CEC-CQS課程內容(ANQ-CQS Book of Knowledge)

Module 1- Quality Methodology & Application1.1The Quality Guru have made a significant impact on the world through their

contributions to improving not only businesses, but all organizations including state and national governments, military organizations, educational institutions, healthcare organizations, and many other establishments and organizations.

1.1.1Dr. W. Edwards Deming (1900–1993)

Background

Deming had taught quality and productivity improvement for more than fifty years. His

Fourteen Points, System of Profound Knowledge, and teachings on statistical control and

process variability are studied by people all over the world. His books include: Out of the

Crisis (1986), The New Economics (1993), and Statistical Adjustment of Data (1943)

……….ContributionDeming's philosophy in his famous fourteen points ………….It serves as a framework for quality and productivity improvement. His Fourteen Points, System of Profound Knowledge, and teachings on statistical control and process variability

Deming Cycle - Plan-Do-Check-Act (PDCA) Cycle1. Plan a change or test (P).2. Do it (D). Carry out the change or test, preferably on a small scale.3. Check it (C). Observe the effects of the change or test. Study it (S).4. Act on what was learned (A).5. Repeat Step 1, with new knowledge.6. Repeat Step 2, and onward. Continuously evaluate and improve……..

1.1.2 Dr. Kaoru Ishikawa (1915–1989)

BackgroundA professor of engineering at the University of Tokyo and a student of Dr. W. Edwards Deming, Ishikawa was active in the quality movement in Japan, and was a member of the Union of Japanese Scientists and Engineers. He was awarded the Deming Prize, the Nihon Keizai Press Prize, and the Industrial Standardization Prize for his writings on quality control, and the Grant Award from the American Society for Quality Control for his educational program on quality control……Contribution

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Dr. Ishikawa is the Father of the Quality Circle movement and creator of the best known Cause and Effect diagram/ Fishbone diagram.Dr. Ishikawa believed that quality improvement initiatives must be organization-wide in order to be successful and sustainable over the long term. He promoted the use of Quality Circles to: (1) Support improvement; (2) Respect human relations in the workplace; (3) Increase job satisfaction; and (4) More fully recognize employee capabilities and utilize their ideas………

1.1.3 Shigeo Shingo (1919–1990)

Background

One of the world's leading experts on improving the manufacturing process, Shigeo Shingo

created, with Taiichi Ohno, many of the features of just-in-time (JIT) manufacturing

methods, systems, and processes, which constitute the Toyota Production System,

Revolution in Manufacturing……

Contribution

Specific concepts attributed to Shingo are:

Poka Yoke requires stopping processes as soon as a defect occurs, identifying the

source of the defect, and preventing it from happening again…

SMED (Single Minute Exchange of Die) is a system for quick changeovers between

products. The intent is to simplify materials, machinery, processes and skills in order to

dramatically reduce changeover times from hours to minutes…

Just-in-Time (JIT) Production is about supplying customers with what they want when

they want it. The aim of JIT is to minimize inventories by producing only what is required

when it is required. …...1.1.4 Dr. Walter A. Shewhart, (1891–1967)

Background

A statistician who worked at Western Electric, Bell Laboratories used statistics to

explain process variability……..

ContributionDr. W. Edward Deming who publicized the usefulness of control charts, as well as the Shewhart Cycle, rightfully credited Shewhart with the development of theories of process control, as well as the Shewhart transformation process on which the Deming PDCA (Plan-Do-Check or Study-Act) Cycle is based…...

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1.1.5 Dr. Joseph Juran (1904-)BackgroundDr. Juran's teaching and consulting career spanned more than seventy years, known as one of the foremost experts on quality in the world.A quality professional from the beginning of his career, Juran joined the inspection branch of the Hawthorne Co. of Western Electric (a Bell manufacturing company) in 1924, after completing his B.S. in Electrical Engineering. In 1934, he became a quality manager. He worked with the U. S. government during World War II and afterward became a quality consultant. …….ContributionDr. Juran's philosophy on Quality Trilogy and the Quality Planning roadmap can be used to establish a traditional quality system, as well as to support Strategic Quality Management. Dr. Juran conceptualized the Pareto principle, which millions of managers rely on to help separate the "vital few" from the "useful many" in their activities. This is commonly referred to as the 20-80 principle……

1.1.6 Philip Crosby (1926–2001)BackgroundIn 1957 he became a senior quality engineer with Martin Marietta Co. in Orlando, Florida. During his eight years with Martin Marietta, Crosby developed his "Zero Defects" concepts, began writing articles for various journals, and started his speaking career…………In 1965 International Telephone and Telegraph (ITT) hired Crosby as vice president in charge of corporate quality. During his fourteen years with ITT, Crosby worked with many of the world's largest industrial and service companies, implementing his pragmatic management philosophy, and found that it worked……ContributionCrosby's cost of quality. “Quality is free” makes the point that it costs money to achieve quality, but it costs more money when quality is not achieved. When an organization designs and builds an item right the first time (or provides a service without errors), quality is free. It does not cost anything above what would have already been spent. When an organization has to rework or scrap an item because of poor quality, it costs more.

