Pfeifer Quality Management

3. Auflage 2002
ISBN: 978-3-446-22402-5
Verlag: Carl Hanser Fachbuchverlag
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 620 Seiten

“Quality remains when the price is long forgotten!”
This statement is attributed to Henry Royce, the co-founder of the highly reputable British company Rolls Royce. An analysis of the purchasing behavior of the consumers in the current climate of cut-throat competition and systematic customer-orientation shows that the corporate strategy of “Quality” holds out more promise than ever before, to manufacturing companies [prf]. It is hardly surprising therefore that the competitive element of “Quality” has come to rival the traditional competitive factors “Cost” and “Time” in recent years.
Quality, i.e. the key defining elements such as stability of value, durability, functionality and efficiency, is the main decision-making factor consumer goods and where both the complex products in the capital goods market are concerned. Thus, quality has a catalytic effect on market strategies worldwide. It is the decisive requirement for a “good reputation.”
Those who have it find all doors open to them, those who have lost it, frequently perish or struggle desperately to have their names associated with that magic word “Quality” again. Forward-looking companies must face the challenge and invest in the development of an efficient quality management system. In the long term, only those businesses which succeed in implementing technological innovation swiftly and economically and who can respond to the requirements of customers with the appropriate products will be successful [teg]. This defines modern quality management in a nutshell.
Der Autor
Prof. Dr.-Ing. Tilo Pfeifer; Fraunhofer Institut für Fluktionstechnogie (IPT), Aachen; Abteilung Mess- und Qualitätstechnik; Werkzeugmaschinenlabor der RWTH Aachen (WZL); Lehrstuhl für Fertigungsmesstechnik und Qualitätsmanagement.

Autoren/Hrsg.

