Quality Management
Strategies, Methods, Techniques
3rd Edition
Published on 26. September 2002
620 pages
978-3-446-22402-5 (ISBN)
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Content
1 - Preface to the 1 st English-language Edition [Seite 6]
2 - Preface to the 3 German-language Edition [Seite 8]
3 - Content [Seite 10]
4 - List of Abbreviations [Seite 20]
5 - 1 Introduction [Seite 24]
5.1 - References [Seite 32]
6 - Holistic Quality Management [Seite 34]
6.1 - 2 Total Quality Management [Seite 36]
6.1.1 - Content [Seite 36]
6.1.2 - 2.1 Introduction [Seite 37]
6.1.3 - 2.2 The term Total Quality Management [Seite 38]
6.1.4 - 2.3 Aspects of Total Quality Management [Seite 39]
6.1.4.1 - 2.3.1 Company policy, strategy and objectives [Seite 39]
6.1.4.2 - 2.3.2 Leadership [Seite 41]
6.1.4.3 - 2.3.3 People orientation and satisfaction [Seite 43]
6.1.4.4 - 2.3.4 Process orientation [Seite 44]
6.1.4.5 - 2.3.5 Customer orientation and satisfaction [Seite 45]
6.1.4.6 - 2.3.6 Result orientation [Seite 47]
6.1.5 - 2.4 Implementing Total Quality Management [Seite 49]
6.1.5.1 - 2.4.1 General approach [Seite 49]
6.1.5.2 - 2.4.2 Human Resources [Seite 50]
6.1.5.3 - 2.4.3 Quality programs and initiatives [Seite 52]
6.1.5.4 - 2.4.4 Performance assessment and TQM maturity [Seite 54]
6.1.6 - 2.5 Quality awards [Seite 54]
6.1.6.1 - 2.5.1 Deming Prize [Seite 56]
6.1.6.2 - 2.5.2 Malcolm Baldrige National Quality Award [Seite 57]
6.1.6.3 - 2.5.3 European Quality Award [Seite 58]
6.1.6.4 - 2.5.4 Ludwig- Erhard- Prize [Seite 61]
6.1.7 - 2.6 Quality programs, initiatives and tools [Seite 61]
6.1.7.1 - 2.6.1 Zero-defects program [Seite 61]
6.1.7.2 - 2.6.2 Six Sigma [Seite 63]
6.1.7.3 - 2.6.3 Continuous improvement [Seite 65]
6.1.7.4 - 2.6.4 Tools used in quality management [Seite 70]
6.1.8 - 2.7 Summary [Seite 74]
6.1.9 - References [Seite 74]
6.2 - 3 Quality Management Systems [Seite 78]
6.2.1 - Content [Seite 78]
6.2.2 - 3.1 Introduction [Seite 80]
6.2.3 - 3.2 Fundamentals of quality management systems [Seite 81]
6.2.4 - 3.3 Process-oriented quality management [Seite 86]
6.2.5 - 3.4 Quality management and standards [Seite 99]
6.2.6 - 3.5 Introducing QM systems [Seite 105]
6.2.7 - 3.6 Documenting QM systems [Seite 124]
6.2.8 - 3.7 Auditing and certification [Seite 135]
6.2.9 - 3.8 Integrated management systems [Seite 143]
6.2.10 - 3.9 Summary [Seite 155]
6.2.11 - References [Seite 155]
6.3 - 4 Quality and Information [Seite 160]
6.3.1 - Content [Seite 160]
6.3.2 - 4.1 Introduction [Seite 161]
6.3.3 - 4.2 Knowledge management [Seite 161]
6.3.4 - 4.3 Quality control loop and quality data base [Seite 173]
6.3.5 - 4.4 Computer assistance in quality management [Seite 193]
6.3.6 - 4.5 Overall summary [Seite 209]
6.3.7 - References [Seite 209]
6.4 - 5 Quality and Economic Efficiency [Seite 214]
6.4.1 - 5.1 Introduction [Seite 215]
6.4.2 - 5.2 Definitions of quality-based costs [Seite 215]
6.4.3 - 5.3 Types of quality cost accounting [Seite 218]
6.4.4 - 5.4 Quality-based costs as part of the accounting [Seite 224]
6.4.5 - system [Seite 224]
6.4.6 - 5.5 Objectives and functions of examinations [Seite 228]
6.4.7 - of quality-based costs [Seite 228]
6.4.8 - 5.6 Evaluating quality-based costs [Seite 229]
6.4.9 - 5.7 Value analysis [Seite 237]
6.4.10 - 5.8 Target Costing [Seite 242]
6.4.11 - 5.9 Summary [Seite 244]
6.4.12 - References [Seite 245]
6.5 - 6 Quality and the Law [Seite 248]
6.5.1 - 6.1 Introduction [Seite 250]
6.5.1.1 - 6.1.1 Consequences of insufficient quality [Seite 250]
6.5.1.2 - 6.1.2 Liability under civil law, [Seite 250]
6.5.1.3 - not responsibility under criminal law [Seite 250]
6.5.1.4 - 6.1.3 Liability only for original defects [Seite 252]
6.5.1.5 - 6.1.4 Fault and deficiency [Seite 252]
6.5.1.6 - 6.1.5 The case of the thrust strut [Seite 253]
