WOLLO UNIVERSITY

KOMBOLCHA INSTITUTE OF TECHNOLOGY

SCHOOL OF MECHANICAL AND CHEMICAL ENGINEERING
DEPARTMENT OF INDUSTRIAL ENGINEERING
HOSTING COMPANY: GATEPRO STEEL P.L.C
TITLE: ZINC OVER-COATING REDUCTION FOR IMPROVING
SIGMA LEVEL OF GALVANIZATION PROCESS

PREPARED BY: SHIMELIS BIRHANU

ADVISOR: INSTRUCTOR Mr. DAGNE T.

KOMBOLCHA, ETHIOPIA
JANUARY, 2023
 DECLARATION
I declare that the presented project of internship entitled as “ZINC OVER-COATING
REDUCTION FOR IMPROVING SIGMA LEVEL OF GALVANIZATION PROCESS’’ is
uniquely prepared by me under the general supervision of Instructor Mr. Dagne T., after the
completion of three months’ work at GatePro Engineering P.L.C. I also confirm that, the report
has not been submitted to any other institution other than GatePro Engineering P.L.C and was only
used for enhancing the productivity of the company besides using it for the academic requirement.
In doing so, I have followed the guidelines provided by the Wollo University. All sources of
materials used have been given due credit in the text of the project and their details in the
references.

Date:

Signature:

Name: Shimelis Birhanu

This is to certify that this project entitled “ZINC OVER-COATING REDUCTION FOR
IMPROVING SIGMA LEVEL OF GALVANIZATION PROCESS’’ submitted to the Wollo
university, kombolcha Institute of technology is a record of original research carried out by
Shimelis Birhanu under my supervision, and no part of the project has been submitted for any other
purpose. The assistance and help received during the course of this investigation have been duly
acknowledged. Therefore, I recommend it to be accepted as fulfilling the internship project
requirements.

Signature:

Name of supervisor: Instructor Mr. Dagne T.

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 CERTIFICATE OF APPROVAL
This is to certify that the project prepared by Shimelis Birhanu, entitled as ZINC OVER-
COATING REDUCTION FOR IMPROVING SIGMA LEVEL OF GALVANIZATION
PROCESS and submitted in partial fulfillment of the requirements for the completion of internship
program complies with the regulations of the University and meets the accepted standards with
respect to originality and quality.

Name Signature Date

Advisor: _________________ _______________ _______________

Examiner 1: ________________ _______________ _______________

Examiner 2: ________________ _______________ _______________

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 ACKNOWLEDGEMENTS
The completion of this project wouldn’t have been possible without the grace and assistance of the
almighty God, and so first I would like to express my heartfelt gratitude to the lord. Next, I am so
thankful to the Wollo university and my lectures there, for giving me the opportunity to practically
interpret, have a broader understanding and implement what I have theoretically learnt so far as
through the provision of this internship program. For the undeniable contributions which his
valuable suggestions and guidance had made to the accomplishment of this project, I am also
grateful to my supervisor, Instructor Mr. Dagne T.

I am also indebted to my supervisor, engineer Mr. Tilaye Shimelis, in GatePro Engineering P.L.C,
and to the technic as well as the operational team there for willingly and generously providing all
the information, facilities, and persuasions I needed during this project. Finally, I give our sincerest
thanks to my families, friends, and colleagues for the huge support.

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 ABSTRACT

The hot-dip batch galvanization (HDBG) process is one of the most popular and widely used
techniques of galvanization and a prime consumer of 50% of zinc produced annually. An increase
in production expenses due to excess zinc and energy consumption is a major problem in the
HDBG process of many galvanizing industries. To identify the root cause of zinc and energy
consumption and improve the process, a case study is presented in the HDBG process of Gatepro
steel p.l.c tower parts manufacturing industry. Six Sigma’s DMAIC approach is implemented in
the HDBG process of this industry and investigated that the over-coating of zinc layer is the major
cause of excess zinc and energy exploitation. The 23 factorial model of the design-of-experiments
(DOE) is adopted in the improve phase of DMAIC, which established the relation between coating
thickness and its influencing factors. The ANOVA confirmed that immersion time and silicon
present in steel material significantly impact the coating thickness. The immersion time of 3 min
has been determined to result in optimum coating thickness. By setting immersion time up to a
standard level, an improvement in the HDBG process has been achieved. Due to this, the process
sigma level is improved from -1.5 to 3, and now 99.73% of products are within the acceptable
range of coating thickness. These outcomes have proven that the Six Sigma implementation
together with DOE enhances the product quality and improves the process, which helps industry
to achieve sustainable competitive benefits. Also, the findings of the questionnaire yielded a grand
mean of low range for training and development and communication except for supply and
availability of raw-materials, tools & machine accessories and training and development which
fall under medium range. This implied that even if there are several areas concerning all the
independent variables which needs improvement by the company communication as well as
training and development are especially found to be more attention and effort requiring areas. Not
also on this, but also on supply and availability of raw-materials, tools & machine accessories and
training and development require little

Keywords: DMAIC · 23 factorial design · Zinc over-coating · Hot-dip batch galvanization ·

Process capability

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 TABLE OF CONTENTS
Contents Page no
DECLARATION ............................................................................................................................. i

CERTIFICATE OF APPROVAL ................................................................................................... ii

ACKNOWLEDGEMENTS ........................................................................................................... iii

ABSTRACT ................................................................................................................................... iv

TABLE OF CONTENTS ................................................................................................................ v

LIST OF TABLES ....................................................................................................................... viii

LIST OF FIGURES ....................................................................................................................... ix

LIST OF ABREVATIONS ............................................................................................................ xi

CHAPTER ONE ............................................................................................................................. 1

1. INTRODUCTION ............................................................................................................... 1

1.1. Background................................................................................................................... 2

1.1.1. Background of the study Background ................................................................... 2

1.1.2. Background of GatePro engineering company ..................................................... 4

1.1.2.1. Main products of the company .......................................................................... 5

1.1.2.2. End customers of the company’s products ........................................................ 8

1.1.2.3. Overall organization details............................................................................... 9

1.1.2.4. Work flow of the company .............................................................................. 11

1.2. Statement of Problem ..................................................................................................... 15

1.3. Objective of the study .................................................................................................... 16

1.3.1. General objective .................................................................................................... 16

1.3.2. Specific objective .................................................................................................... 17

1.4. Research question........................................................................................................... 17

1.5. Scope of the study .......................................................................................................... 17

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 1.6. Significance of the study ................................................................................................ 18

1.7. Limitation of the study ................................................................................................... 19

CHAPTER TWO .......................................................................................................................... 20

2. LITERATURE REVIEW .................................................................................................. 20

2.1. Galvanizing Coating Thickness-Influencing Factors ................................................. 20

2.1.1. Reactivity of Steels.............................................................................................. 20

2.1.2. Zinc Pot Chemical Composition ......................................................................... 20

2.1.3. Zinc Pot Temperature .......................................................................................... 21

2.1.4. Zinc Pot Immersion Time ................................................................................... 22

2.1.5. Effect of Zinc Pot Alloys on the Coating Thickness of Reactive Steels ............. 22

2.2. Techniques of Design-of-Experiments Applied in Galvanization Process ................ 24

2.3. Six Sigma and Design-of-Experiments Application .................................................. 24

2.4. Theoretical review ...................................................................................................... 26

CHAPTER THREE ...................................................................................................................... 27

3. METHODOLOGY ............................................................................................................ 27

3.1. Research design .......................................................................................................... 27

3.2. Research approach ...................................................................................................... 27

3.3. Data Type and Data Source ........................................................................................ 27

3.3.1. Data Type ............................................................................................................ 27

3.3.2. Data source .......................................................................................................... 28

3.4. Tool selection and Data analysis ................................................................................ 29

3.5. Population and Sample size ........................................................................................ 30

3.5.1. Source Population ............................................................................................... 30

3.5.2. Sample Size ......................................................................................................... 31

3.5.3. Sampling Technique............................................................................................ 31

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 3.6. Reliability and Validity .............................................................................................. 31

3.7. Variable specification ................................................................................................. 32

3.8. Ethical consideration .................................................................................................. 32

CHAPTER FOUR ......................................................................................................................... 34

4. RESULT AND DISCUSSION .......................................................................................... 34

4.1. Define Phase ............................................................................................................... 35

4.2. Measure Phase ............................................................................................................ 36

4.3. Analysis Phase ............................................................................................................ 39

4.4. Improve Phase ............................................................................................................ 40

4.4.1. Preparation of 23 Factorial Model ...................................................................... 40

4.4.2. Analysis of Variance ........................................................................................... 45

4.4.3. Model Refinement by Regression analysis ......................................................... 47

4.4.4. Model Adequacy Testing: Residual Analysis ..................................................... 48

4.5. Control Phase.............................................................................................................. 50

4.6. X and R Control Charts .............................................................................................. 52

4.7. Findings from Six Sigma’s DMAIC........................................................................... 54

4.7.1. Comparison between the Current Process and Improvement Process ................ 54

4.8. Questionnaire results and discussion .......................................................................... 56

4.8.1. Demographic profile of respondents ................................................................... 56

Education ............................................................................................................................... 56

4.8.2. Results of descriptive statics ............................................................................... 57

4.8.2.1. Descriptive Statistics on Training and development ....................................... 57

4.8.2.2. Descriptive Statistics on Supervision / Management ...................................... 64

4.8.2.3. Descriptive Statistics on Communication ....................................................... 66

4.8.2.4. Supply and availability of raw materials, tools and machine accessories ....... 69

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 4.9. Summary of the questionnaire findings and discussions ............................................ 71

CHAPTER FIVE .......................................................................................................................... 74

5. CONCLUSION AND RECOMMENDATION ................................................................. 74

5.1. Conclusion .................................................................................................................. 74

5.2. Recommendations ...................................................................................................... 76

5.2.1. Implications for further study .............................................................................. 77

REFERENCE ................................................................................................................................ 78

APPENDIX Ⅰ .............................................................................................................................. 82

APPENDIX II ............................................................................................................................... 86

Questionnaire .............................................................................................................................. 86

Part A: Demographics ............................................................................................................ 86

Part B: Questionnaire for operators: .................................................................................... 87

Part C: Questionnaire for technicians: ................................................................................. 92

Part D. Questionnaire for production team manager: ........................................................ 95

LIST OF TABLES
Table 1 Coating thickness obtained from various zinc pot parameters ........................................ 23
Table 2 Data collected from the current process of HDBG process of Gatepro steel P.l.c
Company ....................................................................................................................................... 36
Table 3 Record of measured coating thickness at Gatepro steel p.l.c for same operating condition
....................................................................................................................................................... 37
Table 4 Factors and levels for zinc over coating DOE of HDBG process ................................... 41
Table 5 Formation of factorial model to minimize over coating .................................................. 42
Table 6 Estimated contrast and effect for factors and interaction ................................................ 45
Table 7ANOVA for over coating phenomenon in HDBG process .............................................. 46

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Table 8 Predicted coating thickness for HDBG process ............................................................... 49
Table 9 Residual of coating thickness data ................................................................................... 49
Table 10 Demographic characteristics of respondents ................................................................. 56
Table 11 Training and Development questionaries’ responses - operators .................................. 58
Table 12 Training and development questionnaire response - Technicians ................................. 62
Table 13 Questionnaire response on supervision – operators ....................................................... 64
Table 14 Questionnaire response on communication - - operators............................................... 66
Table 15 Questionnaires response on supply and availability of raw materials, tools and machine
accessories – technicians............................................................................................................... 69

LIST OF FIGURES
Figure 1 Deming PDCA cycle ........................................................................................................ 3
Figure 2 the six sigma five phases .................................................................................................. 3
Figure 3 GATEPRO ENGINEERING P.L.C Company ................................................................. 5
Figure 4 Warehouse and Airport terminals steel structure ............................................................. 5
Figure 5 Corrugated iron sheets ...................................................................................................... 6
Figure 6 Color-coated steel roof tiles.............................................................................................. 6
Figure 7 Trapezoidal style roof ....................................................................................................... 6
Figure 8 above ground and underground tanks............................................................................... 7
Figure 9 Steel bridges frame and form work .................................................................................. 7
Figure 10 Transmission towers ....................................................................................................... 7
Figure 11 Sub stations steel work ................................................................................................... 8
Figure 12 Fabrication work section .............................................................................................. 11
Figure 13 Welding work section ................................................................................................... 12
Figure 14 Sequence of operations of factory unite ....................................................................... 12
Figure 15 Fabrication section work flow ...................................................................................... 13
Figure 16 Galvanization work section .......................................................................................... 14
Figure 17 Work flow of galvanization section ............................................................................. 14
Figure 18 Overall work flow of the company ............................................................................... 15
Figure 19 Six sigma DMAIC frame work for the case study ....................................................... 30
Figure 20 Flow chart of research methodology ............................................................................ 33

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Figure 21 SIPOC diagram for galvanization unit ......................................................................... 34
Figure 22 The LPG gas tank of Gatepro Engineering p.l.c .......................................................... 35
Figure 23 Normal distribution curve for coating thickness obtained from current process ......... 37
Figure 24 the fish bone diagram for over coating phenomena of HDBG ..................................... 39
Figure 25 DOE procedure for 2^3 factorial model of experimental design for over coating of zinc
in HDBG process .......................................................................................................................... 40
Figure 26 Normal probability plot ................................................................................................ 50
Figure 27 Residual plot for coating thickness data ....................................................................... 50
Figure 28 Normal distribution curve for coating thickness obtained from improvement phase .. 51
Figure 29 X bar control chart ........................................................................................................ 53
Figure 30 R control chart .............................................................................................................. 54
Figure 31 Comparison between current and improved process result by normal distribution ..... 55

x
 LIST OF ABREVATIONS

FMEA Failure mode and effect analysis

P.L.C Personal limited company

ANOVA Analysis of Variance

DMAIC Define measure analyze improve and control

DPMO Defect per millions of opportunities

LSS Lean Six Sigma

PDCA Plan do check act

LPG Liquid petroleum gas

SPSS Statistical package for social science

TQM Total quality management

DOE Design of experiment

USL Upper specification limit

LSL Lower specification limit

HDBG Hot dip batch galvanization

CPK Process capability index

CP Process capability

SIPOC Supplier input process output control

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 CHAPTER ONE
1. INTRODUCTION
The primary aim of every manufacturing industry is to increase the production of the best-quality
products in the most economical way to take sustainable competitive benefits. An efficient
production system or process is a must for industries as it utilizes every resource of industry
efficiently and helps to fulfil the contemporary desire to increase productivity and profitability.
The excessive exploitation of resources (raw material, machinery, energy resources, etc.) is one of
the serious issues in the production system that increases the overall production cost and affects
the manufacturing process and products too.

The galvanization process is facing a similar problem related to resource losses, i.e., excessive
consumption of zinc and energy resource. The hot-dip batch galvanization (HDBG) technique
consumes a large amount of zinc. The maximum amount of zinc is lost due to wasteful
consumption of zinc, such as rework, rejection, dross formation and over-coating of zinc. Over
coating or say unnecessary excessive coating of zinc layer creates an additional and inefficient
requirement of zinc which increases the cost of galvanization. The zinc coating thickness depends
on various factors, but the most problematic factor is the reactivity of steels. Reactive steels gain
more coating thickness than less reactive steels. In this paper, the galvanizing coating thickness-
affecting factors have been studied from the literature and discussed in the Literature Review
section. A problem-solving strategy of Six Sigma’s DMAIC (define–measure–analyze–improve—
control) approach has been utilized in the HDBG process. DMAIC is a data-driven iterative
methodology that uses various tools and techniques at each stage of DMAIC.

Another statistical tool called design-of-experiments (DOE) is implemented in the improve phase
to investigate the coating thickness-influencing factors and optimize the levels of factors. DOE is
a dynamic tool whose unbiased estimation and statistical confirmation of results are the best
characteristics. DOE depends on experimental data. Experimenting takes time and has some
complexity as well. This is why many industries avoid applying DOE. But once the experimental
data are collected, the implementation of DOE is possible in an easy way. The integration of DOE
with the DMAIC approach of Six Sigma plays a vital role to achieve efficiency in the
manufacturing process as well as helps to improve the sigma level by eliminating waste.

1
1.1. Background
1.1.1. Background of the study Background

Quality is the extent to which customer’s expectations, needs, and demands are met. Customers
choose products that maximize the delivered value. Further developments of the concept of quality
based on six sigma principles led to the concept of product being developed by juran during the
1990s as a revolutionary approach for building desired quality into product [1].

Lean manufacturing is a philosophy developed by Toyota in 1950s to compete against the United
States automotive giants. The idea was to eliminate waste as it came to be known. Many businesses
organizations are implementing lean approach with the objective of eliminating waste in the
process thus reducing costs so as to increase productivity [2].

It is important to react quickly to penetrate the markets competency. It aims to identify and
eliminate waste in order to decrease the costs and increase productivity. This strategy has roots in
Kaizen in the form of Lean manufacturing which concentrates on concepts like: make to order,
zero defects, team work, cellular manufacturing, continuous improvement and flow of information
[3]. Six-Sigma is a well-known and effective data-driven approach that has been implemented in
many business applications [2]. It is both a philosophy and a methodology that improves quality
by analyzing data with statistics to find the root cause of quality problems and to implement
controls. Statistically, Six Sigma refers to a process quality measurement and the nearest
specification limit is at least six times the standard deviation of the process [3].

