The document discusses quality control and statistical process control. It covers the phases of quality assurance from inspection to continuous improvement. It describes how control charts can be used to monitor processes for random variation and identifies different types of control charts for variables and attributes. The document also discusses calculating and interpreting process capability ratios to determine if a process is capable of meeting specifications.
This presentation give you a brief knowledge of, how statistical process control applied in our daily lives, how it works and some of its important formulas,
This presentation give you a brief knowledge of, how statistical process control applied in our daily lives, how it works and some of its important formulas,
Quality Management
& Control
Seung-Kuk Paik, Ph.D.
Systems and Operations Management
CSU, Northridge
What is Quality?
"Quality" can be defined in many ways.
1.Quality is defined as “FITNESS FOR USE”: How well a service or product performs its intended purpose.
2.Quality is also defined as “CONFORMANCE TO REQUIREMENTS”: How a service or product conforms to performance specifications.
What is Quality?
3.In a wider sense, "QUALITY" is often considered the degree of excellence whereby products and services may be ranked against each other on a relative basis for selected features and characteristics.
American Society of Quality (ASQ) has accepted the following definition:
QUALITY: The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
What is Quality?
DIMENSIONS OF QUALITY
1.Performance - A product´s primary operating characteristics.
2.Features - Supplements to a product´s basic functioning characteristics
3.Reliability – Consistency of performance
What is Quality?
DIMENSIONS OF QUALITY
4.Durability - A measure of product life.
Serviceability - The speed and ease of repair
6.Aesthetics - Appearance of a product
7.Safety - Will the product perform its function without unnecessarily endangering the user?
Quality and Productivity
Historically, quality was viewed by some as a controlling activity which took place somewhere near the end of a production process, an after-the-fact measurement of production performance.
Efforts to obtain quality products increased the costs associated with making that product.
Thus, quality and productivity were viewed as conflicting; one was increased at the expense of the other.
Costs of Poor
Process Performance
Defects: Any instance when a process fails to satisfy its customer.
Prevention costs are associated with preventing defects before they happen.
Appraisal costs are incurred when the firm assesses the performance level of its processes.
Internal failure costs result from defects that are discovered during production of services or products.
External failure costs arise when a defect is discovered after the customer receives the service or product.
7
Deming’s Chain Reaction
Quality and Costs
Costs decrease because of less rework, fewer mistakes, fewer delays, and better use of time and materials
Improve quality
Productivity improves
Stay in Business
Provides jobs and more jobs
Capture the market
Quality Improvement
DEMING´S 14 POINTS
1.Create constancy of purpose toward improvement of products
2.Adopt a quality philosophy
3.Cease dependence on mass inspection
4.End the practice of selecting suppliers on the basis of price alone
5.Improve constantly
6.Institute training on the job
7.Institute leadership
8.Drive out fear
DEMING´S 14 POINTS
9.Break down barriers between departments
10. Eliminate slogans and targets
11. Eliminate work standards that prescribe numerical quotas
12. Remove bar ...
Aplication of on line data analytics to a continuous process polybetene unitEmerson Exchange
This Emerson Exchange, 2013 presentation summarizes the 2013 field trail results achieved by applying on-line continuous data analytics to Lubrizol’s continuous polybutene process. Continuous data analytics may be used to provide an on-line prediction of quality parameters, and enable on-line detection of fault conditions. Information is provided on improvements made in the model used for quality parameter prediction, and how the field trail platform was integrated into the process unit. Presenters Qiwei Li, production engineer, Efren Hernandez and Robert Wojewodka, Lubrizol Corp., and Terry Blevins, principal technologist at Emerson, won best in conference in the process optimization track for this presentation.
Process Quality Control
SPC, SQC Defined
Difference between SQC and SPC
Controlling Process Inputs (independent variables)
Process Capability with MINITAB
Monitoring process outputs (dependent variables)
7QC-Tools with MINITAB
Epcon is One of the World's leading Manufacturing Companies.EpconLP
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
Quality Management
& Control
Seung-Kuk Paik, Ph.D.
Systems and Operations Management
CSU, Northridge
What is Quality?
"Quality" can be defined in many ways.
1.Quality is defined as “FITNESS FOR USE”: How well a service or product performs its intended purpose.
2.Quality is also defined as “CONFORMANCE TO REQUIREMENTS”: How a service or product conforms to performance specifications.
What is Quality?
3.In a wider sense, "QUALITY" is often considered the degree of excellence whereby products and services may be ranked against each other on a relative basis for selected features and characteristics.
