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Eng. Mohammed Abed
Dr. Eng. Nabil Al-Sawalhi
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Def.
The body of technical knowledge for formulatingpolicy and for
analyzing and planning productquality in order to implement and
support thatquality system which will yield full
customersatisfaction at minimum cost.
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principal techniquesof quality
engineering technology
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hardware equipment
controlactions
planning
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1- What are the specific details of the control activities
totake place during the development and production andservice
cycles?
2- Will these quality activities best be accomplishedthrough the
use of quality information equipment or bythe use of people guided
by procedures?
3- What information and material inputs will be needed?What type
of information data is required?
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4- How should it be analyzed, and what sort of feedbackshould be
used?
5- Depending upon the differences in the product qualitylevels
encountered, what criteria are there for alternativecourses of
corrective action?
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qualitytheidentifyingfortechniquesarehereIncludedascompanyparticularaofpolicyqualityandobjectives
systemsandanalysisqualityforfoundationa.implementation
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andisolatingforthoseincludeanalyzingforTechniquesidentifying the
principal actors that relate to the quality
thenarefactorsThese.marketserveditsinproducttheofstudied for
their effects toward producing the desiredquality result.
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Techniques for implementing the quality systememphasize the
development in advance of a proposedcourse of action and methods
for accomplishing thedesired quality result. These are the quality
planningtechniques underlyingand required bythedocumentation of key
activities of the quality system.
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Establishing reliability goals
Reliability apportionment
Stress analysis
Identification of critical parts
Failure mode, effects, and criticality analysis (FMECA)
Reliability prediction
Design review
Supplier selection
Control of reliability during manufacturing
Reliability testing
Failure reporting and corrective action system
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Process capability analysis
Quality planning
Establishing quality standards
Test equipment and gage design
Quality troubleshooting
Analysis of rejected or returned material
Special studies (measurement error, etc.)
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Write quality procedures
Maintain quality manual
Perform quality audits
Quality information systems
Quality certification
Training
Quality cost systems
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In-process inspection and test
Final product inspection and test
Receiving inspection
Maintenance of inspection records
Gage calibration
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Pre award vendor surveys
Vendor quality information systems
Vendor surveillance
Source inspection
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Def.The application of quality management system inmanaging a
process to achieve maximum customersatisfaction at the lowest
overall cost to theorganization while continuing to improve the
process.
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1- Quality assurance Its focus is internal
2- Quality assurance Specifications are developed by the
designers.
3- Quality assurance scope is generally limited to
thoseactivities under the direct control of the organization.
4- Quality assurance pays little or no attention to
thecompetitions offerings.
5- Quality assurance may present a rosy picture.
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1-Patents or copyrights.
2-Relative image or service.
3-Better job of identifying and meeting the needs ofspecial
customer segments.
4-Value-added operations and technologies.
Once a firm obtains a quality advantage, it must continuously
work to maintain it.
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After the world war II Japanese no longer in power , andtheir
goods didnt take the satisfaction of customers andthe choice is to
improve quality.
This quality revolution has been taking place in Japansince the
early 1950s as the result of efforts to apply theconcepts and
techniques of statistical quality control on acompany wide
scale.
Introduction and promotion of company wide qualitycontrol led to
a revolution in management philosophyeducation and training in
quality control have beencontinued for everyone and for each
department.
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Systems Engineering and Management is the foundation forTotal
Quality Control.
Total-Quality-Control work requires effective ways tointegrate
the efforts of large numbers of people with largenumbers of
machines and huge quantities of information.
System:
In quality control, the term systems has meant anythingfrom
factory troubleshooting procedures to a shelf of operatingmanuals
and handbooks covering all product inspectionand test routines.
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Experience has shown that these approaches have beentoo
narrow.
Effective quality control require the strong coordinationof all
the relevant paperwork and software and hardwareand handbook
activities. It requires the integration of thequality actions of
the people, the machines and theinformation into strong total
quality systems.
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To reaches to these integration and coordination between
(people, machines, information, ..etc) will need:
1- Company wide operating.
2- Effective documentation.
3- Integrated between technical and managerial procedures.
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1- Systems engineering is likely to provide what might bethought
of as the fundamental design technology of themodern quality
engineer.
2- Systems management is likely to become fundamentalmanagement
guide for the quality manager.
3- Systems economics, particularly with respect toformalized
total quality cost accounting, is likely toprovide a major business
guide-control point for thegeneral manager.
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Two major forces emerged that have had a profoundimpact on
quality.
1- The first force was the Japanese revolution in quality.
2- The second force was the prominence of product qualityin the
public mind.
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Japanese steps to improve quality:
1. Upper-level managers personally took chargeof leading the
revolution.
2. All levels and functions received training in thequality
disciplines.
3. Quality improvement projects were undertakenon a continuing
basis at a revolutionary pace.
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How Japanizes regenerate their industries:
1- They sent a team abroad to study themanagement practices of
other countries.
2- They invited foreign experts to provide advice.
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J.M. Juran and W.E. Deming thier messagecan be summarized as
follows.
1. The management of quality is crucial tocompany survival and
merits the personalattention and commitment of top management.
2. The primary responsibility for quality must liewith those
doing the work. Control by inspectionis of limited value.
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3. To enable a production department to acceptresponsibility for
quality, management mustestablish systems for the control and
verificationof work, and must educate and indoctrinate thework
force in their application.
4. The costs of education and training for quality,and other
costs which might be incurred, will berepaid many times over by
greater output, lesswaste, a better quality product and higher
profits.
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These philosophers are:
1. Philip B. Crosby
2. W. Edwards Deming
3. Armand V. Feigenbaum
4. Kaoru Ishikawa
5. Joseph M. Juran
6. John S. Oakland
7. Shigeo Shingo
8. Genichi Taguchi
Their ideas, concepts, andapproaches in addressingspecific
quality issueshave become part of theaccepted wisdom inTQM,
resulting in amajor and lasting impactwithin the field.
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Five Absolute Truths of Quality Management. These are:
1. Quality is defined as conformance to requirement, not as
goodness or elegance.
2. There is no such thing as a quality problem.
3. It is always cheaper to do it right the first time.
4. The only performance measurement is the cost of quality.
5. The only performance standard is zero defects.
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Three essential beliefs in quality. There are:
1. A belief in qualification.
2. Management leadership.
3. Prevention rather than cure.
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Step 1 Establish management commitment
Step 2 Form quality improvement teams
Step 3 Establish quality measurements
Step 4 Evaluate the cost of quality
Step 5 Raise quality awareness
Step 6 Take action to correct problems
Step 7 Zero defects planning
Step 8 Train supervisors and managers
Step 9 Hold a Zero Defects day to establish the attitude and
expectation within the company
Step 10 Encourage the setting of goals for improvement
Step 11 Obstacle reporting
Step 12 Recognition for contributors
Step 13 Establish quality councils
Step 14 Do it all over again