1.1.7 Outline of QM

Fundamental concepts: Quality, Management

Management systems: Leadership, Vision, Strategy, Daily Management, Policy

Management, Quality Assurance, Cost, Delivery & volume, Environment, Safety &

Health, Human Resource, Information, Knowledge and Technology, Equipment, etc.

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Tools and techniques: Scientific problem solving approach, statistical methods, QC seven

tools, New QC seven tools, QFD, FMEA, FTA, DR, OR, VE/VA. IE techniques, etc.

Implementation: Introduction and promotion of quality management, Activation of the

organization and people, Mutual enhancement with other organizations

1.2 Company -Wide Quality Control Concepts1.2.1 What is Quality?

Concepts of quality from different perspective - Quality means user satisfaction, life

cycle stages -"Next process is our customer", internal customer, process owner etc

Quality of design Vs quality of conformance

Statistical quality control and company-wide quality control

Operation Standards/ Standard Operations Procedure

1.2.2Qualities is not achieved by inspection

Control by facts; “Facts” convince “Opinion” confuse

Quality evolution –Inspection to quality control , quality assurance and quality system

1.2.3 Human aspects of quality control

Enhance of operation workers consciousness

Motivation

Marlow’s hierarchy of needs

Good “5S” housekeeping

- Origin of “5 S”

- What are “5 S” and its practical applications on shop floor?

SEIRI (Sort)

- Sort out unnecessary items and discard them.

SEITON (Straighten)

- Arrange the rest in good order for use.

SEISO (Shine)

- Clean up the workplace and facilities thoroughly

SEIKETSU (Standardize)

- Keep neat and clean/prevent dirty working environment

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SHITSUKE (Sustain)

- Maintain a high level of discipline/work ethics.

Company-wide suggestion scheme & Quality Control Circle activities

1.2.4 Customer Focus

Customer satisfaction: Significance of customer focus, Its justification, A principle of

business transaction (prioritizing recipient satisfaction)

Market-in concept vs. Product-out concept

Who are the customers?: Variety of customers, Social quality, CSR, Corporate governance

Next processes are our customers: Its meaning and significance, Internal customers, Process

owner

1.2.5 Realization of quality (Prof. Iizuka, 2.3)

Quality assurance: Concept, development, system, organization, implementation (See 6)

Quality Improvement: Significance of “improvement” in management

1.2.6 Aspects of quality (Prof. Iizuka, 2.4)

Quality of plan and implementation: Its meaning and significance, Quality of design &

quality of conformance

Must-be quality (Expected quality) and Attractive quality (Exciting quality): Pluralistic

aspects of quality, Change in perception on quality

Quality of job: Quality of products/services, Quality of work, Quality of process, Expansion

of application of QM1.3 Quality Information Systems

1.3.1 An overview of ISO standards (ISO 9001 QMS, ISO 14001 EMS & ISO 18001

OHSAS)

1.3.2 How does a quality information system work?

Describe the working process

1.3.3 Planning for quality information system

Design for continuous use

Provide report & output requirements with generated report format

1.3.4 Consideration of establishing a computerised quality information system

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1.4 Fundamental Concept on Management

1.4.1 Management

Management: Definition and significance of “management”

PDCA: Management cycle, its detailed meaning

1.4.2 Control

Variation: Control of variation and abnormalities, Control of factors and causes, Analysis of

cause-and-result relations, Standardization

Process control: Its definition, significance and methods

Standardization: Its definition and significance (saving thinking, knowledge reuse, basis of

improvement, basis for originality, sharing best practices) 1.4.3 Purpose oriented

Total optimization: Purpose oriented, variety of objectives, balance of objectives

Prioritization: Law of Pareto, “Vital few, trivial many”, Selection and concentration1.4.4 Facts

Management by fact: Scientific approach, Latent facts (latent market claims, visualization),

