ENGT 474 (Quality) - Exam 1 Flashcards
Walter Shewhart
Father of Statistical Quality Control
merged statistics, engineering, and economics
Shewhart cycle and control chart
W Edward Deming
- student of Shewhart/father of TQM - applied first use of spc to non-manufacturing problems, 14 points of management, system of profound knowledge
Joseph Juran
Romainian- American engineer & management consultiant; changed the way organizations thought about quality - integrating management and human side of quality, pareto principle; wrote several books
Kaoru Ishikawa
known for Ishikawa diagram (fishbone); premier pioneer in Japan, translated Juran and Deming’s works; Japanese organizational theorist, Professor at the Faculty of Engineering at The
University of Tokyo
Phil Crosby
translated quality into the language of management - stressed getting things right the first time - 4 absolutes, 0 defects standard;
businessman and author who
contributed to management theory and quality management practices.
Initiated the Zero Defects program at the Martin
Company.
Credited with a 25 percent reduction in overall rejection rate and a 30 percent reduction in scrap costs as Quality manager of the Pershing missile program.
Another word for Shewhart cycle?
PDCA (plan, do, check, act) - for quality projects
What 2 aspects of quality did Shewhart define?
what the customer wants (subjective)
what physical characteristics the product has (objective)
2 sources of process variation?
Common cause - normal fluctuation - expected due to the process
Special cause - uncontrollable influence - outside of the normal process
Shewhart’s fundamental principle?
Once a process is under control, exhibing only controlled variation, future process performance can be predicted, within
limits, on the basis of the past performance
How are control charts plotted, and what do they mean?
Data is plotted on X bar and R charts; shows whether a process is in control or not
What was Demining’s philosophy?
humanistic; problems in a process are due to to flaws in system design, not human error (red bead experiment)
According to Deming, how do you ultimately improve quality?
executives, employees, and management working together to focus on quality for the sake of overall customer satisfaction
Deming’s Economic Chain Reaction
1 improve quality of product & service
2 decreased cost due to less mistakes & rework,
3 productivity increase
4 market captured due to less price & higher quality
5 easier time staying in business
6 more jobs created
Deming’s funnel experiment - what did it show evidence of?
do not tamper; will make the process worse
how to properly improve process without tampering?
Remove the root cause by employing the PDCA cycle
System of Profound knowledge is about what?
Effective leaders having a:
1. knowledge of psychology
2. knowledge of a system
3. knowledge of variation
4. theory of knowledge
What one of Juran’s major philosophies with quality?
paying attention to what was important; felt that leaders must choose those vital few
projects that will have the greatest impact on
improving ability to meet customer needs.
What is the difference between Q and q?
Q - quality performance in all processes
q - manufacturing quality
What was the trinity of quality improvement?
Quality Planning,
Quality Control,
Quality Improvement
Quality Planning?
The process of understanding what
the customer needs and designing all aspects of a system to meet those needs reliably.
Quality Control?
Used to constantly monitor
performance for compliance with the original design standards.
If performance falls short of the standard, plans are put into action to deal quickly with the problem.
Quality Improvement?
Occurs when new, previously un-obtained levels of performance ~ Breakthroughs in quality ~
are achieved!
Dr. Armand Feigenbaum
Originator of modern Total quality; Director of
Manufacturing Operations at General Electric,
and later served as President and CEO of
General Systems Company of Pittsfield,
Massachusetts, an engineering firm that designs
and installs operational systems. Served As President of ASQ. Wrote several books.
Dr. Feigenbaum’s Definition of Quality
customer determination which is based on
the customer’s actual experience with the product or service, measured against his or her requirements—stated or unstated, conscious or merely sensed, technically operational or entirely subjective—always representing a moving target in a competitive market.
How was Feigenbaum different?
first to encourage treating
quality as a fundamental business strategy;
concept of a ‘hidden factory’ that wastes
time correcting mistakes
felt quality covered all aspects of business
What did Feigenbaum predict?
quality would surpass price as the top issue for
decision making. (1950)
Meaning behind quality is “free”
lack of quality is costly. Spending money to reduce waste or improve efficiency saves money in the
long run.
“Four Absolutes of Quality”
1 Quality Definition: Conformance to requirements
2 Quality System: Prevention of defects
3 Quality Performance Standard: Zero defects
4 Quality Measurement: Costs of quality
“Five Erroneous Assumptions”
- Quality means goodness, luxury or
shininess - Quality is intangible and therefore
not measurable - An economics of quality exists
- Workers are the source of quality
problems - Quality originates in the quality
department.
