Quality Management Q li E i iQuality Engineering

André VoetApril 2011

General

• Quality Management & Quality Engineering• Course number: 2• Responsable: André Voet• Number of course hours: 54• Number of ECTS: 3

P id d i 12 * 4 5 h• Provided time: 12 * 4,5 hours

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 2008Excellence, Seventh Edition, Thomson South 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 llManagement, McGraw-Hill, 1997

– Shingo, S., A Revolution in Manufacturing: The SMED System, Productivity Press, 1985

– Stamatis D H Six Sigma Fundamentals Productivity Press 2004– 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, 1991W k J P d J D T 1998 L Thi ki 1998– Womack, J. P. and Jones, D. T., 1998, Lean Thinking, 1998

References course unit 2

– Potential Failure Mode and Effect Analysis (FMEA), Reference Manual, Chrysler Corporation, Ford Motor Company, General Motors Corporation 1993 1995Corporation, 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 2008Guide 98, 1995, 2008

– Bell, S., A Beginner’s Guide to Uncertainty of Measurement, National Physical Laboratory, United Kingdom, 1999 with amendments 2001

Goals

1 Notion of quality its history and importance definitions 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'

dneeds.3. Efficient use of quality improvement and problem

solving tools and statistical methods in quality solving tools and statistical methods in quality assurance.

4. Understanding the quality tools and developing and 4. Understanding the quality tools and developing and practicing quantitative skills.

Content course unit 1

Quality Management1. The quality systemq y y2. The management system3 Paper Quality Management3. Paper Quality Management

Quality Management1. The quality systemq y y

1. The quality system1 1 I t d ti t lit1.1 Introduction to quality

The history and importance of qualityWhat is quality?What is quality?The total quality system

1.2 Quality in production and service systemsy p y1.3 The economics of quality

Economic models for quality of conformanceThe Taguchi loss functionThe cost of quality

Quality Management2. The management systemg y

2. The management system2 1 Q lit t hil hi2.1 Quality management philosophies2.2 Total quality management2 3 Pl i f lit2.3 Planning for quality assurance

Quality Management3. Paper Quality Managementp Q y g

Content course unit 2

Quality Engineering1. Quality improvement and

problem solvingp g2. Statistical methods in

quality assurancequality assurance3. Exercises SPC, FMEA, QFD,

MSAMSA4. Case studies quality

imp o ement and p oblem improvement and problem solving

Quality Engineering1. Quality improvement and problem solving

Q l l f• Quality tools for improvement and problem solvingproblem solving

• Process analysis • Process analysis, set up reduction,workshop analysisworkshop analysis,ergonomics

Quality Engineering2. Statistical methods in quality assurance

– Statistical process control

– Measurement systems analysis

Quality Engineering3. Exercises

• Exercises SPC, FMEA, QFD, MSA

QFDMSAMSA

Quality Engineering4. Case studies

• Case studies quality improvement and problem solving

Audit and Certification di ISOaccording to ISO

André VoetApril 2011

General

• Audit and Certification according to ISO• Course number: 5• Responsable: André Voet• Number of course hours: 60• Number of ECTS: 2

P id d i 12 * 5 h• Provided time: 12 * 5 hours

References

– Hoyle, D., ISO 9000 Quality Systems Handbook, sixth edition, Elsevier, 2009

d h d l f l– Evans, J. R., Lindsay, W. M., The management and control of quality, West Publishing Company, 1993, 2007

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 d d t di f th t t 4. A good understanding of the system assessment

certification and continuing development.

Content

1 Generic management system standards1. Generic management system standards2. Quality Management Awards and Standards3. Drivers for Quality Management Standards4. ISO 9000 series of standards5. ISO 9000:2000 series – Structure6 Auditing6. Auditing7. Certification8. Paper Quality Management Standards

1 Generic management system standards

• The vast majority of ISO standards (ISO = International Organisation for Standardisation) are International Organisation for Standardisation) are highly specific to a particular product, material, or process.