Analysis of data, Significance of SQC (Statistical Quality Control)1.4.5 Actions

Immediate remedy, recurrence prevention, predictive actions: Variety of PDCA cycles,

Variety of causes (direct, indirect, induced, local, background, controllable, …), Causes of

occurrence and overlook, Scope of actions (removal of symptoms and causes), Prediction

and prevention1.4.6 Improvement (See 5)

Continual improvement, Significance of improvement, Leaning, Method of improvement,

problem solving, Innovation1.4.7 Respect for people

Development of human resource ability

Self-management

Involvement of all people

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People centred management: Resect for humanity, support for self-realization,

consideration to weakness of people, win-win relations between organization and

individuals, etc.

1.5 Inspection methods

1.5.1 Inspection decision- Compliance & Non compliance

What is Compliance?

What is Non Compliance?

1.5.2 Types of inspection- Repeatability checks, Accuracy inspection, Product auditing &

Discovery sampling

What are Repeatability checks?

What is Accuracy inspection?

What is Product auditing?

What is Discovery sampling?

1.5.3 Inspection planning

Inspection activities and locations

Selecting quality characteristics

Inspection instructions

Inspector selection

Documentation

1.5.4The amount of inspection

Sampling: Attribute & Variable

- Meaning o Attribute

- Meaning of Variable

Corrective action

Automated inspection

1.5.5 Seriousness of classification

Critical, major and minor

1.5.6 Inspection errors: Known /Unknown errors

1.6 Quality Audit

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Types of quality audit ( 1st party, 2nd party & 3rd party)

What is an audit?

Audit-who are involved?

Audit objectives

Initiation of an audit with audit checklist

Review documentation/system audit

Phases of an Audit Program

1.6.1 Preparation & Planning

Audit Team Selection,

Audit Schedule,

Audit Plan and Audit Checklist,

Preliminary Visit & Audit Team Orientation,

1.6.2 Performing an Audit

Opening Meeting,

Typical life phases of a Product Audit,

Auditing

Gathering Objectives of Audit,

Review of documentation,

System audit

1.6.3Reporting the Audit results

Non conformities and areas for improvement

Observations & Questioning Techniques,

Statistical method & methodology on auditing

Summary of audit findings

1.6.4 Debriefing Audited

Follow-up Corrective & Preventive actions

Closed meeting

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Module 2- Quality Management — Conceptual Model and Implementation

2.1. Policy Management — Conceptual model and implementation

2.1.1. Set up the Mission, Value, Vision, and Strategies

Mission states that why the organization exists, and what the organization contributes to

the society, the country, or the world.

Value states that what is important to the organization, or what the organization believes

in.

Vision states that what the organization likes to accomplish or where it would like to be

sometime in the future. Usually it is a great goal that the organization wants to approach.

Strategies are the action plans which to be implemented to attach the goals or the

objectives.

The relationships among the mission, value, vision, and strategies are as follows: (See

Figure 1.)

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Figure 1: The relationships of Mission, Value, Vision, and Strategies

2.1.2 Environment analysis and SWOT analysis

Environment analysis

a. Internal environment -

customer segment,

products,

markets,

techniques, knowledge,

quality, costs,

management system,

organization culture,

especially to those items that can be used to compare with competitors.

b. Industrial environment -

Mission Value

Vision

SWOT analysis Strategy thinking

Deployment of objectives and strategies

KPIs Action plans

Measurement system

Implementation Review and action

Annual review and discussion

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analysis of competitors

industrial structure

market share

the development of products, techniques, and materials.

c. Economic environment -

domestic economy,

worldwide economy,

the government’s economic policy,

the state of the economy.

d. Society environment -

society structure,

education policy,

political environment

the government’s labor policy,

SWOT analysis

a. Strength: the company possesses some critical success factors that are with

competitive advantage compare to their competitors.

b. Weakness: the company is deficient in some techniques, management, and

competitive factors.

c. Opportunity: the good opportunities come from the external environment for the

future development.

d. Threat: the bad situations caused by the external environment that will be the

obstacles to develop in the future.

2.1.3 The development of objectives and strategies

Develop the long-term objectives and strategies, and the annual objectives and

strategies based on the environment analysis and SWOT analysis. When a

company talks about the strategies, their effectiveness and feasibility must be

considered, since the goal of the strategies is to attach the objectives, see Figure 2.

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Figure 2: The development of objectives and strategies based on SWOT analysis.

Deploy the annual objectives and strategies top down following the organization

structure, see Figure 3.

