Quality Management. André Voet April 2011

Transcription

1 Quality Management Quality Engineering i André Voet April 2011

2 General Quality Management & Quality Engineering Course number: 2 Responsable: André Voet Number of course hours: 54 Number of ECTS: 3 Provided d time: 12 * 4,5 hours

3 References course unit 1 Evans, J. R., Lindsay, W. M., The management and control of quality, Second Edition, West Publishing Company, 1993 Evans, J. R., Lindsay, W. M., Managing for Quality and Performance Excellence, Seventh Edition, Thomson South-Western Western, 2008 Imai, M., Kaizen: The Key to Japan's Competitive Success, McGraw- Hill, 1986 Imai, M., Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, McGraw-Hill, 1997 Shingo, S., A Revolution in Manufacturing: The SMED System, Productivity Press, 1985 Stamatis, D. H., Six Sigma Fundamentals, Productivity Press, 2004 Womack, J. P., Jones, D. T. and Roos, D., The Machine That Changed the World: The Story of Lean Production, 1991 Womack, J. P. and Jones, D. T., 1998, Lean Thinking, 1998

4 References course unit 2 Potential Failure Mode and Effect Analysis (FMEA), Reference Manual, Chrysler Corporation, Ford Motor Company, General Motors Corporation, 1993, 1995 Statistical Process Control (SPC), Reference Manual, Chrysler Corporation, Ford Motor Company, General Motors Corporation, 1992, 1995 Measurement Systems Analysis (MSA), Reference Manual, Chrysler Corporation, Ford Motor Company, General Motors Corporation, 1995 Guide for the expression of uncertainty in measurement (GUM), ISO Guide 98, 1995, 2008 Bell, S., A Beginner s Guide to Uncertainty of Measurement, National Physical Laboratory, United Kingdom, 1999 with amendments 2001

5 Goals 1. Notion of quality, its history and importance, definitions, basic principles, and its impact on competitive advantage and financial return. 2. A good understanding of the management system, which is concerned with planning to meet customers' needs. 3. Efficient use of quality improvement and problem solving tools and statistical methods in quality assurance. 4. Understanding the quality tools and developing and practicing quantitative skills.

6 Content course unit 1 Quality Management 1. The quality system 2. The management system 3. Paper Quality Management

7 1. The quality system Introduction ti to quality Quality Management 1. The quality system The history and importance of quality What is quality? The total quality system 1.2 Quality in production and service systems 1.3 The economics of quality Economic models for quality of conformance The Taguchi loss function The cost of quality

8 Quality Management 2. The management system 2. The management system Quality management philosophies 2.2 Total quality management Planning for quality assurance

9 Quality Management 3. Paper Quality Management

10 Content course unit 2 Quality Engineering 1. Quality improvement and problem solving 2. Statistical methods in quality assurance 3. Exercises SPC, FMEA, QFD, MSA 4. Case studies quality improvement and problem solving

11 Quality Engineering 1. Quality improvement and problem solving Quality tools for improvement and problem solving Process analysis, set up reduction, workshop analysis, ergonomics

12 Quality Engineering 2. Statistical methods in quality assurance Statistical process control Measurement systems analysis

13 Quality Engineering 3. Exercises Exercises SPC, FMEA, QFD, MSA QFD MSA

14 Quality Engineering 4. Case studies Case studies quality improvement and problem solving

15 Audit and Certification according to ISO André Voet April 2011

16 General Audit and Certification according to ISO Course number: 5 Responsable: André Voet Number of course hours: 60 Number of ECTS: 2 Provided d time: 12 * 5 hours

17 References Hoyle, D., ISO 9000 Quality Systems Handbook, sixth edition, Elsevier, 2009 Evans, J. R., Lindsay, W. M., The management and control of quality, West Publishing Company, 1993, 2007

18 Goals 1. Notion of the anatomy of the standards. 2. Understanding the requirements complying with the ISO 9001 standards. 3. Using the standards as a framework for business improvement. 4. A good understanding di of the system assessment certification and continuing development.

19 Content 1. Generic management system standards 2. Quality Management Awards and Standards 3. Drivers for Quality Management Standards 4. ISO 9000 series of standards 5. ISO 9000:2000 series Structure 6. Auditing 7. Certification 8. Paper Quality Management Standards

20 1 Generic management system standards The vast majority of ISO standards (ISO = International Organisation for Standardisation) are highly specific to a particular product, material, or process. However, ISO 9001 (quality) and ISO (environment) are "generic management system standards". d " "Generic" means that the same standard can be applied to any organization, large or small, whatever its product or service, in any sector of activity, and whether it is a business enterprise, a public administration, or a government department. ISO 9001 contains a generic set of requirements for implementing a quality management system and ISO for an environmental management system.

