submission as well as for approval of any change to an existing part or process. The customer may request a PPAP at any time during the product life. This demands that the supplier must maintain a quality system that develops and documents all of the requirements of a PPAP submission at any time.

5.0) How to perform Production Part Approval Process (PPAP)

The process of completing a PPAP submission is fairly complex. This detailed process is a collection of key elements that must be completed to verify that the production process will produce a quality product. Not all of the elements are always required for a PPAP submission. The particular requirements of the PPAP are usually negotiated during the quoting process.

* Elements of Production Part Approval Process (PPAP) :-
    Below is the list of all 17 elements accompanied by a brief description for each element.

1.0) Design Documentation
2.0) Engineering Change Documentation
3.0) Customer Engineering Approval
4.0) Design Failure Mode and Effects Analysis
5.0) Process Flow Diagram
6.0) Process Failure Mode and Effects Analysis
7.0) Control Plan
8.0) Layout Inspection Report - PPAP
9.0) Material Performance test Reports
10.0) Initial Process Capability Study
11.0) Measurement System Analysis Studies
12.0) Qualified Laboratory Documentation - Scope of NABL
13.0) Appearance Approval Report
14.0) Checking Aids
15.0) Master Sample
16.0) Packaging standards and specifications
17.0) Part Submission Warrant (PSW)

1.0) Design Documentation 

A printed copy of drawing needs to be provided. If the customer is responsible for designing, this is a copy of customer drawing that is sent together with the Purchase Order (PO). If supplier is responsible for designing this is a released drawing in supplier's release system. "Each and every feature must be "ballooned" or “road mapped” to correspond with the inspection results (including print notes, standard tolerance notes and specifications, and anything else relevant to the design of the part).

2.0) Engineering Change Documentation

If the PPAP is being required due to a request for a change to a part or product, the documentation requesting and approving the change must be included in the PPAP package. This documentation usually consists of a copy of the Engineering Change Notice (ECN), which must be approved by the customer engineering department.

3.0) Customer Engineering Approval

When required as part of the PPAP, the supplier must provide evidence of approval by the customer engineering department.
  • If required, pre-PPAP samples are ordered by the customer for onsite testing. The samples must be production intent and ship with a waiver so that testing can be done. When testing is complete, the test engineers will provide an approval form for inclusion in the PPAP submission.
  • Note: A copy of a “Temporary Deviation” is normally required to submit parts to the customer prior to a PPAP approval.

4.0) Design Failure Mode and Effects Analysis

A copy of the Design Failure Mode and Effect Analysis (DFMEA), reviewed and signed-off by supplier and customer. If customer is design responsible, usually customer may not share this document with the supplier. However, the list of all critical or high impact product characteristics should be shared with the supplier, so they can be addressed on the PFMEA and Control Plan

5.0) Process Flow Diagram

The Process Flow Diagram outlines the entire process for assembling the component or final assembly in a graphical manner. The process flow includes incoming material, assembly, test, rework and shipping.


6.0) Process Failure Mode and Effects Analysis 


A copy of the Process Failure Mode and Effect Analysis (PFMEA), reviewed and signed-off by supplier and customer. The PFMEA follows the Process Flow steps, and indicates "what could go wrong" during the fabrication and assembly of each component.


7.0) Control Plan

The Control Plan is an output from the PFMEA. The Control Plan lists all product Special Characteristics and inspection methods required to deliver products that continually 


8.0) Layout Inspection Report - PPAP

A list of every dimension noted on the ballooned drawing. This list shows the product characteristic, specification, the measurement results and the assessment showing if this dimension is "ok" or "not ok". Usually a minimum of 6 pieces is reported per product / process combination.


9.0) Material Performance test Reports

  • This element should contain a copy of the Design Verification Plan and Report (DVP&R). The DVP&R is a summary of every validation test performed on the part. It should list each and every test performed, a description of how the test was performed, and the results of each test.
  • This section may also include copies of all the certification documents for all materials (steel, plastics, etc.) listed on the prints. The material certification shall show compliance to the specific call on the print.