6.5.2 - 6.2 Contractual liability [Seite 255]
6.5.2.1 - 6.2.1 Introduction [Seite 255]
6.5.2.2 - 6.2.2 Liability for breach of warranty [Seite 255]
6.5.2.3 - 6.2.3 Contractual liability for consequential damage [Seite 257]
6.5.2.4 - ("Liability due to positive breach of contract") [Seite 257]
6.5.2.5 - 6.2.4 Guarantee [Seite 258]
6.5.2.6 - 6.2.5 Claim to damages from a liable person [Seite 259]
6.5.2.7 - 6.2.6 Quality Assurance Agreement [Seite 259]
6.5.3 - 6.3 Non- contractual liability - meaning and intention [Seite 263]
6.5.4 - 6.4 Liability under the terms of the German Product Liability Act (ProdHaftG) [Seite 263]
6.5.4.1 - 6.4.1 Introduction [Seite 263]
6.5.4.2 - 6.4.2 Requirements for liability [Seite 264]
6.5.4.3 - 6.4.3 " Products" and " Putting into circulation" [Seite 264]
6.5.4.4 - 6.4.4 " Product Faults" [Seite 265]
6.5.4.5 - 6.4.5 The damage to be compensated [Seite 266]
6.5.4.6 - 6.4.6 Persons legally deemed liable [Seite 266]
6.5.4.7 - 6.4.7 Exemption from liability [Seite 267]
6.5.4.8 - 6.4.8 Further important provisions of the German Product [Seite 268]
6.5.4.9 - Liability Act (ProdHaftG) [Seite 268]
6.5.4.10 - 6.4.9 Summary [Seite 269]
6.5.4.11 - 6.4.10 Outcome in the thrust strut case [Seite 269]
6.5.5 - 6.5 Liability under the terms of § 823 Par. 1 German Civil Code (BGB) [Seite 271]
6.5.5.1 - 6.5.1 Introduction [Seite 271]
6.5.5.2 - 6.5.2 Requirements of liability [Seite 272]
6.5.5.3 - 6.5.3 Sphere of responsibility of the product manufacturer [Seite 273]
6.5.5.4 - 6.5.4 Liability of other persons under the terms of [Seite 275]
6.5.5.5 - § 823 Par. 1 BGB [Seite 275]
6.5.5.6 - 6.5.5 Damage to be compensated [Seite 276]
6.5.5.7 - 6.5.6 Limitation [Seite 276]
6.5.5.8 - 6.5.7 Summary [Seite 276]
6.5.5.9 - 6.5.8 Outcome in the thrust strut case [Seite 276]
6.5.6 - 6.6 Special liability provisions [Seite 278]
6.5.7 - 6.7 The relationship between individual principles of liability [Seite 278]
6.5.8 - 6.8 Obligation to safeguard quality [Seite 280]
6.5.8.1 - 6.8.1 Introduction [Seite 280]
6.5.8.2 - 6.8.2 Manufacturing or production faults under the terms of [Seite 280]
6.5.8.3 - § 823 Par. 1 BGB [Seite 280]
6.5.8.4 - 6.8.3 Scope and nature of inspection [Seite 281]
6.5.8.5 - 6.8.4 Liability of the manufacturer for services rendered by [Seite 283]
6.5.8.6 - externally employed staff (particularly components [Seite 283]
6.5.8.7 - suppliers) in relation to his/her product [Seite 283]
6.5.9 - 6.9 Burden of proof and collecting evidence [Seite 286]
6.5.9.1 - 6.9.1 Introduction [Seite 286]
6.5.9.2 - 6.9.2 Distribution of the burden of proof in relation to [Seite 287]
6.5.9.3 - manufacturing faults [Seite 287]
6.5.9.4 - 6.9.3 Collecting evidence (Documentation) [Seite 289]
6.5.10 - 6.10 Protection of the manufacturer [Seite 291]
6.5.10.1 - 6.10.1 Introduction [Seite 291]
6.5.10.2 - 6.10.2 Safety-oriented product and manufacturing [Seite 291]
6.5.10.3 - process design [Seite 291]
6.5.10.4 - 6.10.3 Contractual limitation of or exemption from [Seite 292]
6.5.10.5 - liability risks [Seite 292]
6.5.10.6 - 6.10.4 Insuring manufacturing risk [Seite 293]
6.5.11 - 6.11 Statutory and other product safety standards [Seite 294]
6.5.11.1 - 6.11.1 Introduction [Seite 294]
6.5.11.2 - 6.11.2 Safety standards regulated by law and [Seite 294]
6.5.11.3 - statutory regulations [Seite 294]
6.5.11.4 - 6.11.3 Other standards relating to product safety - [Seite 300]
6.5.11.5 - DIN, VDE, ISO and other standards [Seite 300]
6.5.12 - References [Seite 304]
6.5.13 - Further reading [Seite 304]
7 - Part B Quality Management in the Product Life Cycle [Seite 306]
7.1 - 7 The Early Phases of Quality Management [Seite 308]
7.1.1 - 7.1 Introduction [Seite 310]
7.1.2 - 7.2 Planning product characteristics [Seite 311]
