Small Enterprise Association of Australia and New Zealand

26th Annual SEAANZ Conference Proceedings

11-12 Sydney 2013

Leveraging Six Sigma Disciplines to Reduce Scrap in

Indian Foundry SMEs
Bikram Jit Singh and Dinesh Khanduja
Mechanical Engineering Department, Maharishi Markandeshwar University, Sadopur, Ambala
(Haryana) India, contact: Email: chann461@yahoo.com; Mechanical Engineering Department, National
Institute of Technology Kurukshetra, India.

Abstract:
The study focuses on scrap reduction in foundries and tries to find out the reasons of low productivity
index among Indian subcontinent. It briefly discusses some facts and figures about foundry scenario in
world and in the India. The Indian foundry industry is the fourth largest in the world. There are more
than 70,000 foundries in India and most foundries (nearly 95%) fall under small and medium scale
category. For global competitiveness, Indian industries need overall operational and service excellence
and are extensively engaged in Quality Circles, TQM and ISO Certifications. However, these methods
have failed to deliver required performance over the last decade or so. The average growth rate of
productivity for Indian SMEs has been 4.95% in comparison to 7.31% for China, 9.45% for Singapore and
8.65% for Pakistan. It seems a comprehensive quality approach like Six Sigma is not fully explored
among Indian industries. This paper tends to shatter the various phobias of SMEs in context of Six Sigma
concepts and its implementation by validating the compatibility of it by performing a case study in an
Indian environment itself. In present case, overall sigma level has been raised by 0.24 by reducing the
scrap of a non-ferrous piston foundry from 22% to 10% after successfully implementing the DMAIC
(Define-Measure-Analyse-Improve-Control) methodology of Six Sigma.
Keywords: Productivity, Non-Ferrous Foundry, DMAIC, Susceptible Sources of Variations
(SSVs), Analysis of Variance (ANOVA), Design of Experiments (DOE)
copyright Singh and Khanduja (2013) all rights reserved.
This article may be used for research, teaching, and private study purposes. Any substantial or
systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or
distribution in any form to anyone is expressly forbidden.

INTRODUCTION
India has around 5500 foundries, producing about 3.24 MT of castings worth ten millions (Government
of India, 2002). These units are mostly located in clusters with numbers varying from less than 100 to
around 400 per cluster. Some of the notable clusters in this regard are Agra, Howrah, Batala,
Coimbatore, Kolhapur, Rajkot and Belgaum (Chhabilendra and Roul, 2001). The foundry produces a wide
variety of castings such as manhole covers, pipe and pipe fittings, sanitary items, tube well body, metric
weights, automobile components, railway parts, electric motor, fan body etc. 90% of the castings
produced are from the Small Scale Industry sector (Government of India, 2006). India has exported
castings worth USD 131.35 Million and sanitary castings worth USD 55.39 in 1999-2000, mainly to USA
and Europe (Alistair Nolan, 2003).

LITERATURE REVIEW
In India, productivity levels of SMEs are alarmingly low due to host of problems (Director of Industries,
2003). For higher productivity in SMEs, Defects reduction will be one of the most promising and viable
strategy and it will also be capable to cope up the emerging future challenges (Antony et al., 2005). Six
Sigma concept has been widely used in manufacturing sector from last 25 years as company like
Motorola has been improving its processes since 1986 by using its defect reduction approach (Eckes,
2001). Similarly manufacturing giants like General Electric and Honey Well have been using it as cycle
time reduction tool, since 1996 (Zu et al., 2011). Other well-known companies like Ford, Caterpillar, Our
lady of Lourdes medical centre, LG and Samsung etc. are also practicing Six Sigma as a quality
improvement technique in their respective manufacturing processes from 1999. Table 1 cites major
works of the researchers related to application of Six Sigma in manufacturing sector during the past
decade.
After analyzing significant contribution of Six Sigma approach among SMEs, an effort has been made to
implement DMAIC methodology in non-ferrous (medium scale) foundry, without ignoring its existing
Indian constraints. It further demystifies various myths regarding Six Sigma and SMEs, specifically for the
foundry units.

Table-1: Application of Six Sigma in Manufacturing Sector

SN

Author(s)

Company / Unit

Parameters

Achievements

1.

Henderson &
Evans (2000)

General Electric
Company

Implementation as a quality
tool. Reduced the cycle time
at repair shops.

Annual saving of $2 billion

Process improvement done

2.

Ingle and Roe

(2001)

Medium sized welding

unit

Optimization of welding
process parameters

3.

