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World Class Quality: Using Design of Experiments to Make It by Keki Bhote, Adi Bhote

By Keki Bhote, Adi Bhote

Bhote, a highly-experienced caliber advisor, offers the layout of Experiments instruments created by means of caliber guru Dorian Shainin. the writer explains and elucidates in a transparent and nontechnical variety how Shainin's thoughts paintings and the way to use them to a company's caliber difficulties. Readers will see that those confirmed innovations not just clear up caliber difficulties yet hinder them from constructing within the first position. incorporated are case reviews to demonstrate all thoughts and perform workouts.

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Extra info for World Class Quality: Using Design of Experiments to Make It Happen

Example text

1 percent AQLs (one thousand parts per million) and less. In Stage 3, they are further reduced to one hundred parts per million and less. Finally, in Stage 4 the supplier quality is so good and under such perfect statistical process control that the supplier is certified to ship parts without the necessity of any incoming inspection. S. companies are still in Stage 1, with another 30 percent in Stage 2; only a handful of companies have had the vision to implement Stage 4. Process/Manufacturing: Where the Rubber Meets the Road In most companies, all the quality efforts are concentrated in manufacturing.

Each technique is explained in easy, nonmathematical, nonstatistical terms, along with case studies and practice exercises, in order to guide the reader in a user-friendly manner and enhance his implementation and success rate. In addition, Part II includes a comprehensive case study that uses six of the seven Shainin techniques, underlining their linkage, cohesiveness, and overall power. Part III starts with a brief description of the elementary statistical problem-solving tools that are widely used in Japan but of little value in solving chronic quality problems.

These are weak tools, however, kindergarten tools, adequate for solving the simplest of quality problems but totally incapable of solving chronic quality problems that have festered weeks, months, or years at a time. In fact, over 90 percent of American industries do not know how to solve chronic quality problems! S. companies that simpler, but powerful, tools have been developed to solve and even prevent these chronic quality problems. Describe in simple, nonmathematical terms a variety of easy but statistically powerful techniques for solving any deep-seated quality problem that has resisted solution by traditional means.

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