7.1.2.1 - 7.2.1 Identifying customer requirements [Seite 317]
7.1.2.2 - 7.2.2 Planning technical specifications [Seite 324]
7.1.3 - 7.3 Planning the conditions for realization [Seite 327]
7.1.4 - 7.4 Quality management in virtual product and process verification, as exemplified by assembly planning [Seite 328]
7.1.4.1 - 7.4.1 Basis for virtual product and process support [Seite 329]
7.1.4.2 - 7.4.2 Computer-assisted methods of virtual product and process support [Seite 331]
7.1.4.3 - 7.4.3 Conclusion [Seite 334]
7.1.5 - 7.5 QM program planning [Seite 335]
7.1.6 - 7.6 QFD - Quality Function Deployment [Seite 336]
7.1.6.1 - 7.6.1 What is Quality Function Deployment? [Seite 337]
7.1.6.2 - 7.6.2 QFD Tools ( House of Quality) [Seite 337]
7.1.6.3 - 7.6.3 QFD in practice [Seite 342]
7.1.7 - 7.7 Rapid Quality Deployment [Seite 344]
7.1.7.1 - 7.7.1 Rapid Quality Deployment - The Aachen Model [Seite 344]
7.1.7.2 - 7.7.2 Summary [Seite 350]
7.1.8 - 7.8 TRIZ - Developing innovative products and processes [Seite 350]
7.1.8.1 - 7.8.1 Introduction to TRIZ [Seite 352]
7.1.8.2 - 7.8.2 Options for integration into Quality Engineering [Seite 354]
7.1.8.3 - 7.8.3 Application of the TRIZ method [Seite 354]
7.1.9 - 7.9 Design Review [Seite 361]
7.1.9.1 - 7.9.1 Definition of Design Review [Seite 361]
7.1.9.2 - 7.9.2 Types of Design Reviews [Seite 362]
7.1.9.3 - 7.9.3 Functions, objectives and execution [Seite 363]
7.1.10 - 7.10 Quality Evaluation (QE) [Seite 367]
7.1.11 - 7.11 Fault-Tree Analysis and related methods [Seite 369]
7.1.11.1 - 7.11.1 Structure of Fault-Tree Analysis [Seite 370]
7.1.11.2 - 7.11.2 The role of systems analysis as the basis for Fault-Tree Analysis [Seite 371]
7.1.11.3 - 7.11.3 Drawing up a fault tree [Seite 373]
7.1.11.4 - 7.11.4 Evaluating fault trees [Seite 374]
7.1.12 - 7.12 Design of Experiments (DoE) [Seite 376]
7.1.12.1 - 7.12.1 Approach to planning, conducting and evaluating experiments [Seite 377]
7.1.12.2 - 7.12.2 One-factor-at-a-time method [Seite 380]
7.1.12.3 - 7.12.3 Full factorial designs [Seite 381]
7.1.12.4 - 7.12.4 Fractional factorial designs [Seite 391]
7.1.12.5 - 7.12.5 Response surface designs [Seite 400]
7.1.12.6 - 7.12.6 Robustness [Seite 404]
7.1.12.7 - 7.12.7 Methods developed by Taguchi [Seite 406]
7.1.12.8 - 7.12.8 Methods developed by Shainin [Seite 407]
7.1.12.9 - 7.12.9 Optimal design theory [Seite 411]
7.1.12.10 - 7.12.10 Heuristic screening [Seite 412]
7.1.13 - 7.13 Failure Modes and Effects Analysis (FMEA) [Seite 414]
7.1.13.1 - 7.13.1 History of FMEA [Seite 415]
7.1.13.2 - 7.13.2 Types of FMEA [Seite 416]
7.1.13.3 - 7.13.3 Description of the method [Seite 417]
7.1.13.4 - 7.13.4 FMEA as teamwork [Seite 423]
7.1.13.5 - 7.13.5 Introducing the method into the company [Seite 424]
7.1.13.6 - 7.13.6 Benefits of FMEA [Seite 424]
7.1.13.7 - 7.13.7 Computer-assisted tools [Seite 426]
7.1.14 - 7.14 Statistical tolerancing [Seite 429]
7.1.14.1 - 7.14.1 Functions of statistical tolerancing [Seite 429]
7.1.14.2 - 7.14.2 Statistical tolerancing methods [Seite 430]
7.1.14.3 - 7.14.3 Example of a statistical tolerance calculation for individual dimensions with rectangular distribution [Seite 432]
7.1.14.4 - 7.14.4 Example of a statistical tolerance calculation for individual dimensions with normal distribution [Seite 436]
7.1.14.5 - 7.14.5 Cost Tolerance Sensitivity Analysis (CTSA) [Seite 437]
7.1.15 - 7.15 Inspection and test planning [Seite 442]
7.1.15.1 - 7.15.1 Functions of inspection and test planning [Seite 442]
7.1.15.2 - 7.15.2 Integration of test and inspection planning into the company [Seite 445]
7.1.15.3 - 7.15.3 Information flow in drawing up test and inspection plans [Seite 447]
7.1.15.4 - 7.15.4 Structure and contents of the test plan [Seite 448]