Does et al.
(2002)

A bulb manufacturing
SME

Improve the process and

reduced the shell cracking of
bulbs

Joint strength is increased by

26% and scrap work is
reduced by 3%
Sigma level increased from 3.1
to 4.5

6.

Hollenstein
(2005)

A medium scale IC
engine manufacturing
unit

Improve the Cpk

Process capability improved

from 1.1 to 2.9

7.

Andersson et
al. (2006)

A gravity die casting unit

Casting scrap reduced from

23% to 11%

40% reduction in
manufacturing cost with
annual savings of $72000 p.a.

8.

Lin
et al.
(2008)

Cranberry Drinks Ltd.

Improvement in packing
process.

DPMO level improved from

3011 to 178 only. 17%
reduction in packing time.

9.

Antony and
Desai (2009)

Wilson Tools

Shorten the heat treatment

time

Roughly $10000 per year

savings. 2% reduction in
overall Lead time

10.

Singh
and
Khanduja
(2010)

A copper wire
manufacturing plant

Quality improvement in rolling

operation

Defect are decreased by 19%

within nine months of DMAIC
project

[[[[[

PROBLEM FORMULATION
In India, manufacturing industries like foundries do not enjoy monopoly but they have to face
competition (Chaganti and Greene, 2002). To overcome this problem and to retain the share of the
market, it is necessary to constantly improve the quality of the cast product without increasing price of
the products. The price is influenced by the cost of production, which in turn is influenced by rework or
rejection. Attention to quality assurance can reduce the wasteful rework. Aiming for quality in the first
instance can reduce the cost of casting production. This quality production results in the companys
growth and profitability. Among various reasons responsible for this malady, low utilization of
productive capacity is the major reason, which should cause concern for production planning and for
this capacity waste, rejection and scrap accounts for a major share (Hollenstein, 2005). The technology
gap is alarming and a company in India spends less than 0.6% on average, of its turnover on R&D as
against the world average of 2.5% (Coronado and Antony, 2002). In a small unit, where investment in
plant and machinery is less than Rs.10 million, productivity and profitability are indispensable to assess

the performance of such an organization. Arita and McCann (2002) in their study have observed that
reduction in cost and product rejection rate are among the main pressures on small units. The main
barriers for these units to be competitive are inadequate technologies causing lot of defects, poor
human expertise and scarcity of resources impairs their ability to become internationalized (Lucas,
2002).

METHODOLOGY ADOPTED
For global competitiveness, Indian industries are working hard to achieve overall operational excellence
in their business (Zu et al., 2011). Six Sigma has evolved into a powerful business improvement
methodology in many Indian industries and its importance is growing (Voelkel, 2002). Within Indian
SMEs, this paper has validated the concept of Six Sigma successfully by unveiling a tested DIMAC
methodology for foundry SMEs. In the present market, competitors are looking for flexibility and shorter
production lead times because only such a configuration of production system can fulfil the everchanging demands of customers (Antony, 2004). But for this it is necessary to have less scrap as it is well
known that this will result into economic production (Eckes, 2001). To handle these challenges,
competitors are forced to move towards such strategies/techniques which can make production less
costly and of optimum quality. Wright and Basu (2008) highlight that by Scrap reduction, one can have
maximum utilization of machine or equipment, which will obviously enhance the production rate and
make the overall production more feasible. This can be remarkably tackled by inculcating above cited
DMAIC approach uniformly in the given foundry conditions, particularly in foundry SMEs of India. Six
Sigma is a highly structured program developed by Motorola and used to improve quality world widely
(Singh and Khanduja, 2010). This contains a number of management and statistical tools and techniques
in its respective phases (Lin et al., 2008). There is always a risk of choosing wrong tools due to
negligence or production constraints for performing improvements, that ultimately leads to failure of
this approach and it only bounds to produce paper work projects that are far away from real world
savings. The proposed work tries to simplify the phases of Six Sigma and categories the given
tools/techniques with respect to their utility and further successfully validates its effectiveness by
conducting a successful case study in a non-ferrous foundry.
Literature review also shows that Six Sigma research has been mostly empirical in nature which
reinforces the use of real-world data. Case study was the dominant approach in Six Sigma research and
this is perhaps due to the fact that quality problems in manufacturing and service contexts are usually
treated as a case in terms of documentation and analysis. Figure 1.9 defines the growing gap over the
years between case study method and other research methods, particularly survey research. Case study
method is used to document and analyze Six Sigma implementation in particular contexts; industry,
service, process or phase of a specific project. In addition, the lack of implementing Six Sigma tools and
methodologies across a wide range of processes or organizations makes the use of survey approach
impractical. The graph in figure 1 shows that case study based approach has been well acceptable and
successful since 1992, as far as Six Sigma concept and its implementation are concerned. From 2004 to
2008, researchers seem to be using this approach exponentially as compared to survey based and

review based frameworks by analyzing the benefits and authenticity of case study based works in the
field of Six Sigma.

