Titlebook: SPC and Continuous Improvement; Mal Owen Book 1989 Springer-Verlag Berlin Heidelberg 1989 Monitoring.control.process control.quality manag

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Control charts for variables, there are certain basic requirements which have to be satisfied. It is too easy to rush into collecting sample readings from a process without giving thought to defining the process, determining the features to be monitored, and specifying the measurement system.

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瘙癢

Interpreting patterns and setting up charts,e presence of special causes which should then be eliminated, or permanently incorporated, depending on their nature. Fig. 8.1 illustrates the types of pattern which indicate improvement in the process. Patterns other than these are connected with special causes which adversely affect the current si

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expound

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Attribute charts for defects,es. Thus nonconforming units may be unacceptable because of the high level of minor nonconformities they contain. A small particle of dust included at the paint-spraying stage of a high-cost luxury limousine will appear as a real blemish to a customer who is expecting a mirror finish. Similarly airc

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The Cusum technique,situations determined by using the four rules for special causes. Two of these rules (the rule of seven and the middle third rule) did take into account the position of points previous to the one being plotted at a particular stage. However, no allowance was made for the numerical values of those pr

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Machine capability analysis,t have little to do with the traditional environment of the control chart — the shop floor in the machine shop. For the final technique the discussion will revertto machining areas. There is every reason to do so because a machine is part of the process and the process cannot be capable unless the m

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Implementing the SPC programme,sed and the point has been repeatedly made that SPC is not just a programme of chart filling. It will only operate successfully in a climate where barriers are being broken down, operators fully involved, supervisors trained to lead, managers committed, customers (internal or external) recognised as

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Avoiding the pitfalls, facing avoidable obstacles. It would be insincere, however, to claim that the programme is infallible and that difficulties will not arise. The implementation programme proposed is by its very nature generic, and what may suit one organisation will not of necessity suit another. The size of an orga