Figure 3: Deploy the annual objectives and strategies.

2.1.4 The implementation of strategies

In order to attach the objectives, it is needed thoroughly implement the strategies.

Thus, we need to transfer the strategies into the action plans.

Develop the implementation plan

General Manager

Objective

Measurement

Objective Strategy

Measurement

Objective

Divisional Manager

Departmental or Functional Manager

Strategy

Strategy

Measurement

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The implementation plans of the strategies consist of the action items, the time

schedule, the related performance indicators and targets, and the responsibilities.

Table 1: Example of implementation plan

Strategy Action item Performance indicator and target

Responsibility

Raise the process capability

Improve step d The standard time: 1.2 minutes

Lee Yu-Kon

Implement autonomous inspection

Failure rate reduce to 0.005

Wong Pi-Hon

The execution of the implementation plan

The responsible department or team should act according to the implementation plan. The

managers and the supervisors should control the time schedule and the implementation status quo

based on the teamwork.

The review of the implementation

In order to assure the expected results of the implementation plan (and the related strategies),

the firms need to review the performance of the implementation of the strategies and attachment

of the objectives monthly during the implementation period. If the results of the

implementation of the strategies and their related objectives are not satisfactory, then the

firms need to take the improvement or re-actions to raise the results. It is emphasized that

the firms need to go through the cycle of “plan–do–check–act” (PDCA) continuously

(Kondo, 1998). The key activities are as follow:

a. Monthly review the implementation levels and the related performances of the

strategies.

b. The review of the attached results of the objectives on monthly basis.

c. The improvement of the problems and taking re-actions as the results of the

implementation of the strategies or the attachment of the objectives is not as expected.

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d. The final annual review and plan for the next year.

2.1.5 The frameworks of the strategy management and Hoshin management.

The frameworks of the strategy management

Strategic-management paradigm is based on sequential steps in the strategy-

development process—such as vision development, environment analyses, SWOT

analysis, formulations of objectives and goals, strategy building, implementation, review,

and control (Andersen, 2000). The main steps of the strategic-management system are:

a. develop a mission and vision;

b. conduct an environmental analysis and SWOT analysis;

c. identify the organization’s objectives;

d. conceive the strategies to achieve the related objectives;

e. develop budgets and allocate the resources to the strategies;

f. deploy the strategies into implementation programs and action plans;

g. implement the action plans;

h .review the schedule of the action plans and evaluate the performance of the

objectives; and

i. make corrective adjustments to ineffective programs.

An implementation model for such a system is shown in Figure 4.

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Figure 4: Implementation model of strategic management

The frameworks of the Hoshin management

The practices of Hoshin management are as follows (Yang, 1995; Bechtell, 1996; Kondo,

1998; Lee & Dale, 1998):

a. check the organization’s principles and set up a quality policy;

b. develop the vision and direction (Hoshin);

c. identify the long-term and mid-term objectives;

d. determine the priorities and conceive the strategies;

e. drive the annual objectives and develop the annual plans;

f. allocate the resources and develop a budget to support the department’s objectives and plans;

g. conduct a ‘catch-ball’ deployment, and convert mandatory objectives and strategies set by

senior management into employees’ own self-set-targets;

h. form departmental objectives and action plans;

i. execute an action plan through daily management and self-audits;

j. review progress, including evaluation, investigation, and results; and

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k. undertake an annual review, including performance evaluation, problem analysis, and future

plans.

An implementation model for Hoshin management (developed by Yang, 1995), is presented

in Figure 5.

Figure 5: Implementation model of Hoshin management

2.2 Daily Management — Concept and Implementation

The aim of daily management is to raise the performance, including efficiency and

effectiveness, of the daily works. Thus, the daily management focuses on the following

contents:

2.2.1 Job description and daily performance management

Job analysis and job description

Usually, job analysis is a process for determining the main components of a job,

including tasks, activities, characteristics, services, operations, and procedure. As a result

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of a job analysis, we can obtain the job description, which covers the tasks (and activities)

carried out and the knowledge, skills, abilities, behavior, and the duties required of a

particular job. Thus, job description summarizes the job duties, needed knowledge, skills,

abilities, experience, and working conditions for a particular job.

--Knowledge involves to having sufficient information and know how to perform the job.

--Skills refer to the required methods, techniques, and attributes that are acquired to do the

works satisfactory.

--Abilities includes to having the required skills, intellects, and emotional and

psychological attitudes to perform the works.

--Experience refers to having the required knowledge, well skills and abilities, which are

experienced from doing the similar works for a long time before.