Figure-1: Historical Trend of Six Sigma Implementations

(Source; Aboelmaged, 2009)

The present work has taken this case study based approach to achieve the pre-defined goals and
objectives relating to Six Sigma implementation in Indian foundries.

A CASE STUDY
A case study has been carried out in a non-ferrous foundry at Federal Mogul India Limited Bhadurgarh,
Patiala (Punjab) which casts around 9.5 million pistons annually. Foundry has a covered area of about
50144 m2 and was established in 1954. It is a medium scale unit used to cast pistons for export to US
and uses mostly semi-automatic die casting machines. Dies of different types of pistons have been
installed on machines as per the monthly planning/scheduling and pouring of metal is performed
manually by operators. Foundry under consideration is used to cast piston of diameter ranging from
30mm to 300mm and capable to manufacture 13 million pistons per annum. In July 2010, a six months
Six Sigma project was initiated to reduce the scrap of export-pistons (form 22% to 10% approximately).
The main five phases of project (Define, Measure, Analyse, Improve and Control) have been executed in
the given foundry environment to make the Six Sigma implementation more compatible with the
present dynamic environments of foundry industry.

Define phase
The first step was to precisely define the problem, keeping in mind business objectives, customer needs
and feedback (Singh and Khanduja, 2012a). This involves identification of Critical to Quality (CTQ) issues
and other items that have an impact on quality and customer satisfaction.
Major Tools Used: Voice of Customer (QFD), Project Charter, Project Scheduler, Historical analysis of
problem, Process by Value Stream Mapping and Project Goals.
Findings: The house of quality was generated to hear the voice of customers effectively and reduction
in casting scrap has been adopted as the most critical issue (refer figure 2). To define the problem of
large scrap quantitatively, previous six months data was collected regarding scrap and good pieces from
production reports. It was found that H-749 pistons had around 20% to 24% of scrap, which was causing
substantial financial and non-financial losses. The impact of high rejection became clearly obvious as net
rejection cost came out to be around Rs.30,70,000/-per annum and is substantial for a medium scale
foundry. For intense focusing on the foundry. The whole process was mapped (refer figure 3). Key
process input variables at each operation were found out and further classified into three categories;
Noise Variables, Critic Variables and Controlled Variables respectively.

Measure phase
Measure phase is the second step after defining the problem which involves measurement system
analysis, capability studies and finding performance gaps for the identified problem (Singh and
Khanduja, 2012c).
Major Tools Used: Sigma Calculator, Pareto Charts, Cause and Effect Matrix, Gauge R&R study, Bias
Checking and Stability Test.
Findings: The existing sigma level of casting process has been calculated by a sigma calculator that works
on the principle of DPMO and this was calculated as 3.43 for the process. The existing foundry process
has been mapped minutely and drawn as in figure 3 ahead. Pareto chart has defined all the 20% factors
that are causing 80% of the problem (see figure 4). In the present case shrinkage at ring zone and skirt,
bottom thickness (BT) variation, blow holes in ring zone and bottom, cold lap and porosity are emerging
as the prime reasons of high casting scrap in H-749 pistons.

10

Reduction in Production Cost

Satisfy Quality Initiatives (Overall Quality of the Product)

Cycle Time Reduction

Reduce Rework

Strong Information System

Accountabilty of Supplied Product

Less Dimensional Problems

Develop Closer Supplier Relations

Reduce Waste

IMPORTANCE RATING OF X's

TARGET VALUE OF CTC (Critical to Customer) FACTOR

45

15

15

15

Efficient Scheduling to
complete Production Orders

M
15

Good Inspection Plans

H
45

Less Die/Machine Set up time

H
45

Reduction in Scrap due to

Casting Defects

M
15

Good Process Controls

M
15

Evaultion of Vendors

Training Plans for Work Force

Meet Deadlines/Schedules

Technology
Upgradation/Innovation

Importance to Customer

VOC ( Machine Shop)

Ensure Adherence of Quality

System

TARGET DIRECTION

Implementation of
Maintenance Schedules

Figure-2: House of Quality

15

45

15

15

15

15

15

12

12

12

36

36

12

15

45

45

15

15

15

45

15

15

15

15

27

27

27

12

12

12

12

15

45

15

15

15

15

27

15

15

45

15

15

15

15

45

45

106

153

256

110

75

170

131

172

123

95

10%
Targer Directions

Symbol
H

Relationship Between X & Y

Strong (H)

Rating
9

Medium (M)

Less is Better

Weak (W)

Specific Amount

No Relation (N)

More is Better

Completeness
Criteria

230

150

128

155

125

48

117

130

78

230

Figure-3: Process Mapping with Key Performance Input Variables (KPIVs)

Step 5:

Write Down and Classify the Key Process Input

Die temperature
Die coating density
Spray gun

10

Charge relation
(60 Ingot /40 scrap)

Free of humidity
Free of slag

40

Si

50

Pouring speed
Ladle cleaning
Metal temperature
Die Coating
Water cooling time
Water coling temp.

