As the Flow Program Manger, Tim Schendel solves problems for Copeland Corporation, a subsidiary of St. Louis-based Emerson. Part of the Emerson Climate Technologies business group, Copeland is the world’s leading manufacture of compressors for residential and commercial air conditioning and commercial refrigeration systems around the world. Copeland makes its products in 11 countries, producing more than 10 million compressors annually.
Schendel, who lives near the Copeland facility in Shelby, added Six Sigma to his toolbox of possible solutions in 2003 when he came to North Carolina State University to become a Six Sigma Black Belt. The company had worked with NCSU Six Sigma program leader Blan Godfrey on other quality issues, so it seemed natural to choose the NCSU Six Sigma program. Depending on the problem, Schendel now uses Six Sigma methodology at any of Copeland Corporation’s facilities in five states or abroad.
A Persistent Problem
One problem kept recurring at the facility in Rushville, Ind. There, the induction heating process removes the stator from the compressor housing, yet more than 25 percent of the housings crack and have to be scrapped. Overproduction and overtime are required to meet customer demand.
To find a solution, Schendel established a core team consisting of himself, flow champion Mike McKnight and maintenance group leader Leroy Custer. They were charged to reduce the cracking by 50 percent as quickly as possible. Several people in the facility had ideas as to the root cause of the cracks; however, the Six Sigma methodology focused the team to remain objective. A brainstorming session identified more than 50 variables to pursue. That list was separated into four factors, each having multiple levels. Schendel learned about a new software package at a NCSU Six Sigma class that would allow the custom design experiment. This experiment led to the discovery that coil configuration significantly affects the outcome. Using what he learned, Custer designed and fabricated a new configured coil.
The Results
The units scrapped have dropped from 25 percent to 6 percent. Additionally, it was discovered during the experiment that approximately 5 percent to 7 percent of the units were cracked before the induction heating process. The associated savings are, conservatively, more than $150,000 annually. A minimum of seven other product families could generate similar savings. With other projects at other facilities within Copeland Corporation, Schendel has seen Six Sigma methodology create solutions that have saved the company millions. Other projects are ongoing.
Testimonials
“I think this study proved the absolute value of Six Sigma when applied to the right problem. Our intuition as manufacturing people was telling us the exact opposite of what the study showed. I am in 100 percent support of Six Sigma used as and where needed on an ongoing basis. We have a lot of tools and must learn how to use them appropriately.”
Tom Ruef - Vice President of Operations
“This project was an excellent example of variation, empirical discovery and impact. Six Sigma definitely helps eliminate the subjective side of problem solving.”
Tim Schendel - Flow Program Manager
"I can't tell you how many times we have made valiant attempts to solve problems of this nature and failed. This is a good example of what organized problem solving will do for us. The six sigma process with Tim's leadership of the team here at Rushville has given us substantial improvements. I am even more excited about the future opportunities."
John Wilch - Plant Manager
“This is a problem that has been plaguing our facility for the past several years. The body crack issue has been reviewed by a number of engineers and a metallurgist.
I was not sure what to expect going into the experiment. I have seen the results of other Six Sigma projects, but this is the first project that I have been involved firsthand with.
I was expecting the data to show us that we needed to heat the body longer, but I was shocked that the data showed us which areas on the body needed to have the temperature increased. I was amazed with the results of the project. I did not feel that the number of cracks could be reduced by as much as they were.”
Mike McKnight - Flow Champion
“Thanks again for the opportunity to be a part of this project. Without Six Sigma we could not have solved the problem we had. The end results exceeded my expectations. By being able to visibly see the results and compare the results after modifications, we were able to solve the problem far better than any of us expected. I am looking forward to solving other problems.”
Leroy Custer - Maintenance Group Leader
June 2004