21 2 Quality Management Awards and Standards Quality Management Awards: Malcolm l Baldrige Award d( (since 1987) European Quality Award (since 1991) Quality Management Standards: ISO: ISO 9000 series European Community: EN series USA: ANSI/ASQC Q90 series

22 3 Drivers for Quality Management Standards Fundamental foundation for effective business practice is good customer-supplier supplier relationships After WWII, increasing requirement for inspection of products and documentation of procedures defence (US MIL-Q-9858a and NATO AQAP) space (NASA QSR) nuclear and power generation At first, each customer would audit suppliers practices and procedures

23 4 ISO 9000 series of standards 1. ISO 9000:1987 series 2. ISO 9000:1994 series 3. QS-9000, ISO/TS ISO 9000:2000 series The ISO 9000 family of standards will stop you making promises you can t fulfil and help you keep those you can.

24 5 ISO 9000:2000 series - Structure Primary Quality Management Standards (QMS): ISO 9000: QMS - Fundamentals and Vocabulary (recommended reading) ISO 9001: QMS - Requirements (required standard) ISO 9004: QMS Guidance for Performance Improvement (recommended reading)

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26 6 Auditing Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audit). The aim is a continual process of review and assessment, to verify that the system is working as it's supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments.

27 7 Certification ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services.

28 Re engineering i André Voet April 2011

29 General Business process re engineering and electricity for machine construction Course number: Responsable: André Voet + Hans Valkenaers Number of course hours: 26 Number of ECTS: 0,8 Provided time: 9 * 3 hours

30 References Evans, J. R., Lindsay, W. M., The management and control of quality, Second Edition, West Publishing Company, 1993 Evans, J. R., Lindsay, W. M., Managing for Quality and Performance Excellence, Seventh Edition, Thomson South-Western, 2008 Suk-Hwan Suh, Seong-Kyoon Kang, Dae-Hyuk Chung, Ian Str, oud, Theory and Design of CNC Systems, Springer-Verlag London Limited, 2008, ISBN , e-isbn Dornfeld David and Dae-Eun Lee, Precision Manufacturing, SpringerLink, 2007 Murty, R. L., Precision i Engineering i in Manufacturing, New Age International Publishers, First Edition 1996, Reprint 2005

31 Goals 1. Notion of the basic principles of Business Process Re engineering. engineering 2. Efficient use of the basic principles of the retro-fitting of machine shops, esp. the mechanical and electrical aspects. 3. Understanding the uncertainty influences on machine constructions.

32 Content 1. Business Process Re engineering 2. Mechanical and electrical aspects of machine constructions 3. Accuracy of machine constructions ti 4. Re-engineering of machine shops - Retrofitting

33 1 Business Process Re engineering g Business process reengineering is the analysis and design of workflows and processes within an organization. Business process is a set of logically related tasks performed to achieve a defined business outcome (Davenports, 1990). Re- engineering i is the basis for many recent developments in management.

34 2 Mechanical and electrical aspects of machine constructions 1. The architecture of NC machine tools and machining operation flow 2. CNC Driving System Components Driving Motor and Sensor Linear Movement Guide Coupling 3. CNC Control Loop 4. The components of the CNC system

35 2.2 CNC Driving System Components Driving mechanisms of machine tools

36 3 Accuracy of machine constructions 1. Competitive drivers of precision engineering 2. Progress in machining accuracy 3. Factors affecting workpiece accuracy 4. Machining error generating process 5. Acceptance tests for machine tools

37 3.2 Progress in machining accuracy

38 4 Re-engineering of machine shops Retrofitting Even the latest machine tools are not unscathed by the passing of time. However, CNC retrofit counteracts the signs of ageing and modernizes machine tools to improve productivity, enable new functions, and increase energy efficiency. If the mechanics are still in good condition yet the control unit or drive is no longer state-of-the-art, t th t CNC retrofit often is much more cost effective than buying a new system. CNC retrofit will provide significant performance improvements, increased efficiency, and greater spare part availability (Siemens AG, 2011).

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