10.0) Initial Process Capability Study

Initial process studies will be done on all the production processes and will include Statistical Process Control (SPC) charts on the critical characteristics of the product. These studies demonstrate that the critical processes are stable, demonstrate normal variation and are running near the intended nominal value.


11.0) Measurement System Analysis Studies

Measurement System Analysis deals with analyzing the effect of the Measurement System on the measured value.It emphasis on the effect due to Equipment and personnel (Appraiser).We test the Measurement System to determine numerical values of its statistical Properties and compare them to accepted standards.

R&R below 10% & ndc - Greater than or Equal to 5 - Measurement System is Acceptable

R&R between 10 to 30% - Measurement System can be Acceptable under concession, based on the cost of repair, importance on product Quality etc,.

R&R greater than 30% - Not Acceptable, Measurement System Needs Improvement.


12.0) Qualified Laboratory Documentation - Scope of NABL
Qualified laboratory documentation consists of the industry certifications for any lab that was
 involved in completing validation testing.This could be for an in-house test lab or any offsite 
contracted test facilities that were used for validation or material certification testing.

13.0) Appearance Approval Report

The Appearance Approval Inspection (AAI) is applicable for components affecting 
appearance only. This report verifies that the customer has inspected the final product and
 it meets all the required appearance specifications for the design. 
The appearance requirements could include information regarding the color, textures, etc.

14.0) Checking Aids

  • This is a detailed list of checking aids used by production. It should include all tools used
  •  to inspect, test or measure parts during the assembly process. The list should describe 
  • the tool and have the calibration schedule for the tool. Checking aids may include check
  •  fixtures, contour, variable and attribute gages, models or templates.
  • MSA may be required for all checking aids based on customer requirements.

15.0) Master Sample

A master sample is a final sample of the product that is inspected and signed off by the 
customer. The master sample part is used to train operators and serves as a benchmark 
for comparison to standard production parts if any part quality questions arise.

16.0) Packaging standards and specifications



17.0) Part Submission Warrant (PSW)

This is the form that summarizes the whole PPAP package. This form shows the reason
 for submission (design change, annual revalidation, etc.) and the level of documents 
submitted to the customer. There is a section that asks for "results meeting all drawing 
and specification requirements: yes/no" refers to the whole package. If there are any 
deviations the supplier should note on the warrant or inform that PPAP cannot be submitted.



Tuesday 7 January 2020

14 Quality Principles for Value Streams

14 Quality Principles for Value Streams


Abstract :

This article presents the implementation of “14 Quality Principles for Value Streams” in the company from the automotive industry. The Bosch Company has created a set of 14 principles and special criteria that it considered most important for its production system. Deploying them to all positions has become a superior goal for the entire organization. One of the important steps to take to achieve this goal is a thorough analysis of the prevailing conditions and careful planning of the action. Therefore, the first important step in the following work is to create an implementation plan. Then, based on a previously prepared evaluation sheet, a comparative analysis is made between the current state and the requirements contained in the 14 Company’s Quality Principles.
* Principle 1 & 2  with sign:

* Principle 3 & 4  with sign:

* Principle 5 & 6  with sign:

* Principle 7 & 8  with sign:

* Principle 9 & 10  with sign:


* Principle 11 & 12  with sign:

* Principle 13 & 14  with sign:


Keywords:- Automotive Industry, 14 Quality Principles, TQM, Project Management  
Keywords:
Automotive Industry, 14 Quality Principles, TQM, Project Management

Sunday 5 January 2020

7 QC Tools


About 7 QC Tools


What do we mean by 'tools'?


In beginning a column on tools, perhaps the first question that must be asked, is 'What do we mean by tools, particularly in the context of quality?' Quality tools may be described as, 'Structured activities that contribute towards increasing or maintaining business quality'.   Let's look closer at this description:

'Structured activities' means doing things in a repeatable way, using a defined set of rules,
'that contribute' means that they add value.
'increasing or maintaining' means that they can be used for all areas of quality improvement, control and management.
'business quality' means that the company benefits from their use.

