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Process capability indices measure how much "natural variation" a process experiences relative to its specification limits, and allows different processes to be compared to how well an organization controls them. Somewhat counterintuitively, higher index values indicate better performance, with zero indicating high deviation.
The process capability is a measurable property of a process to the specification, expressed as a process capability index (e.g., C pk or C pm) or as a process performance index (e.g., P pk or P pm ). The output of this measurement is often illustrated by a histogram and calculations that predict how many parts will be produced out of ...
Process performance index. In process improvement efforts, the process performance index is an estimate of the process capability of a process during its initial set-up, before it has been brought into a state of statistical control. [1]
A process capability analysis may be performed on a stable process to predict the ability of the process to produce "conforming product" in the future. A stable process can be demonstrated by a process signature that is free of variances outside of the capability index. A process signature is the plotted points compared with the capability index.
ISO/IEC 15504 is the reference model for the maturity models (consisting of capability levels which in turn consist of the process attributes and further consist of generic practices) against which the assessors can place the evidence that they collect during their assessment, so that the assessors can give an overall determination of the organization's capabilities for delivering products ...
Control charts, also known as Shewhart charts (after Walter A. Shewhart) or process-behavior charts, are a statistical process control tool used to determine if a manufacturing or business process is in a state of control. It is more appropriate to say that the control charts are the graphical device for Statistical Process Monitoring (SPM).
Six Sigma ( 6σ) is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986. [ 1][ 2] Six Sigma strategies seek to improve manufacturing quality by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
A defect can be defined as a nonconformance of a quality characteristic (e.g. strength, width, response time) to its specification. DPMO is stated in opportunities per million units for convenience: Processes that are considered highly capable (e.g., processes of Six Sigma quality) are those that experience fewer than 3.4 defects per million ...