7.1.15.5 - 7.15.5 Procedure for drawing up test plans [Seite 448]
7.1.15.6 - 7.15.6 Test and inspection planning as a CAQ module [Seite 457]
7.1.16 - 7.16 Summary and outlook [Seite 460]
7.1.17 - References [Seite 460]
7.2 - 8 Quality Management in Procurement [Seite 470]
7.2.1 - 8.1 Introduction [Seite 471]
7.2.2 - 8.2 Procurement strategies [Seite 471]
7.2.3 - 8.3 Aspects of civil law [Seite 478]
7.2.4 - 8.4 Functions of quality management in procurement [Seite 480]
7.2.5 - 8.5 Quality Chain Management [Seite 498]
7.2.6 - 8.6 TQM in procurement [Seite 501]
7.2.7 - 8.7 Summary [Seite 503]
7.2.8 - References [Seite 504]
7.3 - 9 Quality Management in Manufacturing [Seite 506]
7.3.1 - Content [Seite 506]
7.3.2 - 9.1 Introduction [Seite 507]
7.3.3 - 9.2 Standards and guidelines [Seite 507]
7.3.4 - 9.3 Test-data acquisition [Seite 509]
7.3.4.1 - 9.3.1 Testing modes and methods [Seite 510]
7.3.4.2 - 9.3.2 Measurement and testing engineering [Seite 514]
7.3.4.3 - 9.3.3 Computer-assisted test-data acquisition [Seite 521]
7.3.5 - 9.4 Test-data evaluation [Seite 521]
7.3.5.1 - 9.4.1 Preparation, condensing and presentation of test data [Seite 523]
7.3.5.2 - 9.4.2 Indicators and indicator systems in test-data evaluation [Seite 528]
7.3.5.3 - 9.4.3 Use of test-data evaluation in companies [Seite 529]
7.3.5.4 - 9.4.4 Possible uses for the results of the test-data evaluation in the company [Seite 530]
7.3.5.5 - 9.4.5 Examples of the use of test-data evaluation [Seite 532]
7.3.6 - 9.5 Statistical Process Control [Seite 535]
7.3.6.1 - 9.5.1 Statistical process behavior [Seite 536]
7.3.6.2 - 9.5.2 Application of Statistical Process Control [Seite 539]
7.3.6.3 - 9.5.3 Boundary conditions for the use of Statistical Process Control [Seite 543]
7.3.7 - 9.6 Capability analyses [Seite 551]
7.3.7.1 - 9.6.1 Stability and capability of a process [Seite 551]
7.3.7.2 - 9.6.2 Defining machine and process capability [Seite 553]
7.3.7.3 - 9.6.3 Capability analysis - procedure and principles of calculation [Seite 553]
7.3.8 - 9.7 Management of inspection and test equipment [Seite 554]
7.3.8.1 - 9.7.1 Planning and procuring test instruments [Seite 558]
7.3.8.2 - 9.7.2 Administering test and inspection equipment [Seite 560]
7.3.8.3 - 9.7.3 Monitoring test equipment [Seite 567]
7.3.9 - 9.8 Summary [Seite 575]
7.3.10 - References [Seite 575]
7.4 - 10 Quality Management in Field Data Evaluation [Seite 580]
7.4.1 - Content [Seite 580]
7.4.2 - 10.1 Introduction [Seite 581]
7.4.3 - 10.2 Market research [Seite 583]
7.4.3.1 - 10.2.1 Surveys [Seite 583]
7.4.3.2 - 10.2.2 Observation [Seite 584]
7.4.3.3 - 10.2.3 Experiments [Seite 585]
7.4.4 - 10.3 Serial trials [Seite 585]
7.4.4.1 - 10.3.1 Simulation of individual types of loads [Seite 586]
7.4.4.2 - 10.3.2 Simulation of the environment [Seite 586]
7.4.4.3 - 10.3.3 Field tests [Seite 586]
7.4.5 - 10.4 Acquisition and processing of field data [Seite 586]
7.4.5.1 - 10.4.1 Sources of data [Seite 587]
7.4.5.2 - 10.4.2 Data acquisition [Seite 589]
7.4.5.3 - 10.4.3 Processing of field data [Seite 590]
7.4.6 - 10.5 Weibull analysis [Seite 594]
7.4.6.1 - 10.5.1 The Weibull distribution function [Seite 595]
7.4.6.2 - 10.5.2 The life span grid [Seite 596]
7.4.6.3 - 10.5.3 Determining the parameters of the [Seite 598]
7.4.6.4 - Weibull distribution [Seite 598]
7.4.6.5 - 10.5.4 Taking account of units which have not become [Seite 600]
7.4.6.6 - defective [Seite 600]
7.4.6.7 - 10.5.5 Taking account of other life span characteristics [Seite 600]
7.4.6.8 - 10.5.6 Correlation between test and field results [Seite 601]
7.4.6.9 - 10.5.7 Failure mechanisms in the Weibull analysis [Seite 602]
7.4.7 - 10.6 Isochronous diagram [Seite 606]
7.4.8 - 10.7 Service quality [Seite 607]
7.4.8.1 - 10.7.1 Service creation [Seite 608]