Tools may be used at the organisational level, structuring the way people work together, or at the individual level, helping people and groups to solve problems and do their jobs.

Three areas to use tools


Broadly, individual tools are used to manage information in three areas:
1.   Collecting various levels of numeric and non-numeric information.
2.   Structuring that information in order to understand aspects of processes and problems.
3.   Using the information to identify and select information and plan for specific actions.




So what are the individual tools, and where do they come from? There are several sources:

Seven tools and more...


The Japanese have collected (and even invented some of) two sets of seven tools, although just to confuse us, there are conflicting views on what these are.  For example, some descriptions of the first seven tools include Flowcharts, whilst others include Bar Charts or Line Graphs.
Work Study, a predecessor of modern quality, has given us tools for measuring our work, for example the Flow Process Diagram and the String Diagram.
Specialised quality areas, such as reliability engineering, have give tools such as PFMEA.
There are a number of general management tools for planning and decision-making, such as Gantt Charts and Decision Trees.

Computer programming has given us several tools for mapping out processes, the most common being Flowcharts.

There are many other areas that yield useful tools, for example SWOT Analysis from marketing.
Below is a Matrix Diagram taken from my forthcoming book, used to relate a number of individual tools to the three application areas described above.



APPLICATIONS FOR TOOLS

This reviews the situations where there is a need for tools in quality improvement and problem solving and identify an eight-stage universal problem-solving project framework that may be used to manage the overall project.

·       Introduction: Overview of what it's all about
·       A framework for process improvement: A generic project framework.
1   Identify
2   Define
3   Problem
4   Cause
5   Solution
6   Implement
7   Review
8   Follow-up
·       Applications in process improvement projects





SEVEN QC TOOLS


1.   CHECK SHEET

2.   HISTOGRAM

3.   PARETO DIAGRAM

4.   CAUSE AND EFFECT DIAGRAM

5.   SCATTER DIAGRAM

6.   STRATIFICATION

7.   GRAPHS AND CONTROL CHARTS


1. CHECK SHEET

-    THIS IS A DATA COLLECTION DEVICE ORIENTED TOWARDS DEFECT PREVENTION

-     DEFECT PREVENTION IS THE GOAL OF QUALITY CONTROL

-     CONSIDER THE FOLLOWING CYCLE

 DEFECT PREVENTION

> MEANS PREDICTION

> MEANS FOLLOWING STATISTICAL LAWS OF BEHAVIOUR

> MEANS USE OF DATA

> WHICH COMES FROM INSPECTION

HENCE FOR A GOOD DEFECT PREVENTION PROGRAM, THE INSPECTION SYSTEM SHOULD BE VERY STRONG

THIS MEANS GOOD PLANNING FOR DATA COLLECTION


DATA COLLECTION DEVICE CAN BE IN THE FORM OF:

1.    TABULAR STRUCTURE

2.    PICTORIAL (LOCATION TYPE)

3.    GRAPHICAL

4.    MATRIX STRUCTURE

5.    CHECK LIST STRUCTURE


2. HISTOGRAM

HISTOGRAM CAN ALSO BE CONSIDERED AS A CHECK SHEET

-   HISTOGRAM IS A FREQUENCY DIAGRAM

-   THIS IS MORE APPLICABLE FOR MEASUREMENT DATA

-   THE X-AXIS IS THE MEASUREMENT AND THE Y-AXIS IS THE FREQUENCY

-   THE SPACING IN THE X-AXIS IS UNIFORM AND THE FREQUENCY IS       REPRESENTED BY A BAR DIAGRAM

-   THE X-AXIS IS ORDERED IN THE SENSE THAT IT STARTS FROM THE SMALLEST   AND ENDS WITH THE HIGHEST COVERING THE ENTIRE RANGE