The foundation of the Six-Sigma program is statistics; sigma stands for standard deviations from
the mean of a data set in other words a measure of variation, while Six-Sigma stands for six
standard deviations from the mean [2]. The approach is aimed at achieving sustained customer
satisfaction through its continual focus on customer needs [3]. By emphasizing customer
requirements and, on the issues that affect customer satisfaction, Six Sigma eliminates potential
performance issues before they occur by focusing on process variables that are Critical to Quality
(CTQ) [4]. It is an approach focused on improving quality, reducing variation and eliminating
waste in an organization [5]. DMAIC approach (define, measure, analyze, improve, and control)
Steps are used for the lean six sigma methodology used the cycle to solve the problem. DMAIC is

2
a systematic six-sigma project management practice inspired by Deming's PDCA (Plan, Do,
Check, and Act) Cycle.

Figure 1 Deming PDCA cycle

The process consists of the five phases called Define, Measure, Analyze, Improve and control.
Non-productive activities describe that the customer does not consider as adding value to his
product. By reacting quicker in minimization of defects to make a product as per customer demand
with expected quality, the company can invest less money and more costs savings [6].

Figure 2 the six sigma five phases

Moreover six sigma is a blueprint for any project of improvement to offer a brief method-based
approach and concept on how to work with robust decisions on the pathway to product and process.
Therefore, this six-sigma approach is a systematic, disciplined and data driven approach to process
improvement [7]. But six-sigma approach offers less than 3.4 defects per millions opportunities.
The aim of six sigma approach is to achieve and maintain the six standard deviations between
mean and nearest specifications limit. In terms of statistical representation, it can be said that six
sigma describes quantitatively how a process is performing.

3
A process must not produce more than 3.4 defects per million opportunities to achieve Six Sigma.
Anything outside of customer specifications is called as a Six Sigma defect. The total quantity of
chances for a defect can be termed as a Six Sigma opportunity. Design of experiments (DOE) is a
systematic, efficient method that enables scientists and engineers to study the relationships
between multiple input variables (aka factors) and key output variables (aka responses). It is a
structural approach for collecting data and making discoveries [8].

1.1.2. Background of GatePro engineering company

GatePro Engineering P.L.C is a structural engineering company specialized in design, fabrication,

and installation services founded in 1982 as an Ethiopian steel manufacturing company. It was
founded with an initial capital of Birr 45,000.00. Today, the registered capital has grown to over
Birr 400,000,000. GatePro is a pioneer in the flat & structural steel industry in Ethiopia, and has
contributed significantly to infrastructure development in Ethiopia over the last 35 years [9].

Girma Afework, Managing Director of GatePro P.L.C, founded the company. He is a Structural
and Industrial Engineer by profession. Other company staffs are highly dependent structural,
mechanical and electrical engineers with minimum qualification of BSC from USA and Ethiopian
Universities. The family-owned company employs over 50 permanent and contracted employees,
and places strong values in human resource management and employee retention.

At GatePro Engineering P.L.C we are convinced that there is a great future for building work using
industrially pre-engineered components with potential to be an inevitable solution for ever growing
population of the world. We wish to provide to our customers maximum value with our products
and first class services. The aspiration and requirements of our customers shall determine our
thinking and creativities. Our corporate culture is marked by partnership and team spirit. We
cultivate our employees to be knowledgeable, vigilant; costumer focused and identifies themselves
with their job and company objectives [10].

4
 Figure 3 GATEPRO ENGINEERING P.L.C Company
To reach these goals and to secure them sustainably, our strategy shall remain:

 Continuous innovation and generation of original ideas and their skillful execution
 Customer orientation interpreted into value creation
 Employee motivation
 Care for the environment
 Economic independence based on profitability, efficiency, effectiveness and mutual
benefit

1.1.2.1. Main products of the company

Its main Products are:

 Warehouse & airport terminals

Figure 4 Warehouse and Airport terminals steel structure

5
 Corrugated iron sheets

Figure 5 Corrugated iron sheets

 Color-coated steel roof tiles

Figure 6 Color-coated steel roof tiles

 Trapezoidal style roof

Figure 7 Trapezoidal style roof

6
 Above ground & underground tanks

Figure 8 above ground and underground tanks

 Steel bridges

Figure 9 Steel bridges frame and form work

 Transmission towers

Figure 10 Transmission towers

7
  Sub stations

Figure 11 Sub stations steel work

1.1.2.2. End customers of the company’s products
GatePro PLC has a wide range of customers in various industries. GatePro provides structural steel
for Transmission Towers, substations, and accessories for the power sector. Additionally, we
provide structural steel for pre-engineered steel buildings, and for free-span steel bridges. We
provide structural and roof cladding for Real Estate, Hangars, Gas station, Depots, Fuel Tankers,
and Silos etc.

Nearly three decades, GatePro Engineering has served clients country wide whether its public
works, commercial development or private construction projects, we’re proud of the jobs we’ve
been doing. GatePro’s portfolio includes some of the most notable structures in the country. This
is a sampling of our projects. For more information on any of them please contact us via our contact
addresses. Some of our clients served for design, manufacturing & installation are listed below.

 Total Oil Company above and underground tank work.

 Agip Oil Company located at Adey Ababa
 Mobil Oil Company located at Bole
 Shell Oil Company
 Ethiopian Airlines laundry and maintenance hangers, internal partitions etc…
 Hilton Hotel boiler system and 100000liters fuel storage tanks
 Sheraton Addis fixing roofing system, boilers, and fuel storage tanks
 HDPO (Housing Development Project Office) around 120 blocks at Gofa site and around
43 blocks at Gotera site and in total above 20 blocks in different sites
 Our standard product corrugated sheet metal and G-823 R-system with required length up
to 9mts with color and galvanized material

8
  Steeping tiles for villa house with different types of colors and required length, and its own
roof ridge
 EEpco pole treatment plant at Gotera
 Betel Hospital verandah with light structural roof work and parapet.
 DH GEDA complete roof structure work with glass and louvered windows
 30meter by 120meter complete roofing structure design manufacture & installation on site
for water bottling company at Akaki.
 Curved Eve and American seamless gutter
 Turnkey design foundation super structure fabrication installation on site for pp bag
factory located at Alem Gena
 50000lit tanks fabrication at our kality workshop
 Complete roofing design fabrication and installation for Meserete Kirestos Church at Bole
 Complete roofing system design manufacture & installed at sight Gergi
 C-portal roof structure
 Gilgel Gibe I project
 Welding electrodes in different diameters
 American seamless gutter with required length [11].

1.1.2.3. Overall organization details

Management & Advisors

 Girma Afework, CEO and founder - a structural engineer by profession with a BSc in Building
Engineer and Post Graduate Diploma in Industrial Engineering – University of Bradford, UK, and
Over 35 years of work experience in England, USA and Ethiopia.

 Amanuel Girma, Engineering Director - with a BSc in Civil Engineering from George Mason
University, USA.

 Selam Girma, Finance Director – with a BSc in Finance and Banking from Radford University,
USA

 Abebaw Tadesse, Finance Manager –BSc in Economics – Mekelle University, Addis Ababa,
Ethiopia, an Advanced Diploma in Accounting and Business – ACCA, UK Masters Degree in

9
Business Administration (MBA) – Unity University, Ethiopia and over 11 years of work
experience as a bank manager and auditor in the FDRE office of the Federal Auditors General.

 Dawit Girma, International Business Director-with a BA in International Business and Spanish

from Virginia Tech, USA, with over 9 years’ experience in business spanning from the USA,
China, and Ethiopia [12].

Mission

Our mission is committed to providing quality design, detailing, production, manufacturing and
erections as well as installation services in a variety of structural engineering disciplines that call
the use of both cold-formed and hot rolled steel components.

Vision

To become the leading, innovative, and reliable steel company, creating premium value to our
customers in East Africa & the surrounding.

Values

 We value the concepts of trust and integrity.

 We value our employees; respect the diversity of their ideas.
 We treasure our clients.
 We deliver high quality solutions; strive for the highest standards of performance and
committed to continuous improvement.
 We value environmental stewardship.
 We respect the quality needs of our clients / customers
 We are dedicated to their preferences.
 Quality is customer satisfaction
 We ensure standard material quality practices
 Quality is meeting minimum standards of measurement we build quality into the system.
 We employ rule-based / oriented measurement of quality design, fabrication, erection and
management - as it evolves.
 We adhere to international standards, code of practices and procedures in the industry.
 We keep of records and strive to eliminate shortcomings – Develop the culture!

10
Our Activities

Design and Detailing

 Professional structural and electro mechanical engineers and committed staff of support
personnel.
 Superb office atmosphere with well-organized library.
 Complete sets of hardware, software and standards across our range of services [11].

1.1.2.4. Work flow of the company

Mainly Gatepro engineering p.l.c company has two work sections.

 Fabrication section
 Galvanization section.

Fabrication section- is one of the biggest and major working area of the company, also it comprises
one major stream working section under it which is called welding section. This section is highly
equipped with a three HP12 T4 FICEP brand CNC machines with four independent individual
punches, one FICEP HP12 T6 CNC machine with six punches and one FICEP brand RAPID 25
machine. With this highly modernized machines a lot of steel works are held like cutting, marking,
punching, drilling, notching, bend and after bending hole.

Figure 12 Fabrication work section

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The section consists of four highly trained active engineers who are mainly convert the input
engineering drawing in to the actual structure. They have high understanding of the CNC machine
implemented program which allows them accomplish their work without high labor demand.

As I mentioned earlier under this major section there is a welding work section where the huge
industrial welding is take place. Through the help of shielded metal arc welding and gas metal arc
welding with highly skilled three active welders a lot of industrial wildings are held. This section
works under the control of fabrication department and encompasses about 5 or 6 labors for support.

Figure 13 Welding work section

As to show how what will look like the sequence of operations talk place in the factory we can
recommend to see Fig 14 illustrated below.

Figure 14 Sequence of operations of factory unite

12
 Work flow of the fabrication work section

Simply I try to show the overall work flow of the fabrication section [13].

Receive job
card with
nesting plan

Check raw steel

No
Return to
material as per steel
given Job card deportment
If ok

Yes

Cutting, Punching, Drilling, Stamping QA,

Inspection

Notching QA.ISP
QA.ISP Welding

Bending QA.ISP

After Bend Hole QA.ISP

Rework

Final No
fabricated Mat. Reject
Offer to QA

Yes

Ask for
acceptance END
Tag & DTRN

Figure 15 Fabrication section work flow

13
Galvanization section-it is also the second largest work section in the company, while the
fabricated tower part and also other just in time (JIT) works come in and coated with hot dip bath
galvanization (HDBG) process. As we know there is a lot of galvanization process, but the
company uses the HDBG type of method.

The section is lead by the chemical engineer, but encompasses one crane operator and other four
labors, who will swipe the bath to remove the dust on the upper layer of the bath with the aid of
swiping material.

Here a lot of steel types are coated like hooks, channel iron, flat iron, bar iron, angle iron, u-shaped
bolts, rods and so on, which has 1- 12 meter length and 2-6 mm thinness.

The hot dip bath has maximum capacity of coating up to 12 meter length steel, also this section
integrates about 5 or 6 labors to load black iron with the help of two crane operators for load and
unload work.

Figure 16 Galvanization work section

Work flow of galvanization section
This work flow shows after the black iron brings to the section [14].

Black iron
Degreasing Hot air
jigging Pickling Flux Zinc pot
dryer

Quenching and
Dicromating

Figure 17 Work flow of galvanization section

14
 Overall work flow of the company
This illustrated flow chart shows the company’s two working sections as one as a whole [15].

Figure 18 Overall work flow of the company

1.2. Statement of Problem

Tower manufacturing companies are dealing with one of the major problem related with
galvanization that is excessive zinc consumption, high zinc coating thickness than required & dross
formation. Excess zinc consumption increases production cost & too thick zinc coating causes
rejection, rework & increases brittleness of coating layer that is undesirable from customer’s point
of view. Also dross formation is hazardous as well as it contains zinc due to which large amount
of zinc is wasted [14].

The Gatepro engineering company also facing the modern work sector challenges in the day to
day production activities. One of the major challenge is zinc over coating at the galvanization
section. As we know the zinc consumption demand for the work is high level, but the main
challenge over here is the zinc is imported from foreign countries with high currencies.

The quality of the galvanized steel is the cumulative effect of the quality of zinc, quality of steel,
galvanization system (immersion time, temperature and silicon content), the skill of the operators,
raw material inputs, production condition, lifetime of the machine, and others. This cumulative
variation determines the quality of the final product. To determine the current galvanization quality

15
level, quality report were received from the case company. Based on the quality report the current
quality of the galvanization has been calculated. Hence the quality of the product in terms of sigma
level in galvanization section is the capability ratio CP, which is a measure of potential capability,
is equal to 0.3321, less than 1, indicating that the current process is potentially not capable to meet
the specification and a large number of nonconforming units will be produced. The process
capability index CPk, which is a measure of actual capability, is equal to -0.4837. Since Cpk < 1,
the process has variability and is not capable to meet the specification limits.

For the current process, the sigma level of coating thickness (= 3Cpk) is -1.45 = -1.5 which means
approximately 99.99966% of products have unacceptable coating thickness, whereas 0.00034%
lie out of this limit.

This seriously shows that the galvanization processes are insufficient and ineffective. Therefore,
we need to identify and investigate the key success factor for galvanized steel quality products in
those processes. Finally, it was decided that a solution has to be proposed with the appropriate
implementation model of the quality control system.

So, proper utilizing of the zinc consumption will have undeniable great value of cost reduction at
the raw material expenses. This will lead the company to the required profitability and wise
financial deployment. Due to this, the cost of the output products minimized or will not be
expensive, which will increment the customer satisfaction and reduce the foreign currency to buy
the zinc material. Generally, this paper gives emphasis and conducted to optimize & analyze the
root cause of the excessive coating, zinc consumption & dross formation, also to identify various
influence factors that affects coating thickness at the Gatepro engineering using the six sigma
(DMAIC) analysis. And narrowing the gap between the theoretical and actual coating thickness of
coated steel materials.

1.3. Objective of the study

1.3.1. General objective
The general objective of this project is to improve sigma level of galvanization processes of
gatepro engineering p.l.c and to device away to meet its expected use of zinc consumption.

16
1.3.2. Specific objective
 To present the application of the design-of-experiments and Six Sigma’s DMAIC approach
 To optimize & analyze the root cause of the excessive coating and zinc consumption.
 To identify various influence factors that affects coating thickness.
 To determine what factors cause fluctuating output value and lower performance level of
galvanization section.
 To analyze the effect of communication and on productivity.
 To assess the effect of training, development and supply of raw material on the
productivity.
 To analyze the effect of supervision/ management on productivity.

1.4. Research question

 How does the level of communication in Gatepro engineering p.l.c affect its level of
productivity?

 Why does Gatepro engineering fail to meet its expected production efficiency at
galvanization section and has an inconsistent output value over its production days.
 What is the impact of supervision/ management on the productivity of Gatepro engineering
company?
 What is the effect of training & development on the productivity of Gatepro engineering
P.l.c Company?

1.5. Scope of the study

The scope of this study is limited to analyzing factors that affect galvanization processes and to
optimize & analyze the root cause of the excessive coating and zinc consumption of Gatepro
engineering p.l.c, kality branch being exclusive of any other company or branch. For the
questionnaire, the study recruited only the 10 employees which have direct linkage with the
galvanization section. The respondents are between the ages of 25 and 35 having an experience
ranging between 1 & 15 years or above. This is a comprehensive study of the galvanization process
and the team only in Gatepro engineering p.l.c as to reduce zinc over coating and improve sigma
level and productivity of galvanization section.

17
1.6. Significance of the study
The findings of this study will rebound to the benefits of Gatepro engineering p.l.c kality branch,
considering that analyzing internal & external factors affecting galvanization processes plays an
important role in maximizing the company’s profit. The results of this study will also be of great
benefit to;

 The nation- Ethiopia

o As the results of this study will help the company to incur more profit, it will add
to the tax payment that the company contributes to the nation. This in turn will
contribute to the economic development of Ethiopia.
 The employees
o Data given will provide the supervisors with information on how to improve the
skills and knowledge of the employees. As a result, employees will be provided
with training & development opportunities to advance their skills & perform better.
Besides the study points out factors that de-motivate employees and creates a way
for employees to be recognized and encouraged for what they have done.
 The managers
o The information in the study will give the supervisors a chance to consider how
motivation, training & development, supervision, communication & supply of raw
materials is influencing productivity and will lead them to make improvements on
these areas. In addition to this, the output of the study provides the managers with
an easier means of analyzing frequent failures.
 To anybody who refers to this study & to the researchers
o The study can be used as a reference for anyone who wants to research on internal
& external factors & for those who want to design a questionnaire on these factors
through the contents of the study & the questionnaire on its appendix. It also helped
the researchers to review the courses taken so far & preparing the study also added
new skills and experience.

18
1.7. Limitation of the study

 The project was conducted only on Gatepro engineering p.l.c kality branch (is exclusive of
other branches & companies).
 The study did not consider issues on demand and supply planning, production planning
and control & Supply chain management.