Pfeifer, Tilo

Inhaltsverzeichnis

1;Preface to the 1 st English-language Edition;6
2;Preface to the 3 German-language Edition;8
3;Content;10
4;List of Abbreviations;20
5;1 Introduction;24
5.1;References;32
6;Holistic Quality Management;34
6.1;2 Total Quality Management;36
6.1.1;Content;36
6.1.2;2.1 Introduction;37
6.1.3;2.2 The term Total Quality Management;38
6.1.4;2.3 Aspects of Total Quality Management;39
6.1.4.1;2.3.1 Company policy, strategy and objectives;39
6.1.4.2;2.3.2 Leadership;41
6.1.4.3;2.3.3 People orientation and satisfaction;43
6.1.4.4;2.3.4 Process orientation;44
6.1.4.5;2.3.5 Customer orientation and satisfaction;45
6.1.4.6;2.3.6 Result orientation;47
6.1.5;2.4 Implementing Total Quality Management;49
6.1.5.1;2.4.1 General approach;49
6.1.5.2;2.4.2 Human Resources;50
6.1.5.3;2.4.3 Quality programs and initiatives;52
6.1.5.4;2.4.4 Performance assessment and TQM maturity;54
6.1.6;2.5 Quality awards;54
6.1.6.1;2.5.1 Deming Prize;56
6.1.6.2;2.5.2 Malcolm Baldrige National Quality Award;57
6.1.6.3;2.5.3 European Quality Award;58
6.1.6.4;2.5.4 Ludwig- Erhard- Prize;61
6.1.7;2.6 Quality programs, initiatives and tools;61
6.1.7.1;2.6.1 Zero-defects program;61
6.1.7.2;2.6.2 Six Sigma;63
6.1.7.3;2.6.3 Continuous improvement;65
6.1.7.4;2.6.4 Tools used in quality management;70
6.1.8;2.7 Summary;74
6.1.9;References;74
6.2;3 Quality Management Systems;78
6.2.1;Content;78
6.2.2;3.1 Introduction;80
6.2.3;3.2 Fundamentals of quality management systems;81
6.2.4;3.3 Process-oriented quality management;86
6.2.5;3.4 Quality management and standards;99
6.2.6;3.5 Introducing QM systems;105
6.2.7;3.6 Documenting QM systems;124
6.2.8;3.7 Auditing and certification;135
6.2.9;3.8 Integrated management systems;143
6.2.10;3.9 Summary;155
6.2.11;References;155
6.3;4 Quality and Information;160
6.3.1;Content;160
6.3.2;4.1 Introduction;161
6.3.3;4.2 Knowledge management;161
6.3.4;4.3 Quality control loop and quality data base;173
6.3.5;4.4 Computer assistance in quality management;193
6.3.6;4.5 Overall summary;209
6.3.7;References;209
6.4;5 Quality and Economic Efficiency;214
6.4.1;5.1 Introduction;215
6.4.2;5.2 Definitions of quality-based costs;215
6.4.3;5.3 Types of quality cost accounting;218
6.4.4;5.4 Quality-based costs as part of the accounting;224
6.4.5;system;224
6.4.6;5.5 Objectives and functions of examinations;228
6.4.7;of quality-based costs;228
6.4.8;5.6 Evaluating quality-based costs;229
6.4.9;5.7 Value analysis;237
6.4.10;5.8 Target Costing;242
6.4.11;5.9 Summary;244
6.4.12;References;245
6.5;6 Quality and the Law;248
6.5.1;6.1 Introduction;250
6.5.1.1;6.1.1 Consequences of insufficient quality;250
6.5.1.2;6.1.2 Liability under civil law,;250
6.5.1.3;not responsibility under criminal law;250
6.5.1.4;6.1.3 Liability only for original defects;252
6.5.1.5;6.1.4 Fault and deficiency;252
6.5.1.6;6.1.5 The case of the thrust strut;253
6.5.2;6.2 Contractual liability;255
6.5.2.1;6.2.1 Introduction;255
6.5.2.2;6.2.2 Liability for breach of warranty;255
6.5.2.3;6.2.3 Contractual liability for consequential damage;257
6.5.2.4;(“Liability due to positive breach of contract”);257
6.5.2.5;6.2.4 Guarantee;258
6.5.2.6;6.2.5 Claim to damages from a liable person;259
6.5.2.7;6.2.6 Quality Assurance Agreement;259
6.5.3;6.3 Non- contractual liability – meaning and intention;263
6.5.4;6.4 Liability under the terms of the German Product Liability Act (ProdHaftG);263
6.5.4.1;6.4.1 Introduction;263
6.5.4.2;6.4.2 Requirements for liability;264
6.5.4.3;6.4.3 “ Products” and “ Putting into circulation”;264
6.5.4.4;6.4.4 “ Product Faults”;265
6.5.4.5;6.4.5 The damage to be compensated;266
6.5.4.6;6.4.6 Persons legally deemed liable;266
6.5.4.7;6.4.7 Exemption from liability;267
6.5.4.8;6.4.8 Further important provisions of the German Product;268
6.5.4.9;Liability Act (ProdHaftG);268
6.5.4.10;6.4.9 Summary;269
6.5.4.11;6.4.10 Outcome in the thrust strut case;269
6.5.5;6.5 Liability under the terms of § 823 Par. 1 German Civil Code (BGB);271
6.5.5.1;6.5.1 Introduction;271
6.5.5.2;6.5.2 Requirements of liability;272
6.5.5.3;6.5.3 Sphere of responsibility of the product manufacturer;273