Water cooling
system
Cycle time

Time
ID=1,5 max.

Temperature

30

20

Metal Temp.
N2 Flow
RPM
Time

70

60

80

90
F

B,C

No
Ingate separation

100

AQFD

J,K,L
170

160

Si

150
Chemical Analysis
No
Microstructure
Hardness

Q.A. Release card

I
140

130

Si

Temperature
Time

No

120

110

Free of visual
defects
Separate in baskets by
cavity

Scrap

Scrap

Steps
Input Classification
Critic
Controlled
Noise

10.- Die preparation

20.- Ingots transportation to foundry
30.- Ingots storage (in Cell)
40.- Furnace charge
50.- Melting

A.B.C.D.E.F.G.H.I.J.K.L.-

60.- Degassing and flux treatment

70.- Holding time and impurity flotation
80.- Start up casting cell machine
90.- Pouring
100.- Croppers
110.- AQFD
120.- Visual inspection and baskets accommodation
130.- Storage before heat treatment
140.- Heat Treatment
150.- Q.A. Release
160.- Transportation to release material area
170.- Storage before machining

CTQ's
Die coating
Furnace charge relation
Molten metal temperature
Density Index (ID)
Cycle time
Pouring speed
AQFD
Without visual defects
Aging
Microstructure
Hardness
Chemical analysis

Figure-4: Pareto Chart for Defect Analysis

Pareto Chart of H-749
1200

100
80

800

60

600

40

400

20

200
DEFECTS

ne
on one one tom tom kir t kir t side lap ther
t
t
S yS
Zo riati
Z
Z
n
ld
O
Bo
Bo ge
a
it
s I Co
ng
ng
ng
Ri ss v s Ri y Ri age oles inka r os l ank
e
Po f. B
ag ckne ole osit r ink w H Shr
k
H
r
h
i
n
o
S
De
ri
th ow
Po
Bl
l
Sh om
B
tt
Bo
NUMBERS
Percent
Cum %

Percent

NUMBERS

1000

426 203 133 99 98 52 40 32 26 19

52
36.1 17.2 11.3 8.4 8.3 4.4 3.4 2.7 2.2 1.6 4.4
36.1 53.3 64.6 73.0 81.3 85.7 89.1 91.8 94.0 95.6100.0

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26 Annual SEAANZ Conference 2013

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By conducting Cause & effect Analysis, Process parameters (SSVs) like; In-gate Design, Die
Temperature, Die Coating Thickness, Alloy Temperature, Discharge of Cooling Water, Shift
Dependency and Delay during Casting have been measured as the main reasons of the above defects
in piston castings. The next crucial step in the measurement phase is the measurement of the
accuracy and precision of already in-use measuring equipment s or gauges. In the present case, it
was decided to validate the calibration by conducting Gage R&R study for bottom thickness gauge
(BT gauge), bias checking of immersion pyrometer and stability test of Vac-tester (metal density
checker) respectively.

Analyze phase
At the end of Measure Phase, seven critical to quality (CTQ) process parameters were short listed
and these seemed to be the major reasons for high scrap. As per DMAIC methodology, before
targeting these susceptible sources of variations (SSVs) through Improve Phase, the authenticity
and impact realization of each SSV on scrap, is required to be judged by conducting suitable
investigation under Analyse Phase. This phase helps to focus improvement efforts on those SSVs
which can be highly significant (Singh and Khanduja, 2011a).
Major tools used: Table 2 gives a summary of various quantitative and qualitative techniques/tools
used for analyzing the measured critical to quality (CTQ) process parameters.
Tables-2: Identifying Analytical Tools for Each SSV
Analysis Technique

Hypothesis Testing (OFAT)

Tool

SSV Analyzed

Chi Square Test

Analysis of Shift dependency

One Way ANOVA

Die Coating thickness

In gate design

Two Sample t-Test

Discharge of cooling water
Alloy temperature
MFAT

Multi Regression

Die temperature
Delay time

Findings: After this phase, it is amply clear that out of the seven susceptible sources of variations
(SSVs), only four are actually responsible for high value of scrap and these are: Ingate Design, Die
Temperature, Delay Time and Discharge of Cooling Water. Unwanted SSVs have been omitted which
seems to be vital for being focused on serious issues for reducing the scrap significantly. Outcomes
of this phase have been summarized in table 3.