19
 CHAPTER TWO
2. LITERATURE REVIEW
In this section, comprehensive studies of the literature based on galvanizing coating thickness-
influencing factors have been discussed. Application of the design-of-experiments and Six
Sigma’s DMAIC approach has also been presented

2.1. Galvanizing Coating Thickness-Influencing Factors

2.1.1. Reactivity of Steels

The reactivity of steels is defined by the percentage (%) of silicon present in steels. The reactive
steels have been categorized based on % silicon content in four types of steels. The steels having
silicon below 0.03% come under the category of low-silicon steels. The Sandelin range of steels
has silicon % between 0.03 and 0.12 and shows extreme coating thickness at a particular
temperature [16]. The steels containing silicon between 0.12 and 0.22% come into the category of
Sebisty steels (coating thickness decreases with an increase in temperature at a particular
temperature range), whereas steels having silicon content greater than 0.22% have been
categorized as high-silicon steel [16].

2.1.2. Zinc Pot Chemical Composition

In HDBG, different alloys are added for various reasons. Zinc (Zn) is the main content of zinc pot
and generally contains 98.5% of zinc. Other than zinc, aluminum (Al), nickel (Ni), lead (Pb), tin
(Sn), bismuth (Bi), copper (Cu), cadmium (Cd), etc., are added into zinc pot according to the
requirement. Al is generally added to reduce zinc ash formation which is formed due to the
oxidation of molten zinc present on the surface of the zinc pot. The presence of Al also limits the
reactivity of steels and gives a shinier surface texture of coating surface. Ni is an important alloy
generally added for zinc over-coating reduction for the steels containing silicon. The optimum
level of Ni plays a significant role to minimize coating thickness; however, the excess quantity of
Ni shows some adverse effects such as dross formation in zinc pot and poor quality of coating
thickness. Pb, Bi and Ti addition possess some common purpose, i.e., all these three alloys improve
the uniformity of surface layer of coating. The suggested optimal range of Pb is between 0.4 and
0.5%. Pb is generally added to improve the life of zinc pot and uphold the liquidity of molten zinc.
However, excess Pb degrades the liquidity and toxicity of Pb affects human health and

20
environment. Bi and Sn both are the best substitutes for Pb [16]. The Bi also helps to minimalize
zinc coating thickness [17]. The spangle effect is one drawback of Sn addition. Liquid metal
embrittlement is another disadvantage of Sn which occurs when Sn is added into a zinc pot that
contains Bi [16]. The spangle effect is also observed in the Zn-AlNiBiSn bath where Pb, Bi and
Sn are present [18]. Cu and Cd also reduce coating thickness when added up to an optimum range.
It is found that 1% of Cu addition shows a relative decrease in coating thickness. Both alloys also
support different phase growth of coating thickness formation [19].

2.1.3. Zinc Pot Temperature

Bicao et al. [20] experimented to investigate the effect of zinc pot temperature over galvanizing
coating thickness of the pure iron sheet having 1.8 mm thickness and containing < 0.007% of
silicon. The authors measured coating thickness between the temperature range of 450 and 530 °C
for the immersion time of 1, 2, 3, 5 and 8 min and found that for the same immersion time the
highest coating thickness has been achieved at 480 °C. The coating thickness of pure iron steel
increases with an increase in temperature up to 480 °C; after that, with the increase in temperature
a noteworthy decrease in coating thickness has been observed up to 500 °C.

In between the range of 500 and 530 °C, the coating thickness changes its behavior slightly. The
authors also found that coating thickness increases with an increase in immersion for the same
temperature.

Wang et al. [21] Also experimented to study the influence of temperature on coating thickness of
reactive steels. They selected 450–530 °C of the temperature range and 3 min of immersion time,
whereas the silicon content in the steel was 0.102% (Sandelin steels) and the thickness of the
specimen was 2 mm. The authors observed that at 470 °C, maximum coating thickness has been
attained. After this, thickness decreased, and at 500 °C coating thickness was minimum. Beyond
500 °C, coating thickness increased again up to 530 °C.

Bondareva et al. [22] Used a high-silicon steel sheet sample of 3 mm that contains 0.767% silicon
content to study the effect of temperature on coating thickness. The 2 min immersion time and
530–565 °C temperature range were selected by the authors for the entire experiment. The authors
found that between the range of 530 and 565 °C, with an increase in temperature coating thickness
decreases. The minimum thickness was obtained at 555 °C.

21
2.1.4. Zinc Pot Immersion Time
Sepper et al. [23] Studied the coating thickness behavior of silicon-containing steels with varying
immersion times. They used five samples of 3 mm thickness containing < 0.01, 0.06, 0.11, 0.17
and 0.30% silicon. The zinc pot temperature was set at 450 °C for the whole experiment. The
authors selected 3.25 min and 20 min of immersion time for all the samples. They identified that
the highest coating thickness was gained by Sandelin range of steels containing 0.06 and 0.11%
silicon for both immersion times: 3.25 min and 20 min. Further, at 20 min of immersion time,
coating thickness was maximum for all the samples as compared to the thickness obtained from
3.25 min of immersion time.

Hakim et al. [24] experimented to test the coating thickness at different immersion times. They
prepared a specimen of low-carbon steel (0.023% carbon) of 3.5 mm thickness. The specimen
contained 0.199% silicon (Sebisty steels). The experiment was set for four immersion times: 3, 6,
9 and 12 min at 460 °C. The authors found that the minimum coating thickness was obtained at 3
min, and the maximum was obtained at 12 min of immersion time. [16]The increase in immersion
time does not highly affect the coating thickness of low-silicon steels, whereas for Sebisty steels
coating thickness increases with an increase in immersion time.

2.1.5. Effect of Zinc Pot Alloys on the Coating Thickness of Reactive Steels
Nickel (Ni), aluminum (Al) and tin (Sn) are the three alloys that help to control the excessive
coating thickness of reactive steels. The coating thickness of Sandelin steels reduces with 0.05%
of Ni content, whereas for Sebisty steels no significant decrease is found for this amount of Ni, but
the minimum coating thickness was obtained when Ni was 0.05% in zinc pot as compared to pure
zinc bath and 0.5% Ni content in zinc pot. The excess amount of nickel triggers the growth of
coating thickness [16]. Sepper et al. [23] Found that 0.06% of Ni helps to inhibit the Sandelin
effect. The Al and Ni are the most suitable alloy combination to control the reactivity of steels and
to increase the galvanization process efficiency; hence, this alloy combination has been adopted
by many industries.

The presence of Al between 0.1 and 1% controls the reactivity of high-silicon steels. The zinc pot
containing 0.22% Al with Ni content 0.04–0.06% reduces the coating thickness of zinc for all types
of reactive steels. The tin present in the zinc pot also reduces the coating thickness of reactive
steels.

22
For Sandelin range, Sebisty range and high-silicon steels, the minimum coating thickness is
obtained when 2% of Sn is present in a zinc bath and it reduces the Sandelin effect. Bi and Sn both
have some positive effects on coating thickness reduction in reactive steels [16].

Kania and Komorowski [18] experimented to test the effect of the chemical composition of zinc
pot over coating thickness of Sebisty steel. They selected a steel sample of 2 mm thickness
containing 0.18% of silicon and compared coating thickness obtained from pure zinc (Zn) bath,
Zn–AlNi, Zn–AlNiPb and Zn–AlNiBiSn bath at 450 °C zinc pot temperature and 3 min of
immersion time. The minimum and maximum coating thicknesses were obtained from the Zn–
AlNiBiSn bath and pure Zn bath, respectively.

The authors found that corrosion resistance of coating thickness obtained from Zn–AlNi and Zn–
AlNiBiSn increased more than that of coating thickness attained from pure Zn bath, whereas
coating thickness obtained from Zn–AlNiPb bath decreased in corrosion resistance.

Kania et al. [16] suggested the optimal range of some alloys, such as aluminum should be 0.005–
0.01%, nickel should be 0.04–0.06%, lead should be 0.4–0.5%, bismuth should be 0.05–0.1%, and
tin should be 0.1–0.3%. However, the % amount of alloys, zinc pot immersion time and
temperature can vary according to products, their required coating thickness and galvanization
process. From various sources in the literature, the coating thickness (CT in µm) obtained from
different chemical composition of zinc pot, immersion time (Ti minute), temperature (Temp °C)
and silicon-containing steels (Si %) are summarized in Table 1.

Table 1 Coating thickness obtained from various zinc pot parameters

S.no Si% Ti Temp Chemical composition of zinc pot CT Literature
(min) °C (µm) references
Zn% Al% Fe% Ni% Pb% Sn% Bi%
1 0.074 1.5 444 99.99 - - - - - - 53 [25]
2 0.767 2 535 99.968 0.002 - 0.03 - - - ~ 177 [22]
3 0.767 2 545 99.968 0.002 - 0.03 - - - ~ 102 [22]
4 0.767 2 555 99.968 0.002 - 0.03 - - - ~ 65 [22]
5 0.767 2 565 99.968 0.002 - 0.03 - - - ~ 70 [22]
6 0.199 3 460 98.65 - 0.18 0.039 - - - 85.7 [24]
7 0.18 3 450 > 98.5 0.0003 0.037 0.0001 0.0007 0.0006 0.0003 122.51 [18]
8 0.18 3 450 > 98.5 0.0068 0.028 0.0630 0.5000 0.0012 0.0004 85.48 [18]
9 0.18 3 450 > 98.5 0.0980 0.025 0.0470 0.0021 0.0007 0.0002 84.13 [18]
10 0.18 3 450 > 98.5 0.0062 0.023 0.0510 0.0310 0.8800 0.0720 76.24 [18]
11 0.12– 12 450 99.93 0.022 - 0.04– - - - 260 [16]
0.22 0.06

23
 12 0.12– 12 450 98.5 - - - - 1.5 - 170 [16]
0.22
13 0.012 3 450 99.5 - - - - - 0.5 78 [26]
14 0.012 3 450 99 - - - - - 1 67 [26]
15 0.012 3 450 98 - - - - - 2 71 [26]
16 0.2 3.25 450 99.3 0.16 0.16 0.055 - 0.16 0.16 90 [23]
17 0.102 3 470 99.5 - - - - - - ~ 158 [27]

2.2. Techniques of Design-of-Experiments Applied in Galvanization Process

Smith and Larson [28] proposed various statistical techniques of design-of-experiments (DOE)
such as factorial and fractional factorial method, Taguchi method and response surface method.
The authors proposed a hypothetical example related to electroplating and studied the effects of
various factors using 24 factorial model of DOE. The aim of the authors was to promote the
utilization of statistical techniques in the surface finishing of metal and to take advantage of
statistical techniques. The blocking principle of DOE is adopted by Fernandes et al. [29] for the
weight test of galvanized wire, and ANOVA is also performed to control nuisance factors and
levels. Wang [27] adopted the Taguchi method, response surface methodology and genetic
algorithm to study the coating thickness-affecting factors of hot-dip galvanizing process.

The authors selected three factors, distance, air pressure and velocity of a strip that are related to
air knife equipment, which are generally used to determine the galvanizing coating thickness and
found that air pressure affects most of the system robustness. The authors concluded that all these
three statistical approaches are the best tools and beneficial to predict response values. The
artificial neural network (ANN) model is developed by Shukla et al. [30] for hot-dip galvanizing
coating thickness prediction. The authors claimed that the ANN model is an effective tool to
predict coating thickness. Michal et al. [31] also adopted the DOE technique for galvanizing
coating thickness prediction. The authors established coating thickness prediction mathematical
equation at 5% of significance level and found that equation is reliable up to 58.75%.

2.3. Six Sigma and Design-of-Experiments Application

Thomas and Barton [32] implemented Six Sigma based on SMEs to get rid of critical to quality-
related issues. They adopted the DMAIC practice of Six Sigma and used the Taguchi method of
DOE in the improve phase by selecting various control factors and interactions. The authors
claimed that DOE solves problems in SMEs and helps to become technically sounder.

24
Prasad et al. [33] have also adopted the Taguchi method of DOE for improvement in the diffusion
process of solar cell manufacturing company and found an annual gain of 0.9 MW.

Srinivasan et al. [34] applied the DMAIC methodology of Six Sigma to enhance the sigma level
of the furnace nozzle manufacturing process. They utilized the Taguchi method and orthogonal
arrays for improvement and found that after the successful implementation of Six Sigma, the sigma
level enhanced from 3.31 to 3.67. Setiawan and Setiawan [35] applied Six Sigma’s DMAIC
approach in an automotive industry and improved the sigma level from 3.33 to 4.37.

Dey et al. [36] implemented probability-based Six Sigma in a garment industry and utilized
various tools such as FMEA (failure mode defect analysis), cause-and-effect analysis, and Pareto
and control chart to improve the sigma level of current process. Similarly, Uluskan and Oda [37]
used various techniques such as measurement system analysis, control charts and process
capability analysis in different steps of Six Sigma’s DMAIC approach and get an improvement in
sigma level from 3.1 to 4.4 in a household manufacturing system.

Gerger and Firuzan [38] implemented Taguchi method with Six Sigma’s DMAIC for process
improvement in an automotive industry. They found reduction in the rate of non-conformity and
improvement in sigma level from 2.21 to 4.80. Six Sigma’s DMAIC principle is used by Radha
Krishna and Dangayach [39] to reduce the parts per million defects in an MNC. Jirasukprasert et
al. [40] worked with Six Sigma methodology for defects eradication in the gloves manufacturing
industry and utilized statistical tool of analysis of variance (ANOVA). The authors achieved a
significant increase in sigma level from 2.4 to 2.9.

Zondo [41] presented a study on the suitability of experimental design (DOE) when integrated
with lean Six Sigma methodology. He selected the automotive parts manufacturing area for study
and concluded that strategic utilization of DOE with Six Sigma principles helps to reduce
variability and rejection rate, improves the quality of products and processes, and also saves cost.
Similarly, Sajjad et al. [42] found the cost saving due to 50% waste reduction after DMAIC
implementation in bag manufacturing industry. As a result of literature review, it is concluded that
the literature related to the galvanization process is based on experimental results of a particular
type of product and galvanizing parameters. A remarkable improvement has been achieved by
combining the DOE techniques and Six Sigma. Hence, an integrated Six Sigma and DOE approach
is applied in this work to improve the sigma level of galvanization process.

25
2.4. Theoretical review
Among the several theories, developed on the importance of training & development for the
improvement of productivity, the study used Weber's bureaucratic approach. Weber's bureaucratic
approach considered the organization as a segment of broader society and one of the principles on
which he based the concept of a formal organization is “Predictability and stability” which states
that the organization should operate according to a system of procedures consisting of formal rules
and regulations [43].

Managers employ different supervision models and theories to maximize the productivity and
efficiency of their work teams. No single theory or model is inherently better than another but the
study implemented Goal setting theory, theory X and Democratic supervision theory. Even if Goal
setting theory has been cited as a motivational theory on the above paragraph, it also has a part
that can be referenced as a supervision theory. This theory is the assurance of goals proposing that
excellence in performance depends on precision in setting goals and targets which are realistic and
measurable i.e., the higher the goal, the higher the performance. This is because individuals
typically modify their level of effort to the difficulty of the goal and the attainment of set goals
and targets has a positive effect on productivity [43].

From the several theories developed on the relationship between productivity & communication
so far, Media richness theory (MRT) and Human relation theory were found to be directly related
to the study. Contingency and information processing theory, MRTsuggests to send non – routine
and difficult communication through a rich medium, such as face to face, routine & simple
communications through a lean medium such as memo and to use rich media such as discussions
& meetings to make your presence felt through the organization and on the other hand for
implementing company strategy and to use multiple media on critical issues to make sure message
is heard correctly and finally to evaluate new technologies critically instead of assuming that they
are appropriate for the entire range of managerial tasks [43].

26
 CHAPTER THREE
3. METHODOLOGY
This section presents the research design and the methodology used in this study. It also highlights
the research design, target population, sampling technique and sample size, the methods of data
collection, the instruments for data collection and procedures, pre-costing of tools excellence
control which includes validity, reliability, data analysis and presentation.

3.1. Research design

This study used explanatory research design to determine and make assertions on how training &
development, supervision/ management, communication and supply & availability of raw
materials, equipment, tools and machine accessories affect galvanization process of Gatepro
engineering p.l.c kality branch. This research design was selected as it is characterized by
specifying the nature and direction of the relationships between variables being studied and
explains why specific phenomena occur while enabling to predict future occurrences.

3.2. Research approach

The research used a combination of both quantitative and qualitative data collection procedures as
to gain benefit from quantitative research that deals with numbers and statistics and from
qualitative research that deals with words and meanings. Both are important for gaining different
kinds of knowledge followed by explanatory research design which allows a researcher to gather
exhaustive information in a way that reduces cost of the data collection.

3.3. Data Type and Data Source

3.3.1. Data Type

The study identified and used different data types with an intention of getting an input for the
problem identification and for assessing the impact of each independent variable on the dependent
variable. The data collection methodology applied in the research includes gathering data from
literature review as well as primary and secondary data collection methods as described below.

 Literature Review: different published journal articles, electronic sources and books were
surveyed in order to understand the concept and benefit gained by improving productivity of a
company.

