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CH 36
CH 36
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-1
Deming’s 14 Points
TABLE 36.1
1. Create constancy of purpose toward improvement of product and service.
2. Adopt the new philosophy.
3. Cease dependence on mass inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag.
5. Improve constantly and forever the system of production and service, to
improve quality and productivity, and thus constantly decrease cost.
6. Institute training on the job.
7. Institute leadership (as opposed to supervision).
8. Drive out fear so that everyone can work effectively.
9. Break down barriers between departments.
10. Eliminate slogans, exhortations and targets for zero defects and new levels of
productivity
11. Eliminate quotas and management by numbers, numerical goals. Substitute
leadership.
12. Remove barriers that rob the hourly worker of pride of workmanship.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-2
Robust Design
Figure 36.1 A simple example of robust design. (a) Location of two mounting holes on a sheet-metal
bracket, where the deviation of the top surface of the bracket from being perfectly horizontal is ±α. (b)
New location holes, whereby the deviation of the top surface of the bracket from being perfectly
horizontal is reduced to± α/2.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-3
Taguchi Loss Function
Figure 36.2 (a) Objective function
value distribution of color density
for television sets. (b) Taguchi loss
function, showing the average
replacement cost per unit to correct
quality problems. Source: After G.
Taguchi.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-4
Frequency and Normal Distribution Curves
Figure 36.3 (a) A histogram of the number of shafts measured and their respective diameters. This type of
curve is called frequency distribution. (b) A Normal distribution curve indicating areas within each range of
standard deviation. Note: the greater the range, the higher the percentage of parts that fall within it.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-5
Frequency Distribution Curve
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-6
Statistical Quality Control
TABLE 36.2
Sample size A2 D4 D3 d2
2 1.880 3.267 0 1.128
3 1.023 2.575 0 1.693
4 0.729 2.282 0 2.059
5 0.577 2.115 0 2.326
6 0.483 2.004 0 2.534
7 0.419 1.924 0.078 2.704
8 0.373 1.864 0.136 2.847
9 0.337 1.816 0.184 2.970
10 0.308 1.777 0.223 3.078
12 0.266 1.716 0.284 3.258
15 0.223 1.652 0.348 3.472
20 0.180 1.586 0.414 3.735
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-8
Figure 36.6 Control
charts. (a) Process
begins to become out
of control because of
such factors as tool
wear (drift). The tool
is changed and the
process is then in
statistical control. (b)
Process parameters are
not set properly; thus
all parts are around the
upper control limit
(shift in mean). (c)
Control Charts Process becomes out
of control because of
factors such as a
change in the
properties of the
incoming material
(shift in mean).
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-9
Digital Gages with Microprocessors
Figure 36.7 Schematic
illustration showing integration
of digital gages with
microprocessor for real-time
data acquisition and SPC/SPQ
capabilities. Note the examples
on the CRT displays, such as
frequency distribution (see Fig.
36.3) and control charts (see
Fig. 36.4). Source: Mitutoyo
Corp.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-10
Data for Standard Deviation Calculation
TABLE 36.3
Sample number x1 x2 x3 x4 x5 x R
1 4.46 4.40 4.44 4.46 4.43 4.438 0.06
2 4.45 4.43 4.47 4.39 4.40 4.428 0.08
3 4.38 4.48 4.42 4.42 4.35 4.410 0.13
4 4.42 4.44 4.53 4.49 4.35 4.446 0.18
5 4.42 4.45 4.43 4.44 4.41 4.430 0.04
6 4.44 4.45 4.44 4.39 4.40 4.424 0.06
7 4.39 4.41 4.42 4.46 4.47 4.430 0.08
8 4.45 4.41 4.43 4.41 4.50 4.440 0.09
9 4.44 4.46 4.30 4.38 4.49 4.414 0.19
10 4.42 4.43 4.37 4.47 4.49 4.436 0.12
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-11
Acceptance Sampling
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-12
Liquid-Penetrant and Magnetic-Particle
Inspection
Figure 36.9 Sequence of operations for liquid-penetrant inspection to detect the presence of cracks
and other flaws in a workpiece. Source: Metals Handbook, Desk Edition. Copyright ©1985, ASM
International, Metals Park, Ohio. Used with permission.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-14
Eddy-Current Inspection
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-15
Holography
Figure 36.13 Schematic illustration of the basic optical system used in holography
elements in radiography, for detecting flaws in workpieces. Source: Metals Handbook,
Desk Edition. Copyright ©1985, ASM International, Metals Park, Ohio. Used with
permission.
Kalpakjian • Schmid
Manufacturing Engineering and Technology © 2001 Prentice-Hall Page 36-16