Production yield imrovement activities at Aldila composite products co. LTD Using lean six sigma approach

MBQPM4 DINH THE PHUC PRODUCTION YIELD IMPROVEMENT ACTIVITIES AT ALDILA COMPOSITE PRODUCTS CO., LTD USING LEAN SIX SIGMA APPROACH MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND PER

MBQPM4 DINH THE PHUC

PRODUCTION YIELD IMPROVEMENT ACTIVITIES AT

ALDILA COMPOSITE PRODUCTS CO., LTD USING LEAN SIX SIGMA APPROACH

MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND PERFORMANCE MANAGEMENT

Tutor’s name: Dr Jacques Martin

Ho Chi Minh City (2014)

the project

Ho Chi Minh City, June 2014

DINH THE PHUC

I would like to thank Mr Dave Lopez (VP in US), Mr Joe Bajado (Material Manager in US), Mr

Ed Newel (QA Manager in US) and Mr Cao Duy Duong (General Manager) from Aldila Composite Products Co., Ltd, for advising me through this work and for all their support in making this project possible

I would like to thank my family for their support, for always believing in me and given me so many opportunities through life

Finally, thanks to my good friends, my colleges Mr Tran Quoc Bao (Engineering Manager),

Mr Nguyen Thanh Tuan (Production Manager), Mr Nguyen Xuan Thuc (Assistant Production Manager), for all the time we worked together and have good memories at Aldila Composite Products Co., Ltd

DINH THE PHUC

ABSTRACT

Due to changes in customer demands, companies often need to improve their processes and approach them in different ways Waste elimination is very important for every company in their quest to reduce costs and use resources efficiently and preserve the environment Variation reduction helps keep processes steady and more accurate Two powerful tools for process improvement are Lean and Six Sigma, when combined can bring many benefits to organizations that decide to implement them The amount of continuous improvement tools that each methodology possesses brings the team a great variety of resources to attack and reduce variation in any process

Lean and Six Sigma methodologies have gain a lot of popularity in recent years The improvements they bring to companies not only in an economical but as a way to develop professionals are impressive These methodologies are changing mindsets worldwide and giving quality a new meaning Lean Six Sigma certifications are a must for every professional looking to improve processes in their organization

Aldila Composite Products Co., Ltd in Binh Duong, Vietnam has a great challenge on trying to improve processes in their production facilities to keep with goals and demands from headquarter in Poway, USA

This project is involved with the use of Lean and Six Sigma tools to improve production yield

by reducing the reject rate The project is divided in three parts Firstly, an introduction to Lean and Six Sigma is introduced and why they are so important for companies/enterprises nowadays Second, explain the DMAIC methodology used for the realization of the project Third, explain the implementations made to improve the process and reduce reject rate at Aldila Vietnam