American Society of Quality (ASQ) has accepted the following definition:
QUALITY: The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
What is Quality?
DIMENSIONS OF QUALITY
1.Performance - A product´s primary operating characteristics.
2.Features - Supplements to a product´s basic functioning characteristics
3.Reliability – Consistency of performance
What is Quality?
DIMENSIONS OF QUALITY
4.Durability - A measure of product life.
Serviceability - The speed and ease of repair
6.Aesthetics - Appearance of a product
7.Safety - Will the product perform its function without unnecessarily endangering the user?
Quality and Productivity
Historically, quality was viewed by some as a controlling activity which took place somewhere near the end of a production process, an after-the-fact measurement of production performance.
Efforts to obtain quality products increased the costs associated with making that product.
Thus, quality and productivity were viewed as conflicting; one was increased at the expense of the other.
Costs of Poor
Process Performance
Defects: Any instance when a process fails to satisfy its customer.
Prevention costs are associated with preventing defects before they happen.
Appraisal costs are incurred when the firm assesses the performance level of its processes.
Internal failure costs result from defects that are discovered during production of services or products.
External failure costs arise when a defect is discovered after the customer receives the service or product.
7
Deming’s Chain Reaction
Quality and Costs
Costs decrease because of less rework, fewer mistakes, fewer delays, and better use of time and materials
Improve quality
Productivity improves
Stay in Business
Provides jobs and more jobs
Capture the market
Quality Improvement
DEMING´S 14 POINTS
1.Create constancy of purpose toward improvement of products
2.Adopt a quality philosophy
3.Cease dependence on mass inspection
4.End the practice of selecting suppliers on the basis of price alone
5.Improve constantly
6.Institute training on the job
7.Institute leadership
8.Drive out fear
DEMING´S 14 POINTS
9.Break down barriers between departments
10. Eliminate slogans and targets
11. Eliminate work standards that prescribe numerical quotas
12. Remove bar ...
Aplication of on line data analytics to a continuous process polybetene unitEmerson Exchange
This Emerson Exchange, 2013 presentation summarizes the 2013 field trail results achieved by applying on-line continuous data analytics to Lubrizol’s continuous polybutene process. Continuous data analytics may be used to provide an on-line prediction of quality parameters, and enable on-line detection of fault conditions. Information is provided on improvements made in the model used for quality parameter prediction, and how the field trail platform was integrated into the process unit. Presenters Qiwei Li, production engineer, Efren Hernandez and Robert Wojewodka, Lubrizol Corp., and Terry Blevins, principal technologist at Emerson, won best in conference in the process optimization track for this presentation.
Process Quality Control
SPC, SQC Defined
Difference between SQC and SPC
Controlling Process Inputs (independent variables)
Process Capability with MINITAB
Monitoring process outputs (dependent variables)
7QC-Tools with MINITAB
Epcon is One of the World's leading Manufacturing Companies.EpconLP
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
"Understanding the Carbon Cycle: Processes, Human Impacts, and Strategies for...MMariSelvam4
The carbon cycle is a critical component of Earth's environmental system, governing the movement and transformation of carbon through various reservoirs, including the atmosphere, oceans, soil, and living organisms. This complex cycle involves several key processes such as photosynthesis, respiration, decomposition, and carbon sequestration, each contributing to the regulation of carbon levels on the planet.
Human activities, particularly fossil fuel combustion and deforestation, have significantly altered the natural carbon cycle, leading to increased atmospheric carbon dioxide concentrations and driving climate change. Understanding the intricacies of the carbon cycle is essential for assessing the impacts of these changes and developing effective mitigation strategies.
By studying the carbon cycle, scientists can identify carbon sources and sinks, measure carbon fluxes, and predict future trends. This knowledge is crucial for crafting policies aimed at reducing carbon emissions, enhancing carbon storage, and promoting sustainable practices. The carbon cycle's interplay with climate systems, ecosystems, and human activities underscores its importance in maintaining a stable and healthy planet.
In-depth exploration of the carbon cycle reveals the delicate balance required to sustain life and the urgent need to address anthropogenic influences. Through research, education, and policy, we can work towards restoring equilibrium in the carbon cycle and ensuring a sustainable future for generations to come.
Artificial Reefs by Kuddle Life Foundation - May 2024punit537210
Situated in Pondicherry, India, Kuddle Life Foundation is a charitable, non-profit and non-governmental organization (NGO) dedicated to improving the living standards of coastal communities and simultaneously placing a strong emphasis on the protection of marine ecosystems.