The features of job (daily work)

A job or daily work is usually with the following features:

a. high degree of specialization,

b. high degree of specification,

c. involves a narrow range of tasks and operations,

d. a high degree of repetition,

e. limited procedures and methods,

f. less training time for the employees.

Job description and performance management

Usually, any organization will pursue the efficiency and quality of the job doing with

using lower resources, based on the performance management of the daily management.

The job descriptions are the fundamental prerequisite of a performance management

system since they provide the criteria that can be used in measuring the performance of

the daily management. Since if without a job description, it is difficult to understand what

are the job results and the required duties for a particular job. As a result, the employees

don’t know how to fulfill the job, and the organization doesn’t know what are to be

evaluated for the employees.

We can presume that:

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Performance = efficiency + quality.

For example, a quality supervisor specializing in process quality control can quickly find

out the quality problems and make the corrections or improvements to solve the problems

thoroughly.

2.2.2 Work breakdown and standardization

Work breakdown structure (WBS) is a useful tool for the job description. WBS is

statement of all activities (or works) to be completed in a particular job. We state the steps of

WBS as follows:

Identify the all tasks that constitute the specific job position.

Analyze the hierarchies and relationships of the works.

Develop the implementation process of the job based on the hierarchies and relationships

of the works, see Figure 6.

The simplification and rationalization of the developed process to attach the ‘lean

process’.

Estimate the standard time for each work.

Identify the inputs, outputs, and customers of the process.

Declare the accountabilities and responsibilities related to each work.

Document the process; finish the standardization of the process (SOP).

2.2.3 The implementation of daily management

For any organization, it is needed to assign the suitable employees to be accountable

on their tasks, and to request the employees to implement the jobs sufficiently and

effectively. In order to pursue the performance of the daily management, there are some

actions to be taken by the organization or the responsible employees as follows:

Set up the control system for daily works

Arrange the work instruction and skill training for the new employees or those in the new

position

Adopt the employee development and education, and the job rotation.

Realize the visual control and management in order to clean up everything, and the firm

can see problems and solve these problems.

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Gather and analyze the daily management information, and find out the problems

encounter on the workshop.

To solve the problem timely, and then revise the SOP if necessary.

2.2.4 The daily performance management

In order to pursue the sufficiency, effectiveness, and quality of the daily management,

the organization needs to develop and implement the performance management system

which is focused on the process (See Figure 6).

Solve the problem

Inventory

Start the production

Sampling

Final inspection

Control chart renew

Quality check

Quality reports

Process capability analysis

Control system

Adjust the operations NG

Production on goingN

Check the first piece

production on going

Y

Confirm the specification

Y

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Figure 6: The process of quality supervisor’s job.

Set up the daily performance indicatorsConsider the criteria of the job operation, which are as follows:

QualityQuantityCost-effectivenessTimelinessCustomer perceptionEtc.

Based on these criteria, we can develop the daily performance indicators, see the following

Table 2.Table 2: Examples of daily performance indicators

Performance indicator

Target Measurement Actual result

Defect rate 0.2% Defect number /production number

0,16%

Re-work rate 3% Re-work number /production number

4,5%

Cycle time 5 minutes The greatest time of the steps on the process

4.5 minutes

Capacity 230 pieces /per day

Production number per day

250 pieces /per day

a. Audit and manage the daily performance

The supervisor needs to gather the actual data from the workshop, and check the result

on daily basis. It is needed to compare the actual result with the target of the performance

indicator. When some indicators’ target does not be attached, the supervisor and the

responsible employees need to analyze the causes, and solve the problems immediately.

b. Evaluate the performance

Based on the actual results of the performance indicators, the organization can

evaluate the following performances.

- Personal performance,

- Team performance,

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- Cross-functional performance.

2.2.5. Process management and improvement

The performance of daily management is dependent on the process operation, thus, we

need to realize the implementation of SOP. Furthermore, it is needed to take some

improvement methods to simplify the process, and the ideal aim is to attach the ‘lean

process’. Here we introduce some improvement methods, which are popularly adopted by

the industries.

a. QIT

Solve the quality problems by organizing a temporary team.

b. QCC

Quality control cycle (QCC) is initiated in Japan, 1961, which is performed by a

formal small group (the member number from 4 to 12). The group improves the quality

problems through a stringent procedure with about 10 steps, and uses several QC tools

and IE improvement tools.

c. Improvement by project management

When the problem is critical, and it’s related to several departments or outside

organizations, the firm shall organize a project team to solve the problem.

d. Six-Sigma (GE-6σ)

Six-Sigma improvement method is initiated by Motorola in 1987, GE adopted it in

1995, and its initial aim is to improve the process quality to 6σ quality level. It uses the

process of DMAIC (Define, Measure, Analyze, Improve, Control) and some advanced

statistical tools to improve the quality problems.

e. Project management

If a problem is related to several units, it is a cross-functional issue, and then the

organization will organize a project team to solve the problem.