COMMENTS OF PROFESSOR

ACKNOWLEDGEMENT 3

ABSTRACT 4

COMMENTS OF PROFESSOR 5

CONTENTS 6

LIST OF ABRIVIATIONS 8

LIST OF PICTURES IN REPORT 9

LIST OF TABLES IN REPORT 10

INTRODUCTION 11

ALDILA GENERAL INTRODUCTION 11

ALDILA GOLF SHAFT PRODUCTS 12

PROBLEM AREA 18

OBJECTIVES 18

PART 1: FRAME OF REFERENCE 19

CHAPTER 1: SIX SIGMA 19

CHAPTER 2: LEAN MANUFACTURING 22

CHAPTER 3: COMPARISON BETWEEN LEAN AND SIX SIGMA 27

CHAPTER 4: DMAIC METHODOLOGY 29

PART 2: RESEARCH PROCESS AND PRACTICAL STUDIES AT ALDILA 30

CHAPTER 1: GOLF SHAFT MANUFACTURING PROCESS 31

CHAPTER 2: THE GOLF SHAFT YIELD DEFINITION AND REJECT RATE CALCULATION 38

CHAPTER 3: METHOD OF DATA COLLECTION 40

CHAPTER 4: THE IMPROVEMENT PROJECTS 42

CHAPTER 5: DMAIC METHODOLOGY IMPLEMENTATION 43

A DEFINE 43

1 PROJECT CHARTER 43

2 GMI AND SSD DEFECT DEFINITION 46

3 SIPOC 48

B MEASURE AND ANALYIS 49

1 GMI AND SSD HISTORY DATA AND CHART 50

2 GMI CHECKLIST 51

3 PARETO ANALYSIS GMI DEFECT 52

D CONTROL 61

PART 3: VISUAL FACTORY 64

CONCLUSION 65

REFERENCES 66

APPENDIX: 67

LIST OF ABRIVIATIONS

AMTC: Aldila Materials Technology Corp

CFT: Carbon Fiber Technology LLC

MSV: Miramar Strategic Ventures, LLC

MRC: Mitsubishi Rayon Co., Ltd

MLT: Micro Laminate Materials

KPI: Key Performance Indicators

TQM: Total Quality Management

DPO: Defects per Opportunity

DPOM: Defects per Million Opportunities

JIT: Just-In-Time

PDCA: Plan Do Check Act circle

SMED: Single Minute Exchange of Die

VSM: Value Stream Mapping

TPM: Total Productive Maintenance

CTQ: Critical to Quality

LIST OF PICTURES IN REPORT

LIST OF TABLES IN REPORT

INTRODUCTION

This chapter begins with the background of the thesis with general information about Aldila Composite Products Company and a general quality concept overview

ALDILA GENERAL INTRODUCTION

The Company was founded in San Diego, California in 1972 Aldila now conducts its

graphite prepreg requirements internally and also sells prepreg externally to third parties

In 1998, the Company, through its AMTC subsidiary, established a manufacturing facility in Evanston, Wyoming for the production of carbon fiber; in an effort to further vertically integrate its manufacturing operations On October 29, 1999, SGL Carbon Fibers and

manufacturing operation The Company and SGL entered into an agreement to operate the facility through a limited liability company with equal ownership interests between the joint venture members The Company and SGL also entered into supply agreements with the new

agreed-upon mark-up Profits and losses of CFT were shared equally by the partners The Company sold its remaining 50% interest in CFT to SGL on November 30, 2007 The Company secured a five year supply agreement with CFT The agreement allows, but does not require, the Company to purchase up to 900,000 pounds of carbon fiber during the first year and up

to approximately 996,000 pounds of carbon fiber in years two through five

On December 31, 2010, the Company announced that it had finalized the acquisition of the assets, including accounts receivable, inventory, equipment and intellectual property, of

On December 5, 2012, Mitsubishi Rayon Co., Ltd (MRC) announced its intention to acquire

ALDILA GOLF SHAFT PRODUCTS

Graphite Golf Shafts - Aldila is well-positioned to remain a leader in the market for graphite shafts due to its innovative and high-quality products, strong customer relationships, design and composite expertise and significant manufacturing capabilities Most golf clubs being sold today have shafts constructed from steel or graphite, although limited numbers are also

the first major improvement in golf shaft technology since steel replaced wood in the 19The first graphite shafts had significant torque (twisting force) and appealed primarily to weaker-swinging players desiring greater distance Graphite shaft technology has subsequently improved so that shafts can now be designed for golfers at all skill levels

Unlike steel shafts, the design of graphite shafts is easier to alter with respect to weight, flex, flex location, balance point and torque to produce greater distance, increased accuracy and

to the golfer The improvements in the design and manufacture of graphite shafts and the growing recognition of their superior performance characteristics for many golfers compared to steel have resulted in increased demand for graphite shafts by golfers of all skill levels The initial acceptance of graphite shafts was primarily for use in woods According to the 2011 U.S National Consumer Survey, conducted by The Darrell Survey Company, graphite continues to dominate the professional and consumer wood club market The 2011 Survey found that over 99% of new drivers purchased contained graphite shafts In hybrid clubs, (also known as utility clubs and driving irons), 98% of the new clubs purchased had graphite shafts in them The acceptance of

performance characteristics such as weight, flex, flex point, balance point and torque All of

models are typically sold to golf club manufacturers, distributors and golf pro and repair shops and are used either to assemble a new custom club from selected components or as an after-market re-shaft of existing clubs The Company also helps develop cosmetic designs to

shaft with customized performance characteristics The prices of Aldila shafts typically range from $5 to $300

The Company introduced the NV Prototype at the January 2003 PGA Merchandise Show and subsequently renamed it to the NV® The NV® went on to become the most successful new

features carbon nanotubes for optimal feel and performance

The Company introduced the VooDoo® shaft in June of 2008 featuring S- T

We began offering it on Tour with the VooDoo® name and colors in February of 2008 What sets the VooDoo® apart from other shafts is its patent pending S-core, or stabilized core,