• However, ISO 9001 (quality) and ISO 14001 (environment) are "generic management system t d d " standards". "Generic" means that the same standard can be applied to any

organization, large or small, whatever its product or service, in any g , g , p , ysector 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 • ISO 9001 contains a generic set of requirements for implementing a quality management system and ISO 14001 for an environmental management system.g y

2 Quality ManagementAwards and Standards

Quality Management Awards:l l ld d ( 98 )Malcolm Baldrige Award (since 1987)

European Quality Award (since 1991)Quality Management Standards:

ISO: ISO 9000 series European Community: EN 29000 seriesUSA: ANSI/ASQC Q90 series

3 Drivers for Quality Management StandardsQ y g

• Fundamental foundation for effective business practice isgood customer supplier relationshipsgood customer-supplier relationships

• After WWII, increasing requirement for inspection of products and documentation of proceduresproducts and documentation of procedures– defence (US MIL-Q-9858a and NATO AQAP)– space (NASA QSR)space (NASA QSR)– nuclear and power generation

• At first, each customer would audit suppliers practices At first, each customer would audit suppliers practices and procedures

4 ISO 9000 series of standards

1. ISO 9000:1987 series2. ISO 9000:1994 series3. QS-9000, ISO/TS 169494. ISO 9000:2000 series

The ISO 9000 family of standards will stop you makingpromises you can’t fulfil and help you keep those youcancan.

5 ISO 9000:2000 series - Structure

• Primary Quality Management Standards (QMS):ISO 9000 QMS F d t l d V b l – ISO 9000: QMS - Fundamentals and Vocabulary (recommended reading) ISO 9001: QMS - Requirements – ISO 9001: QMS - Requirements (required standard)

– ISO 9004: QMS – Guidance for Performance ISO 9004: QMS Guidance for Performance Improvement (recommended reading)

6 Auditing

• Two types of auditing are required to become registered to the standard: 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 where it can improve and to correct or prevent problems identified.

• It is considered healthier for internal auditors to audit outside th i l t li t b i d f their usual management line, so as to bring a degree of independence to their judgments.

7 Certification

• ISO does not itself certify organizations. • Many countries have formed accreditation bodies to authorize • 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. g

• Both the accreditation bodies and the certification bodies charge fees for their services.

R i iRe engineering

André VoetApril 2011

General

• Business process re‐engineering and electricity for machine construction

• Course number: 4.1 + 4.5• Responsable: André Voet + Hans Valkenaersp• Number of course hours: 26• Number of ECTS: 0,8,• Provided time: 9 * 3 hours

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 Theory and Design of CNC Systems, Springer Verlag London Limited, 2008, ISBN 978-1-84800-335-4, e-ISBN 978-1-84800-336-1

– Dornfeld David and Dae-Eun Lee, Precision Manufacturing, SpringerLink, 2007M R L P i i E i i i M f i N A – Murty, R. L., Precision Engineering in Manufacturing, New Age International Publishers, First Edition 1996, Reprint 2005

Goals

1. Notion of the basic principles of Business Process Re engineeringRe‐engineering.

2. Efficient use of the basic principles of the retro-fitting of machine shops, esp. the mechanical and electrical machine shops, esp. the mechanical and electrical aspects.

3. Understanding the uncertainty influences on machine constructions.

Content

1. Business Process Re engineering2 Mechanical and electrical aspects of 2. Mechanical and electrical aspects of

machine constructions3 A f hi t ti3. Accuracy of machine constructions4. Re-engineering of machine shops -

Retrofitting

1 Business Process Re engineeringg g

• Business process reengineering is the analysis and design of workflows and processes within an organization 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-

i i i th b i f t d l t i engineering is the basis for many recent developments in management.

2 Mechanical and electrical aspects of machine constructionsp

1. The architecture of NC machine tools and machiningoperation flowoperation flow

2. CNC Driving System ComponentsDriving Motor and Sensor– Driving Motor and Sensor

– Linear Movement GuideCoupling– Coupling

3. CNC Control Loop4 The components of the CNC system4. The components of the CNC system

2.2 CNC Driving System Components

Driving mechanisms of machine tools

3 Accuracy of machine constructions

1. Competitive drivers of precision engineering2. Progress in machining accuracy3. Factors affecting workpiece accuracy4. Machining error generating process5 A f hi l5. Acceptance tests for machine tools

3.2 Progress in machiningaccuracyy

4 Re-engineering of machine shops – Retrofittingp g

• Even the latest machine tools are not unscathed by the passing of time However CNC retrofit counteracts 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 t l it d i i l t t f th t CNC control unit or drive is no longer state-of-the-art, CNC

retrofit often is much more cost effective than buying a new system. new system.

• CNC retrofit will provide significant performance improvements, increased efficiency, and greater spare p y g ppart availability (Siemens AG, 2011).