a guide to the design and implementation of automated quality systems in manufacturing
First Statement of Responsibility
by J.D.T. Tannock.
.PUBLICATION, DISTRIBUTION, ETC
Place of Publication, Distribution, etc.
Dordrecht
Name of Publisher, Distributor, etc.
Springer Netherlands
Date of Publication, Distribution, etc.
1992
PHYSICAL DESCRIPTION
Specific Material Designation and Extent of Item
(xvii, 233 pages)
CONTENTS NOTE
Text of Note
One: Philosophy and strategy --; 1. Quality in manufacturing --; 2 Why automate? --; 3 The integrated quality system in computerintegrated manufacture --; 4. Assessment of quality performance in manufacturing --; Two: Quality systems --; design and innovation --; 5. Systems in quality --; 6. Innovation in quality systems --; 7. Quality systems design and improvement --; 8. Strategy for quality systems automation --; Three: Automatic quality data collection and inspection technology --; 9. Automatic in-process quality control --; 10. Coordinate measuring machines --; 11. Machine vision --; 12. Automatic testing in the electronics industry --; 13. Automatic dimensional gauging --; Four: Quality data analysis and management --; 14. Statistical process control software, data collection and computer-aided inspection --; 15. Automating quality data management --; the quality database --; Conclusions --; Appendix A: Derivation of quality performance critera --; Appendix B: Further reading --; Appendix C: References.
SUMMARY OR ABSTRACT
Text of Note
Quality is a topical issue in manufacturing. Competitive quality performance still eludes many manufacturers in the traditional industrialized countries. A lack of quality competitiveness is one of the root causes of the relative industrial decline and consequent trade imbalances which plague some Western economies. Many explanations are advanced for poor quality performance. Inadequate levels of investment in advanced technology, together with insufficient education and training of the workforce, are perhaps the most prominent. Some believe these problems are caused by a lack of awareness and commitment from top management, while others point to differences between industrial cultures. The established remedy is known as Total Quality Management (TQM). TQM requires a corporate culture change, driven from the top, and involving every employee in a process of never-ending quality improvement aimed at internal as well as external customers. The techniques deployed to achieve TQM include measures to improve motivation, training in problem-solving and statistical process control (SPC). Quality is, however, only one of the competitive pressures placed It is also upon the manufacturer by the modem global economy. imperative to remain economical and efficient, while increasing the flexibility and responsiveness of the design and manufacturing functions. Here the reduction or elimination of stock is of great importance, particularly as financial interest rates in the less successful manufacturing nations are frequently high. Product life cycles must become ever more compressed in response to the phenomenal design to-manufacture performance of some Pacific rim economies.