Professional Documents
Culture Documents
Quality Control
McGraw-Hill/Irwin
Learning Objectives
Inspection of lots
before/after
production
Acceptance
sampling
The least
progressive
Inspection and
corrective
action during
production
Process
control
Quality built
into the
process
Continuous
improvement
The most
progressive
10-3
Inspection
Figure 10.2
Acceptance
sampling
Transformation
Process
control
Outputs
Acceptance
sampling
10-4
Inspection Costs
Cost
Figure 10.3
Total Cost
Cost of
inspection
Cost of
passing
defectives
Optimal
Amount of Inspection
10-5
10-6
Inspection
points
Cashier
Counter area
Eating area
Building
Kitchen
Hotel/motel Parking lot
Accounting
Building
Main desk
Supermarket Cashiers
Deliveries
Characteristics
Accuracy
Appearance, productivity
Cleanliness
Appearance
Health regulations
Safe, well lighted
Accuracy, timeliness
Appearance, safety
Waiting times
Accuracy, courtesy
Quality, quantity
10-7
Statistical Control
Statistical Process Control:
Statistical evaluation of the output of a
process during production
Quality of Conformance:
A product or service conforms to
specifications
10-8
Control Chart
Control Chart
Purpose: to monitor process output to see
if it is random
10-9
Control Chart
Figure 10.4
Abnormal variation
due to assignable sources
Out of
control
UCL
Mean
Normal variation
due to chance
LCL
Abnormal variation
due to assignable sources
10 11 12 13 14 15
Sample number
10-10
10-11
Define
Measure
Compare
Evaluate
Correct
Monitor results
10-12
10-13
Sampling Distribution
Figure 10.5
Sampling
distribution
Process
distribution
Mean
10-14
Normal Distribution
Figure 10.6
Standard deviation
Mean
95.44%
99.74%
10-15
Control Limits
Figure 10.7
Sampling
distribution
Process
distribution
Mean
Lower
control
limit
Upper
control
limit
10-16
SPC Errors
Type I error
Concluding a process is not in control
when it actually is.
Type II error
Concluding a process is in control when it
is not.
10-17
In control
Out of control
In control
No Error
Out of
control
Type II Error
(consumers risk)
Type I error
(producers risk)
No error
10-18
Type I Error
Figure 10.8
/2
/2
Mean
Probability
of Type I error
LCL
UCL
10-19
LCL
Sample number
10-20
X bar charts
Sampling
Distribution
UCL
Detects shift
x-Chart
LCL
UCL
R-chart
LCL
Does not
detect shift
10-22
Sampling
Distribution
UCL
x-Chart
LCL
Does not
reveal increase
UCL
R-chart
Reveals increase
LCL
10-23
10-24
Use of p-Charts
Table 10.4
Good or bad
Pass or fail
10-25
Use of c-Charts
Table 10.4
Attributes
10-27
Run Tests
Run test a test for randomness
Any sort of pattern in the data would
suggest a non-random process
All points are within the control limits the process may not be random
10-28
Trend
Cycles
Bias
Mean shift
Too much dispersion
10-29
Counting Runs
Figure 10.12
B A
Figure 10.13
B A
(7 runs)
(8 runs)
D U
U D
10-30
NonRandom Variation
Managers should have response plans to
investigate cause
May be false alarm (Type I error)
May be assignable variation
10-31
Process Capability
Tolerances or specifications
Range of acceptable values established by
engineering design or customer
requirements
Process variability
Natural variability in a process
Process capability
Process variability relative to specification
10-32
Process Capability
Figure 10.15
Lower
Specification
Upper
Specification
A. Process variability
matches specifications
Lower
Specification
Upper
Specification
B. Process variability
Lower
Upper
well within specifications Specification Specification
C. Process variability
exceeds specifications
10-33
X LTL
UTL - X
= min
or
10-34
10-35
Example 8
Standard Machine
Machine Deviation Capability
Cp
A
0.13
0.78
0.80/0.78 = 1.03
B
0.08
0.48
0.80/0.48 = 1.67
0.16
0.96
0.80/0.96 = 0.83
10-36
Lower
specification
1350 ppm
1350 ppm
1.7 ppm
1.7 ppm
Process
mean
+/- 3 Sigma
+/- 6 Sigma
10-37
Simplify
Standardize
Mistake-proof
Upgrade equipment
Automate
10-38
Traditional
cost function
Cost
Taguchi
cost function
Lower
spec
Target
Upper
spec
10-39