T nd provide outstanding accuracy with each swing The shaft utilizes a high modulus carbon fiber stabilizing rib running the length of the shaft The internal rib system increases hoop strength and cross sectional stiffness by approximately 80% greater than conventional graphite shafts, and up to 60% greater than

In 2011 and 2012, The new Aldila RIP Phenom NL is the stiffest tip, lowest launch shaft

unique shaft design to create a new and innovative flex profile for maximum distance and control We call this new technology the Hyperbolic Flex Zone It features a very stiff tip section to promote lower launch and spin control with a very firm butt section for an incredible stable feel, while the center section of the shaft is softer to provide unmatched kick through impact for maximum ball speed

The RIP Iron has been used to win multiple times on Tour in 2013 What sets the RIP Iron

the shaft is softer to provide outstanding kick through impact to maximize ball speed Shafts are available in both 90 and 115 gram designs

In 2013 and 2014, The new Aldila Tour Green, Tour Blue Tour series JV utilize the latest materials and manufacturing technology to create a new shaft designed to maximize the power of your individual golf swing The constant taper shaft profile provides exceptional feel and a smooth, controlled release The Tour Green is made with the latest generation of

construction of a shaft with outstanding performance and unparalleled consistency

Aldila believes that it will continue to be successful in the branded segment for the foreseeable future and has focused its

Figure 1: Aldila Golf shaft Products

Figure 2: Aldila Products 2014 Products (Tour Blue and Tour Green)

Figure 3: Aldila Fitting Chart 2014

PROBLEM AREA

Companies today are forced to save money and resources if they want to compete in globalized markets For Aldila Composite Products Co., Ltd, this is very important when competing against different brands of golf shafts and against regional affiliates that try to move operations to their countries (in Laos, Cambodia)

One way to control that resources and materials are being used effectively in companies is

KPI K P ormance Indicators) Key performance indicators measure the performance of a process; they indicate the yield of processes so objectives can be achieved

measure productivity, efficiency and costs These are shop Shaft per man, Production Yield, shop supply usage cost and Scrap rate

This project is focused on the production yield KPI (reduce the shaft reject rate) The production yield is defined as the number of shafts coming out of a process (go to Finished goods warehouse) divided by the number of units going into that process over a specified period of time The shaft reject rate is defined as all the shafts in the process line that do not meet quality requirements These rejected shafts are reworked or scrapped and there is a big loss in material This cost the company on material, work force and the committed delivery date with customer

This project will be performed by using a Lean Six Sigma approach to reduce waste and variation in golf shaft manufacturing process This methodology has been used worldwide to improve processes not only in manufacturing but also in services

OBJECTIVES

i Use of the DMAIC methodology to:

a Explain each of the phases of the methodology and all the tools needed to successfully improve shaft reject rate

b Determine with the use of statistic tools the variation in the studied process

c Determine waste improvements with the use of Lean tools such as Value Stream

iii Explain how Lean Six Sigma methodology can help companies improve processes

ity and continuous improvement

PART 1: FRAME OF REFERENCE

This chapter presents a description for Lean and Six Sigma and how their integration can benefit companies that decide to implement them Also a background of the DMAIC methodology used in the project and an explanation on the five steps that the methodology contains to develop Lean Six Sigma projects

CHAPTER 1: SIX SIGMA

Six Sigma is a highly efficient methodologythat focuses on developing and delivering stable products and services in a constant way It is a management strategy that utilizes statistical tools and project management methodology to achieve profitability and improvements in quality The good company can maintain and improve at a four sigma level (Harry, 1998)

Snee, (1999) describes Six Sigma A business improvement approach that seeks to find and eliminate causes of mistakes or defects in business processes by focusing on outputs that

Six Sigma ideas were born at Motorola in 1986 by Bill Smith who first formulated the principles of this methodology Also six sigma was inspired by other quality improvement techniques such as TQM (Total Quality Management), quality control and zero defects, these techniques based on gurus such as Deming, Juran, Ishikawa and many others

Sigma is defined as a statistical term that refers to the standard deviation of a process around its mean In a normally distributed process, 99.73% of measurements will fall within

±3.0 sigma Motorola with this study noticed that their processes such as assembling a part, tended to shift 1.5 sigma over time This means that for a process with a normal distribution and normal variation, specification limits of ±6 are needed to produce just 3.4 defects per million opportunities When said to have a ±6 sigma level means the process is working at a perfect level with minimum defects as possible