7.4.8.2 - 10.7.2 Service engineering [Seite 608]
7.4.8.3 - 10.7.3 Service management [Seite 608]
7.4.9 - 10.8 Summary [Seite 610]
7.4.10 - References [Seite 610]
8 - Index [Seite 614]
2 - Preface to the 3 German-language Edition [Seite 8]
3 - Content [Seite 10]
4 - List of Abbreviations [Seite 20]
5 - 1 Introduction [Seite 24]
5.1 - References [Seite 32]
6 - Holistic Quality Management [Seite 34]
6.1 - 2 Total Quality Management [Seite 36]
6.1.1 - Content [Seite 36]
6.1.2 - 2.1 Introduction [Seite 37]
6.1.3 - 2.2 The term Total Quality Management [Seite 38]
6.1.4 - 2.3 Aspects of Total Quality Management [Seite 39]
6.1.4.1 - 2.3.1 Company policy, strategy and objectives [Seite 39]
6.1.4.2 - 2.3.2 Leadership [Seite 41]
6.1.4.3 - 2.3.3 People orientation and satisfaction [Seite 43]
6.1.4.4 - 2.3.4 Process orientation [Seite 44]
6.1.4.5 - 2.3.5 Customer orientation and satisfaction [Seite 45]
6.1.4.6 - 2.3.6 Result orientation [Seite 47]
6.1.5 - 2.4 Implementing Total Quality Management [Seite 49]
6.1.5.1 - 2.4.1 General approach [Seite 49]
6.1.5.2 - 2.4.2 Human Resources [Seite 50]
6.1.5.3 - 2.4.3 Quality programs and initiatives [Seite 52]
6.1.5.4 - 2.4.4 Performance assessment and TQM maturity [Seite 54]
6.1.6 - 2.5 Quality awards [Seite 54]
6.1.6.1 - 2.5.1 Deming Prize [Seite 56]
6.1.6.2 - 2.5.2 Malcolm Baldrige National Quality Award [Seite 57]
6.1.6.3 - 2.5.3 European Quality Award [Seite 58]
6.1.6.4 - 2.5.4 Ludwig- Erhard- Prize [Seite 61]
6.1.7 - 2.6 Quality programs, initiatives and tools [Seite 61]
6.1.7.1 - 2.6.1 Zero-defects program [Seite 61]
6.1.7.2 - 2.6.2 Six Sigma [Seite 63]
6.1.7.3 - 2.6.3 Continuous improvement [Seite 65]
6.1.7.4 - 2.6.4 Tools used in quality management [Seite 70]
6.1.8 - 2.7 Summary [Seite 74]
6.1.9 - References [Seite 74]
6.2 - 3 Quality Management Systems [Seite 78]
6.2.1 - Content [Seite 78]
6.2.2 - 3.1 Introduction [Seite 80]
6.2.3 - 3.2 Fundamentals of quality management systems [Seite 81]
6.2.4 - 3.3 Process-oriented quality management [Seite 86]
6.2.5 - 3.4 Quality management and standards [Seite 99]
6.2.6 - 3.5 Introducing QM systems [Seite 105]
6.2.7 - 3.6 Documenting QM systems [Seite 124]
6.2.8 - 3.7 Auditing and certification [Seite 135]
6.2.9 - 3.8 Integrated management systems [Seite 143]
6.2.10 - 3.9 Summary [Seite 155]
6.2.11 - References [Seite 155]
6.3 - 4 Quality and Information [Seite 160]
6.3.1 - Content [Seite 160]
6.3.2 - 4.1 Introduction [Seite 161]
6.3.3 - 4.2 Knowledge management [Seite 161]
6.3.4 - 4.3 Quality control loop and quality data base [Seite 173]
6.3.5 - 4.4 Computer assistance in quality management [Seite 193]
6.3.6 - 4.5 Overall summary [Seite 209]
6.3.7 - References [Seite 209]
6.4 - 5 Quality and Economic Efficiency [Seite 214]
6.4.1 - 5.1 Introduction [Seite 215]
6.4.2 - 5.2 Definitions of quality-based costs [Seite 215]
6.4.3 - 5.3 Types of quality cost accounting [Seite 218]
6.4.4 - 5.4 Quality-based costs as part of the accounting [Seite 224]
6.4.5 - system [Seite 224]
6.4.6 - 5.5 Objectives and functions of examinations [Seite 228]
6.4.7 - of quality-based costs [Seite 228]
6.4.8 - 5.6 Evaluating quality-based costs [Seite 229]
6.4.9 - 5.7 Value analysis [Seite 237]
6.4.10 - 5.8 Target Costing [Seite 242]
6.4.11 - 5.9 Summary [Seite 244]
6.4.12 - References [Seite 245]
6.5 - 6 Quality and the Law [Seite 248]
6.5.1 - 6.1 Introduction [Seite 250]
6.5.1.1 - 6.1.1 Consequences of insufficient quality [Seite 250]
6.5.1.2 - 6.1.2 Liability under civil law, [Seite 250]
6.5.1.3 - not responsibility under criminal law [Seite 250]
6.5.1.4 - 6.1.3 Liability only for original defects [Seite 252]
6.5.1.5 - 6.1.4 Fault and deficiency [Seite 252]
6.5.1.6 - 6.1.5 The case of the thrust strut [Seite 253]
6.5.2 - 6.2 Contractual liability [Seite 255]