27
 Primary Data
Primary data were obtained through continues assessment of the production process in the
study field, informal communication with responsible persons and managers and through
questionnaire. These were implemented when making use of the following data collection
methods;
i. Frequency/ Event & recording by using stopwatch
- As event recording is best for behaviors with a distinct beginning and end it was used
to record immersion time of coated steels.

ii. Observation
- Direct observation was used by watching the process of galvanization in its usual
environment without altering that environment, direct observation to identify causes of
some failures to meet expected coating level and overall operating system.
iii. Informal interviews: informal communication with operators, technicians and
managers was used to get information on the causes of failures to meet expected
product or consistent coating in the galvanization room.
iv. Questionnaire with open ended and Likert scale questions rated between a range of 1
to 5 standing for Strongly agree -5, Agree - 4, Moderate - 3, Disagree - 2 and strongly
disagree -1 was used.
 Secondary Data
Documents and records were used as an input for calculating the OEE value as to identify
the level of performance (productivity) the company has reached.

3.3.2. Data source

The data collection instruments used in this study as a basis for collecting, recording and measuring
primary data which is required to provide answers to our research questions were basically direct
observation and recording, informal interview and questionnaire. Documents and records obtained
from the advisors and department heads were also used to obtain secondary data that will be used
as an input in the work flow of the fabrication section and numerical evaluation of availability,
performance and quality rate of the company, which intern indicates the level of performance the
company has reached. Through direct observation the data on the frequency and duration of the
immersion time was gathered by recording using stopwatch. Informal interview through

28
communication with operators, technicians and managers was also used to get information on the
causes of failures to meet the expected coat observed in the galvanization section.
A questionnaire is used as it’s critical to gather information on issues concerning the research
questions from a source that has direct involvement with activities in the galvanization section.
The conceptual frame work in the literature review was used to come up with the questionnaire.

The questionnaire is designed in three parts: the first part being the demographics for identification
of respondents while the second part being closed ended questions which included all types of
prewritten responses or possible answers that addressed training & development,
supervision/management, communication as well as supply and availability of raw-materials,
equipment, tools & machine accessories from which respondents were required to choose from.
Each alternative was preceded by a box in which the respondents were expected to indicate his
choice with a tick. The researchers also allotted five-point scoring scale questions ranging from
“strongly disagree” to “strongly agree” in which respondents are required to make a choice by
ticking on their selection.

In addition, open-ended questions are provided with the purpose of identifying areas which
respondents want to be offered with and to provide a means for respondents to list the common
problems that affect the productivity of the company both directly and indirectly. The
questionnaire was dropped off for respondents to complete in their own time and picked up again
after sometime later. The self-administration is necessary so as to allow the respondents to give
responses free from influence by providing them with the time needed and to get honest responses
for the questions provided.

3.4. Tool selection and Data analysis

This research has been conducted in Gatepro engineering p.lc Company and the experiments were
taking place in galvanization section and coating quality inspection unit. The following six sigma
tools are importantly considered for the analysis and examination. These are DMAIC, Pareto
Diagram, Cause & Effect Diagram, Control Charts, Histogram, Scatter Diagrams, Graphs and
Check Sheets., Microsoft Office 2019 Excel and ANOVA, etc. are tools/techniques used in the
analysis and interpretation.

29
Thus, the methodology for this work is an integrated DMAIC-DOE approach. The DMAIC
framework for this case study is shown in Fig. 19, and each phase of DMAIC is discussed
separately here.

Figure 19 Six sigma DMAIC frame work for the case study
After the data collection through questionnaire and informal interview, the researchers attempted
to edit the data collected to ensure consistency of responses. In this regard content analysis was
used to simplify and make data interpretable and understandable. After the data collection through
questionnaire Data was analyzed using quantitative methods. The technique for quantitative data
analysis used by the researchers was descriptive statistics based on mean and standard deviation
by using Microsoft Office 2019 Excel, which is used in determining the proportion of respondents
choosing the various answers. Furthermore, the researchers utilized tables to represent data and to
make understanding and interpretation of facts easy.

3.5. Population and Sample size

3.5.1. Source Population

The target population consisted of operators, technicians and managers who are directly involved
in securing galvanization process of Gatepro engineering p.l.c kality branch because their opinions
are found to be essential to the study. This population is chosen on the basis of how long they
worked in the company (valid only if more than 1 year) and on the basis of their mandate to the

30
improvement of galvanization sigma level of the company. The total number of the population in
the kality branch is 50 workers.

3.5.2. Sample Size

The study used judgment (selective/subjective) sampling method as it relied on the judgment of
the researchers when choosing who to ask to participate. Thus, from the 2 branches of Gatepro
engineering p.l.c - kality and Bole - the study was conducted only on the kality branch
galvanization section. The sample frame of the study is 21 (8 labor workers + 7 technicians + 3
managers + 3 operators) but even if there is a population of 21 employees in the galvanization
section of Gatepro engineering p.l.c kality branch, the study only included 2 operators on the basis
of their direct involvement in the productivity rate of the company and on the number of years they
worked in the company. And of a total of 7 technicians only two were selected for the study as
they qualified the criteria. Again, of the 4 number and 8 number of managers and labor workers
only 2 and 4 number of managers and workers respectively were found to have a direct connection
with the galvanization section. Hence, the sample size taken for the questionnaire is 10 (a
combination of 2 operators, 2 technicians, 2 managers and 4 labor workers).

3.5.3. Sampling Technique

The study uses stratified sampling to divide the population into groups called strata. The strata are
grouped based on departments -as operators, technicians & managers with in the kality branch.
A sample is taken from each of these strata using the criteria set for screening i.e., on the basis of
how long they stayed in the company.

3.6. Reliability and Validity

As reliability of a research instrument is the extent to which the instrument yields the same results
over multiple trials, the questionnaire used in the study can be considered as reliable. And again,
the fact that the data for the duration of immersion time was recorded using stopwatch shows the
reliability of the data. This can be proven by the standard deviation values obtained as a result of
the closeness of the responses given by varying respondents. By taking into account the
characteristics of the study and choosing appropriate methodology, by selecting the most suitable
sample method, by ensuring respondents not be pressured in any way to select specific choices

31
among the answer sets and to give their responses, by having people, who understand the topic,
check if the questionnaire has captured the topic under investigation effectively and by getting the
questionnaire checked for double , confusing and leading questions by an expert, it has been proved
that the instrument measures what it is designed to measure which in turn implies that its valid.

3.7. Variable specification

Since a variable is defined as any characteristic or a quantity that increases or decreases over time
in different situations, the study used variables- both dependent and independent - to express the
existing relationship between different factors. Since a dependent variable is a variable that
depends on other factors and as it’s expected to change as a result of an experimental
manipulation of the independent variable or variables, sigma level of galvanization is the
dependent variable of the study. While an independent variable is the variable which the
experimenter manipulates or changes as it is assumed to have a direct effect on the dependent
variable. Here, the independent variables are training & development, supervision/management,
communication & supply and availability of raw materials, equipment, tools and machine
accessories that have a direct effect on the sigma level of galvanization process of the company.

3.8. Ethical consideration

Since respect for the dignity of research participants should be prioritized and as full consent
should be obtained from the participants prior to the study the researchers will explain to the
respondents the purpose of the study and assure them that the information given would be held
confidential, and that their names would remain anonymous. The consent of all the intended
respondents is sought from all the current participants of the questionnaire. Hence it can be said
that the study is conducted in an ethical manner. The overall summery of the methodology
implemented by the research is presented by the chart below.

32
 Company case-based problem identification

Informal interviewing & direct observation

Questionnaire development for survey
for Frequency & Event recording

Data collection and analysis using verbal

Data collection and analysis using RCA tool
means, Microsoft Office 2019 Excel and
ANOVA tool

Conclusion development

Suggestion and Recommendation development

Figure 20 Flow chart of research methodology

33
 CHAPTER FOUR
4. RESULT AND DISCUSSION
The case study presented in this paper is carried out on a galvanization process of Gatepro
engineering, which produces galvanized tower parts for high power transmission and so many steel
parts. The galvanizing unit is the most important unit of the industry because each product that has
been fabricated in this industry undergoes the galvanization process. The galvanizing unit is
divided into three sections, pre-galvanizing treatment, hot-dip batch galvanization (HDBG) and
post-galvanizing treatment.

Figure 21 SIPOC diagram for galvanization unit

HDBG process is an essential process that has been performed to protect steel parts from corrosion.
It is also a complex phenomenon because it depends upon various factors. Excess zinc
consumption is the leading problem in the HDBG process of this industry. To find out the foremost
cause of excess zinc consumption and investigate a remedial solution for zinc consumption
reduction, Six Sigma’s DMAIC (define–measure–analyze–improve–control) tool is used in this
case study while utilizing the design-of-experiments (DOE) in the ‘improve’ phase. Thus, the
methodology for this work is an integrated DMAIC-DOE approach. The DMAIC framework for
this case study is shown in Fig. 19, and each phase of DMAIC is discussed separately here.

34
4.1. Define Phase
Problem identification is the main objective of the define phase of the DMAIC approach. To
understand product and process and to define problem statement, SIPOC (suppliers–inputs–
process–outputs–customers) diagram (Fig. 21) is prepared for the galvanizing unit of the industry
selected for this case study. It can be noticed from Fig. 21 that inputs are iron (L-shaped long-iron
rods, U-shaped irons and flat irons) and other parts are supplied from the fabrication unit and
outside factory to the galvanization process. The fabricated parts undergo pre-galvanizing
treatment, HDBG process and post-galvanizing treatment. After galvanization, galvanized parts
are delivered to the packaging area for bundling. SIPOC integrates all information regarding
product and process and provides a quick overview, which is beneficial to understand problem
areas and core process for the case study.

Through continuous measurement and paying focused attention to the galvanization process, it has
been identified that zinc and energy (liquefied petroleum gas) consumption has increased for the
constant rate of production. Zinc is an expensive material, and LPG is a conventional energy source
whose demand and cost are increasing over time. The excess consumption of zinc and LPG not
only increases overall production cost but affects productivity and profit margin too.

The LPG is used in the HDBG process to melt the zinc ingots into a zinc pot and to keep the zinc
into a molten form for the best completion of the galvanization process, whereas zinc creates a
protective barrier on the surface of steels which prevent tower and steel parts from corrosion.

Figure 22 The LPG gas tank of Gatepro Engineering p.l.c

Another problem observed related to the zinc coating is over-coating of zinc on the steel parts. The
excess thickness of zinc coating forms a brittle structure and affects the corrosion resistance
property of the coating. Over-coating consumes excess zinc, and to melt zinc ingot, more LPG is
35
required. It is found that over-coating is the primary source of zinc and LPG consumption in the
HDBG process.

Hence, this case study aims to identify the major cause of over-coating and investigate
improvement measures to minimize the over-coating of zinc up to standard coating thickness for
zinc and to reduce LPG consumption by following the systematic pathway of DMAIC-DOE
integrated approach.

4.2. Measure Phase

In this phase, the current state of the Gatepro engineering p.l.c Galvanization section is measured
and process capability is determined. In order to obtain the process capability, process capability
analysis is conducted for the zinc coating thickness obtained from the current process and
parameters. The HDBG process is influenced by various factors such as zinc pot chemical
composition, immersion time, reactivity of steels and zinc pot temperature. The current process
data of the industry are given in Table 2, which contains zinc pot chemical composition, zinc pot
temperature range, immersion time range and silicon (Si) % in steels.

Table 2 Data collected from the current process of HDBG process of Gatepro steel P.l.c
Company
Zinc pot chemical composition (%) Temperature Immersion Si content (%)
time (min)
Zn Pb Al Other impurities
(Fe,Cu, Cd, Sn) 450–458 °C 4–5 min 0.06–0.170%
98.693 1.3 0.002 0.005

To conduct process capability analysis for the current process, 9 lots having cross-sectional
thickness between 5 mm were taken from a single shift and average coating thickness was
measured from these lots for the same operating condition. From the 9 lots, 9 average coating
thickness values were obtained; the mean and standard deviation for these data sets were 168.5111
and 28.6064, respectively. The recorded data are in table format in the below table 3.

36
Table 3 Record of measured coating thickness at Gatepro steel p.l.c for same operating condition

N Mark Profil Check points Avg.Coating

o no. e 1 2 3 4 5 6 7 8 9 thickness
thick
ness(
mm)
1 Channel 5 137 142 166 177 169 180 175 144 144 159.3
2 Channel 5 182 220 199 223 241 257 202 200 301 225.0
3 Channel 5 190 188 201 185 181 184 191 199 207 191.7
4 Channel 5 175 145 190 124 155 170 182 199 192 170.2
5 Channel 5 198 173 180 177 210 192 179 190 169 185.3
6 Channel 5 136 141 159 137 171 160 170 142 122 148.6
7 Channel 5 180 152 155 170 187 152 143 161 159 162.1
8 Channel 5 122 137 111 148 164 176 116 107 109 132.2
9 Channel 5 140 132 125 116 137 122 142 177 189 142.2
Mean=168.5
Std=28.6

According to the industry standard, an acceptable range of coating thickness is between 86 and
127 µm for the steels having cross-sectional thickness above 4 mm, and 65–86 µm for the steels
having a cross-sectional thickness of less than 4 mm.

Normal Mean=168.5 Std=28.6

0.016
0.014
Normal distribution

0.012
0.01
Series1
0.008
USL
0.006
LSL
0.004
Mean
0.002
0
0 50 100 150 200 250 300
Coating thickness

Figure 23 Normal distribution curve for coating thickness obtained from current process
Due to the presence of reactive steels, the coating thickness increased slightly from the standard
value; hence, the lower specification limit (LSL) is considered as 70 µm and the upper
specification limit (USL) is considered as 127 µm, so the normal distribution curve for the data is

37
displayed in Fig. 23. The process capability analysis is performed by calculating the capability
ratio (Cp) and capability index (Cpk). Both are calculated using the formula [44] [45] as follows;

1. Process capability ratio (CP): equ 4.1

USL − LSL
CP =
6σ
127 − 70
CP =
6 ∗ 28.6064
57
CP =
171.6384
CP = 0.3321

2. Process capability index (Cpk): equ 4.2

Mean − LSL USL − Mean
Cpk = min [ , ]
3σ 3σ
168.5111 − 70 127 − 168.5111
Cpk = min [ , ]
3 ∗ 28.6064 3 ∗ 28.6064
98.5111 −41.5111
Cpk = min [ , ]
85.8192 85.8192
Cpk = min[1.1479, −0.4837]
Cpk = −0.4837
The capability ratio CP, which is a measure of potential capability, is equal to 0.3321, less than 1,
indicating that the current process is potentially not capable to meet the specification and a large
number of nonconforming units will be produced. The process capability index CPk, which is a
measure of actual capability, is equal to -0.4837.

Since Cpk < 1, the process has variability and is not capable to meet the specification limits.
Another related term is sigma level, which is equal to 3Cpk and is the calculated z value of the
normal distribution between the process mean and the nearest spec limit [44].

If Cpk = 1, the distance between the mean and the nearest spec limit is 3-sigma, and if Cpk = 2,
the distance is 6-sigma and it is called a 6-sigma process [45]. Note that for an off-centered process,
Cpk is used, whereas for a centered process Cp = Cpk, and Cp is used. For the current process, the
sigma level of coating thickness (= 3Cpk) is -1.45 = -1.5 which means approximately 99.99966%
of products have unacceptable coating thickness, whereas 0.00034% lie out of this limit.

38
The current process sigma level is very low, and to achieve an industrial and competitive sigma
level, it is necessary to reduce over-coating of zinc (i.e., mean thickness) as well as standard
deviation. To reduce excessive coating, it is necessary to understand the coating phenomenon of
the HDBG process, and an analysis of coating thickness-influencing factor is required, which has
been discussed in ‘analyze’ phase.

4.3. Analysis Phase

In order to recognize the factor that affects coating thickness, root cause-and-effect analysis is
perform a fishbone diagram. Choubey and Verma [46] presented a fishbone diagram, which entails
the most influencing causes of the root cause of over-coating in the galvanization process and
effects of over-coating. This fishbone diagram is adopted from here for root cause analysis and is
shown in Fig. 24. Various other studies regarding the galvanization process and coating thickness
influencing factors also support the fishbone diagram presented in Fig. 24.

Figure 24 the fish bone diagram for over coating phenomena of HDBG

The causes of over-coating in the HDBG process are categorized into four categories according to
the problem that arises from four areas, such as zinc pot, method of galvanization process,
materials of tower parts, and last but not the least problem related to workers and employees of
HDBG process.

39
From the literature survey, it is found that zinc pot temperature, immersion time, chemical
composition and reactivity of steels affect coating thickness the most. Hence, three factors such as
immersion time, zinc pot temperature and Si% in steel parts are considered for this case study to
reduce the coating thickness.

4.4. Improve Phase

Design-of-experiments (DOE) 23 factorial model is utilized to find out the optimum levels of
selected factors. The DOE aims to minimalize the coating thickness and achieve an acceptable
range of coating thickness as well as improve the HDBG process. The DOE is conducted by using
the systematic procedure provided by Montgomery [47]. Statistical parameters in each step of the
DOE are calculated manually in ‘Excel sheet’ using formulas discussed in [47]. The procedure for
23 factorial model of experimental design is shown in Fig. 25

Figure 25 DOE procedure for 2^3 factorial model of experimental design for over coating of zinc
in HDBG process

4.4.1. Preparation of 𝟐𝟑 Factorial Model

The 23 factorial model represents three factors having two levels of each factor. The three factors
are immersion time, temperature and Si content in steels, and their levels are given in Table 4. The
levels of the two factors, temperature and silicon content, are the same as the current process shown
in Table 2, but the immersion time has been changed, and 3 and 5 min of immersion time have
been selected for improvement. The lower immersion time is considered because from the
literature survey it is found that lowering the immersion time reduces coating thickness, especially
when the steels have high silicon content. Various studies have recognized that for the Si content
in steels up to 0.2% (Sebisty steels), immersion time of 3 min gives the best results. Hence, these
two levels of immersion time are considered. In the industry, the immersion time is controlled by
a worker, that’s why the fluctuation in immersion time occurs.