6.5.5.4;6.5.4 Liability of other persons under the terms of;275
6.5.5.5;§ 823 Par. 1 BGB;275
6.5.5.6;6.5.5 Damage to be compensated;276
6.5.5.7;6.5.6 Limitation;276
6.5.5.8;6.5.7 Summary;276
6.5.5.9;6.5.8 Outcome in the thrust strut case;276
6.5.6;6.6 Special liability provisions;278
6.5.7;6.7 The relationship between individual principles of liability;278
6.5.8;6.8 Obligation to safeguard quality;280
6.5.8.1;6.8.1 Introduction;280
6.5.8.2;6.8.2 Manufacturing or production faults under the terms of;280
6.5.8.3;§ 823 Par. 1 BGB;280
6.5.8.4;6.8.3 Scope and nature of inspection;281
6.5.8.5;6.8.4 Liability of the manufacturer for services rendered by;283
6.5.8.6;externally employed staff (particularly components;283
6.5.8.7;suppliers) in relation to his/her product;283
6.5.9;6.9 Burden of proof and collecting evidence;286
6.5.9.1;6.9.1 Introduction;286
6.5.9.2;6.9.2 Distribution of the burden of proof in relation to;287
6.5.9.3;manufacturing faults;287
6.5.9.4;6.9.3 Collecting evidence (Documentation);289
6.5.10;6.10 Protection of the manufacturer;291
6.5.10.1;6.10.1 Introduction;291
6.5.10.2;6.10.2 Safety-oriented product and manufacturing;291
6.5.10.3;process design;291
6.5.10.4;6.10.3 Contractual limitation of or exemption from;292
6.5.10.5;liability risks;292
6.5.10.6;6.10.4 Insuring manufacturing risk;293
6.5.11;6.11 Statutory and other product safety standards;294
6.5.11.1;6.11.1 Introduction;294
6.5.11.2;6.11.2 Safety standards regulated by law and;294
6.5.11.3;statutory regulations;294
6.5.11.4;6.11.3 Other standards relating to product safety –;300
6.5.11.5;DIN, VDE, ISO and other standards;300
6.5.12;References;304
6.5.13;Further reading;304
7;Part B Quality Management in the Product Life Cycle;306
7.1;7 The Early Phases of Quality Management;308
7.1.1;7.1 Introduction;310
7.1.2;7.2 Planning product characteristics;311
7.1.2.1;7.2.1 Identifying customer requirements;317
7.1.2.2;7.2.2 Planning technical specifications;324
7.1.3;7.3 Planning the conditions for realization;327
7.1.4;7.4 Quality management in virtual product and process verification, as exemplified by assembly planning;328
7.1.4.1;7.4.1 Basis for virtual product and process support;329
7.1.4.2;7.4.2 Computer-assisted methods of virtual product and process support;331
7.1.4.3;7.4.3 Conclusion;334
7.1.5;7.5 QM program planning;335
7.1.6;7.6 QFD – Quality Function Deployment;336
7.1.6.1;7.6.1 What is Quality Function Deployment?;337
7.1.6.2;7.6.2 QFD Tools ( House of Quality);337
7.1.6.3;7.6.3 QFD in practice;342
7.1.7;7.7 Rapid Quality Deployment;344
7.1.7.1;7.7.1 Rapid Quality Deployment – The Aachen Model;344
7.1.7.2;7.7.2 Summary;350
7.1.8;7.8 TRIZ – Developing innovative products and processes;350
7.1.8.1;7.8.1 Introduction to TRIZ;352
7.1.8.2;7.8.2 Options for integration into Quality Engineering;354
7.1.8.3;7.8.3 Application of the TRIZ method;354
7.1.9;7.9 Design Review;361
7.1.9.1;7.9.1 Definition of Design Review;361
7.1.9.2;7.9.2 Types of Design Reviews;362
7.1.9.3;7.9.3 Functions, objectives and execution;363
7.1.10;7.10 Quality Evaluation (QE);367
7.1.11;7.11 Fault-Tree Analysis and related methods;369
7.1.11.1;7.11.1 Structure of Fault-Tree Analysis;370
7.1.11.2;7.11.2 The role of systems analysis as the basis for Fault-Tree Analysis;371
7.1.11.3;7.11.3 Drawing up a fault tree;373
7.1.11.4;7.11.4 Evaluating fault trees;374
7.1.12;7.12 Design of Experiments (DoE);376
7.1.12.1;7.12.1 Approach to planning, conducting and evaluating experiments;377
7.1.12.2;7.12.2 One-factor-at-a-time method;380
7.1.12.3;7.12.3 Full factorial designs;381
7.1.12.4;7.12.4 Fractional factorial designs;391
7.1.12.5;7.12.5 Response surface designs;400
7.1.12.6;7.12.6 Robustness;404
7.1.12.7;7.12.7 Methods developed by Taguchi;406
7.1.12.8;7.12.8 Methods developed by Shainin;407
7.1.12.9;7.12.9 Optimal design theory;411
7.1.12.10;7.12.10 Heuristic screening;412
7.1.13;7.13 Failure Modes and Effects Analysis (FMEA);414
7.1.13.1;7.13.1 History of FMEA;415
7.1.13.2;7.13.2 Types of FMEA;416
7.1.13.3;7.13.3 Description of the method;417
7.1.13.4;7.13.4 FMEA as teamwork;423
7.1.13.5;7.13.5 Introducing the method into the company;424