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26 Annual SEAANZ Conference 2013

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Table-3: Out Comes of Analyse Phase

(Row obs. total) * (Column obs. total)

B.T.vary
1
13
10.47
0.613

B. hole Prsty Shrkg Dep. C. lap

P.H. defect
4
1
3
2
1
2
4.05
2.03
3.71
1.69
2.03
2.03
0.001 0.520 0.137 0.058 0.520 0.000

Total
26

Grand observation Total

Expected Value of B.T. in Defect

type of the N/S
E = (26 X 31)/77 = 10.47
2

Total

8
9.66
0.286

6
3.74
1.365

2
1.87
0.009

3
3.43
0.054

10
10.87
0.070

2
4.21
1.158

3
2.10
0.382

5
3.86
0.339

31

12

1
1.56
0.200

2
1.87
0.009

2
1.87
0.009

2
1.75
0.035

3
2.10
0.382

2
2.10
0.005

11

Chi-Square = (O-E) / E

24

Chi-Square = (13-10.47) /10.47

= 0.613
27

Since P Value > 0.05 ;

Reject Ha , Accept Ho
77

Hence Scrap in piston

foundry is independent of shifts
Chi-Sq = 6.150,

Effect of Die Coating Thickness:

Under given temperature and time
conditions, die has been made to run
with various coating thicknesses (i.e.
at 50 microns, 80 microns 110
microns
and
140
microns)
separately. After giving input of
above data, Minitab has compiled
Analysis of Variance for all the four
groups and generated p value as
0.932 at 95% confidence level. It
implies again that the null
hypothesis is acceptable. The graph
drawn shows less variation among
the mean of all populations. Hence
this factor seems to be less
significant in context of high casting
scrap.
Impact of In-gate Design: This
analysis contains two groups and
each has samples less than 30, hence
2-sample t-test is best for such type
of data populations. For this analysis,
two piston dies of H-749 have been
selected, one has existing runner
3
riser volume (i.e. 250-260 cm ) and
other is modified to the volume of
3
runner riser up to 260-270 cm (by
altering the gate design). t-value is
coming out to be 4.63 and
probability value (p) is 0.001, which
is less than 0
confidence). It concludes that the
null hypothesis has been rejected in
the favour of alternate hypothesis
for the given two populations.

Expected
value
=

Session Confirmation from Minitab

DF = 12,

P-Value = 0.908

10.0
9.9

Data

9.8
9.7
9.6
9.5

e
Di

g
in
at
co

ss
ne
ck
i
th

m
50

e
Di

g
in
at
co

ss
ne
ck
i
th

m
80

e
Di

a
co

g
tin

ne
ick
th

ss

m
0
11

e
Di

g
in
at
co

ne
ick
th

ss

m
0
14

Boxplot of With Existing volume of Runner, With Enlarged volume of Runner

22.00%
20.00%
18.00%
Data

Analysis of Shift Dependency: The

overall chi- square value is coming
out to be 6.150 and value of p is
0.908 at 12 degree of freedoms. As it
is higher than 0.005. The null
hypothesis cannot be rejected at 5%
significance level. Therefore there is
no difference between the mean
scrap value of morning, afternoon
and night shift. Hence it makes clear
that this factor does not contribute
to scrap in the shop-floor and can be
dropped here only.

16.00%
14.00%

12.00%
10.00%
With Existing volume of Runner

With Enlarged volume of Runner

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26 Annual SEAANZ Conference 2013

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It implies that with increase in

runner and riser volume (or altering
In-gate design) casting defects are
reducing.

Discharge of Cooling Water: The p

value for this factor is less than 0.05
while conducting the 2 sample t-test.

Analysis of Process Parameters: In

the present study, three process
parameters
(namely;
Alloy
temperature, Die temperature and
Delay time) have been measured as
more critical as far as question of
high casting scrap of piston castings
is raised. In order to verify their
dependability on dependent out-put
variable (scrap), the Six Sigma team
has decided to perform Multiregression analysis.
The regression calculations and
results have been quoted in sideline
figure. From the calculated p values,
it represents Alloy temperature is in
control conditions and only Delay inbetween casting process and Die
temperature are impacting casting
scrap seriously.