40
For this experimental design, the coating thickness has been measured from the lot that has
undergone 450 and 458 °C with 3 and 5 min of immersion time in the HDBG process when steels
have silicon content of 0.06% (Sandelin steels) and 0.170% (Sebisty steels).

Table 4 Factors and levels for zinc over coating DOE of HDBG process

S. no. Factors Level

Low level (− 1) High level (1)
1 Zinc bath temperature (A) 450 °C 458 °C
2 Immersion time (B) 3 min 5 min
3 Silicon content (C) 0.06% 0.170%

By using factors and their levels, there are 23 = 8 treatment combinations. For the factorial model
of experimental design, two replicates have been considered. The response or dependent variable
is the coating thickness. Corresponding thickness values in µm have been collected from the case
study industry, and these are real data. The replicates are measured for the same treatment
combination, but products are from two different lots, and the cross-sectional thickness of coating
is 5 mm.

Instead of a single replicate, two or higher number of replicates give better results. The design
matrix for 23 factorial model with two replicates and response variable as coating thickness is
presented in Table 5.

This is sometimes called the design matrix. Extending the label notation, we write the treatment
combinations in standard order as (1), a, b, ab, c, ac, bc, and abc. Remember that these symbols
also represent the total of all n observations taken at that particular treatment combination.

Three different notations are widely used for the runs in the 2𝑘 design. The first is the + and -
notation, often called the geometric coding (or the orthogonal coding or the effects coding). The
second is the use of lowercase letter labels to identify the treatment combinations.

The final notation uses 1 and 0 to denote high and low factor levels, respectively, instead of + and
-. These different notations are illustrated below for the 23 design [47].

41
Table 5 Formation of factorial model to minimize over coating
Factors Coating Level
thickness (µm):
2 replicates Total of Run Factors
A B C 1 2 replicates label Low level High
(− 1) level (1)
-1 -1 -1 87 87 174 (1) Zinc bath 450 °C 458 °C
temperature (A)
1 -1 -1 86 90 179 A Immersion time (B) 3 min 5 min
-1 1 -1 93 89 182 B Silicon content (C) 0.06% 0.170%
1 1 -1 90 98 188 Ab
-1 -1 1 101 99 200 C
1 -1 1 102 98 205 Ac
-1 1 1 101 104 221 Bc
1 1 1 109 116 225 Abc
Sum=1574

There are seven degrees of freedom between the eight treatment combinations in the 23 design.
Three degrees of freedom are associated with the main effects of A, B, and C. Four degrees of
freedom are associated with interactions; one each with AB, AC, and BC and one with ABC.
Consider estimating the main effects. First, consider estimating the main effect A. The effect of A
when B and C are at the low level is [a - (1)]/n. Similarly, the effect of A when B is at the high
level and C is at the low level is [ab - b]/n. The effect of A when C is at the high level and B is at
the low level is [ac - c]/n. Finally, the effect of A when both B and C are at the high level is [abc -
bc]/n. Thus, the average effect of A is just the average of these four, where n = 2, equ 4.3,

1
𝐴= [𝑎 − (1) + 𝑎𝑏 − 𝑏 + 𝑎𝑐 − 𝑐 + 𝑎𝑏𝑐 − 𝑏𝑐]
4𝑛

1
𝐴= [179 − 174 + 188 − 182 + 205 − 200 + 225 − 221]
8

1
𝐴= [20] = 2.5
8

42
In a similar manner, the effect of B is the difference in averages between the four treatment
combinations. This yields, equ 4.4

1
𝐵= [𝑏 + 𝑎𝑏 + 𝑏𝑐 + 𝑎𝑏𝑐 − (1) − 𝑎 − 𝑐 − 𝑎𝑐]
4𝑛

1
𝐵= [182 + 188 + 221 + 225 − 174 − 179 − 200 − 205]
8
1
𝐵= [58] = 7.25
8
The effect of C is the difference in averages between the four treatment combinations. Equ 4.5
1
𝐶= [𝑐 + 𝑎𝑐 + 𝑏𝑐 + 𝑎𝑏𝑐 − (1) − 𝑎 − 𝑏 − 𝑎𝑏]
4𝑛
1
𝐶= [200 + 205 + 221 + 225 − 174 − 179 − 182 − 188]
8
1
𝐶= [128] = 16
8
The two-factor interaction effects may be computed easily. A measure of the AB interaction is the
difference between the averages A effects at the two levels of B. By convention, one-half of this
difference is called the AB interaction. Equ 4.6 Symbolically,

1
𝐴𝐵 = [𝑎𝑏𝑐 − 𝑏𝑐 + 𝑎𝑏 − 𝑏 − 𝑎𝑐 + 𝑐 − 𝑎 + (1)]
4𝑛

1
𝐴𝐵 = [225 − 221 + 188 − 182 − 205 + 200 − 179 + 174]
8
1
𝐴𝐵 = [0] = 0
8

In this form, the AB interaction is easily seen to be the difference in averages between the two,
using similar logic, we find that the AC and BC interactions are; equ 4.7 and 4.8

1
𝐴𝐶 = [(1) − 𝑎 + 𝑏 − 𝑎𝑏 − 𝑐 + 𝑎𝑐 − 𝑏𝑐 + 𝑎𝑏𝑐]
4𝑛

1
𝐴𝐶 = [174 − 179 + 182 − 188 − 200 + 205 − 221 + 225]
8

1
𝐴𝐶 = [−2] = −0.25
8
43
 1
𝐵𝐶 = [(1) + 𝑎 − 𝑏 − 𝑎𝑏 − 𝑐 − 𝑎𝑐 + 𝑏𝑐 + 𝑎𝑏𝑐]
4𝑛

1
𝐵𝐶 = [174 + 179 − 182 − 188 − 200 − 205 + 221 + 225]
8

1
𝐵𝐶 = [24] = 3
8

The ABC interaction is defined as the average difference between the AB interactions at the two
different levels of C. Thus, equ 4.9

1
𝐴𝐵𝐶 = [𝑎𝑏𝑐 − 𝑏𝑐 − 𝑎𝑐 + 𝑐 − 𝑎𝑏 + 𝑏 + 𝑎 − (1)]
4𝑛

1
𝐴𝐵𝐶 = [225 − 221 − 205 + 200 − 188 + 182 + 179 − 174]
8

1
𝐴𝐵𝐶 = [−2] = −0.25
8

Sums of squares for the effects are easily computed because each effect has a corresponding single-
degree-of-freedom contrast. In the 23 design with n replicates, the sum of squares for any effects
are calculated by equ 4.10 as follows;

(contrast)2
𝑆𝑆 =
8𝑛

(20)2
𝑆𝑆𝐴 = = 25
16

(58)2
𝑆𝑆𝐵 = = 210.25
16

(128)2
𝑆𝑆𝐶 = = 1024
16

(0)2
𝑆𝑆𝐴𝐵 = =0
16

(−2)2
𝑆𝑆𝐴𝐶 = = 0.25
16

44
 (24)2
𝑆𝑆𝐵𝐶 = = 36
16

(−2)2
𝑆𝑆𝐴𝐵𝐶 = = 0.25
16

The total sum of squares is 𝑆𝑆𝑇 = 1400.438 and by subtraction 𝑆𝑆𝐸 = 47.5 Table 6 summarizes the
effect estimates and sums of squares.

The column labeled “percent contribution” measures the percentage contribution of each model
term relative to the total sum of squares. The percentage contribution is often a rough but effective
guide to the relative importance of each model term.

In Equations 4.3 through 4.9, the quantities in brackets are contrasts in the treatment combinations.
A table of plus and minus signs can be developed from the contrasts, which is shown in Table 6.3.
Signs for the main effects are determined by associating a plus with the high level and a minus
with the low level [47].The contrasts and estimated factor effects are given in Table6.

Table 6 Estimated contrast and effect for factors and interaction

Factors Contrast Effects Sum of Percent

Squares Contribution
A 20 2.5 25 1.7852
B 58 7.25 210.25 15.0132
C 128 16 1024 73.1200
AB 0 0 0 0.0000
AC -2 -0.25 0.25 0.0179
BC 24 3 36 2.5706
ABC -2 -0.25 0.25 0.0179

4.4.2. Analysis of Variance

The analysis of variance (ANOVA) has been performed for an over-coating phenomenon in the
HDBG process at a 0.01 significance level (α). Some assumptions are considered for performing
ANOVA such as the collected coating thickness data follow the normal distribution; the data are
independent and structure less and have a common variance. The assumptions are tested in below.

45
Table 7ANOVA for over coating phenomenon in HDBG process

ANOVA

Source of
Variation SS df MS F P-value F crit
Between Groups 9 1 9 0.113847 0.740812 8.861593
Within Groups 1106.75 14 79.05357

Total 1115.75 15

Sources of Sum of % Degree of Mean F-ratio F-tab

variation squares contribution freedom square (F0)
Temperature 25 1.7852 1 25 4.2105 11.26
(A)
Immersion 210.25 15.0132 1 210.25 35.4105 11.26
time (B)
Si content 1024 73.1200 1 1024 172.4632 11.26
(C)
AB 0 0.0000 1 0 0 11.26
AC 0.25 0.0179 1 0.25 0.0421 11.26
BC 36 2.5706 1 36 6.0632 11.26
ABC 0.25 0.0179 1 0.25 0.0421 11.26
Error 47.5 8 5.9375
Total 1400.438 15

The ANOVA for over-coating data is given in Table 7, which includes the sum of squares, %
contribution of each factor, degrees of freedom, mean sum of squares, F-ratio and P value. The
null hypothesis is that the independent variables (i.e., 3 factors and their interaction) have no
impact on the dependent or response variable (i.e., coating thickness). A significance level of 0.01
represents the fact that the possibility of rejecting the null hypothesis when it is true is 1%.

The statistics F calculated for different treatment effects is greater than the tabulated value of F for
(1, 7(r-1)) d.f and at specified level of significance α, the null hypothesis 𝐻𝑂 is rejected. Otherwise
𝐻𝑂 may be accepted. Which is 𝐹0.01 (1,8) = 11.26 so, if Fcal > Ftab = significant.

From Table 7, it is obvious that only factor B (immersion time) and factor C (Si content) have a
significant value (Fcal > Ftab) for F statistics. This indicates that only two factors B (immersion
time) and C (silicon content) with their respective levels have a significant impact on the coating
thickness of zinc. They have the highest % contribution 15.01% and 73.12%, respectively.
46
The zinc pot temperature is insignificant (Fcal value is less than Ftab= 11.26) which indicates that
the temperature between the range of 450 and 458 °C does not affect coating thickness and has
only a 1.7852% contribution toward coating thickness. There is no significant interaction between
factors and their levels; hence, they do not affect coating thickness.

4.4.3. Model Refinement by Regression analysis

The 23 factorial model discussed in the previous subsection represents the experimental design to
establish the relationship of coating thickness with immersion time and Si content. The model
refinement is done using regression analysis. The regression equation coating thickness is given
below in Eq. 4.11 [47].

𝑦 = 𝛽𝑜 + 𝛽1 𝑋1 + 𝛽2 𝑋2

7.25 16
𝑦 = 98.375 + ( ) 𝑋1 + ( ) 𝑋2
2 2

𝑦 = 98.375 + 3.625𝑋1 + 8𝑋2

Where the intercept is the grand average of all 16 observations, and the regression coefficients 𝛽1
and 𝛽2 are one-half the corresponding factor effect estimates. And also 𝑋1 is a coded variable that
represents the immersion time, 𝑋2 is a coded variable that represents the content of silicon, and the
β’s are regression coefficients. The relationship between the natural variables, the immersion time
and the content of silicon, and the coded variables is given below in Equ, 4.12 and 4.13.

(low level + high level) of immersion time

Immersion time −
𝑋1 = 2
(low level − high level) of immersion time
2

(Low level + high level) of Silicon content

Silicon Content −
𝑋2 = 2
(Low level − high level) of Silicon content
2

This is a linear model because the ANOVA presented in Table 7 shows that the interaction effect
of immersion time and Si content and other main or interaction effects are statistically non-
significant. Two replicates yielding 1 degree of freedom were taken in the experimentation due to
cost and time to prepare specimen and perform galvanization process.

47
When the natural variables have only two levels, this coding will produce the familiar 1 notation
for the levels of the coded variables. To illustrate this for our example, note that,

3+5
Immersion time −
𝑋1 = 2
3−5
2

Immersion time − 4
𝑋1 =
−1

Thus, if the immersion time is at the high level (immersion time=5 min), then 𝑋1 = +1; if the
immersion time is at the low level (immersion time=3 min), then 𝑋1 = -1. Furthermore,

0.06 + 0.17
Silicon Content −
𝑋2 = 2
0.06 − 0.17
2

Silicon Content − 0.115

𝑋2 =
−0.055

Thus, if the silicon content is at the high level (silicon content=0.17%), then 𝑋2 =+1; if the silicon
content is at the low level (silicon content=0.06%), then 𝑋2 = -1. The fitted regression model is

𝑦 = 98.375 + 3.625𝑋1 + 8𝑋2

4.4.4. Model Adequacy Testing: Residual Analysis

The regression analysis has some assumptions in the same way as ANOVA has, such as linearity,
common variance for residuals, and data should be independent of each other. To check whether
the data considered for the experimental design satisfy these assumptions model adequacy is tested
for the factorial model.

The residual analysis is performed by plotting normal probability and residual plots. The residuals
are simply calculated by subtracting the predicted coating thickness from the actual coating
thickness, but before that we need to calculate the predicted coating thickness from equation 4.11.

The residuals are the differences between the observed and fitted values of y. For example, when
the immersion time is at the low level (𝑋1 = -1) and the silicon content is at the low level (𝑋2 = -1)
the predicted yield is,

𝑦 = 98.375 + 3.625(−1) + 8(−1) = 86.75

48
The remaining predicted values are calculated similarly. For the high level of the immersion time
and the low level of the silicon content,

𝑦 = 98.375 + 3.625(+1) + 8(−1) = 94

For the low level of the immersion time and the high level of the silicon content,

𝑦 = 98.375 + 3.625(−1) + 8(+1) = 102.75

Finally, for the high level of both factors,

𝑦 = 98.375 + 3.625(+1) + 8(+1) = 110

So, as to summarize of the predicted value in a tabular form Table 8 is given below.

Table 8 Predicted coating thickness for HDBG process

S. Treatment combinations 𝑿𝟏 𝑿𝟐 Predicted coating thickness
no.
1 Immersion time 3 min and 0.06 Si content -1 -1 86.75
2 Immersion time 5 min and 0.06 Si content 1 -1 94
3 Immersion time 3 min and 0.17 Si content -1 1 102.75
4 Immersion time 5 min and 0.17 Si content 1 1 110

1−1−1 86.75
98.375
1 1 −1 94.0
This can be write in a matrix form as follows as, [ ] [ 3.625 ] = [ ]
1 −1 1 102.75
8.0
1 1 1 110.0

So, now we can calculate the residuals values simply by subtracting the predicted coating thickness
from the actual coating thickness, which is given in Table 9.

Table 9 Residual of coating thickness data

S. Actual Predicted Residuals S. Actual Predicted Residuals

no thickness thickness no thickness thickness
1 87 86.75 0.25 9 87 102.75 -15.75
2 86 86.75 -0.75 10 90 102.75 -12.75
3 93 86.75 6.25 11 89 102.75 -13.75
4 90 86.75 3.25 12 98 102.75 -4.75
5 102 94.0 8 13 98 110.0 -4.75

49
 6 101 94.0 7 14 104 110.0 -6
7 111 94.0 17 15 110 110.0 0
8 109 94.0 15 16 116 110.0 6

Normal Probability Plot

20
residual coating thickness
10

0
0 20 40 60 80 100 120
-10

-20
% cumulative probability

Figure 26 Normal probability plot

Residual Plot
20
Residuals coating thickness

10

0
0 20 40 60 80 100 120
-10

-20
predicted coating thickness

Figure 27 Residual plot for coating thickness data

4.5. Control Phase

The control phase is the last and final step of Six Sigma’s DMAIC approach. This phase aims to
check whether the process suggested for improvement is capable to sustain with time. The process
capability analysis is performed for the process suggested in the improvement phase of DMAIC.

For capability analysis, the normal distribution curve is shown in Fig. 28 for coating thickness that
has been obtained from the improvement process. (The zinc pot temperature is 450 and 458 °C,
the immersion time is 3 and 5 min, and silicon content in steels is 0.06% and 0.17 %).

