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9 views3 pages

HW 1

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amanat.rahman
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Mech 6074: Quality Control

2) The eight dimensions of quality are:


1. Performance - How well the product performs its primary function.
2. Features - Additional characteristics beyond the basic function.
3. Reliability - The consistency of performance over time and probability of failure.
4. Conformance - How closely the product meets established standards and specifications.
5. Durability - The useful life of the product before it physically deteriorates or needs replacement.
6. Serviceability - The ease, speed and cost of repair when the product malfunctions.
7. Aesthetics - The look, feel, sound, taste or smell of a product. Relates to subjective
preferences.
8. Perceived Quality - The customer's perception of a product's quality based on reputation, brand
image, etc.
This framework does improve our understanding of quality in several ways:
 It highlights that quality is multidimensional and goes beyond just conformance to specifications.
 It recognizes both objective and subjective aspects of quality.
 It allows companies to strategically focus on certain dimensions to differentiate their products.
 It provides a structured way to analyze quality from the customer's perspective.
 It demonstrates that improving one dimension may come at the expense of another, requiring
tradeoffs.
 It can guide quality improvement efforts by identifying specific areas to focus on

6) Juran's quality management philosophy that focuses on three components:


1. Planning
2. Control
3. Improvement
Specifically:
 Planning involves identifying external customers and determining their needs. Then products or
services that meet these customers’ needs are designed and/or developed, and the processes
for producing these products or services are developed. The planning process should also
involve planning for quality improvement on a regular (typically annual) basis.
 Control is employed by the operating forces of the business to ensure that the product or
service meets the requirements. Statistical process control (SPC) is one of the primary tools of
control.
 Improvement aims to achieve performance and quality levels that are higher than current levels.
Juran emphasizes that improvement must be on a project-by-project basis. These projects are
typically identified at the planning stage of the trilogy.

8) The Malcolm Baldrige National Quality Award (MBNQA) is:


 Created by the U.S. Congress in 1987
 Given annually to recognize U.S. organizations for performance excellence
 Administered by NIST (National Institute of Standards and Technology)
The award is given to organizations in five categories:
1. Manufacturing
2. Service
3. Small business
4. Health care
5. Education
Up to three awards may be given each year in each category. The award uses performance excellence
criteria focused on results, which include:
 Customer satisfaction and retention
 Market share and new market development
 Product/service quality
 Productivity and operational effectiveness
 Human resources development
 Supplier performance
 Public/corporate citizenship
Many organizations compete for the awards, and many companies use the performance excellence
criteria for self-assessment, even if they don't apply for the award itself.

9) Walter A. Shewhart was considered the father of statistical quality control and the PDSA (Plan-Do-
Study-Act) cycle. In 1924, he developed the control chart, a fundamental tool for statistical process
control. He introduced the concepts of common cause and special cause variation in processes. He
developed the Shewhart cycle for learning and improvement, which W. Edwards Deming later adapted
into the PDSA cycle. He is described as one of the most influential figures in the field of quality
management.

16 the Malcolm Baldrige National Quality Award is given annually to recognize U.S. organizations for
) performance excellence in five categories: manufacturing, service, small business, health care, and
education.

1. MidwayUSA (2021 Baldrige Award Recipient)


MidwayUSA is a firearms and hunting supplies retailer that won the Baldrige Award in 2021. Some
indicators of their success since winning include:
 Deanna Herwald, Vice President of Quality Management Systems at MidwayUSA, was
recognized with a 2023 Baldrige Foundation Award for Leadership Excellence in the Business
category. This suggests MidwayUSA has continued to demonstrate leadership in performance
excellence after winning the Baldrige Award.
 Being selected as a 2023 award recipient indicates MidwayUSA has maintained a high level of
performance and continued to serve as a role model organization in the years following their
Baldrige win.

2. Jenks Public Schools (Baldrige Award Recipient)


Jenks Public Schools in Oklahoma won the Baldrige Award, though the specific year is not mentioned
in the search results. Some indicators of their continued success:
 Jenks Public Schools is highlighted as an exemplary Baldrige Award winner in education.
 The fact that they are still referred as a notable winner suggests they have maintained their
reputation for excellence in the years since receiving the award.
 Being featured alongside other high-performing organizations implies Jenks Public Schools has
continued to demonstrate the positive impacts of using the Baldrige framework.

23 Reliability can indeed be a dimension of service quality. Eight dimensions of quality proposed by David
) A. Garvin, which apply to both products and services. Specifically for reliability: Reliability is defined as
“The consistency of performance over time and probability of failure”. While this definition is given in
the context of products, the concept can be applied to services as well. For a service, reliability would
refer to how consistently the service is performed and how often it fails to meet customer expectations.
We can infer that reliability in a service context could involve:
1. Consistently delivering the service as promised
2. Performing the service correctly the first time
3. Providing the service at the designated time
4. Minimizing errors or failures in service delivery
So, in summary, while the file focuses more on product quality, the reliability dimension can be
extended to service quality as a measure of how dependably and accurately the promised service is
performed over time.

28 The following example is from my research (publishing scientific research article) on the topic of
) semiconductor manufacturing. In the semiconductor manufacturing industry, excessive variability in
chip production can lead to unacceptable performance. For example, if there is too much variation in
the thickness of silicon wafers or in the precision of etching processes, it can result in chips with
inconsistent performance characteristics. Some chips may run too hot, consume too much power, or
have slower processing speeds than specified. This variability can cause entire batches of chips to fail
quality control tests, leading to lower yields, increased costs, and potentially defective products
reaching consumers. Chip manufacturers like Intel and TSMC invest heavily in reducing process
variability to ensure consistent, high-quality chip performance that meets strict specifications. This
example illustrates how excessive variability in a manufacturing process can directly impact the
performance and quality of the final product, potentially making it unacceptable for use. Tight control of
variability is critical in high-precision industries like semiconductor manufacturing to maintain product
quality and reliability.

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