2.2.6. The integration of performance management with reward systems

The organization want to implement daily management effectively, it is needed to

adopt the performance management. Besides, the organization also need offer the valuable

incentives to the employees, who have good performance of their job doing. Thus, the

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integration of daily performance management with reward system is very critical for the

employees’ incentive and promotion.

Module 3 – Metrology and Reliability

3.1 Metrology Measurement

3.1.1 What is Metrology

Background

History

- James Watt invented screw micrometer.

- Treaty of Metric System in 1875.

3.1.2 Metrology Measurement

Meaning of Metro and Logy

Names of International Committees

- Mention CIPM, MNI

Common terms such as measurement, accuracy, uncertainty, precision, resolution

- Mention the meaning of them

3.1.3 Foundation of SI Systems

Seven basic units of SI systems

- Length, mass, time, electric current, thermodynamic, candela and mole

Common instruments and accuracy

- Vernier calipers and screw micrometer

Linear Measurement

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Units of measurement

3.1.4 Measurement Errors

Parallel errors

- Caused by apparent shifting of alignment when shifting of positions.

- How to correct such error

3.1.5 Surface Characteristics

Conditions of surface

Roughness

Waviness

Lay

Flaws

3.1.6 Methods Used To Study Surface Texture

Optical Method

- By microscope to examine the surface concerned

Tactical Method

- Comparing a surface with a standard specimen

Measurement Instrument

- Contact Type – A stylus head is passed across the lay of the surface

- Non-contactable Type – By measuring the intensity of the light rays which scanned

across the work place

3.1.7 Symbols Used

a – Roughness value, Ra in a micrometer

b – Production Method such as coating or treating

c – Sampling length

d – Direction of lay

e – Machine allowance

f – Other roughness value

3.1.8 Surface Measurement Terminology

Real Surface

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Real Profile

Effective Surface (Measured)

Irregularities

Spacing

Lay

Sampling Length

Reference Line

3.1.9 Study of Dynamic Force (Country Specific in Red)

Types of forces

- Balanced Force, Net Force, Fractional Force

Fractional force

- The force opposing a motion

- How to calculate it

Coefficient of fraction

- The ratio of frictional force to the mass is called Coefficient of Friction

- How to calculate it

Law of fraction

- The frictional force between two surfaces opposes their relative motion

- The frictional force is independent of the area of contact of the given surface when the

normal reaction is constant

- The limiting force is proportional to the normal reaction for the case of static friction

New Law of Motion

- Everybody continues in its state of rest or uniform motion in a straight line unless

impressed forces act upon it. (Newton’s First Law)

- The change of momentum per unit time is proportional to the impressed force and

takes place in the direction of the straight line along with the force acts. (Newton’s

Second Law)

Composition of forces

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- If 2 forces P and Q are represented by the adjacent sides P and Q of a parallelogram.

The 2 forces can be represented by the diagonal of the parallelogram which is the

resultant force, R, which has the same effect of the other 2 force

3.1.10 Principles of Thermometry

Temperature

Temperature scales

- What is Centigrade scale?

‧Ice point is assigned a value of 00C

‧Steam point is assigned a value of 1000C

- What is Kelvin scale

‧Designed by Lord Kelvin based on the efficiency heat engine

‧Its zero is the absolute 0

Liquid glass thermometers

Differences between mercury and alcohol thermometers

- List all the differences

Thermocouple

3.1.11 Study of Energy, Work and Power

Types of energy such as Potential Energy and Kinetic Energy

- What is Potential Energy?

‧Gravitational potential energy is the energy which a body possess because of its

position relative to the ground

- What is Kinetic Energy?

‧Kinetic Energy (KE) is the energy a body possesses due to its motion

Meaning of Work and Power

3.1.12 Study of Sinking and Floating

Meaning of Specific Gravity

Density of common substance

- What is Potential Energy?