-   THE HEIGHT OF THE BAR IN THE Y-AXIS IS PROPORTIONAL TO THE FREQUENCY

-   THE BARS ARE ARRANGED SO THAT THEY TOUCH EACH OTHER HORIZONTALLY


   DRAW THE HISTOGRAM


THERE ARE FOUR INTERPRETATIONS FOR THE HISTOGRAM:

1.    LOOK AT THE SPECIFICATIONS – IT INDICATES THE ACCEPTANCE AND     REJECTION OR NON-CONFORMANCE

2.    LOOK AT THE PEAK – IT REPRESENTS THE SETTING

3.    LOOK AT THE WIDTH – IT REPRESENTS THE CAPABILITY

4.    LOOK AT THE SHAPE – IT REPRESENTS THE PREDICTABILITY



3. PARETO DIAGRAM

IT IS NAMED AFTER THE ITALIAN ECONOMIST PARETO

IT REPRESENTS AN IMPORTANT LAW OF LIFE!

-    THIS IS ANOTHER ORDERED BAR DIAGRAM

-    THE X-AXIS REPRESENTS CATEGORIES

-    THE Y-AXIS REPRESENTS CONTRIBUTION IN PERCENTAGE TERMS

-    THE X-AXIS IS SPACED UNIFORMLY

-    THE Y-AXIS IS REPRESENTED BY BARS WHOSE HEIGHT IS EQUIVALENT TO THE PERCENTAGE CONTRIBUTION TO THE TOTAL

-    THERE IS AN ORDER IN THE ARRANGEMENT OF THE BARS. THE LEFT SIDE STARTS FROM THE HIGHEST AND GOES DOWN IN THE DESCENDING ORDER TOWARDS THE RIGHT

-    A CUMULATIVE LINE IS ALSO SHOWN IN THE DIAGRAM. THIS CUMULATIVE LINE IS USED TO IDENTIFY THE VITAL FEW FROM THE USEFUL MANY.

-    THIS PROPERTY OF DISTINGUISHING THE VITAL FEW FROM THE USEFUL MANY IS THE UNDERLYING PHILOSOPHY OF THE PARETO PRINCIPLE

-    THERE IS A BASIC LAW OF NATURE  - THERE ARE ONLY A FEW ITEMS CONTRIBUTING TO A MAJOR SHARE OF THE OUTPUT. HENCE, BY CONTROLLING THE FEW CONTRIBUTORS A GREAT BENEFIT CAN BE DERIVED.

-    OBVIOUSLY THERE IS A MANAGEMENT PRINCIPLE HIDDEN IN THIS LAW

           DRAW THE PARETO DIAGRAM


4. CAUSE AND EFFECT DIAGRAM

THIS IS ALSO KNOWN AS ISHIKAWA DIAGRAM NAMED AFTER THE PERSON WHO INVENTED IT. OTHER NAMES ARE FISHBONE DIAGRAM, WINDOWS OF TECHNOLOGY.

-    THIS TECHNIQUE IS BASED ON THE BELIEF THAT THERE IS A CAUSE OR THERE ARE CAUSES, WHICH AFFECT ANY OUTPUT.

-    THIS IS A STRUCTURED WAY OF CAPTURING ALL THE CAUSES AFFECTING A GIVEN EFFECT

-    BRAINSTORMING IS A GOOD STARTING POINT FOR THIS TECHNIQUE

-    THE KEY SUCCESS FACTOR IN THIS TECHNIQUE IS THE ABILITY TO INVOLVE ALL CONCERNED IN AN ORGANISATION (INCLUDING WORKMEN)

-    THE TECHNIQUE OFFERS A GOOD CLASSIFICATION OF THE CAUSES FOR FURTHER ACTION

-    THE CLASSIFICATION CAN BE MAN MACHINE, METHOD, ETC. OR IT CAN BE PROCESS STAGE WISE OR IT CAN BE PART WISE FOR AN ASSEMBLY, ETC.