Figure 4: Six Sigma Curve (mvpprograms.com, 2011)

In Six Sigma, failure rate can be referred to as defects per opportunity (DPO) or defects per million opportunities (DPOM) If the measured process only has 3.4 defects every million parts, then the process is said to be at a 6 sigma level Since perfect processes do not exist, it

is common to have a normal process with no more than a 5 sigma

Figure 5: Normal distribution with ±1.5 sigma shift

Figure 6: Defects per million and Sigma Quality

It is to be noted that the curve is asymptotic, so progress is easy at the beginning but then becomes more and more difficult So it is important to measure it in terms of cost-benefit analysis

The Six Sigma methodology comprises both a statistical perspective and a business perspective The statistical perspective cares for (as stated above) the failure rate or the

to improve business profitability, to improve the effectiveness and efficiency of all operations

Either viewpoint of the Six Sigma approach should result in a very streamlined customer- oriented manufacturing flow and organization, where all processes encompass minimum variation, correspond perfectly to each other, and deliver world-class quality output

One very characteristic part of the Six Sigma program is the importance of commitment from the highest leader(s) in the company The program will have difficulties achieving success

without dedication and support from the top management Six Sigma methodology contains

a lot of tools and techniques which can be used separately from the Six Sigma program; however, the Six Sigma program (full scale implementation) demands a lot of resources which could be hard to convince a conservative management board to approve financially, Bergman and Klefsjö (2001); Magnusson et al (2003)

Some of the benefits companies can achieve with six sigma implementation are:

Culture changes Customer relations improvements

CHAPTER 2: LEAN MANUFACTURING

When we talk about Lean, we talk about eliminating waste Lean concepts were born at the Toyota Company in Japan with gurus such as Singeo Shingo and Taichii Ohno The Toyota Production System was soon copied by many companies around the world

approach to lean and helped introduce the seven types of waste that anyone can encounter

in a plant or production process These seven wastes are:

Figure 7: the seven wastes

Lean techniques are the systematic identification and elimination of waste, implementation

of the concepts of continuous flow and customer pull (CSSBB, 2011) Some of the benefits of lean implementation in companies are: lower production costs, system flexibility, higher quality, quicker product development

There are many lean manufacturing tools that help reduce waste, some of these tools are:

 Sort (eliminate that which is not needed)

 Set In Order (organize remaining items)

 Shine (clean and inspect work area)

 Standardize (write standards for above)

 Sustain (regularly apply the standards)

Eliminates waste that results from a poorly organized work area (e.g wasting time

looking for a tool)

Jidoka

(Autonomation)

Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected

After Jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many quality issues can be detected immediately (improving quality)

Just-In-Time

(JIT)

Pull parts through production based on customer demand instead

of pushing parts through production based on projected demand Relies

on many lean tools, such

Highly effective in reducing inventory levels Improves cash flow and reduces space requirements

(Continuous

Improvement)

employees work together proactively to achieve regular, incremental improvements in the manufacturing process

talents of a company to create an engine for continually eliminating waste from manufacturing

Eliminates waste from inventory and

overproduction Can eliminate the need for physical inventories (instead relying on signal cards to indicate when more goods need to be ordered)

Muda (Waste) Anything in the

manufacturing process that does not add value from the customer’’s perspective

Eliminating muda (waste) is the primary focus of lean manufacturing

PDCA (Plan, Do,

Check, Act)

An iterative methodology for implementing

 Check (evaluate results)

 Act (refine your experiment; try again)

Poka-Yoke

(Error Proofing)

Design error detection and prevention into production processes with the goal of achieving zero defects

It is difficult (and expensive)

to find all defects through inspection, and correcting defects typically gets significantly more expensive

at each stage of production Single Minute

Exchange of Die

(SMED)

Reduce setup (changeover) time to less than 10 minutes

Techniques include:

 Convert setup steps to

Enables manufacturing in smaller lots, reduces inventory, and improves customer responsiveness

be external (performed while the process is running)

 Simplify internal setup (e.g replace bolts with knobs and levers)

 Eliminate non-essential operations

 Create standardized work instructions

Standardized

Work

Documented procedures for manufacturing that capture best practices (including the time to complete each task) Must

be “living” documentation that is easy to change

Eliminates waste by consistently applying best practices Forms a baseline for future improvement activities