50
 Normal distribution mean=98.375 Std=9.79
0.045
0.04
Normal distribution 0.035
0.03
0.025 Series1
0.02 USL
0.015 LSL
0.01 Mean
0.005
0
0 20 40 60 80 100 120 140
Coating thickness in μm

Figure 28 Normal distribution curve for coating thickness obtained from improvement phase
The mean and standard deviation for improvement phase coating thickness data are 98.375 and
9.79, respectively, whereas the upper and lower specification limits are the same as measure phase
data 70 µm and 127 µm, respectively. All the coating thicknesses selected here are having a cross-
sectional thickness of 5 mm. The process capability ratio (Cp) and process capability index (Cpk)
both are calculated from Eqs. (1) and (2), respectively.

Process capability ratio (CP )

127−70 57
Cp = = = 0.97 = 0.97
6×9.79 58.74

Process capability index (𝐶𝑃𝐾 )

98.375 − 70 127 − 98.375

𝐶𝑃𝐾 = Min [ , ]
3 × 9.79 3 × 9.79

𝐶𝑃𝐾 = Min [0.97, 0.97]

The capability ratio and process capability index both are equal to 1 (i.e., Cp = 𝐶𝑃𝐾 = 0.97), which
indicates that the suggested improvement process is centered and capable of producing products
in the acceptable range. From Fig. 28, it is visible that the process has achieved a sigma level of
2.91 = 3, which means 99.73% of products have coating thickness within the acceptable range
(70–127) and only 0.27% products have coating thickness that is out of this range.

51
The process requires a dedicated and disciplined control to sustain the process and gains that have
been established from the improvement phase. Hence, the capability analysis has identified that
standardization of process and working parameter such as immersion time, temperature and zinc
bath composition is required according to cross-sectional thickness and silicon content present in
the tower steel. In the present 23 factorial design, the three factors were zinc pot temperature,
immersion time and silicon content. US companies use a minimum process capability of 1.33
corresponding to sigma level = 4 [45] and up to 2 for sigma level = 6. To improve the process
capability or sigma level further, one more factor, i.e., chemical composition of alloys in the zinc
bath, can also be considered in the DOE to optimize the level of % alloys.

The experimentation with different chemical composition is not carried out in this work due to
cost, time and other constraints as i need to prepare zinc bath prototypes (specimens) and perform
galvanization process. This can be considered in future research.

4.6. X and R Control Charts

The coating thickness data after the ‘improve’ phase are given in Table 5 for eight treatment
combinations with two replicates. For this dataset, Shewhart control charts can be drawn to check
if the improved process is under control. For the same, X and R charts [45] have been developed.
X chart demonstrates if the average quality is under control and R chart shows process variability.
The thickness averages in µm for each of the eight treatments are calculated as 87, 89.5, 91, 94,
100, 102.5, 110.5 and 112.5 yielding the mean of these averages (X double bar, CL) as X = 98.375
32
for the same dataset, ranges are calculated as 0, 4, 4, 8, 2, 4, 3 and 7 resulting in R = = 4.
8

For X chart, UCL𝑋 = X + A2 R since A2 = 1.88 for two replicates,

UCLX = 98.375 + 1.88 × 4

UCLX = 105.9

LCLX = X − A2 R

LCLX = 98.375 − 1.88 × 4

LCLX = 90.9

52
The corresponding X chart is displayed in Fig. 29 below.

X bar chart
120

coating thickness (μm) 100

80

60

40

20

0
1 2 3 4 5 6 7 8
Treatment numbers

Figure 29 X bar control chart

For R chart, UCLR = D4 R since D3 and D4 for two observations are 0 and 3.27, respectively.

UCLR = 3.27 × 4

UCLR = 13.08

LCLR = D3 × R

LCLR = 0 × 4

LCLR = 0

53
The corresponding R chart is shown in Fig. 30 below.

Chart Title
14

12

10

8
Range

0
1 2 3 4 5 6 7 8
Treatment number

Figure 30 R control chart

The R chart shows that process variability is under control. Although all the coating thicknesses
in Table 5 or Fig. 29 are within the acceptable limits of 70 and 127 µm, X chart shows an upward
trend in the average coating thickness from treatment combinations 1–8. Treatments 3, 4, 5 and 6
are within control, and the rest four treatments are out of control.

Thus, the improved process with process capability of 0.97 is capable of meeting specifications,
but the process needs strict control. Therefore, in future study, other factors such as chemical
composition of alloys in the zinc bath should also be studied to increase the process capability to
1.33 or higher like 2 to make it six-sigma process.

4.7. Findings from Six Sigma’s DMAIC

4.7.1. Comparison between the Current Process and Improvement Process
Each phase of the DMAIC approach of Six Sigma plays an important role in problem recognition,
measuring capability, analysis, improvement suggestions and control actions to solve the over-
coating phenomenon in the HDBG process of the tower parts manufacturing industry. From the
DOE conducted in the improvement phase, some important findings are discussed here by plotting,
the normal distribution curve is plotted for both current process and improvement process is here
below in Fig. 12.

54
 Comparsion normal distribution curve
0.045
0.04
0.035
Normal distribution 0.03
0.025
0.02
0.015
0.01
0.005
0
0 50 100 150 200 250 300
Zinc coating thickness in (μm)

Figure 31 Comparison between current and improved process result by normal distribution
In the current process, the immersion time was 5 min, whereas in the improvement process the
immersion time was 3 min. There is a significant reduction in the process mean of the improvement
process compared to the current process. At the same time, the mean of the improvement process
is centered between the specification limits. The process capability analysis confirmed that the
improvement process is capable to achieve an acceptable range of coating thickness by paying
strict control over the suggested process. Another promising finding is that the sigma level of
coating thickness in the HDBG process has been increased from -1.5 to 3.

The enhancement in sigma level has been obtained by only changing one process parameter, i.e.,
reduction in the level of immersion time from 5 to 3 min. In the current process, only 0.00034%
of products have an acceptable range of coating thickness and 99.99966% of products have excess
coating thickness, whereas from the improvement process 99.73% of products obtained an
acceptable range of coating thickness and only 0.27% of products obtained excess coating
thickness. The overall 99.99932% process improvement is obtained as compared to the current
process. Superior results are seen by implementing Six Sigma’s DMAIC approach with the
utilization of DOE for improvement. Implementation of DOE by a systematic strategy of Six
Sigma identifies the causes of over-coating in the HDBG process of the case study industry by
which a significant reduction in coating thickness has been obtained, which helps to reduce zinc
and LPG consumption in the HDBG process.

55
4.8. Questionnaire results and discussion
4.8.1. Demographic profile of respondents
The demographic profile of respondents was included on the questionnaire to provide information
on their Gender, Age bracket, Level of education and Experience. The results of demographics
part are discussed in table 4.3 as follows:

Table 10 Demographic characteristics of respondents

Demographics Classes Frequency Percent

Male 10 100%
Gender Female - -
Total 10 100%
Below 25 years - -
25 - 30 years 7 70%
Age 31 - 40 years 3 30%
41 - 50 years - -
Above 50 - -
Total 10 100%
Primary 1 10%
Secondary 2 20%
Education Tertiary/ college - -
Under graduate 6 60%
Postgraduate 1 10%
Total 10 100%
Less than 1 year 2 20%
1 - 3 years 4 40%
Experience 4 - 6 years 4 40%
7 - 9 years - -
9 years and above - -
Total 10 100%

Age of the respondents

The respondents were requested to indicate their age bracket.

From the table above 70.0 % (7) respondents were 25 – 30 years, 30.0 % (3) respondents were 31
– 40 years. The findings indicates that majority of the operators at Gatepro Engineering p.l.c are
at their most productive age bracket and others are mature people who are experienced and
advantaged with knowledge about how factors affect productivity and thus can help in determining
the importance of assessing factors affecting productivity of the galvanization process and
company.
56
Education level of the respondents

The respondents were also requested to give information regarding their highest education level.

From the result of the table above 10.0 % (1) have reached primary level, 20.0 % (2) have reached
secondary level, 60.0 % (6) have reached the undergraduate level and the rest i.e.,10.0 % (1) have
reached postgraduate. The findings implied that most of the employees of Gatepro Engineering
p.l.c had obtained secondary and undergraduate as their highest education level somehow
indicating they have knowledge and skills to contribute to the productivity of the company.

Work duration of the respondents

The respondents were requested to indicate how long they had been working for Gatepro
Engineering p.l.c. From the finding listed above 20.0% (2) respondents had worked for Gatepro
Engineering p.l.c for period of less than 1 years, 40.0% (4) had worked for 1-3 years and 40.0%
(4) had worked for 4-6 years.

From the results the researcher outlines 40.0% respondents had worked in Gatepro Engineering
for a short duration of less than 1 year, and about 80.0% of respondents have much more enough
experience about the work and had sufficient information on the organization’s productivity and
on how training and development, supervision, communication, supply and availability of raw
materials, tools and machine accessories.

4.8.2. Results of descriptive statics

4.8.2.1. Descriptive Statistics on Training and development
i. For operators
This section covers information on the availability of training & development opportunities,
statements on the provision of training programs that address skill gaps at the right timing and the
influence of training & development on galvanization section.

57
Table 11 Training and Development questionaries’ responses - operators

Questions on Training and Development Mean Standard

deviation
Training
I have received the training that’s needed to do my job at 4.0 1.4142
this company.
Newly recruited operators participate in an orientation 2.5 0.7071
program.
You have attended training course on how to record and 3.0 1.4142
report data.
There is a good culture of sharing experiences and skills 1.5 0.7071
with other coworkers.
Skill gaps are properly captured and trainings have been 1.0 0.0000
given.
Standard operating procedures have been established for 3.5 0.7071
almost every work situation.
Development
I find opportunities for advancement in this organization. 1.0 0.0000
There is high opportunity for professional growth in this 1.0 0.0000
organization.
There is high opportunity to reach your full potential at our 1.5 0.7071
organization.
GRAND 2.1111 0.3651

N.B. – The standard deviation values presented provide an indication of how far the individual
responses to a question vary or deviate from the mean and also tells the researcher how spread out
the responses are.

Before proceeding to the interpretation of the results, the researcher outlines the range of Likert
scales as follows to interpret the mean score accordingly.

Highest – lowest= 5-1=4

Result/highest=4/5=0.8. Therefore,

 Strongly disagree ranges from 1 to 1+0.8 1 to 1.8

 Disagree ranges from 1.8+0.1 to 1.8+0.8 1.9 to 2.6

58
  Moderate ranges from 2.6+0.1 to 2.6+0.8 2.7 to 3.4
 Agree ranges from 3.4+0.1 to 3.4+0.8 3.5 to 4.2
 Strongly agree range from 4.2+0.1 to 4.2+0.8 4.3 to 5.0
From the findings of table 3 presented above, majority of the respondents agreed with the statement
that operators have received the training that’s needed to do their job at the company with a mean
score of 4. So, it implies that the organization ensures provision of training to its operators in
considering it may or may not be enough. Whereas, both of the respondents feel moderate with the
statement that newly recruited operators participate in an orientation program with a mean score
of 2.5. This in turn implies that the organization provides provision of orientation programs to its
operators, but they feel it’s not enough there have to be some else. On the other hand, responses
on attending training course on how to record and report data also turned out to be moderate, with
a mean score of 3.0. The findings therefore show that the operators are somehow trained on how
to record and report data but huge emphasis needs to be given on training opportunities so that
operators will perform their tasks effectively and professionally record data as well.

Analyzing the statement that asks if there is a good culture of sharing experiences and skills with
other coworkers resulted a response of ‘strong disagree’ and a mean score of 1.5. And on the
statement that Skill gaps are properly captured and trainings are being given most of the responses
fall under ‘strongly disagree’ with a mean score 1.0.The results imply that there is no a very good
culture of sharing experiences and skills with other coworkers and also skill gaps are not properly
captured and also implying that trainings that address these gaps need to be provided. Whereas
majority of the responses on the statement that Standard operating procedures have been
established for almost every work situation is agree with a mean score of 3.5. This shows that
standard operating procedure have been established.

On the other hand, the responses given on development, imply that majority of the responses on
finding opportunities for advancement in the organization fall under strong disagree with mean
score of 1.0.therefore operators are not necessarily provided with opportunities for advancement.
And also in the statement that there is high opportunity for professional growth in the organization,
both responses are strongly disagree with a mean score of 1.0.on the fact that There is high
opportunity for operators to reach their full potential at the organization, both of the respondents
disagreed with a mean score of 1.5. So, it can be clearly observed that opportunity for professional

59
growth and opportunity to reach their full potential is not provided by the organization. This is one
of the area that the company have to give emphasis and work on it because there is a high gap in
this sector.

From the above results it can be seen that the provision of proper training at the right timing has
not been given so far, as the majority of the respondents disagreed on its availability (the grand
mean for training is found to be 2.5833). While the results found on development is a strong
disagree to opportunity for development (the grand mean for development is found to be 1.1666).
Thus, there needs to be adequate training & development opportunity as it’s very crucial for the
company’s improved productivity.

According to [44] (Oxford R. L. & Burry-Stock, 1995) interpretation of data follows scales of low
for the range between 1.0 and 2.4, medium for the range between 2.5 and 3.4, and high for the
range between 3.5 and 5.0. Thus, the grand mean 2.1111 falls under low range indicating that the
respondents are disagree on it.

Discussing about these findings on a general term, the fact that skill gaps are not properly captured
and trainings have not been given within the company, led the company to operate the work with
the workers who have not proper skill and unwanted rework, cost and scrap during the day
operations (esp. operators) as the researchers has seen through direct observation. This will not
only create a standardized and easy to control system in a company but will also accelerate the
learning curve forward. This idea agrees with

(Pearce, 2019) [45] Who also said that to ensure the organization and the team are operating from
a formalized and coordinated process not only increases productivity but reduces the risk of errors.
Additionally, the company is not keeping track of opportunity for professional growth and
advancement. As observed on the direct observation as well operators fail to record data which
supervisors will need in order to understand common failures of the machines in a professional
manner as trainings are somehow provided but are not adequate. Offering trainings on data
recording and reporting will enable the company to easily keep track (have a data of) of the daily
production history and of basic failures on the machineries which in turn helps in identifying
common downtime causing areas and reasons. Provision of trainings on the basics (details) of the

60
crane, which they operate in the production room, will also enable operators to deal with at least
minor failure cases (downtime cases) and give quicker response to downtimes on their own.
Analyzing the fact that provision of opportunities for professional growth and promotion promotes
higher employee retention rates and reduces the cost of employee turnover, the company would
highly benefit if it offers operators’ chances for upgrading their level of education as well as
chances on competitions for internal vacancy whenever they participate and are good enough for
the position. Promoting from within can force an organization to develop core competencies for a
specific role or group of jobs and also boosts employee’s morale because they see that hard work
pays off, and companies save time and money filling open positions with current employees.

Analyzing the blank space questions on training & development for operators

Implies that among the two operators questioned one of them have attended 3 times training course
and the other one only 1 time on how to operate the machines in the galvanization section. When
asking the two operators who have taken training programs how their post training performance
affected the organizational performance, it was only the one operator who take the post training
and replayed that it gave him a new work experience, it helped him improve his performance & it
allows him to do his job easily. Whereas that who haven’t taken any external training replied for
the question -what would’ve been better or changed if you were trained? That he would have
worked better, performed well, gained more knowledge & better experience and would have given
him a space to be acknowledged by their supervisor, an encouragement and moral to do their job.
The improved performance of operator that had taken trainings so far as well as the achievements
that would have been achieved if the untrained operator was trained clearly shows that training
opportunities will positively impact the organizations performance. On the other side operators
were asked on which area they would want to be trained, if there’s a chance & one replied that he
want to be trained on the sacker area of galvanization pretreatment area on how to measure the
acid level and how to discharge and also details of crane operating system, so that it will enable
him to develop his skills & advance with technology while other want trainings that encourage
innovation and internal build ups e.g., on waste recycling. This indicates that there are training
areas that operators would want to be trained on, but have not been addressed yet. Finally when
asked what operators, would like to see the company offer or continue to offer, and what additional
training or education would help them to better do their job in terms of training and professional

61
 development, operators replied that they want to see the company offer an advanced training on
fabrication department on how to operate the CNC machines which helps them to have skill
updates and give opening to new career. Whereas in terms of professional development, they
would like to see the company offer chances for upgrading their level of education as well as
chances on competitions for internal vacancy whenever they participate and are good enough for
the position. From this it can be seen that there are numerous areas the company should offer to its
operators so that they can have advanced skills & be professionally developed.

i. For technicians
Table 12 Training and development questionnaire response - Technicians

Questions on Training and Development Mean Standard deviation

You take trainings that continuously upgrade your skill. 4.0 0.0000
There is a good culture of sharing experiences and skills 4.0 0.0000
with other coworkers.
Skill gaps are properly captured and trainings have been 3.0 0.0000
given.
Rate the importance of external training on your 5.0 0.0000
performance.
There is high opportunity for professional growth in this 3.0 0.0000
organization.
There is high opportunity to reach your full potential at our 4.0 1.4142
organization.
I am satisfied with my chances for promotion. 4.0 0.0000
I find opportunities for advancement in this organization. 3.5 0.7071
GRAND 3.8125 1.0606

From the above results on table 4 it can be seen the responses of technicians on the statement that
they take trainings that continuously upgrade their skill were agree with a mean score of 4.0 while
on the question that there is a good culture of sharing experiences and skills with other coworkers
the responses were agree with a mean score of 4.0. From this it can be seen that there is enough
provision on trainings that upgrade their skills and also good culture of sharing their experiences.
Majority of the responses on the statement that skill gaps are properly captured and trainings have

62
been given were moderate with a mean score of 3.0 and on the other question that external training
has an importance on their performance the results were strongly agree with a mean score of 5.0.
Hence, it can be seen that skill gaps are moderately captured so as to give trainings & also shows
that external trainings have an importance on technicians’ performance. On the other hand,
technicians were asked if there is high opportunity for professional growth in this organization and
the responses were moderate with a mean score of 3.0 where on the statement that there is high
opportunity to reach your full potential at our organization the responses were agree with a mean
score of 4.0. From this it can be concluded that opportunity for technicians to reach their full
potential is somehow good and for professional growth is moderate, but there needs to be further
improvement. Then again technicians were asked if they’re satisfied with their chances for
promotion and their answer was moderate with a mean score of 2.8. And for the last question
technicians were asked if they find opportunities for advancement in this organization and the
responses were agree with a mean score of 4.0. In conclusion it can be observed that technicians
are satisfied with their chances for promotion and somehow find opportunities for advancement
but more work needs to be done on these areas. Over all, as a sum of these results the grand mean
for training and development for technicians is 3.8125 which falls under high (agree) scale
according to (Oxford R. L. & Burry-Stock, 1995) [44].