-    THIS TECHNIQUE CAN BE INNOVATIVELY USED FOR THE FOLLOWING:

1.    TRAINING
2.    DATA COLLECTION
3.    PROBLEM SOLVING DISCUSSIONS
4.    ON LINE UPDATION OF KNOWLEDGE
5.    FURTHER EXPLOSION OF EACH SUB CAUSE

-    THIS TECHNIQUE IS THE FOUNDATION FROM WHICH OTHER TECHNIQUES FOR THE FOLLOWING ARE BUILT:

1.    ROOT CAUSE ANALYSIS
2.    MASTER CAUSE ANALYSIS TECHNIQUE

-   THE CAUSE SHOULD REFLECT ON THE NATURE OF THE PROBLEM. WE SHOULD DIFFERENTIATE BETWEEN TECHNOLOGICAL CAUSES AND PROBLEM RELATED CAUSES. FOR EXAMPLE: TEMPERATURE MAY NOT BE A CAUSE. TEMPERATURE WILL BE A REQUIREMENT WHEREAS TEMPERATURE VARIATION WILL BE A CAUSE


           DRAW CAUSE AND EFFECT DIAGRAM


5. SCATTER DIAGRAM


-    THIS IS A DIAGRAM, WHICH DEPICTS RELATIONSHIP AND ITS NATURE.  RELATIONSHIP IS ALSO REFERRED AS CORRELATION

-    IT IS TO EXAMINE THE RELATIONSHIP BETWEEN TWO VARIABLES & LEVEL OF RELATIONSHIP

      Eg. RELATIONSHIP BETWEEN NUMBER OF COMPLAINTS AND NUMBERS OF MACHINES UNDER REPAIRS.

-    IT IS A GRAPH WITH THE INDEPENDENT VARIABLE (CAUSE) ON THE
X-AXIS AND THE DEPENDENT VARIABLE (EFFECT) ON THE Y-AXIS

-    THIS TECHNIQUE REQUIRES MEASURABLE DATA FOR ITS APPLICATION

-    THE SCALE SHOULD BE CHOSEN CORRECTLY FOR THE VISUAL ANALYSIS IN THIS TECHNIQUE

-    SOME APPLICATIONS OF THIS TECHNIQUE:

1.    FOR KNOWING THE EXISTENCE OF RELATIONSHIP

2.    FOR PROVIDING SPECIFICATIONS AND TOLERANCE

3.    FOR FURTHER COMPLEX ANALYSIS LIKE REGRESSION AND ESTABLISHING OF NATURE OF RELATIONSHIP AND EXTENT OF RELATIONSHIP

4.    FOR QUALITY ENGINEERING



5. SCATTER DIAGRAM

-    THIS IS A DIAGRAM, WHICH DEPICTS RELATIONSHIP AND ITS NATURE.  RELATIONSHIP IS ALSO REFERRED AS CORRELATION

-    IT IS TO EXAMINE THE RELATIONSHIP BETWEEN TWO VARIABLES & LEVEL OF RELATIONSHIP

      Eg. RELATIONSHIP BETWEEN NUMBER OF COMPLAINTS AND NUMBERS OF MACHINES UNDER REPAIRS.

-    IT IS A GRAPH WITH THE INDEPENDENT VARIABLE (CAUSE) ON THE
X-AXIS AND THE DEPENDENT VARIABLE (EFFECT) ON THE Y-AXIS

-    THIS TECHNIQUE REQUIRES MEASURABLE DATA FOR ITS APPLICATION

-    THE SCALE SHOULD BE CHOSEN CORRECTLY FOR THE VISUAL ANALYSIS IN THIS TECHNIQUE

-    SOME APPLICATIONS OF THIS TECHNIQUE:

1.    FOR KNOWING THE EXISTENCE OF RELATIONSHIP

2.    FOR PROVIDING SPECIFICATIONS AND TOLERANCE

3.    FOR FURTHER COMPLEX ANALYSIS LIKE REGRESSION AND ESTABLISHING OF NATURE OF RELATIONSHIP AND EXTENT OF RELATIONSHIP


4.    FOR QUALITY ENGINEERING



6. STRATIFICATION

-    THIS TECHNIQUE HAS TO BE THE FUNDAMENTAL PRINCIPLE BEHIND DATA     COLLECTION

-    STRATIFICATION HAS TO BE PLANNED IN ADVANCE OF DATA COLLECTION

-    STRATIFICATION MEANS SUB-LAYERING OR ANALYSING A SITUATION   COMPONENT OR INDIVIDUAL CONTRIBUTOR WISE. EXAMPLE: MACHINE   WISE, SHIFT WISE, BATCH WISE, PRODUCT WISE, ETC.