7 Tools of Quality
Flow Chart
Control Chart
Check Sheet
Histogram
Pareto Diagram
Cause and Effect Diagram
Scatter Diagram
What four areas did Dr. Ishikawa focused on to influence quality?
Market-in Quality
Worker Involvement
Quality Begins and Ends with Education
Selfless Personal Commitment
Genichi Taguchi
engineer and statistician. From the 1950s onwards, developed a methodology for
applying statistics to improve the quality of
manufactured goods. Concepts and methods controversial among some conventional Western statisticians, accepted by many others to the knowledge of statistics
What does the Taguchi Loss Function look like and mean?
Inverse parabola;
Shows that there is a variation of loss that is within specification, as well as out.
Loss in Spec - Poor Fit, Poor Finish, Undersized, Oversized, alignment problems
Loss out of Spec - Scrap, Rework, Warranty Costs, Lost goodwill from Customer
Non-Destructive Testing
techniques to determine the integrity of
a material, component, or structure, or
quantitatively measure some characteristics of
an object without damaging it
6 common methods of NDT
Visual
Liquid Penetrant
Magnetic
Ultrasonic
Eddy Current
X-ray
Visual Inspection
most common method, using tools and video technology to inspect and make corrections
Liquid Penetrant
a high wetting liquid that seeps into surface cracks, which combined w/ visual inspection, will indicate damage
Excess liquid is removed, and powder is applied to extract the liquid from the defect areas
Magnetic Particle
use of magnetism in combination with finely milled iron particles coated with a dye pigment
Radiography
high energy ionizing radiation coming from x rays, often used with a film, to indicate damage
Eddy Current (Electromagnetic)
small probe scans the part, which can detect cracks, measure coated thickness, and make electrical conductivity
Ultrasonic (Pulse Echo)
High frequency sound waves are introduced in a material and reflected back from surfaces or flaws.
Inspector can visualize a cross section of the specimen showing the depth of features that reflect sound. High res images can be produced
Applications of NDT
Inspection of Raw Products
Inspection Following Secondary
Processing
In-Services Damage Inspection
Eddy current application?
Power Plant inspection
Magnetic Particle application?
Wire rope inspection
Technological visual inspection application?
Storage Tank inspection
Common and Extensive applications of NDT?
aircraft manufacturing, rails, bridges, pipelines
Application of radiography & ultrasonic testing?
pressure vessel inspection
Quality management system
a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.
ISO 9000
ISO (International standards organization;
Current standard is ISO 9001:2015)
- to facilitate international trade. European Union to global application, virtually all industries
Can be used as foundation for continuous
improvement of processes throughout the
organization
TS:16949
defines automotive industry QM
standards worldwide; includes ISO 9001, along with:
Customer Specific Requirements
Production Part Approval Process (PPAP)
Failure Modes and Effects Analysis (FMEA)
Measurement Systems Analysis (MSA)
Advanced Product Quality Planning and Control (APQP)
Quality System Assessment (QSA)
ISO 14000
International standard for Environmental
Management Systems (EMS). Defines requirements and processes,
Provides a systematic approach to dealing with environmental issues.
Encourages voluntary environmental protection and the prevention of pollution while taking into account the economic needs of society.
Growing in popularity and importance.
Baldridge National Quality Award
Created by Congress in 1987
National program to recognize quality achievement
Organizations do self-assessment, submit
application
Organizations meeting certain criteria are
examined more closely
Awards are made in a variety of categories
Focus on results
Six Sigma
A structured, data-driven methodology for
eliminating waste from processes, products, and
other business activities while having a positive
impact on financial performance;
Originally developed at Motorola, now a global
phenomenon
Core focus: reducing variability in processes
long-term quality level of 3.4
defects per million opportunities (Ultimate goal; 6 on quality scale)
DMAIC (6 sigma projects)
Define, measure, analyze, improve, control
Six Sigma Training
Green Belts
Formal training + cost savings project ($10,000+)
Collect data, use basic tools, move projects forward
Black Belts
Advanced training + large project ($100K+)
Provide statistical assistance, coaching, support
Master Black Belts (optional)
Extensive training + very large project ($1,000,000+)
Provide training and guidance for projects
Define
Identify the problem/project, Define the requirements, Establish the goals to be achieved
Measure
Gather information about the current process
Define and measure key process steps and inputs
Refine the problem statement and goals
Analyze
Identify potential root causes of the problem
Validate the cause and effect relationship
Identify the vital few root causes
Improve
Implement change(s) to address root causes of the problem
Test solutions
Measure results
Control
Evaluate and monitor improvements
Make adjustments as needed
Establish standard procedures