So, Discharge of cooling water has also erupted as major factor for
casting defects as null hypothesis of no affect has been rejected.

Regression Analysis: %age of Scrap versus Alloy Temp., Stoppage (in secs) & Die Temp.
The regression equation is
%age of Scrap = 114 + 0.118 Alloy Temperature + 0.306 Stoppage (in Sec) - 0.745 Die Temp
Predictor
Constant

Coef
114.4

SE Coef
476.2

T
0.24

P
0.822

Alloy Temperature

0.1184

0.6554

0.18

0.865

Stoppage (IN Sec)

0.30615

0.08153

3.76

0.020

Die Temp

-0.7454

0.2130

-3.50

0.025

S = 7.70734

Source
Alloy Temperature
Stoppage (IN Sec)
Die Temp

DF
1
1
1

Seq SS
129.92
343.56
727.28

MS
F
400.25 6.74
59.40

It implies it is already in control.

As P<0.05 for Stoppage or delay

It effects Scrap positively.

As P<0.05 for Die temperature

It also effects Scrap.

R-Sq = 83.5% R-Sq(adj) = 71.1%

Analysis of Variance
Source
DF
SS
Regression
3 1200.75
Residual Error
4
237.61
Total
7
1438.37

As P>0.05 for Alloy temp.

P
0.048

As P<0.05 for overall regression

It implies input variables have
impact on dependent variables.

Improve phase
In this phase actions are piloted and real tolerances are established to deliver desired
performance (Singh and Khanduja, 2011b). Various suggestions and new activities have
been added during optimization of the out-put variable.
Major Tools Used: Design of Experiments (DOE).
Findings: Scrap reduction is the main problem which depends upon four selected casting

process variables (factors). Each factor is defined in terms of high and low values of levels
(refer to table 4). To realize the effect of each factor or their interactional impact on scrap,
full factorial design has been selected for optimizing the process in-put factors. No blocking
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26 Annual SEAANZ Conference 2013

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is used and experiments were replicated twice for suitable accuracy. So it requires 24
experiments and for generating effective impacts of each factor over the response, random
repetition of 16 experiments or total 32 runs were performed.
Table-4 Two Levels of each Critical Factor

(D) Volume of R & R

(A) Die Temp (in

Degrees)

(B) Discharge of Water (Liter Per

Minute)

(C)
Delay
(Seconds)

Low

250

60

260

High

330

10

180

285

Factors/Levels

(cm )

Scrap value has been calculated for each run. Figure 5 shows the analysis of the orthogonal
matrix of experiments through Minitab Statistical Software.
Figure-5: DOE Statistics
Factorial Fit: Scrap (%) versus Die Temp, Discharge of water,
Estimated Effects and Coefficients for Scrap (%) (coded units)
Term
Constant
Die Temp
Discharge of water
Delay
Volume of R&R
Die Temp*Discharge of water
Die Temp*Delay
Die Temp*Volume of R&R
Discharge of water*Delay
Discharge of water*Volume of R&R
Delay*Volume of R&R
Die Temp*Discharge of water*Delay
Die Temp*Discharge of water*
Volume of R&R
Die Temp*Delay*Volume of R&R
Discharge of water*Delay*
Volume of R&R
Die Temp*Discharge of water*Delay*
Volume of R&R
S = 0.770552
R-Sq = 97.09%

PRESS = 38
R-Sq(pred) = 88.36%

Effect
3.937
-1.813
0.438
-4.313
0.062
-0.187
0.563
-0.687
0.312
-0.187
0.187
-0.813

Coef SE Coef
T
14.281
0.1362 104.84
1.969
0.1362
14.45
-0.906
0.1362
-6.65
0.219
0.1362
1.61
-2.156
0.1362 -15.83
0.031
0.1362
0.23
-0.094
0.1362
-0.69
0.281
0.1362
2.06
-0.344
0.1362
-2.52
0.156
0.1362
1.15
-0.094
0.1362
-0.69
0.094
0.1362
0.69
-0.406
0.1362
-2.98

P
0.000
0.000
0.001
0.128
0.002
0.821
0.501
0.056
0.026
0.268
0.501
0.501
0.009

-0.313
-0.313

-0.156
-0.156

0.1362
0.1362

-1.15
-1.15

0.268
0.268

-0.437

-0.219

0.1362

-1.61

0.128

R-Sq(adj) = 94.36%

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In the present case, it has been found that A, B, D, BC and ABD are more critical factors and factor
interactions, that are affecting overall casting scrap substantially. These are dotted in red and lying
far away from the normal plot line of standardized effects. Figure 6 represents the relative
percentage of significance for every factor responsible for scrap. The main effect plots have been
drawn to describe the individual effect of each factor on the response. Figure 7 shows four factors
plotted in between their respective two levels and against scrap to show their impact,
independently. The slope of the main effect line in each plot represents the high impact of that
factor on response.
Figure-6: Normal Plot of Effects to Foreground CTQ Factors
Normal Plot of the Standardized Effects
(response is Scrap (%), Alpha = .05)

