Book description
The book is a compilation of essential methodologies that have been developed over several decades for obtaining the needs of customers, designing products and processes, making the product, packaging and delivering the product.
Table of contents
- Cover
- Half Title Page
- Title Page
- Copyright Page
- Contents
- Preface to the Third Edition
- Preface to the Second Edition
- Preface to the First Edition
- Authors
-
Chapter 1 Introduction to Quality
- 1.1 A Historical Overview
- 1.2 Defining Quality
- 1.3 The Total Quality System
- 1.4 Total Quality Management
- 1.5 Economics of Quality
- 1.6 Quality, Productivity, and Competitive Position
-
1.7 Quality Costs
- 1.7.1 Categories of Quality Costs
- 1.7.2 Steps in Conducting a Quality Cost Study
- 1.7.3 Projects Arising from a Quality Cost Study
- 1.7.4 Quality Cost Scoreboard
- 1.7.5 Quality Costs Not Included in the TQC
- 1.7.6 Relationship among Quality Cost Categories
- 1.7.7 Summary on Quality Costs
- 1.7.8 A Case Study in Quality Costs
- 1.8 Success Stories
- 1.9 Exercise
-
Chapter 2 Statistics for Quality
- 2.1 Variability in Populations
- 2.2 Some Definitions
- 2.3 Quality vs. Variability
- 2.4 Empirical Methods for Describing Populations
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2.5 Mathematical Models for Describing Populations
-
2.5.1 Probability
- 2.5.1.1 Definition of Probability
- 2.5.1.2 Computing the Probability of an Event
-
2.5.1.3 Theorems on Probability
- 2.5.1.3.1 Addition Theorem of Probability
- 2.5.1.3.2 The Extension of the Addition Theorem
- 2.5.1.3.3 Complement Theorem of Probability
- 2.5.1.3.4 Theorems on the Joint Occurrence of Events
- 2.5.1.3.5 Conditional Probability
- 2.5.1.3.6 Independent Events
- 2.5.1.3.7 The Multiplication Theorems of Probability
- 2.5.1.3.8 The Theorem of Total Probability
- 2.5.1.4 Counting the Sample Points in a Sample Space
- Summary on Probability
- 2.5.2 Exercises in Probability
- 2.5.3 Probability Distributions
- 2.5.4 Some Important Probability Distributions
- Summary on Probability Distributions
- 2.5.5 Exercises in Probability Distributions
-
2.5.1 Probability
-
2.6 Inference of Population Quality from a Sample
- 2.6.1 Definitions
- 2.6.2 Confidence Intervals
-
2.6.3 Hypothesis Testing
- Two Types of Errors
- 2.6.3.1 Test Concerning the Mean µ of a Normal Population When s Is Known
- 2.6.3.2 Why Place the Claim Made about a Parameter in H1?
- 2.6.3.3 The Three Possible Alternate Hypotheses
- 2.6.3.4 Test Concerning the Mean µ of a Normal Population When s Is Not Known
- 2.6.3.5 Test for Difference of Two Means When ss Are Known
- 2.6.4 Tests for Normality
- 2.6.5 The P-Value
- 2.6.6 Exercises in Inference Methods
- 2.7 Mini-Projects
-
Chapter 3 Quality in Design
- 3.1 Planning for Quality
- 3.2 Product Planning
-
3.3 Product Design
- 3.3.1 Parameter Design
-
3.3.2 Design of Experiments
- 3.3.2.1 22 Factorial Design
- 3.3.2.2 Randomization
- 3.3.2.3 Experimental Results from a 22 Design
- 3.3.2.4 Calculating the Factor Effects
- 3.3.2.5 Main Effects
- 3.3.2.6 Interaction Effects
- 3.3.2.7 A Shortcut for Calculating Effects
- 3.3.2.8 Determining the Significance of Effects
- 3.3.2.9 The 23 Design
- 3.3.2.10 Interpretation of the Results
- 3.3.2.11 Model Building
- 3.3.2.12 Taguchi Designs
- 3.3.3 Tolerance Design
- 3.3.4 Failure Mode and Effects Analysis
- 3.3.5 Concurrent Engineering
- 3.4 Process Design
- 3.5 Exercise
-
Chapter 4 Quality in Production—Process Control I
- 4.1 Process Control
- 4.2 The Control Charts
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4.3 Measurement Control Charts
- 4.3.1 >X¯- and R-Charts
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4.3.2 A Few Notes about the X¯ and R-Charts
- 4.3.2.1 The Many Uses of the Charts
- 4.3.2.2 Selecting the Variable for Charting
- 4.3.2.3 Preparing Instruments
- 4.3.2.4 Preparing Check Sheets
- 4.3.2.5 False Alarm in the X¯-Chart
- 4.3.2.6 Determining Sample Size
- 4.3.2.7 Why 3-Sigma Limits?