Analyzing the blank space questions, on training & development for technicians

Implies that among the two technicians questioned one of them have attended training courses on
maintenance programs and it was after working for three years which implies that training
programs have not been provided for a while and also newly recruited employees haven’t been
given a chance to get trainings. Those who has attended training programs so far responded the
fact that it improved their performance by giving them new skills and showing them ways to
overcome problems by using root cause analysis, by giving a frame work of how job duties and
tasks should be completed by enhancing the skills and knowledge of the job and by making them
more productive in turn improved the organization’s performance to a great extent. Whereas those
who hasn’t taken any external training so far in turn replied that modification would have been
easily done by the staff members, the company would have been cost efficient as technicians would
be able to maintain some failures by themselves i.e., instead of paying for peoples outside the
company. From the above losses and gains it can be observed that providing technicians with

63
 training will advance their knowledge which in turn adds to the organizations enhanced
performance. Then again when technicians were asked on which area they want to be trained, if
there is a chance they replied that on automation areas and training on CNC machines programing
error, debugging and troubleshooting as a maintenance personnel in the plant. From this it can be
concluded that technicians’ skills can be upgraded by providing them opportunities of trainings on
above mentioned areas. And for the statement that asks what technicians would like to see the
company offer or continue to offer, and what additional training or education would help them to
better do their job, in terms of training and professional development, technicians replied that they
would want the company to offer scheduled on job trainings and PLC and CNC system related
trainings based on their professions & working environment, to support those who want to learn
to advance their skills and to provide chances for industrial automation and industrial management
(for managers) trainings as well as programming related courses and generally trainings on
maintenance skills and to grant promotion. From the above statement it can be observed that the
above-mentioned areas are the ones which technicians want to be offered with and this in turn is
relevant information for the company as it allows identifying areas on which it should be working
on to have and professionally developed technicians.

4.8.2.2. Descriptive Statistics on Supervision / Management

i. For operators
Table 13 Questionnaire response on supervision – operators

Questions on supervision/ management Mean Standard deviation

I am clearly informed about what exactly is expected 2.0 1.4142
of me regarding my work.
Your manager provides you with regular constructive 3.5 0,7071
feedback and insights into your performance
Your supervisor is open & receptive to your ideas, 2.5 2.1213
suggestions and requests.
The management takes time to explain the reason 3.0 0.0000
behind their decision making.
I understand the criteria I must meet to be promoted. 4.5 0.7071
I can predict my future career path in this organization 1.5 0,7071
by observing other people’s experiences.
GRAND 2.8333 0,9428

64
The respondents were requested to answer if they are clearly informed about what exactly is
expected of them regarding their work and both of them disagreed with a mean value of 2.0 which
indicates that Gatepro Engineering p.l.c hasn’t a good culture of letting employees know what is
expected of them. Analyzing the statement that asks if the managers provide operators with regular
constructive feedback and insights into their performance resulted a response of ‘agree’ with a
mean score of 3.5. On the other hand, for the statement that the supervisor is open &receptive to
ideas, suggestions and requests of the operators the responses fall under “disagree” with a mean
score of 2.5. From these results it can be concluded that the company’s supervision in terms of
being receptive to the opinions of operators is not good to the expected level. Then again, most of
the responses on the statement that management takes time to explain the reason behind their
decision-making fall under moderate scale with a mean score of 3.0 which implies that the
management somehow involves operators when making decisions but needs further improvement.
For the statement that operators understand the criteria they must meet to be promote respondents
strongly agreed with a mean score of 4.5 while both of the responses for the fact that operators can
predict their future career path in the organization by observing other people’s experiences were
‘strongly disagree’ with a mean score of 1.5. So, it can be seen that operators haven’t a good
understanding of what is required of them to be promoted and a clear carrier path. Finally, as a
total of the above findings the grand mean of supervision/ management is found to be 2.8333 which
falls under medium (moderate) range, according to Oxford & Burry-Stock’s scale.

Examining the blank space questions on supervision/management

Operators’ responses on the statement that asks in what ways does their supervisor make their
responsibilities easier or harder were that supervisors make their responsibilities harder through
unexpected & frequent changeovers and also failure in provision of the right number of working
tools on time. Whereas supervisors make their responsibilities easier through encouragement,
closer supervision on their jobs, granting day off’s and receiving their opinions by assigning more
labor force when they need it (esp.) on untimely changeover work days). And on the question
where operators were asked about what problems they often face to operate the machines, their
response were power supply fluctuation, crane censer problem and impurities of black iron.

From this it can be seen that failure to provide supplies, unavailability of machine accessories,
inaccurate planning of changeovers and failure to replace worn out machine parts with new ones

65
 causes difficulties to operate the machine. Then again, for the statement that asks what their
supervisors could do to better support their growth the responses were by providing training
opportunities, understanding their interests, providing them with learning opportunities and to
convince the managers on operators salary and subsides. From this it can be concluded that by
providing the above-mentioned interests of operators the company can better support operators’
growth.

In conclusion on supervision, lower-level managers (supervisors) closely following up the

performance of employees, knowing where and what they are extra good at and reporting to higher
level managers, is relevant to assign tasks accordingly or to go over again on how they were
assigned, in order to gain the most out of what they perform. As (Ray, 2021) suggests supervisors
can participate at various levels, of which, the lowest is closely following up operators and
information sharing to higher level as well as consultancy for decision making while at higher
level, supervisors should collaborate with operators in assessing what factors affect productivity
in the galvanization section and clearly showing their future career path.

4.8.2.3. Descriptive Statistics on Communication

i. For operators
Table 14 Questionnaire response on communication - - operators

Questions on communication Mean Standard deviation

Managers inform you that there are changeovers on the right 2.5 2.1213
timing.

There is unnecessary load during untimely informed changeovers 3.5 0.7071

The management involves you in the decision making which are 1.5 0.7071
connected to your department.

You are well informed about the companies plan & progress 1.5 0.7071

The organization provides a communication channel that 1.0 0.0000

employees can use to convey their feedback

You are satisfied with the level of communication you are 2.0 1.4142
receiving from the company.

66
 How would you rate your awareness of the company’s goals? 1.5 0.7071

GRAND 1.9285 0.9091

From the results presented in table 6 it can be seen that the responses for the statement that
managers inform operators when there are changeovers, at the right timing, were disagree with a
mean score of 2.5. And for the question that asks if there is unnecessary load during untimely
informed changeovers on operators, the responses were agree with a mean score of 3.5.

From this, it can be seen that in spite of managers are not informing changeovers in the right
timing, there is unnecessary load on operators during those times. On the other side, both of the
respondents’ responses for the statement that the management involves operators in decision
makings which are connected to their department were strong disagree with a mean score of 1.5.
And also both of the responses of operators on being informed about the companies plan and
progress were strong disagree with a mean score of 1.5. This implies that the organization totally
doesn’t involves its operators in making decisions and in informing them about the companies plan
and progress, so more work is expected from the company on these areas. Whereas both of the
respondents strongly disagreed with the idea that the organization provides a communication
channel through which employees could convey their feedbacks with a mean score of 1.0.

This result clearly shows that there is no arranged communication channel through which
operators can convey their feedbacks and that the company needs to give emphasis on a means of
creating this channel. Then again, both of the responses on the fact that operators are satisfied with
the level of communication they are receiving from the company were disagree with a mean score
of 2.0. And most of the respondents rated their awareness of the company’s goals as strong dis
agree with a mean score of 1.5. Hence, it can be concluded that operators are not satisfied by the
communication they are receiving from the organization and also their awareness of the company’s
goal. It can finally be concluded that the grand mean of communication which is 1.9285 lies in
low range.

67
Assessing the blank space questions on communication

Shows that all the operators in the company prefer to communicate face to face with their
supervisor. From this it can be concluded that effective communication can be met by means of
face-to-face communication instead of email and communication via training. And on the question
that asks how operators prefer to get information about the company the responses were by
providing annual meeting and conference, in a written document form, posting announcements
and reports on boards. All of the respondents rated ‘bad’ on how they feel about the communication
they have during changeovers but want to be informed to get ready on time and avoid repeated
changeovers within a day. From the above responses it can be seen that the company can use the
above-mentioned ways of communicating to effectively address information to its operators.

In general, the effectiveness and efficiency of communication in the company determines to a great
extent the improvement of productivity. As (Mukelabai M. Musheke1, 2021) [47] stated that lack
of effective communication is one of the major reasons that can lead to confusion and poor
planning in many organizations because communication is the source of information used by
managers in making decisions that affect the performance of the organization.

And here in Gatepro Engineering p.l.c there is no arranged communication channel through which
operators can convey their feedback which would have encouraged open dialogues, foster an
environment of collaborative problem-solving and to motivate employees which indirectly affects
the productivity of the company.

And again, even if it is essential to understand the customers' needs (i.e., demand – supply
planning) the communication between the production management and the demand - supply
planning department should be effective as to implement a proper system of change over planning
and control of idle days.

On the other hand, the supply and availability of raw materials, ingredients and any other raw
materials needed for galvanization process should be secured as to increase the productivity of any
company and to avoid idle days.

68
 4.8.2.4. Supply and availability of raw materials, tools and machine accessories

i. For operators
Analyzing the blank space questions on supply of raw materials, equipment, tools and
availability of machine accessories

operators were questioned if there are enough equipment and tools in galvanization section and all
of them answered ‘No’ and suggested to secure the provision of sufficient equipment and tools.
We can clearly see from the above responses that equipment and tools are not provided in the right
time at the right place within the galvanization section. On the other hand, wire, safety equipment
like safety shoe, glove, protective leather and face shield were the ones found to come short most
frequently according to operators’ response. And to the question what problems operators’ often
face related to crane, black iron, store inputs like jigging wire, pinsa, belt and steel zinc ink they
replied that at the summer time the shuffle isn’t working properly, while on the other hand black
iron come up with impurities of corrosion and range. And related to lubricant and glue the common
problem faced is low quality.

Finally, on the general question operators were asked the reason for delay on production during
changeovers after setup takes place and their responses were when the labor capacity of work
degrades and frequent sick leaves which is given by the managers.

ii. For technicians

Table 15 Questionnaires response on supply and availability of raw materials, tools and
machine accessories – technicians

Questions on supply of raw materials Mean Standard deviation

There are enough equipment and tools provided for you. 2.5 0.7071
There is a good manner in controlling equipment and 3.0 1.4142
tools.
There are sufficient machine accessories for you. 2.5 0.7071
There is a good manner in controlling machine 3.0 0.0000
accessories.
GRAND 2.75 2.8284

The above results as presented on table 7 show that there are no sufficient amounts of equipment
and tools provided for technicians as both of them disagreed when asked if there are enough
equipment and tools provided with a mean score of 2.5 When asked about the availability of

69
machine accessories in sufficient amount their respond fall in disagree with a mean score of 2.5.
While the presence of a good manner in controlling machine accessories and on the question that
asks if there is a good manner of controlling machine accessories both of the responds fall in
moderate with a mean score of 3.0. Consequently, the grand mean of the supply & availability of
raw-materials, tools, equipment & machine accessories for technicians, which is 2.75, falls under
medium (moderate) scale implying that the overall status in supplying raw materials, equipment
and tools of the company is good, but still needs high work in this area.

Assessing the blank space questions on supply of raw materials, equipment & tools and
availability of machine accessories
Technicians were asked about what problems they often face regarding the availability of machine
accessories and maintenance tools (especially when simultaneous maintenances take place) and
the responses were that unavailability of spare parts during maintenance time which results in
longer MTTR as well as frequent downtimes due it. It can be seen that failure of the company to
provide machine accessories and maintenance tools in the right amount causes the efficient and
effective completion of the task of technicians to be tough.

Then again, technicians responded that there is not a secured electrical and mechanical tools and
also maintenance tools at service time which allow them to do preventive maintenance are usually
less in amount resulting hindrance from doing their job. Thus, it can be concluded that the company
has provided maintenance tools, which technicians need to how perform their job, but not in the
right amount and quality where ever they are needed.

On the last question of this section of the questionnaire technicians were asked how the quality
and availability of lubricant, maintenance tools and any other raw material affect the machineries
flawless functioning and the galvanization effectiveness they replied that it affects the machineries
flawless functioning and the galvanization effectiveness in various ways, if the raw materials have
quality, they keeps the installed machineries on healthy state and improve production capacity and
efficiency. Concerning lubricant its lower quality causes frequent downtimes by causing problems
at galvanization section.

From this it can be observed that the unavailability and lower quality of lubricant and any other
raw material highly affects the efficient productivity of the company. And on the general question

70
technicians were asked what the reason for delay on production during changeovers after setup
takes place and their responses were due to load on operators, as a result of unplanned changeovers
and communication gap between operators. In conclusion from the above responses, it can be seen
that the absence of effective communication between the galvanization section and work orders as
well as improper planning of changeovers are causing delay on production during changeovers
after setup takes place which adversely affects the productivity of the company.

4.9. Summary of the questionnaire findings and discussions

From the results of the questionnaire, it can be seen that the provision of proper training at the right
timing has not been given so far, as the majority of the respondents disagreed on its availability
(the grand mean on training for operators is found to be 2.5833). While the results found on
development is a strong disagree to opportunity for development (the grand mean for development
is found to be 1.1666). Thus, there needs to be adequate training & development opportunity as
it’s very crucial for the company’s improved productivity.

According to [44] (Oxford R. L. & Burry-Stock, 1995) interpretation of data follows scales of low
for the range between 1.0 and 2.4, medium for the range between 2.5 and 3.4, and high for the
range between 3.5 and 5.0. Thus, the grand mean for training and development, which is 2.1111
falls under low range indicating that the respondents are disagree on it.

The company is not keeping track of skill gaps and not making an effort to address those gaps
through training even when the correct identification of skill gaps in order to improve the
optimality of training are a key determinant of training investments. As observed on the direct
observation, operators fail to record data which supervisors will need in order to understand
common failures of the target work in a professional manner as trainings are somehow provided
but are not adequate.

Over all, as a sum of these results the grand mean for training and development for technicians is
3.8125 which falls under high (agree) range according to (Oxford R. L. & Burry-Stock, 1995) [44].

The importance of providing technicians training opportunities on technical, manufacturing,

automation and productivity based trainings as well as courses related with maintenance, time and
industrial management to upgrade their skills can be clearly understood as it assists in reducing
MTTR and in having a cost-efficient company as they would be able to maintain some failures by

71
themselves instead of the company being obliged to spend extra money to pay for people that will
be called outside the company to perform the tasks. The study found that the company has a good
status towards supervision as majority of the responds fall to moderate range with a grand mean
score of 2.8333.

Concerning technicians, the fact that the company is poor in providing ergonomically good
physical working conditions results in exhaustion and tiredness of technicians. It was also seen
from the direct observation that aesthetically attractive, exciting, clean and appropriate working
environment has not been provided for technicians. Providing a good and clean work environment
conducive for personal as well as organizational growth is not just necessary for sanitation
purposes but also for increasing the overall productivity of employees and work-related projects.

As a total of the findings on communication, a grand mean of 1.9285 was found which lies in low
range according to Oxford & Burry-Stock’s scale, indicating that the company’s communication
level is on a low status. The effectiveness and efficiency of communication in the company
determines to a great extent the improvement of productivity.
Here in Gatepro Engineering p.l.c there is no arranged communication channel through which
operators can convey their feedback which would have encouraged open dialogues, foster an
environment of collaborative problem-solving and to motivate employees which indirectly affects
the productivity of the company.

Even if it is essential to understand the customers' needs (i.e., demand – supply planning) the
communication between the production management and the demand - supply planning
department should be effective as to implement a proper system of change over planning and
control of idle days.

The supply and availability of raw materials, ingredients and any other raw materials needed to
carry out the galvanization process should be secured as to increase the productivity of any
company and to avoid idle days. However, here in Gatepro Engineering p.l.c the communication
between the supply - chain department and the production management are not effective as there
is shortage in the supply of raw materials during changeovers.

72
The grand mean of the supply & availability of raw-materials, tools & machine accessories for
technicians, which is 2.75, falls under moderate scale implying that the overall status in supplying
raw materials, equipment and tools of the company is moderate.

