• Journal of Korean Society for Quality Management
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• v.34 no.1
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• pp.1-12
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• 2006

This paper presents a six sigma project for improving gate painting quality in a medium-sized automotive part company. The project follows a disciplined process of five macro phases: Define, Measure, Analyze, Improve, and Control. A CTQ(critical to quality) is determined based on COPQ(cost of poor quality) analysis, and a process map is utilized for identifying process input variables. Three KPIV s(key process input variable) are selected; Painting Temperature, Painting Quantity, and Painting Viscosity, and DOE(design of experiments) is utilized for finding the optimal process conditions for three KPIVs. MINITAB software is used for data analyses and DOE. The sigma level of defects rate has improved from 2.93 to 3.66.

• Journal of Korean Society for Quality Management
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• v.38 no.3
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• pp.439-448
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• 2010

Since the six sigma strategy was first introduced to Motorola in 1987, it has been taken as an important business strategy to strengthen the competitiveness of leading companies in the global competitiveness environm ent. This paper presents a six sigma project to reduce the cycle time of assembly line in a medium size automotive part company. The project follows a structured methodology of DMAIC cycle which consists of Define, Measure, Analyze, Improve, and Control. A CTQ is determined based on COPQ analysis, and a process map is utilized for identifying process input variables. As a result of the project, two assembly lines are converted to cell line production lines. The cycle times become 55 sec./unit and 64 sec./unit from 64 sec./unit and 83 sec./unit at the beginning of the project, respectively.