7.1.13.6;7.13.6 Benefits of FMEA;424
7.1.13.7;7.13.7 Computer-assisted tools;426
7.1.14;7.14 Statistical tolerancing;429
7.1.14.1;7.14.1 Functions of statistical tolerancing;429
7.1.14.2;7.14.2 Statistical tolerancing methods;430
7.1.14.3;7.14.3 Example of a statistical tolerance calculation for individual dimensions with rectangular distribution;432
7.1.14.4;7.14.4 Example of a statistical tolerance calculation for individual dimensions with normal distribution;436
7.1.14.5;7.14.5 Cost Tolerance Sensitivity Analysis (CTSA);437
7.1.15;7.15 Inspection and test planning;442
7.1.15.1;7.15.1 Functions of inspection and test planning;442
7.1.15.2;7.15.2 Integration of test and inspection planning into the company;445
7.1.15.3;7.15.3 Information flow in drawing up test and inspection plans;447
7.1.15.4;7.15.4 Structure and contents of the test plan;448
7.1.15.5;7.15.5 Procedure for drawing up test plans;448
7.1.15.6;7.15.6 Test and inspection planning as a CAQ module;457
7.1.16;7.16 Summary and outlook;460
7.1.17;References;460
7.2;8 Quality Management in Procurement;470
7.2.1;8.1 Introduction;471
7.2.2;8.2 Procurement strategies;471
7.2.3;8.3 Aspects of civil law;478
7.2.4;8.4 Functions of quality management in procurement;480
7.2.5;8.5 Quality Chain Management;498
7.2.6;8.6 TQM in procurement;501
7.2.7;8.7 Summary;503
7.2.8;References;504
7.3;9 Quality Management in Manufacturing;506
7.3.1;Content;506
7.3.2;9.1 Introduction;507
7.3.3;9.2 Standards and guidelines;507
7.3.4;9.3 Test-data acquisition;509
7.3.4.1;9.3.1 Testing modes and methods;510
7.3.4.2;9.3.2 Measurement and testing engineering;514
7.3.4.3;9.3.3 Computer-assisted test-data acquisition;521
7.3.5;9.4 Test-data evaluation;521
7.3.5.1;9.4.1 Preparation, condensing and presentation of test data;523
7.3.5.2;9.4.2 Indicators and indicator systems in test-data evaluation;528
7.3.5.3;9.4.3 Use of test-data evaluation in companies;529
7.3.5.4;9.4.4 Possible uses for the results of the test-data evaluation in the company;530
7.3.5.5;9.4.5 Examples of the use of test-data evaluation;532
7.3.6;9.5 Statistical Process Control;535
7.3.6.1;9.5.1 Statistical process behavior;536
7.3.6.2;9.5.2 Application of Statistical Process Control;539
7.3.6.3;9.5.3 Boundary conditions for the use of Statistical Process Control;543
7.3.7;9.6 Capability analyses;551
7.3.7.1;9.6.1 Stability and capability of a process;551
7.3.7.2;9.6.2 Defining machine and process capability;553
7.3.7.3;9.6.3 Capability analysis – procedure and principles of calculation;553
7.3.8;9.7 Management of inspection and test equipment;554
7.3.8.1;9.7.1 Planning and procuring test instruments; performance testing;558
7.3.8.2;9.7.2 Administering test and inspection equipment;560
7.3.8.3;9.7.3 Monitoring test equipment;567
7.3.9;9.8 Summary;575
7.3.10;References;575
7.4;10 Quality Management in Field Data Evaluation;580
7.4.1;Content;580
7.4.2;10.1 Introduction;581
7.4.3;10.2 Market research;583
7.4.3.1;10.2.1 Surveys;583
7.4.3.2;10.2.2 Observation;584
7.4.3.3;10.2.3 Experiments;585
7.4.4;10.3 Serial trials;585
7.4.4.1;10.3.1 Simulation of individual types of loads;586
7.4.4.2;10.3.2 Simulation of the environment;586
7.4.4.3;10.3.3 Field tests;586
7.4.5;10.4 Acquisition and processing of field data;586
7.4.5.1;10.4.1 Sources of data;587
7.4.5.2;10.4.2 Data acquisition;589
7.4.5.3;10.4.3 Processing of field data;590
7.4.6;10.5 Weibull analysis;594
7.4.6.1;10.5.1 The Weibull distribution function;595
7.4.6.2;10.5.2 The life span grid;596
7.4.6.3;10.5.3 Determining the parameters of the;598
7.4.6.4;Weibull distribution;598
7.4.6.5;10.5.4 Taking account of units which have not become;600
7.4.6.6;defective;600
7.4.6.7;10.5.5 Taking account of other life span characteristics;600
7.4.6.8;10.5.6 Correlation between test and field results;601
7.4.6.9;10.5.7 Failure mechanisms in the Weibull analysis;602
7.4.7;10.6 Isochronous diagram;606
7.4.8;10.7 Service quality;607
7.4.8.1;10.7.1 Service creation;608
7.4.8.2;10.7.2 Service engineering;608
7.4.8.3;10.7.3 Service management;608
7.4.9;10.8 Summary;610
7.4.10;References;610
8;Index;614