Concerning the unavailability of maintenance tools in an adequate amount within the company
(especially when simultaneous maintenances take place) results in longer MTTR. Provision of
some essential equipment and tools within the galvanization section is also helpful as it allows
operators to give quicker responses to easier failures that do not necessarily require the
involvement of technicians and this will in turn minimize in downtimes.

73
 CHAPTER FIVE
5. CONCLUSION AND RECOMMENDATION
5.1. Conclusion
Over-coating of the zinc layer in the hot-dip batch galvanization (HDBG) process is the most
common problem in galvanizing industries, especially in the case of reactive steels. The over-
coating phenomenon not only creates quality issues such as brittle structure and decreased
corrosion resistance, but also increases production cost by increasing zinc and energy (LPG)
consumption in galvanizing furnaces of the industry. To identify the foremost sources of over-
coating and lessening the coating thickness up to an optimum acceptable range, the statistical
approach of Six Sigma methodology is implemented in the HDBG process of Gatepro steel p.l.c.
Six Sigma is implemented using the DMAIC approach in this case study. The define phase
identified the problems and problem area, i.e., zinc and energy consumption due to over-coating
in the HDBG process.

In the measure phase, the current process of the industry has been measured via process capability
analysis and has been found that the current process is not capable to meet the acceptable coating
thickness. In analyze phase, the coating thickness-affecting factors have been analyzed with the
aid of a fishbone diagram, and three factors are identified for further consideration. The 23 factorial
design of-experiments has been conducted for the three factors: zinc pot temperature, immersion
time and silicon content, in order to determine process improvement in the ‘improve’ phase. After
that, the process capability analysis has been conducted for the improvement process in the control
phase.

This has indicated that an improved process is capable, but tight control is necessary for long-term
sustainability. From DOE of improve phase, it has been found that working at standard zinc pot
temperature of 450–458 °C and 3 min of immersion time gives an optimum coating thickness for
both low-silicon steels and Sebisty range of steels. However, Sebisty steels have a greater coating
thickness than low-silicon steels for the same working parameters. With the improvement in
galvanizing parameters, the process has achieved a sigma level of 3 as compared to -1.5 in the
current process. The sigma level of 3 indicates that 99.73% of products have an acceptable coating
thickness. These results are obtained from a particular type of product and process that can vary
from industry to industry according to the type of products and processes. Due to excessive

74
coating, a major amount of zinc is wasted. The improvement in sigma level and significant
reduction in coating thickness minimizes the excess zinc consumption in the galvanization process.
Similarly, energy (LPG) requirement to maintain the standard temperature is also reduced due to
a reduction in zinc consumption.

This not only helps to save resources such as zinc and energy (LPG) but also reduces production
cost that occurs due to expenses on zinc and LPG. Further, the reduction in coating thickness
eliminates the brittleness and flaking of the coating which generally occurs due to thick coating.
Furthermore, the coating thickness near the standard thickness gives better corrosion resistance as
compared to thick coating. Future studies could fruitfully use the knowledge of design-of-
experiments to enhance the corrosion resistance of galvanizing zinc coating thickness, by obtaining
the optimum coating thickness.

It is nice to see that the sigma level improved from -1.5 to 3. In the future study, improvements
should be made to achieve a sigma level of more than 3, up to 6 (i.e., 6-sigma process with process
capability of 2). The coating thickness and quality of coating can also be improved by an
appropriate alloy addition in zinc pot. Application of DOE for optimization of zinc pot chemical
composition might prove an important area of future research. All of these findings and
suggestions will help the galvanizing industry to sustain a competitive edge and reduce the amount
of resource exploitation.

The fact that the findings of the questionnaire yielded a grand mean of low range for
communication and training and development while the grand mean for supply and availability of
raw-materials, tools & machine accessories as well as supervision fall under medium range,
implied that even if there are several areas concerning all the independent variables which needs
improvement by the company, communication as well as training and development are especially
found to be more attention and effort requiring areas. Not on this, also on supervision and supply
and availability of raw materials, tools and machine accessories requires a little bit of adjustment
in the company.

75
5.2. Recommendations
In the light of the obvious relationship between sigma level and the independent variables- training
and development, supervision, communication as well as supply and availability of raw materials,
tools and machine accessories, the following recommendations are proffered for company success:

 Prepare and distribute standard operating procedure manuals to existing and new upcoming
operators.
 Provide all operators on the galvanization section training in the tasks they have to perform
and what are expected from them. The training has to be in accordance with the standard
practices and procedures of the company and include all related safety instructions and
standards.
 Continuously observe, correctly identify and address skill gaps through targeted trainings.
Also consider offering trainings to operators on the basics (details) of the machineries, on
data recording and on reporting the recorded data.
 Offer chances for operators’ on upgrading their level of education as well as on
competitions for internal vacancy whenever they participate and are good enough for the
position.
 Provide technicians with the necessary training opportunities to upgrade their skills and
prepare a maintenance manual while keeping it always updated.
 Encourage employees and give recognition for their contributions and extra ordinary
achievements.
 Create ergonomically good, aesthetically attractive, exciting, clean and appropriate
working environment conducive for personal as well as organizational growth.
 Develop clear communication between the management and workers. The researchers
suggest that the company prepares a box like structure in to which employees (in
accordance to their departments) can write and send their requests, comments and
suggestions to higher level managers.
 Assign tasks to operators according to their qualities and best performing condition by
having lower-level managers (supervisors) closely follow up their performance, identify
where and what they are extra good at and report to higher level managers.
 Managers should develop a habit of giving quicker response to unexpected events
whenever they get to occur in the company.
76
  Provide adequate number of maintenance tools and keep good control of them.
 Make the right data set up and mechanical adjustments in the changeover system on the
PLC program.
 Form a research and development department in the company.

5.2.1. Implications for further study

Future research shall be carried out with a through observation and a record of downtimes for
relatively longer periods, than used in this study, as this will yield a better understanding and wider
range view of the root causes resulting in last output value fluctuations and reduced productivity
and hence better improved results. Considering a larger sample size and being inclusive of the
other branch of Gatepro steel p.l.c will also be important on future projects as it will enhance
accuracy and will enable capturing detailed concept about the variable under study. Studying how
operators should be assigned and allocated to each machine in the galvanization section in
consideration of their abilities and qualities. Research on the demand and supply planning, level
of customer satisfaction by the company’s products, methods of enhancing sales and
advertisements as well as on the system of raw material procurement need to be conducted as these
might bring the company one step ahead – to the state of operating in full capacity.

77
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[47] D. Montgomery, “Design and Analysis of Experiments,” research gate, pp. 241-253, 2012.

[48] J. A. Oxford R. L. & Burry-Stock, “Assessing language learning strategies worldwide with
the ESL/EFL version of the strategy inventory for language learning (SILL).,” System, 1995.

[49] O. Pearce, “What are SOPs? and Why Does My Organization Need Them?,” 30 September
2019. [Online]. Available: https://blog.montrium.com/experts/what-are-sops-and-why-
does-my-organization-need-them. [Accessed 8 10 2021].

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https://yourbusiness.azcentral.com/improve-organizational-effectiveness-through-
transformational-leadership-8820.html. [Accessed 05 10 2021].

[51] J. P. Mukelabai M. Musheke1, “The Effects of Effective Communication on Organizational

Performance Based on the Systems Theory,” Open Journal of Business and Management, p.
660, 2021.

[52] B. Teshome, 2020.

81
APPENDIX Ⅰ

82
83
84
. 1. Demand steel 1. HOD,
1. Job card with Received from steel store as supervisor.
nesting plan J/C with per J/C
received from pl.
nesting
and record
format no. plan from
OF/FAB/001

1.1 Receive steel Check raw

from steel store. steel material NO Return to 1.1 supervisor,
as per given steel 1.1 raw material For lead man ,
deportme CNC operator
Job card

Yes
2. CNC M/C
Process cutting,
Cutting, Punching, Drilling, QA.
punching, 2. supervisor,
stamping and Stamping ISP. 2. For notching lead man ,
record format no. operator
OF/FAB/002
& OF/FAB/003
3. supervisor,
3.Noching M/C Notching QA.I 3. For bending. lead man ,
Format no. . operator
OF/FAB/004
4.supervisor,
QA Welding 4.for Welding lead man ,
4.Bending M/C .IS welder
Format no Bending QA.I
OF/FAB/005 SP. 5.supervisor,
5.For hole after bend lead man ,
5.ABH M/C operator
Format no.
OF/FAB/006 After Bend Hole 6., supervisor,
QA.I 6. Final fabricate lead man,
6.rework area SP. mat. operator.
Format no
OF/QA/007
Rework
7. Supervisor,
7.Rejection 7. Re-work order lead man,
Format no. operator.
OF/QA/008 Final R/W
fabricated NO Reject 8. Supervisor,
Mat. Offer lead man,
8. Reissue job 8. FR slip send to operator.
card agents planning department
Fabrication YES
rejection
9. Supervisor,
9. Final FAB. lead man,
material accept 9. Load For operator.
TAG and DTRN Ask for galvanizing
Format no. acceptance Tag department
OF/FAB/007 & DTRN END

85
 APPENDIX II
Questionnaire
This questionnaire aims at establishing; factors affecting galvanization process of Gatepro
Engineering P.l.c Company: The questionnaire is designed to collect data that will help achieve
the objectives of the study. We are kindly request you to participate in this study by responding to
all the questions as candidly and precisely as possible. Your honesty and co-operation in
responding to the questions will highly be appreciated. All information provided will be treated
with at most confidentiality and will be used purely for research purposes.

Part A: Demographics
1. Gender of respondent
1. Male ( )
2. Female ( )
2. What is your age bracket?
1. Below 25 years ( )
2. 25-30 years ( )
3. 31-40 years ( )
4. 41-50 years ( )
5. Above 50 ( )
3. What is your level of education?
1. Primary ( )
2. Secondary ( )
3. Tertiary/collage ( )
4. Undergraduate ( )
5. Postgraduate ( )
4. How long have you worked for the company?
1. Less than 1 year ( )
2. 1-3 years ( )
3. 4-6 years ( )
4. 7-9 years ( )
5. 9 years & above ( )

86
Part B: Questionnaire for operators:
A. Training and development
Please give honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

1) Have you ever attended any training course on how to operate the machines in the
Galvanization section?
1. Yes 2. No
-If yes, how many times? --------------------------------
-If No, why? ------------------------------------------------
- There was no training hosted by the company.
- I didn’t attend training programs due to personal reasons.
By marking in the space provided, indicate the extent to which you agree or disagree
with the following statements concerning training and development.
5– Strongly agree 4 – Agree 3 - Moderate 2 - Disagree 1 – Strongly disagree

Questions on Training and Development 1 2 3 4 5

Training

I have received the training that’s needed to do my job at this company.

Newly recruited operators participate in an orientation program.

You have attended training course on how to record and report data.

There is a good culture of sharing experiences and skills with other coworkers.

Skill gaps are properly captured and trainings have been given.

Development

I find opportunities for advancement in this organization.

There is high opportunity for professional growth in this organization.

87
There is high opportunity to reach your full potential at our organization.

Standard operating procedures have been established for almost every work
situation.

1) How has your post training performance affected the organizational performance, if you had
taken any?

 For those of you who didn’t take any external training;

 What would’ve been better or changed if you were trained?

2) On which area do you want to be trained, if there is a chance?

3) In terms of training and professional development, what would you like to see us offer or
continue to offer, and what additional training or education would help you to better do your
job?

88
B. Supervision /Management

Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

Questions on supervision/ management 1 2 3 4 5

You are given enough guidance to perform your job.

I am clearly informed about what exactly is expected of me regarding

my work.

Your manager provides you with regular constructive feedback and

insights into your performance.

Your supervisor is open & receptive to your ideas, suggestions and

requests.

The management takes time to explain the reason behind their decision
making.

I understand the criteria I must meet to be promoted.

I can predict my future career path in this organization by observing

other people’s experiences.

1) In what ways does your supervisor make your responsibilities easier or harder?

2) What problems do you often face to operate the machines?

3) What could your supervisor do to better support your growth?

89
C. Communication
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

1) How do you prefer to communicate with your supervisor?

Email
Face to face
o Communication via training

Questions on communication 1 2 3 4 5

Managers inform you that there are changeovers on the right timing.

There is unnecessary load during untimely informed changeovers.

The management involves you in the decision making which are connected to
your department.

You are well informed about the companies plan & progress.

The organization provides a communication channel that employees can use

to convey their feedback.

You are satisfied with the level of communication you are receiving from the
company.

How would you rate your awareness of the company’s goals?

1) How would you prefer to get information about the company?

2) How do you feel about the communication you have during changeovers?

90
D. Supply and availability of raw materials, tools and machine accessories
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

1) There are enough equipment & tools for galvanization section.

1. Yes 2. No

If no, what do you suggest? -----------------------------------------

2) What comes short most frequently during galvanizing?

3) What problems do you often face related to the following work inputs materials?

 Crane

 Black irons

 Store inputs like jigging wire, pinsa, belt, steel zinc ink, etc…

 Lubricant

GENERAL Q,

 During changeovers after setup takes place what is the reason for delay on
production?

91
Part C: Questionnaire for technicians:
A. Training and development
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.
1) Have you ever attended any training on maintenance programs?
o Yes
o No
- If yes, when? --------------------------------------------
By marking in the space provided, indicate the extent to which you agree or disagree
with the following statements concerning training and development.

5– Strongly agree 4 – Agree 3 - Moderate 2 - Disagree 1 – Strongly disagree

Questions on Training and Development 1 2 3 4 5

You take trainings that continuously upgrade your skill.

There is a good culture of sharing experiences and skills with

other coworkers.

Skill gaps are properly captured and trainings have been given.

Rate the importance of external training on your performance.

There is high opportunity for professional growth in this

organization.

There is high opportunity to reach your full potential at our

organization.

I am satisfied with my chances for promotion.

I find opportunities for advancement in this organization.

92
1) How has your post training performance affected the organizational performance, if you
had taken any?

 For those of you who didn’t take any external training;

 What would’ve been better or changed if you were trained?

2) On which area do you want to be trained, if there is a chance?

3) In terms of training and professional development, what would you like to see us offer or
continue to offer, and what additional training or education would help you to better do
your job?

B. Supply and availability of raw materials, tools and machine accessories

93
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

Questions on supply of raw materials 1 2 3 4 5

There are enough equipment and tools provided for you.

There is a good manner in controlling equipment and tools.

There are sufficient machine accessories for you.

There is a good manner in controlling machine accessories.

1) What problems do you often face regarding the availability of machine accessories and
maintenance tools (especially when simultaneous maintenances take place)?

2) What are the tools that are usually less in amount resulting hindrance from doing your job?

3) How does the quality and availability of the following raw materials affect the machineries
flawless functioning and the productions effectiveness?

GENERAL

 During changeovers after setup takes place what is the reason for delay on
production?

94
Part D. Questionnaire for production team manager:
A. Training and development
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

1) Have you ever offered training opportunities for your team?

o Yes
o No
 If yes, what were the trainings?

By marking in the space provided, indicate the extent to which you agree or disagree
with the following statements concerning training and development.
5– Strongly agree 4 – Agree 3 - Moderate 2 - Disagree 1 – Strongly disagree

Questions on Training and Development 1 2 3 4 5

TOWARDS EMPLOYEES

You have been offering training opportunities for your

team.

Trainings are given for employees that continuously

upgrade their skills.

Employees are satisfied with their chances for promotion.

There is high opportunity for professional growth in this

organization.

Standard operating procedures have been established for

almost every work situation.

TOWARDS YOU

95
There is high opportunity to reach your full potential at this
organization.

You take trainings that continuously update your skill.

2) What are the areas you have noticed on your team that needs improvement?
 Make a list

3) What methods have you used to improve these areas until now?

4) What benefits did you get from offering these trainings to your team?

5) What training programs would you like to offer for your team in the future?

6) How do you see the importance of external training on employee’s performance?

96
 B. Supervision/ Management
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

1) Do you take time to explain how the operators’ role fit into the organizations bigger
picture?
-If yes, how frequently? --------------------------------
-If No, why? ----------------------------------------------

Questions on supervision/ management 1 2 3 4 5

TOWARDS EMPLOYEES

You recognize your operators for their success.

You provide employees with regular constructive

feedback and insights into their performance.

You are open & receptive to employee ideas, suggestions

and requests.

You take time to explain the reason behind your decision

making to employees.

TOWARDS YOU

Your managers take time to explain the reason behind their

decision making to you.

You often feel overworked.

Your promotion and carrier path are clear to you.

You understand the criteria you must meet to be promoted.

You can predict your future career path in this organization

by observing other people’s experiences.

2) What kind of methods did you use to help your workers hit performance goals and succeed?

97
 3) How do you closely monitor your employees (operators and labor workers) discipline &
being on time during production hours?

4) What problems do you often face while supervising?

C. Communication
Please give an honest, clear and unbiased response to the following questions accordingly.
Thank you for cooperating.

Questions on communication 1 2 3 4 5

The communication you have with the marketing team

is good.

You have a means of receiving employees’ feedback.

Your communication with the chemistry department is

good concerning preparation of pretreatment of
galvanization.

1) Write your comments on the communication you have with the marketing team.

2) How and when are you informed when you have to make changeovers?

98
3) What do you think the problem for late changeovers are with respect to communication?

99