Total Productive

Maintenance

(TPM)

A holistic approach to maintenance that focuses

on proactive and preventative maintenance

to maximize the operational time of equipment TPM blurs the distinction between

maintenance and production by placing a strong emphasis on empowering operators to help maintain their

equipment

Creates a shared responsibility for equipment that encourages greater involvement by plant floor workers In the right environment this can be very effective in improving

productivity (increasing up time, reducing cycle times, and eliminating defects)

throughout manufacturing plants to improve

communication of information

processes easily accessible and very clear – to everyone

Table 1: Some Lean Tools

CHAPTER 3: COMPARISON BETWEEN LEAN AND SIX SIGMA

It is said that Lean and Six Sigma have lots of things in common Both of them focus on satisfying customers and use different tools to do so Six Sigma focuses on the variation of the processes and applies statistical tools to reduce them; Lean focuses on waste reduction

by considering customer inputs

Both methodologies have an effect on peoples mind sets They create a culture of continuous improvement and develop a consciousness for process efficiency

Many problem solving and problem techniques are used by Lean and Six Sigma, for example Pareto analysis, cause and effect diagrams, brainstorming and many others

Figure 8: DMAIC Circle

Table 2: Six Sigma and Lean comparison

With this comparison a very important question comes to mind: Can Lean and Six Sigma be applied together at an organization? The answer is yes If by themselves Lean and Six Sigma are very efficient tools, together they can bring more benefits to the company and lean

and repeatability in many basic processes Once stability has taken hold, much of the variation due to human processes goes away The data collected to support six sigma

A large number of companies are combining both methodologies into a Lean Six Sigma approach They have noticed that if they get a 6% of improvement over time using Lean and another 6% using Six Sigma, when combined they can get up to a 12% improvement or higher than 12%, although there must be wary that there are no contradictions between the two approaches, i.e that they are integrated

CHAPTER 4: DMAIC METHODOLOGY

Figure 10: DMAIC Methodology

DMAIC is the methodology used in Lean Six Sigma for the realization of a project It was developed by Edward Deming and is useful for improving business processes to reduce defects DMAIC is an acronym for the five step process: Define, Measure, Analyze, Improve and Control Each step consist of different sub steps were different tools are utilized to cover all parts of the project

A DEFINE: It is the first step of the process Here is where we decide on the project, the

objectives, scope, goals we want to achieve by doing the project and the team members that will help us achieve these goals Three things are important when we do the Define: the project charter, SIPOC and Critical to Quality (CTQ) Tree

What is wanted from the Define is:

 Define who the customer is

 Define the project boundaries, the stop and start of the process

 Define which process is going to be improved by mapping the process flow

B MEASURE: To determine if defects have been reduced a base measurement is

needed Accurate measurements will be done in this step, so that we can compare them with future measurements

Some steps made in this part are:

 Develop a data collection plan for the process

 Collect data to determine the current status, this can be done calculating the sigma level or doing a process capability study

can get to the basic problem easier The idea is to search for the factors that have the biggest impacts on process performance and determine the roots causes

What is wanted from the analyze phase is to:

 Prioritize improvement opportunities

 Identify excessive sources of variation

 Identify gaps between current performance and goal performance

D IMPROVE: Improving or optimizing processes are done in this step, after all data has

been analyze, problems can be attacked more efficiently Design of experiments is a powerful tool that can be use in this phase; also many lean tools available can help the process eliminate variation, for example Poka Y beneficial

The improvement phase can help us to:

 Create innovative solutions using creativity, technology and discipline

 Develop improvement implementation plans

processes are being taken care of and that any variance is corrected before it influences the process results

The control phase can help us achieve:

 Not to go back to how the process was before

This chapter introduces Aldila general introduction and describes the shaft manufacturing process and what the reject rate means Explains how the development of the DMAIC methodology was done and which tools were used in each phase of the process

CHAPTER 1: GOLF SHAFT MANUFACTURING PROCESS

The process of manufacturing a graphite golf shafts has several distinct phases Different designs of Aldila shafts require variations in both the Manufacturing process and the

onto metal rods known as mandrels The graphite is then baked at high temperatures to harden the material At the end of the manufacturing process, the shafts are painted and stylized using a variety of colors, patterns and designs, including logos and other custom identification Through each phase of this process, the Company performs quality control reviews to ensure continuing high standards of quality and uniformity to meet exacting customer specifications The primary materials currentl C

shafts are prepreg, paints, inks, heat transfer decals

Figure 11: Golf Shaft Manufacturing Process

PREPREG:

Prepreg is a strong composite material made of woven fibers bonded with resin that is formed into sheets or strips Prepreg composite materials are becoming increasingly

common in the composite industry due to their ease of use, consistent properties, and high quality surface finish

The term "prepreg" is actually an abbreviation for the phrase pre-impregnated A prepreg is

an FRP reinforcement that is pre-impregnated with a resin Most often, the resin is an epoxy resin, however other types of resins can be used, including the majority of thermo set and thermoplastic resins

The greatest advantage of using prepregs is their ease of use For example in manufacturing a flat panel out of carbon fiber and epoxy resin, if they were to use liquid resin in a closed molding or open molding process, they would be required to obtain a fabric, the epoxy resin, and the hardener for the epoxy Most epoxy hardeners are considered hazardous, and dealing with resins in a liquid state can be messy With an epoxy prepreg, only one item needs to be ordered An epoxy prepreg comes on a roll and has the desired amount for both resin and hardener already impregnated in the fabric

Most thermoset Prepreg come with a backing film on both sides of the fabric to protect it during transit and preparations The Prepreg is then cut to the desired shape, the backing is peeled off, and the prepreg is then laid into the mold or tool Both heat and pressure are then applied for the specified amount of time Some of the most common types of Prepreg take an hour to cure, at around 250 degrees F, but different systems are available at both lower and higher cure temperatures and times

A disadvantage of Prepreg is shelf Life Since the epoxy is in a B-stage, it is required to be stored either refrigerated or frozen prior to use Additionally, the overall shelf life can be low

REPREG PART NUMBER AND COLOR CODE

CUTTING PROCESS:Prepregs are cutting per pattern drawing to the right dimension and right material rolls During cutting the material need to be checked on right part number

ROLLING PROCESS:after prepregs are cut into pattern per pattern drawing, Rolling process is the process apply pattern to Mandrel and do cello wrapping before curing After rolling process, the next is curing process with 285 F degree in 3 hour per batch of shafts

FINISHING PROCESS:do the grinding process to get shaft to physical targets (Tip OD, But OD,

mentioned on Work Order instruction go with the shafts through each process step

BLANK INSPECTION PROCESS: physical and visual check on the shafts after finishing (including OD inspection, visual inspection, freq, weight, Center gravity inspection, Tip flex inspection, Torque inspection)

DIPPING PROCESS: after blank inspection, shaft move to WP1 inventory to issue decorated work order to apply paint and graphic per customer requirement Dipping process is process apply paint to the shafts

GRAPHIC PROCESS: depend on design of shaft is silkscreen or decal, the right method will be used to apply graphic image to the shaft per specification After graphic process, shafts are moved back to dipping department to apply clear coat to the shaft clear coat protect the

paint and graphic and make the shiny/gloss level on surface of shaft

COSMETICS INSPECTION PROCESS: check the weight, CG after paint, check the graphic

TIP BLAST PROCESS : each customer has requirement on dimension on unpainted tip area at

Tip of shaft This process removes the paint at tip area at the length and diameter per customer requirement

FINAL INSPECTION PROCESS : the last inspection before packaging Do OD check at tip blast

area and visual inspection

CHAPTER 2: THE GOLF SHAFT YIELD DEFINITION AND REJECT RATE CALCULATION

Aldila is measuring the first pass yield rate of our production First pass yield (FPY), also known as throughput yield (TPY), is defined as the number of units coming out of a process (order Quantity) divided by the number of units going into that process over a specified period of time.Only good units with no rework are counted as coming out of an individual process "First time yield" (FTY) is simply the number of good units produced divided by the number of total units going into the process First time yield considers only what went into a process step and what went out, while FPY adds the consideration of rework

This is a measure of the percentage of the golf shafts throughput in the production line that

is ok These values should be used in conjunction with the production yield and rejection rate A complete control inspection of the golf shaft has to be done constantly, to be sure that the golf shafts are meeting quality specifications

The golf shaft reject rate is measured at inspection steps in the process flow above Golf shafts requirements, for example weight, CG, diameter, Tip flex, Butt flex, Frequency, visual criteria requirements, etc