Process development Pareto chart

The so-called Q7 tools and techniques, Cause and Effect Diagrams, Pareto Analysis, etc. (Bicheno, 1994 Dale and McQuater, 1998 Straker, 1995), are applicable to any stage of the product development process. Indeed they support the working of some of the techniques mentioned, for example using a Pareto chart for prioritizing the potential risks in terms of the RPN index for a design as determined in FMEA (see Appendix III). 

A similar method proposed by Hoffmann [26] involves analyzing process alternatives based on two indices. The total armuabzed profit per service unit (TAPPS) and material intensity per service unit (MIPS) are calculated as economic and environmental factors, respectively. TAPPS is used to calculate the maximum profit per unit of product produced. MIPS is used to calculate the number of input and output streams in a process. MIPS was used based on the knowledge that a global reduction in material streams (solvents, reactants,) is necessary to lead toward sustainable development. TAPPS and MIPS are determined for several process alternatives, which are analyzed using a Pareto Chart for their feasibihty within a plant. However, MIPS does not account for the release of toxic solvents and reagents into the environment. Therefore it has been noted that it should be used in conjunction with LCA and other methods to avoid the use of highly toxic solvents and other raw materials [26]. 

The third simple chart type is the Control Chart initially developed by Shewhart. Control Charts can be used for both variable and attribute data. The various chart types deal with both some measure of change in an average value over time as well as changes in the variability of the system. In the context of process control, the measurements are frequently of process variables that are recognized from previous efforts with Pareto Charts and C E Diagrams to be significant in the conversion of inputs to outputs that meet customer expectations. 

As shown in Fig. 4, the highest value of negative product cost was identified as MC. The Pareto diagram was developed to show the source of material waste in meathaU production line as in Fig. 5. From the chart, the first process, raw material preparation, was the place that generated the biggest portion of material waste as 33.52 % from the total material waste. 

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