99
A

95

F actor
A
B
C
D

90
80

Percent

Effect Ty pe
Not Significant
Significant

70

N ame
D ie Temp
D ischarge of w ater
D elay
V olume of R&R

60
50
40
30

BC
A BD

20
B

10
5

-20

-15

-10

-5
0
5
Standardized Effect

10

15

Figure-7: Main-Effect Plot (OFAT)

Main Effects Plot for Scrap (%)
Data Means

Die Temp

Discharge of water

16
15
14

Mean

13
12
250

330

Delay

10
Volume of R&R

16
15
14
13
12
60

180

260

285

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Plots for two-way interactions have been presented in figure 8. Graphically it is obvious that BC (or
combined effect of discharge of cooling water and delay) has vital impact on scrap, as two effects
are crossing with each other.
Similarly other interactions of delay with volume of R&R and die temperature are also affecting
scrap up to a certain level but the main effect of delay was coming out to be less significant. Out of
three two-way interactions of delay, the combination with discharge (C) seems to be more effective.
Figure-8: Two-way Interactions (MFAT)
Interaction Plot for Scrap (%)
Data Means

10

260

285
18
15

Die Temp
12
18

Die
Temp
250
330
Discharge
of water
7
10

15
Discharge of water
12
18
15
Delay

Delay
60
180

12
18

Volume
of R&R
260
285

15
Volume of R&R
12

250

330

60

180

Three-way interactions have also been analyzed but only the ABD interaction was significant,
therefore a cube plot has been generated in figure 9 describing all possible three-way interactions of
input process factors in the ABD group.
Figure-9: Cube Plot for Critical Three Way Interaction (ABD)
Cube Plot (data means) for Scrap (%)
9.50

13.25

13.25

17.50

10

Discharge of water 10.25

15.50
285

16.25

18.75

250

330

Volume of R&R
260

Die Temp

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Response Optimizer or Overlaid Contour Plot has been used to obtain a numerical and graphical
analysis. All the factors and their starting lower levels have been quoted in optimizer. The existing
value and required target value of the response are fed with possible upper and lower values. The
optimizer in Minitab software shows results at 99% desirability (see figure 10). The results are placed
in the form of a solution to the problem and quoted in red colour. These optimized values of
respective factors had reduced the piston scrap up to 10% as per the calculations of Minitabs
response optimizer tool.
Figure-10 Optimization of Process Parameters
Optimal
High
D
Cur
0.99998 Low

Die Temp
330.0
[250.0]
250.0

Discharg
10.0
[9.9602]
7.0

Delay
180.0
[136.3636]
60.0

Volume o
285.0
[281.7172]
260.0

Composite
Desirability
0.99998

Scrap (%
Targ: 10.0
y = 10.0002
d = 0.99998

Later, it was estimated that an approximate saving of Rs.16,78,000/- per annum has been achieved
by reducing the scrap of H-749 pistons from around 22% to 10% (in first attempt). It is a great
achievement for a medium scale non-ferrous Indian foundry.

Control phase
During this phase, process monitoring and corrective or preventive actions are documented and
executed. Basically this phase tries to check and monitor the improved process and its parametric
values.
Major tools used: Control Plan, p-Chart for overall scrap tracking.
Findings: In order to control the concerned parameters at their improved values, necessary
modification in control plan of casting process has been done as per the output of DOE. After brain
storming, maximum tolerance limits for metal temperature, water temperature and cooling time etc
were fixed. It is recommended to check 5-S condition of casting work station daily by visual
inspection by the Production Supervisor. The overall sigma level has been raised by 0.24. The Runner
& Riser volume has been increased permanently as per recommendations of DOE results. It was also
decided to monitor the overall casting scrap due to other reasons and scrap is further controlled by
drawing p-charts daily by inspection supervisor in general shift. The one month data for p charts has
been collected and shown in figure 11, which predicts the day to day current status of scrap in piston
foundry. These control measures have successfully run the piston foundry for consecutive two
months at around 10.4 % scrap only.
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Figure-11: p-Chart for Scrap Monitoring

p-value (np/n) chart
0.20
1

individual p values

0.18

1
1

0.16
1

0.14

UCL=0.1380

0.12

_
X=0.1043

0.10
0.08
0.06

LCL=0.0707

c
c
c
c
c
c
c
c
ec
ec
ec
De
De
De
De
De
De
De
De
tD
hD
hD
th
th
th
th
th
th
st
nd
1s
1
4t
7t
0
3
6
9
5
8
2
3
1
1
1
1
2
2
2
Time