6.5.2.1 - 6.2.1 Introduction [Seite 255]
6.5.2.2 - 6.2.2 Liability for breach of warranty [Seite 255]
6.5.2.3 - 6.2.3 Contractual liability for consequential damage [Seite 257]
6.5.2.4 - ("Liability due to positive breach of contract") [Seite 257]
6.5.2.5 - 6.2.4 Guarantee [Seite 258]
6.5.2.6 - 6.2.5 Claim to damages from a liable person [Seite 259]
6.5.2.7 - 6.2.6 Quality Assurance Agreement [Seite 259]
6.5.3 - 6.3 Non- contractual liability - meaning and intention [Seite 263]
6.5.4 - 6.4 Liability under the terms of the German Product Liability Act (ProdHaftG) [Seite 263]
6.5.4.1 - 6.4.1 Introduction [Seite 263]
6.5.4.2 - 6.4.2 Requirements for liability [Seite 264]
6.5.4.3 - 6.4.3 " Products" and " Putting into circulation" [Seite 264]
6.5.4.4 - 6.4.4 " Product Faults" [Seite 265]
6.5.4.5 - 6.4.5 The damage to be compensated [Seite 266]
6.5.4.6 - 6.4.6 Persons legally deemed liable [Seite 266]
6.5.4.7 - 6.4.7 Exemption from liability [Seite 267]
6.5.4.8 - 6.4.8 Further important provisions of the German Product [Seite 268]
6.5.4.9 - Liability Act (ProdHaftG) [Seite 268]
6.5.4.10 - 6.4.9 Summary [Seite 269]
6.5.4.11 - 6.4.10 Outcome in the thrust strut case [Seite 269]
6.5.5 - 6.5 Liability under the terms of § 823 Par. 1 German Civil Code (BGB) [Seite 271]
6.5.5.1 - 6.5.1 Introduction [Seite 271]
6.5.5.2 - 6.5.2 Requirements of liability [Seite 272]
6.5.5.3 - 6.5.3 Sphere of responsibility of the product manufacturer [Seite 273]
6.5.5.4 - 6.5.4 Liability of other persons under the terms of [Seite 275]
6.5.5.5 - § 823 Par. 1 BGB [Seite 275]
6.5.5.6 - 6.5.5 Damage to be compensated [Seite 276]
6.5.5.7 - 6.5.6 Limitation [Seite 276]
6.5.5.8 - 6.5.7 Summary [Seite 276]
6.5.5.9 - 6.5.8 Outcome in the thrust strut case [Seite 276]
6.5.6 - 6.6 Special liability provisions [Seite 278]
6.5.7 - 6.7 The relationship between individual principles of liability [Seite 278]
6.5.8 - 6.8 Obligation to safeguard quality [Seite 280]
6.5.8.1 - 6.8.1 Introduction [Seite 280]
6.5.8.2 - 6.8.2 Manufacturing or production faults under the terms of [Seite 280]
6.5.8.3 - § 823 Par. 1 BGB [Seite 280]
6.5.8.4 - 6.8.3 Scope and nature of inspection [Seite 281]
6.5.8.5 - 6.8.4 Liability of the manufacturer for services rendered by [Seite 283]
6.5.8.6 - externally employed staff (particularly components [Seite 283]
6.5.8.7 - suppliers) in relation to his/her product [Seite 283]
6.5.9 - 6.9 Burden of proof and collecting evidence [Seite 286]
6.5.9.1 - 6.9.1 Introduction [Seite 286]
6.5.9.2 - 6.9.2 Distribution of the burden of proof in relation to [Seite 287]
6.5.9.3 - manufacturing faults [Seite 287]
6.5.9.4 - 6.9.3 Collecting evidence (Documentation) [Seite 289]
6.5.10 - 6.10 Protection of the manufacturer [Seite 291]
6.5.10.1 - 6.10.1 Introduction [Seite 291]
6.5.10.2 - 6.10.2 Safety-oriented product and manufacturing [Seite 291]
6.5.10.3 - process design [Seite 291]
6.5.10.4 - 6.10.3 Contractual limitation of or exemption from [Seite 292]
6.5.10.5 - liability risks [Seite 292]
6.5.10.6 - 6.10.4 Insuring manufacturing risk [Seite 293]
6.5.11 - 6.11 Statutory and other product safety standards [Seite 294]
6.5.11.1 - 6.11.1 Introduction [Seite 294]
6.5.11.2 - 6.11.2 Safety standards regulated by law and [Seite 294]
6.5.11.3 - statutory regulations [Seite 294]
6.5.11.4 - 6.11.3 Other standards relating to product safety - [Seite 300]
6.5.11.5 - DIN, VDE, ISO and other standards [Seite 300]
6.5.12 - References [Seite 304]
6.5.13 - Further reading [Seite 304]
7 - Part B Quality Management in the Product Life Cycle [Seite 306]
7.1 - 7 The Early Phases of Quality Management [Seite 308]
7.1.1 - 7.1 Introduction [Seite 310]
7.1.2 - 7.2 Planning product characteristics [Seite 311]
7.1.2.1 - 7.2.1 Identifying customer requirements [Seite 317]