- 4.3.2.8 Frequency of Sampling
- 4.3.2.9 Rational Subgrouping
- 4.3.2.10 When the Sample Size Changes for X¯- and R-Charts
- 4.3.2.11 Improving the Sensitivity of the X¯-Chart
- 4.3.2.12 Increasing the Sample Size
- 4.3.2.13 Use of Warning Limits
- 4.3.2.14 Use of Runs
- 4.3.2.15 Patterns in Control Charts
- 4.3.2.16 Control vs. Capability
- 4.3.3 X¯ and S-Charts
- 4.3.4 The Run Chart
- 4.4 Attribute Control Charts
- 4.5 Summary on Control Charts
- 4.6 Process Capability
- 4.7 Measurement System Analysis
- 4.8 Exercise
-
Chapter 5 Quality in Production—Process Control II
- 5.1 Derivation of Limits
- 5.2 Operating Characteristics of Control Charts
- 5.3 Measurement Control Charts for Special Situations
- 5.4 Topics in Process Capability
- 5.5 Topics in the Design of Experiments
- 5.6 Exercise
-
Chapter 6 Managing for Quality
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6.1 Managing Human Resources
- 6.1.1 Importance of Human Resources
- 6.1.2 Organizations
- 6.1.3 Quality Leadership
- 6.1.4 Customer Focus
- 6.1.5 Open Communications
- 6.1.6 Empowerment
- 6.1.7 Education and Training
-
6.1.8 Teamwork
- 6.1.8.1 Team Building
- 6.1.8.2 Selecting Team Members
- 6.1.8.3 Defining the Team Mission
- 6.1.8.4 Taking Stock of the Team’s Strength
- 6.1.8.5 Building the Team
- 6.1.8.6 Basic Training for Quality Teams
- 6.1.8.7 Desirable Characteristics among Team Members
- 6.1.8.8 Why a Team?
- 6.1.8.9 Ground Rules for Running a Team Meeting
- 6.1.8.10 Making the Teams Work
- 6.1.8.11 Different Types of Teams
- 6.1.8.12 Quality Circles
- 6.1.9 Motivation Methods
- 6.1.10 Principles of Management
- 6.2 Strategic Planning for Quality
- 6.3 Exercise
-
6.1 Managing Human Resources
-
Chapter 7 Quality in Procurement
- 7.1 Importance of Quality in Supplies
- 7.2 Establishing a Good Supplier Relationship
- 7.3 Choosing and Certifying Suppliers
- 7.4 Specifying the Supplies Completely
- 7.5 Auditing the Supplier
- 7.6 Supply Chain Optimization
- 7.7 Using Statistical Sampling for Acceptance
- 7.8 Exercise
-
Chapter 8 Continuous Improvement of Quality
- 8.1 The Need for Continuous Improvement
- 8.2 The Problem-Solving Methodology
- 8.3 Quality Improvement Tools
- 8.4 Lean Manufacturing
- 8.5 Exercise
-
Chapter 9 A System for Quality
- 9.1 The Systems Approach
-
9.2 Dr. Deming’s System
- 9.2.1 Long-Term Planning
- 9.2.2 Cultural Change
- 9.2.3 Prevention Orientation
- 9.2.4 Quality in Procurement
- 9.2.5 Continuous Improvement
-
9.2.6 Training, Education, Empowerment, and Teamwork
- Point 6: Institute Training
- Point 7: Adopt and Institute Leadership
- Point 8: Drive Out Fear
- Point 9: Break Down Barriers between Staff
- Point 10: Eliminate Slogans, Exhortations, and Targets for the Workforce
- Point 11(a): Eliminate Numerical Quotas for the Workforce
- Point 11(b): Eliminate Numerical Goals for People in Management
- Point 12: Remove Barriers that Rob People of Pride of Workmanship
- Point 13: Encourage Education and Self-Improvement for Everyone
- Point 14: Take Action to Accomplish the Transformation
- 9.3 Dr. Juran’s System
- 9.4 Dr. Feigenbaum’s System
- 9.5 Baldrige Award Criteria
- 9.6 ISO 9000 Quality Management Systems
-
9.7 ISO 9001:2015 Quality Management Systems—Requirements
- 9.7.1 Scope
- 9.7.2 Normative Reference
- 9.7.3 Terms and Definitions
- 9.7.4 Context of the Organization
-
9.7.5 Leadership
- 9.7.5.1 Leadership and Commitment
- 9.7.5.2 Policy The top management shall establish, implement, and maintain the quality policy in accordance with their needs. The quality policy shall be maintained as a record and be communicated, understood, and applied. It should also be available to relevant interested parties.
- 9.7.5.3 Organizational Roles, Responsibilities, and Authorities
- 9.7.6 Planning
- 9.7.7 Support
-
9.7.8 Operation
- 9.7.8.1 Operation Planning and Control
- 9.7.8.2 Requirements for Products and Services
- 9.7.8.3 Design and Development of Products and Services
- 9.7.8.4 Control of Externally Provided Processes, Products, and Services
- 9.7.8.5 Production and Service Provision
- 9.7.8.6 Release of Products and Services
- 9.7.8.7 Control of Nonconforming Outputs
- 9.7.9 Performance Evaluation
- 9.7.10 Improvement
- 9.8 The Six Sigma System
- 9.9 Summary of Quality Management Systems
-
9.10 Exercise
- 9.10.1 Practice Problems
-
9.10.2 Mini-Projects
- Mini-Project 9.1 The above set of 30 questions has been created to help students understand the various systems in good detail. However, it is only one of several possible sets. Generate another set of 30 questions, six from each system, similar to but different from the above set.
- Mini-Project 9.2 Compare the three modern systems— Baldrige Award, ISO 9000, and Six Sigma—and identify their differences.
- Appendix 1Statistical Tables
- Appendix 2Answers to Selected Exercises
- Index
Product information
- Title: A First Course in Quality Engineering, 3rd Edition
- Author(s):
- Release date: September 2018
- Publisher(s): CRC Press
- ISBN: 9781498764230
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