Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six...Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.展开更多
文摘Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.
文摘为了提高光伏并网系统的低压穿越(Low Voltage Ride Through,LVRT)能力,将储能系统(Energy Storage System,ESS)和静止同步补偿器(Static Synchronous Compensator,STATCOM)组成新型功率补偿装置STATCOM/ESS引入光伏并网发电系统。当电网侧发生电压跌落时,STATCOM/ESS不但提供的无功功率可以支撑并网点电压,同时吸收多余的有功功率避免对光伏发电系统的危害,电压恢复后将储存的能量返送回电网,高效利用能源。为便于功率双向流动,STATCOM与ESS之间采用双有源主动桥(Dual Active Bridge,DAB)直流变换器连接。针对DAB变换器,提出一种改进的双移相控制策略,来减小DAB变换器的回流功率。仿真结果表明,提出的控制策略在一定范围内将回流功率限制为零,显著提升光伏并网系统的低压穿越能力,提高光伏并网系统的稳定性,具有良好的灵活性和优越性。