7.1.2.2 - 7.2.2 Planning technical specifications [Seite 324]
7.1.3 - 7.3 Planning the conditions for realization [Seite 327]
7.1.4 - 7.4 Quality management in virtual product and process verification, as exemplified by assembly planning [Seite 328]
7.1.4.1 - 7.4.1 Basis for virtual product and process support [Seite 329]
7.1.4.2 - 7.4.2 Computer-assisted methods of virtual product and process support [Seite 331]
7.1.4.3 - 7.4.3 Conclusion [Seite 334]
7.1.5 - 7.5 QM program planning [Seite 335]
7.1.6 - 7.6 QFD - Quality Function Deployment [Seite 336]
7.1.6.1 - 7.6.1 What is Quality Function Deployment? [Seite 337]
7.1.6.2 - 7.6.2 QFD Tools ( House of Quality) [Seite 337]
7.1.6.3 - 7.6.3 QFD in practice [Seite 342]
7.1.7 - 7.7 Rapid Quality Deployment [Seite 344]
7.1.7.1 - 7.7.1 Rapid Quality Deployment - The Aachen Model [Seite 344]
7.1.7.2 - 7.7.2 Summary [Seite 350]
7.1.8 - 7.8 TRIZ - Developing innovative products and processes [Seite 350]
7.1.8.1 - 7.8.1 Introduction to TRIZ [Seite 352]
7.1.8.2 - 7.8.2 Options for integration into Quality Engineering [Seite 354]
7.1.8.3 - 7.8.3 Application of the TRIZ method [Seite 354]
7.1.9 - 7.9 Design Review [Seite 361]
7.1.9.1 - 7.9.1 Definition of Design Review [Seite 361]
7.1.9.2 - 7.9.2 Types of Design Reviews [Seite 362]
7.1.9.3 - 7.9.3 Functions, objectives and execution [Seite 363]
7.1.10 - 7.10 Quality Evaluation (QE) [Seite 367]
7.1.11 - 7.11 Fault-Tree Analysis and related methods [Seite 369]
7.1.11.1 - 7.11.1 Structure of Fault-Tree Analysis [Seite 370]
7.1.11.2 - 7.11.2 The role of systems analysis as the basis for Fault-Tree Analysis [Seite 371]
7.1.11.3 - 7.11.3 Drawing up a fault tree [Seite 373]
7.1.11.4 - 7.11.4 Evaluating fault trees [Seite 374]
7.1.12 - 7.12 Design of Experiments (DoE) [Seite 376]
7.1.12.1 - 7.12.1 Approach to planning, conducting and evaluating experiments [Seite 377]
7.1.12.2 - 7.12.2 One-factor-at-a-time method [Seite 380]
7.1.12.3 - 7.12.3 Full factorial designs [Seite 381]
7.1.12.4 - 7.12.4 Fractional factorial designs [Seite 391]
7.1.12.5 - 7.12.5 Response surface designs [Seite 400]
7.1.12.6 - 7.12.6 Robustness [Seite 404]
7.1.12.7 - 7.12.7 Methods developed by Taguchi [Seite 406]
7.1.12.8 - 7.12.8 Methods developed by Shainin [Seite 407]
7.1.12.9 - 7.12.9 Optimal design theory [Seite 411]
7.1.12.10 - 7.12.10 Heuristic screening [Seite 412]
7.1.13 - 7.13 Failure Modes and Effects Analysis (FMEA) [Seite 414]
7.1.13.1 - 7.13.1 History of FMEA [Seite 415]
7.1.13.2 - 7.13.2 Types of FMEA [Seite 416]
7.1.13.3 - 7.13.3 Description of the method [Seite 417]
7.1.13.4 - 7.13.4 FMEA as teamwork [Seite 423]
7.1.13.5 - 7.13.5 Introducing the method into the company [Seite 424]
7.1.13.6 - 7.13.6 Benefits of FMEA [Seite 424]
7.1.13.7 - 7.13.7 Computer-assisted tools [Seite 426]
7.1.14 - 7.14 Statistical tolerancing [Seite 429]
7.1.14.1 - 7.14.1 Functions of statistical tolerancing [Seite 429]
7.1.14.2 - 7.14.2 Statistical tolerancing methods [Seite 430]
7.1.14.3 - 7.14.3 Example of a statistical tolerance calculation for individual dimensions with rectangular distribution [Seite 432]
7.1.14.4 - 7.14.4 Example of a statistical tolerance calculation for individual dimensions with normal distribution [Seite 436]
7.1.14.5 - 7.14.5 Cost Tolerance Sensitivity Analysis (CTSA) [Seite 437]
7.1.15 - 7.15 Inspection and test planning [Seite 442]
7.1.15.1 - 7.15.1 Functions of inspection and test planning [Seite 442]
7.1.15.2 - 7.15.2 Integration of test and inspection planning into the company [Seite 445]
7.1.15.3 - 7.15.3 Information flow in drawing up test and inspection plans [Seite 447]
7.1.15.4 - 7.15.4 Structure and contents of the test plan [Seite 448]
7.1.15.5 - 7.15.5 Procedure for drawing up test plans [Seite 448]