‧Aluminum – 2,700 kg m-3or 2.7 g cm-3

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‧ Copper – 8,920 or 8.92

‧ Mercury – 13,600 or 13.6

‧ Water at 40 C – 1,000 or 1.0

‧ Oxygen – 1.43 or 0.00143

3.1.13 Principles of Electrostatic

What is electric charge?

Conductors and insulators

Electricity

Electromagnetic force

Measuring electric current

Resistance

What is Ohm’s Law?

- The law states that current, I, passing through a conductor is directly proportional to the

potential difference, V, between its ends, provided that the temperature remains constan

3.2 Reliability and Maintainability

3.2.1 History of Reliability

Beginning of Reliability

3.2.2 Definition of Reliability

Based on probability, time, performance and conditions of usage

3.2.3 Inherent Reliability

The highest reliability

3.2.4 Measurement of Reliability

MTTF and MTBF

Failure Rate

- Mean of measuring reliability

Calculation of MTBF

3.2.5 Bath Tub Curve

Early Failure

Constant Failure

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Wearout Failure

3.2.6 Concept of Reliability

Reliability Activity Cycle

- Determination of reliability requirements

- Develop the reliability program to meet the requirements

- Evaluation of Reliability Plans at appropriate points

- Reliability growth, control and maintenance

Infant Mortality Period

- Weak components start to cause failure

Useful Life Period

- Lowest number of failures

Wear out Period

- Failures start to increase rapidly as more “wear out” occurs

3.2.7 Reliability Prediction

Components in Serie

Calculation of component in series

Components in Parallel

Calculation of component in parallel

Calculation of components in series and parallel

3.2.8 Failure Mode and Effect Analysis

Basic principle of FMEA

Application

Benefits of FMEA

3.2.9 Techniques for Achieving Higher Reliability

Use and procurement of parts of higher reliability

Redundancy

- An effective and simple way to reduce failure rates is by using redundancy

Parts Derating

- When parts are run at their maximum capability, they wear-out much faster

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Burning-In

- The importance of sufficiently burning-in parts is to weed out the early failure

Stress Testing

3.2.10 Concept of Availability

What is MTTR

- How to calculate it

Meaning of Availability

- The probability that a product when called upon will carry out its intended functions,

under the stated conditions

Calculation of Availability

- Show examples

3.2.11 Reliability Testing

Type I Censor

- Type I Censoring : Test Terminated Upon Occurrence of Pre-assigned Time

- How to calculate it

Type II Censor

- Type II Censoring : Test Terminated Upon Occurrence of Pre-assigned Failures

- How to calculate it

Sequential Test

- Accumulated results of the test at any point serves as a criterion for making one of the

following possible decision

‧ Accept the equipment

‧ Reject the equipment

‧Continue testing

- How to use it

Parameters in Sequential Test

‧Producer’s risk

‧Consumer’s risk

‧Design MTBF

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‧Minimum MTBF

3.2.12 Maintainability

It is the degree to which a product can be maintained/restored to perform its intended

functions, both economically and in the shortest possible time frames

Its relationship with Reliability

Difference between Reliability and Maintainability

- List the difference

Module 4- Quality Tools and Techniques

4.1 Basics of Statistical Thinking

4.1.1 Type of data

Variables: definition, example

Attributes: definition, example

4.1.2 Population and sample

Concept of population and sample

Infinite population: definition

Finite population: definition

4.1.3 Sampling and error

Concept of random sampling

Sampling error, sampling precision

4.1.4 Concept of location and dispersion

Measures for location

Measures for dispersion

Other measures for distribution

4.1.5 Mean and range (can be included in 4.1.7)

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4.1.6 Outlier

Concept of outlier

How to find outliers

Influence of outliers

4.1.7 Basic statistics and their calculations

Mean

Median

Sum of squares

Variance

Standard deviation

Coefficient of variation

4.1.8 Process capability index

Concept of process capability index

Cp and Cpk: definition and calculation

4.1.9 Sampling methods

Simple random sampling

Systematic sampling

Stratified sampling

Cluster sampling

Estimation of population mean: expectation and standard deviation

4.2 QC Seven Tools (Seven Basic Tools of Quality) and their application

4.2.1 Pareto chart

Objective of Pareto chart

Pareto's Principle: vital few, trivial many

How to draw Pareto chart

How to interpret Pareto chart

4.2.2 Ishikawa diagram (cause-and-effect diagram)

Objective of Ishikawa diagram

How to draw Ishikawa diagram

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How to interpret Ishikawa diagram

4.2.3 Check sheet

Objective of check sheet

How to design/use check sheets

4.2.4 Histogram

Objective of histogram

How to draw histogram: how to set interval

How to interpret histogram: type of shape (normally distributed, plateau, skewed, etc.)