-   STRATIFICATION CAN BE DONE IN THE SHOP ONLY IF WE IDENTIFY THE   COMPONENTS IN A PLANNED WAY.

-   THERE ARE TWO TYPE OF STRATIFICATION THAT CAN BE DONE – PAPER   IDENTIFICATION OR PART/PRODUCT IDENTIFICATION

-    STRATIFICATION CAN BE DESIGNED INTO THE BASIC DATA SYSTEM OR IT   HAS TO BE DONE WHEN WE FACE A PROBLEM LIKE CUSTOMER   COMPLAINTS OR PRODUCT NON-CONFORMANCE

-    STRATIFICATION CAN BE PLANNED AS A PART OF THE ANALYSIS AFTER THE   CAUSE AND EFFECT DIAGRAM

                                            7. GRAPHS AND CONTROL CHARTS


          > GRAPHS:

-    THESE ARE VISUAL DEPICTION OF DATA TO FACILITATE EASY UNDERSTANDING AND FOR TAKING IMMEDIATE ACTION

-    THE SUCCESS OF THIS TECHNIQUE DEPENDS ON THE CORRECT USAGE. TYPICAL CORRECT USAGE INCLUDES:

1.    USING ONLINE

2.    PLOTTING THE DATA IN THE ORDER OF OPERATION

3.    TAKING TIMELY CORRECTIVE ACTION

4.    ABILITY TO DISTINGUISH BETWEEN RANDOM VARIATION AND SPECIFIC PATTERN

-    LINE GRAPH IS A VERY POPULAR GRAPH

-    CRITERIA FOR SELF CONTROL IS TO BE FULFILLED

-    SELF CONTROL MEANS:

1.    KNOWLEDGE OF WHAT IS TO BE DONE

2.    KNOWLEDGE OF WHAT IS BEING DONE

3.    MEANS TO TAKE REGULATORY ACTION

-    TARGET LINES AND TREND ANALYSIS ARE VERY IMPORTANT FOR ANALYSIS


        > CONTROL CHARTS:

-    THEY ARE A TYPE OF GRAPH

-    ALL THE POINTS DISCUSSED FOR GRAPHS ARE APPLICABLE

-    DATA ARE COMPARED TO COMPUTE CONTROL LIMITS, WHICH ARE ALSO   CALLED PROCESS LIMITS. THESE LIMITS ARE COMPUTED BASED ON   ACTUAL PAST DATA

-    RUNNING A PROCESS IN A PREDICTABLE FASHION IS THE GOAL OF THE   CONTROL CHARTS

-    TIMELY ACTION ON OUT OF CONTROL POINTS IS THE KEY TO THE SUCCESS   OF THIS TECHNIQUE

-    ANY CONTROL CHART CONSISTS OF THREE LINES (UPPER CONTROL LIMIT,   MEAN, LOWER CONTROL LIMIT)

-    THERE ARE DIFFERENT TYPES OF CONTROL CHARTS DEPENDING ON THE     NATURE OF DATA USED LIKE VARIABLE AND ATTRIBUTE DATA

-    SOME CONTROL CHARTS ARE X-BAR CHART, p CHART, c CHART.

-    A CONTROL CHART CORRECTLY USED CAN ACHIEVE THE FOLLOWING   SIMULTANEOUSLY:

1.    REDUCING VARIATION

2.    INCREASING PRODUCTIVITY

3.    REDUCING COST BY ELIMINATING INSPECTION

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