Leseproben

7.2 Planning product characteristics

Growing prosperity on one hand and the transition from a consumers’ to a global buyers’ market have pushed the quality of goods as a sales argument to the forefront (Fig. 7.2-1). It is clear that buyers no longer seek merely to satisfy basic requirements, but to fulfill their own personal aspirations in the purchase of a product. Companies can therefore only survive global competition if they can produce innovative, high-quality products [pf6]. The quality of a product must be seen as the fulfillment of all of the requirements relating to a product, which potential customers may or may not purchase. The primary function of quality planning – and of quality management in general – must therefore be to ensure that the product meets the customers’ requirement profile as fully as possible. According to [gav], quality requirements can relate to seven different categories of product characteristics (Fig. 7.2-2).

“Fitness for use” describes the central functional characteristic of the product. In the case of a car, this would be transport with characteristics such as travel speed or fuel consumption. In the service sector, e.g. an airline, fitness for use relates to characteristics such as capacity and punctuality. This category of quality has measurable characteristics. Products in one performance class can be ranked objectively on the basis of their benefits.

Quality characteristics in the category “accessories” stand for additional benefits that the product offers. In the case of a car, this might be a satellite navigation system whereas in an aircraft it could be greater attention paid to first-class passengers. The border to utilization value is fuzzy. However, accessories offer the customers options and gratify their need for individuality. “Accessories” are therefore very open to highly subjective evaluation by the customer.

“Reliability” reflects the probability that a product will break down within a certain period of time. The characteristic quantity in this case is the interval between the occurrence of two undesirable events (MTBF or mean time between failures).

“Lifetime” describes both technological and economic aspects. The end of the technical lifetime is the point at which the product loses its fitness for use and at which repair, e.g. when a light bulb fails, no longer appears a viable option. Economic life time ends when the user, faced with repair costs, decides to invest in a new product. In this case, “lifetime” and “reliability” are very closely related.

Quality in the category of “conformity” corresponds to the traditional concepts of quality management, as the concurrence or conformity of the product with the specifications (tolerances). Conformity also describes the fluctuations within a set of products. The familiar “Friday afternoon car” is an example of weaknesses with regard to conformity.

The following two categories of product quality are the ones open to the highest level of subjective influence. The first one, namely the aesthetic characteristics of the product – the design, acoustics, taste or smell of a product – is clearly dominated by personal preference. The term “design” has fallen into a certain disrepute in recent years as a result of products that have been optically pleasing, but lacked the corresponding functionality.

Yet product design, in the sense of a function that has assumed a design, is frequently the only characteristic that can be used to distinguish between products which all meet the same technical standards. As such, it is an important quality characteristic. The quality “image” of a product is based on the untested assumption that the quality of a newly introduced product matches at least to the quality of the established products.

The likely lifetime is usually impossible to estimate on the basis of external impressions. The customer cannot make any truly valid statement until the utilization phase of the product has expired. The customer therefore decides on the basis of tangible alternative criteria such as the image of the manufacturer (brand name) or a promise made in an advertising campaign. Opinions about quality, the good reputation of a product or of the manufacturer then become more important than the quality of the product itself.