One of the key areas we work in is Artificial Reefs. This presentation captures our journey so far and our learnings. We hope you get as excited about marine conservation and artificial reefs as we are.
Please visit our website: https://kuddlelife.org
Our Instagram channel:
@kuddlelifefoundation
Our Linkedin Page:
https://www.linkedin.com/company/kuddlelifefoundation/
and write to us if you have any questions:
info@kuddlelife.org
Top 8 Strategies for Effective Sustainable Waste Management.pdfJhon Wick
Discover top strategies for effective sustainable waste management, including product removal and product destruction. Learn how to reduce, reuse, recycle, compost, implement waste segregation, and explore innovative technologies for a greener future.
WRI’s brand new “Food Service Playbook for Promoting Sustainable Food Choices” gives food service operators the very latest strategies for creating dining environments that empower consumers to choose sustainable, plant-rich dishes. This research builds off our first guide for food service, now with industry experience and insights from nearly 350 academic trials.
Willie Nelson Net Worth: A Journey Through Music, Movies, and Business Venturesgreendigital
Willie Nelson is a name that resonates within the world of music and entertainment. Known for his unique voice, and masterful guitar skills. and an extraordinary career spanning several decades. Nelson has become a legend in the country music scene. But, his influence extends far beyond the realm of music. with ventures in acting, writing, activism, and business. This comprehensive article delves into Willie Nelson net worth. exploring the various facets of his career that have contributed to his large fortune.
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Introduction
Willie Nelson net worth is a testament to his enduring influence and success in many fields. Born on April 29, 1933, in Abbott, Texas. Nelson's journey from a humble beginning to becoming one of the most iconic figures in American music is nothing short of inspirational. His net worth, which estimated to be around $25 million as of 2024. reflects a career that is as diverse as it is prolific.
Early Life and Musical Beginnings
Humble Origins
Willie Hugh Nelson was born during the Great Depression. a time of significant economic hardship in the United States. Raised by his grandparents. Nelson found solace and inspiration in music from an early age. His grandmother taught him to play the guitar. setting the stage for what would become an illustrious career.
First Steps in Music
Nelson's initial foray into the music industry was fraught with challenges. He moved to Nashville, Tennessee, to pursue his dreams, but success did not come . Working as a songwriter, Nelson penned hits for other artists. which helped him gain a foothold in the competitive music scene. His songwriting skills contributed to his early earnings. laying the foundation for his net worth.
Rise to Stardom
Breakthrough Albums
The 1970s marked a turning point in Willie Nelson's career. His albums "Shotgun Willie" (1973), "Red Headed Stranger" (1975). and "Stardust" (1978) received critical acclaim and commercial success. These albums not only solidified his position in the country music genre. but also introduced his music to a broader audience. The success of these albums played a crucial role in boosting Willie Nelson net worth.
Iconic Songs
Willie Nelson net worth is also attributed to his extensive catalog of hit songs. Tracks like "Blue Eyes Crying in the Rain," "On the Road Again," and "Always on My Mind" have become timeless classics. These songs have not only earned Nelson large royalties but have also ensured his continued relevance in the music industry.
Acting and Film Career
Hollywood Ventures
In addition to his music career, Willie Nelson has also made a mark in Hollywood. His distinctive personality and on-screen presence have landed him roles in several films and television shows. Notable appearances include roles in "The Electric Horseman" (1979), "Honeysuckle Rose" (1980), and "Barbarosa" (1982). These acting gigs have added a significant amount to Willie Nelson net worth.
Television Appearances
Nelson's char
Climate Change All over the World .pptxsairaanwer024
Climate change refers to significant and lasting changes in the average weather patterns over periods ranging from decades to millions of years. It encompasses both global warming driven by human emissions of greenhouse gases and the resulting large-scale shifts in weather patterns. While climate change is a natural phenomenon, human activities, particularly since the Industrial Revolution, have accelerated its pace and intensity
2. 10-2
Learning Objectives
List and briefly explain the elements of the
control process.
Explain how control charts are used to
monitor a process, and the concepts that
underlie their use.
Use and interpret control charts.
Use run tests to check for nonrandomness
in process output.
Assess process capability.