4.2.5 Scatter diagram

Objective of scatter diagram

How to draw scatter diagram

How to interpret scatter diagram

Correlation coefficient: positive correlation, negative correlation

4.2.6 Graphs

Type of graphs and how to use them

Bar chart, pie chart, line char, band chart, radar chart

4.2.7 Control charts

Basic idea of Shewhart control charts

Random causes and assignable cases

Three sigma rule

Stable process, in-control and out-of-control

Phase I control charts, phase II control charts

X bar - R control charts:

- How to draw X bar - R control charts

- How to read X bar - R control charts, out-of-control criteria

Control charts for variables

- X, X bar, X median, R, s, Rs charts

Control charts for attributes

- np, p, c, u charts

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Statistical process control (SPC)

Basic ideas behind SPC

Process capability index

Process performance index

4.2.8 Stratification

Concept of stratification

4.3 New QC Seven Tools (Seven New Quality Tools, Seven Management and Planning Tools)

4.3.1 Affinity Diagram

Objective of affinity diagrams

How to draw affinity diagrams

KJ method

4.3.2 Interrelationship Diagram

Objective of interrelationship diagrams

How to draw interrelationship diagrams

4.3.3 Tree Diagram

Objective of tree diagrams

How to draw tree diagrams

4.3.4 Matrix Diagram

Objective of matrix diagrams

How to draw matrix diagrams

Quality function deployment

Types: L, T, Y, X, C

4.3.5 Matrix Data Analysis

Objective of matrix data analysis

Principal component analysis

4.3.6 Arrow Diagram (Activity Network Diagram, PERT)

Objective of arrow diagrams

How to draw arrow diagrams

4.3.7 Process Decision Program Chart (PDPC)

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Objective of PDPC

How to draw PDPC

4.3.8 Prioritization Matrix

Objective of prioritization matrix

How to draw prioritization matrix

4.4 Probability Distribution in Quality Management

4.4.1 Basics of probability distributions

Distribution function

Probability density function

Probability mass function

4.4.2 Type of distribution

Continuous distributions: normal, uniform, exponential, Gamma

Discrete distributions: binomial, Poisson, uniform

4.4.3 Additivity of variance

Expectations and their properties

Correlation coefficient

(Statistical) independence

Additivity of variance

4.4.4 Calculating probability (of distributions)

Percentile

Reading normal distribution probability tables

4.5 Statistical Inference in Quality Management

4.5.1 Statistical hypothesis test

Population, sampling, sample, test statistic

Hypotheses: null hypothesis, alternative hypothesis

One-sided test, two-sided test

Significance level, error of the first kind

Power, error of the second kind

4.5.2 Statistical estimation

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Estimator, estimate

Unbiased estimator

Confidence interval

4.5.3 Procedure of test and estimation

For location of one population

For dispersion of one population

For difference of locations between two populations

- Variances known

- Variances unknown but identical

- Variances unknown and not identical

For ratio of dispersions between two populations

4.5.4 Interpreting test and estimating results

4.6 Correlation Analysis and Regression Analysis

4.6.1 Basics of correlation analysis

4.6.2 Correlation coefficient

Definition, calculation

4.6.3 Serial correlation

4.6.4 Basics of simple regression analysis

Response variable, explanatory variable, error

Regression line, regression coefficient, intercept

Observed value, fitted value, residual

4.6.5 Estimating correlation coefficient

Least squares method

4.6.6 Coefficient of determination (contribution ratio)

Range of coefficient of determination

Relation between coefficient of correlation

How to interpret coefficient of determination

4.6.7 Standard deviation of residuals

Checking residuals, regression diagnosis

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4.7 Design of Experiments

4.7.1 Basics of DoE

Response variable, factor, error

4.7.2 Principles of experimental design (Fisher's three principles)

Randomization

Replication

Blocking

4.7.3 Factors and levels

Type of factors

ANOVA

4.8 Acceptance Sampling

4.8.1 Type of acceptance sampling, OC curves

Basics of acceptance sampling

AQL, LTPD, AOQL

Types of acceptance sampling

4.8.2Sampling inspection plans having desired OC, JIS Z 9002, JIS Z 9003

Procedures and their application

4.9 Quality Function Deployment (QFD)

4.9.1 Interpreting QFD

Basic structure of QFD

Customer needs, VOC

Engineering characteristics, design quality

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