The Control phase has been integrated to configure infrastructure (hardware and software) and to
with-hold the settings, improvements, adjustments and optimizations performed during Six Sigma
case- study, with passage of time. This phase may also include some Value-Engineering proposals for
input parameters to resist changes in improved process variables, like:
Proper On-the-job training schedule for awareness of all the concerned shop floor staff, so that their
code of conduct becomes positive and responsive to tackle responsibilities. For more awareness and
to understand the significance of Six Sigma improvements, a Six Sigma Corner should be developed
in the middle of production floor that should usually be operated by a black belt champion.
A comprehensive check list to cover every factor of all phases could be helpful to related work force
in reminding vital steps at the right time.
A Process-Indicator board (look figure 12) has been specifically designed to mitigate the execution
of all the casting activities/set up activities of H-749 pistons in a desired sequence like die
installation, setting of cooling time and emergency timer, installing of top frame of die with ram of
machine, alignment of top and bottom frame of die, level of molten metal in the holding-furnace,
metal temperature reading and checking of proper water supply connections with die top etc.,
before commencing regular production runs. It also supports important process variables like die
temperature, cooling water temperature and control over cycle time with series of successive
indicators, once the relevant check or activity has been performed or ensured successfully. Proper
hooters have also been installed with the board to warn the machine operators in case of missing of
any casting activity or its parameters settings. It really makes the whole die casting process well
sustained and ensures optimisation of relevant variables efficiently and as per process requirements.
Three patrol teams of expert casting operators are constituted to vigil the critical foundry processes
and their vital parameters, while patrolling in each shift.
To sustain the overall improvements acquired by DMAIC process, one executive level person to be
deputed to have a round at least once a week on the production shop floor, so that value adding
activities can be performed in a more controlled and consistent manner in future.
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Audit sheets and work instructions to be displayed for sustaining proper execution of various
foundry processes.
Figure-12: Process Indicator Board

Process to be supported suitably by an appropriate implementation of principle of 5-S, safety rules

and good practices in the foundry.
The Control phase tends to support the improved process and ensures the process execution in
between the controlled limits by total cultural improvement of given production environment. It
leads to stability of the system, which ultimately causes the customer satisfaction. The Control phase
has also raised future hopes for much more profitability by implementing such Six Sigma cases for
other parts like; for domestic gasoline and diesel vehicle pistons etc.

CONCLUSIONS
Manuscript has significantly reaffirmed the efficacy of Six Sigma strategy in Indian foundry industry
by reducing scrap/waste from the operations, thus greatly improving the production efficiency.
Project based approach for Six Sigma implementation (rather planning, training or investing in
different phases of Six Sigma approach) is more motivating and helps a lot to demystify various fears
on Six Sigma. A cadre with sound theoretical knowledge on different statistical tools and software
needs to be built up in the management, so as to bridge the gap between the theory and practice of
Six Sigma and appreciate its potential while bringing in business excellence (Singh and Khanduja,
2012b).
Beside non-ferrous foundries, Six Sigma approach can be explored for ferrous foundries to bring
breakthrough in rejections and increase yield per annum. It can also be used in energy intensive
units, as it not only enhances productivity by process improvement but also it is a step to create
zero defect units which indirectly reap huge energy/power savings. Apart from foundry industries,
other manufacturing sectors like forging, forming, welding and machining industries can also take
benefits to lean their respective business operations. Six Sigma should further be explored in service
sector like; hospitals, offices, banking, traffic etc. Through an extensive literature search, it was
observed that very little documentation exists in the application of Six Sigma to education sector.
This approach will bring paradigm shifts in enterprises by inculcating high skill levels among their
management personnel, managers, engineers, practitioners or even workers. The challenge for all
organizations is to integrate Six Sigma into their core business processes and operations rather than
managing it as a separate initiative. Six Sigma, a systematic framework for quality improvement and
business excellence, has been widely publicized in recent years as the most effective means to
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combat quality problems and win customer satisfaction but it is still at its infancy stage as far as
Indian industries are concerned.

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Acknowledgement - We acknowledge concerned industrial personnel for their time to time
technical help while conducting the Case study. We are also grateful to Reviewers of SEAAZ-2013 for
giving us valuable suggestions to formulate the manuscript in present form.

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