3. 10-3
Phases of Quality Assurance
Acceptance
sampling
Process
control
Continuous
improvement
Inspection of lots
before/after
production
Inspection and
corrective
action during
production
Quality built
into the
process
The least
progressive
The most
progressive
Figure 10.1
4. 10-4
Inspection
How Much/How Often
Where/When
Centralized vs. On-site
Inputs Transformation Outputs
Acceptance
sampling
Process
control
Acceptance
sampling
Figure 10.2
6. 10-6
Where to Inspect in the Process
Raw materials and purchased parts
Finished products
Before a costly operation
Before an irreversible process
Before a covering process
7. 10-7
Examples of Inspection Points
Type of
business
Inspection
points
Characteristics
Fast Food Cashier
Counter area
Eating area
Building
Kitchen
Accuracy
Appearance, productivity
Cleanliness
Appearance
Health regulations
Hotel/motel Parking lot
Accounting
Building
Main desk
Safe, well lighted
Accuracy, timeliness
Appearance, safety
Waiting times
Supermarket Cashiers
Deliveries
Accuracy, courtesy
Quality, quantity
Table 10.1
8. 10-8
Statistical Process Control:
Statistical evaluation of the output of a
process during production
Quality of Conformance:
A product or service conforms to
specifications
Statistical Control
9. 10-9
Control Chart
Control Chart
Purpose: to monitor process output to see
if it is random
A time ordered plot representative sample
statistics obtained from an on going
process (e.g. sample means)
Upper and lower control limits define the
range of acceptable variation
10. 10-10
Control Chart
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
Sample number
Mean
Out of
control
Normal variation
due to chance
Abnormal variation
due to assignable sources
Abnormal variation
due to assignable sources
Figure 10.4
11. 10-11
Statistical Process Control
The essence of statistical process
control is to assure that the output of a
process is random so that future output
will be random.
13. 10-13
Statistical Process Control
Variations and Control
Random variation: Natural variations in the
output of a process, created by countless
minor factors
Assignable variation: A variation whose
source can be identified
17. 10-17
SPC Errors
Type I error
Concluding a process is not in control
when it actually is.
Type II error
Concluding a process is in control when it
is not.
18. 10-18
Type I and Type II Errors
In control Out of control
In control No Error Type I error
(producers risk)
Out of
control
Type II Error
(consumers risk)
No error
Table 10.2
21. 10-21
Control Charts for Variables
Mean control charts
Used to monitor the central tendency of a
process.
X bar charts
Range control charts
Used to monitor the process dispersion
R charts
Variables generate data that are measured.
22. 10-22
Mean and Range Charts
UCL
LCL
UCL
LCL
R-chart
x-Chart Detects shift
Does not
detect shift
Figure 10.10A
(process mean is
shifting upward)
Sampling
Distribution
24. 10-24
Control Chart for Attributes
p-Chart - Control chart used to monitor
the proportion of defectives in a process
c-Chart - Control chart used to monitor
the number of defects per unit
Attributes generate data that are counted.
25. 10-25
Use of p-Charts
When observations can be placed into
two categories.
Good or bad
Pass or fail
Operate or don’t operate
When the data consists of multiple
samples of several observations each
Table 10.4
26. 10-26
Use of c-Charts
Use only when the number of
occurrences per unit of measure can be
counted; non-occurrences cannot be
counted.
Scratches, chips, dents, or errors per item
Cracks or faults per unit of distance
Breaks or Tears per unit of area
Bacteria or pollutants per unit of volume
Calls, complaints, failures per unit of time
Table 10.4
27. 10-27
Use of Control Charts
At what point in the process to use
control charts
What size samples to take
What type of control chart to use
Variables
Attributes
28. 10-28
Run Tests
Run test – a test for randomness
Any sort of pattern in the data would
suggest a non-random process
All points are within the control limits -
the process may not be random
30. 10-30
Counting Above/Below Median Runs (7 runs)
Counting Up/Down Runs (8 runs)
U U D U D U D U U D
B A A B A B B B A A B
Figure 10.12
Figure 10.13
Counting Runs
31. 10-31
NonRandom Variation
Managers should have response plans to
investigate cause
May be false alarm (Type I error)
May be assignable variation
32. 10-32
Tolerances or specifications
Range of acceptable values established by
engineering design or customer
requirements
Process variability
Natural variability in a process
Process capability
Process variability relative to specification
Process Capability
34. 10-34
Process Capability Ratio
Process capability ratio, Cp =
specification width
process width
Upper specification – lower specification
6
Cp =
3
X
-
UTL
or
3
LTL
X
min
=
Cpk
If the process is centered use Cp
If the process is not centered use Cpk
35. 10-35
Limitations of Capability Indexes
1. Process may not be stable
2. Process output may not be normally
distributed
3. Process not centered but Cp is used