7.1.15.6 - 7.15.6 Test and inspection planning as a CAQ module [Seite 457]
7.1.16 - 7.16 Summary and outlook [Seite 460]
7.1.17 - References [Seite 460]
7.2 - 8 Quality Management in Procurement [Seite 470]
7.2.1 - 8.1 Introduction [Seite 471]
7.2.2 - 8.2 Procurement strategies [Seite 471]
7.2.3 - 8.3 Aspects of civil law [Seite 478]
7.2.4 - 8.4 Functions of quality management in procurement [Seite 480]
7.2.5 - 8.5 Quality Chain Management [Seite 498]
7.2.6 - 8.6 TQM in procurement [Seite 501]
7.2.7 - 8.7 Summary [Seite 503]
7.2.8 - References [Seite 504]
7.3 - 9 Quality Management in Manufacturing [Seite 506]
7.3.1 - Content [Seite 506]
7.3.2 - 9.1 Introduction [Seite 507]
7.3.3 - 9.2 Standards and guidelines [Seite 507]
7.3.4 - 9.3 Test-data acquisition [Seite 509]
7.3.4.1 - 9.3.1 Testing modes and methods [Seite 510]
7.3.4.2 - 9.3.2 Measurement and testing engineering [Seite 514]
7.3.4.3 - 9.3.3 Computer-assisted test-data acquisition [Seite 521]
7.3.5 - 9.4 Test-data evaluation [Seite 521]
7.3.5.1 - 9.4.1 Preparation, condensing and presentation of test data [Seite 523]
7.3.5.2 - 9.4.2 Indicators and indicator systems in test-data evaluation [Seite 528]
7.3.5.3 - 9.4.3 Use of test-data evaluation in companies [Seite 529]
7.3.5.4 - 9.4.4 Possible uses for the results of the test-data evaluation in the company [Seite 530]
7.3.5.5 - 9.4.5 Examples of the use of test-data evaluation [Seite 532]
7.3.6 - 9.5 Statistical Process Control [Seite 535]
7.3.6.1 - 9.5.1 Statistical process behavior [Seite 536]
7.3.6.2 - 9.5.2 Application of Statistical Process Control [Seite 539]
7.3.6.3 - 9.5.3 Boundary conditions for the use of Statistical Process Control [Seite 543]
7.3.7 - 9.6 Capability analyses [Seite 551]
7.3.7.1 - 9.6.1 Stability and capability of a process [Seite 551]
7.3.7.2 - 9.6.2 Defining machine and process capability [Seite 553]
7.3.7.3 - 9.6.3 Capability analysis - procedure and principles of calculation [Seite 553]
7.3.8 - 9.7 Management of inspection and test equipment [Seite 554]
7.3.8.1 - 9.7.1 Planning and procuring test instruments [Seite 558]
7.3.8.2 - 9.7.2 Administering test and inspection equipment [Seite 560]
7.3.8.3 - 9.7.3 Monitoring test equipment [Seite 567]
7.3.9 - 9.8 Summary [Seite 575]
7.3.10 - References [Seite 575]
7.4 - 10 Quality Management in Field Data Evaluation [Seite 580]
7.4.1 - Content [Seite 580]
7.4.2 - 10.1 Introduction [Seite 581]
7.4.3 - 10.2 Market research [Seite 583]
7.4.3.1 - 10.2.1 Surveys [Seite 583]
7.4.3.2 - 10.2.2 Observation [Seite 584]
7.4.3.3 - 10.2.3 Experiments [Seite 585]
7.4.4 - 10.3 Serial trials [Seite 585]
7.4.4.1 - 10.3.1 Simulation of individual types of loads [Seite 586]
7.4.4.2 - 10.3.2 Simulation of the environment [Seite 586]
7.4.4.3 - 10.3.3 Field tests [Seite 586]
7.4.5 - 10.4 Acquisition and processing of field data [Seite 586]
7.4.5.1 - 10.4.1 Sources of data [Seite 587]
7.4.5.2 - 10.4.2 Data acquisition [Seite 589]
7.4.5.3 - 10.4.3 Processing of field data [Seite 590]
7.4.6 - 10.5 Weibull analysis [Seite 594]
7.4.6.1 - 10.5.1 The Weibull distribution function [Seite 595]
7.4.6.2 - 10.5.2 The life span grid [Seite 596]
7.4.6.3 - 10.5.3 Determining the parameters of the [Seite 598]
7.4.6.4 - Weibull distribution [Seite 598]
7.4.6.5 - 10.5.4 Taking account of units which have not become [Seite 600]
7.4.6.6 - defective [Seite 600]
7.4.6.7 - 10.5.5 Taking account of other life span characteristics [Seite 600]
7.4.6.8 - 10.5.6 Correlation between test and field results [Seite 601]
7.4.6.9 - 10.5.7 Failure mechanisms in the Weibull analysis [Seite 602]
7.4.7 - 10.6 Isochronous diagram [Seite 606]
7.4.8 - 10.7 Service quality [Seite 607]
7.4.8.1 - 10.7.1 Service creation [Seite 608]
7.4.8.2 - 10.7.2 Service engineering [Seite 608]
7.4.8.3 - 10.7.3 Service management [Seite 608]
7.4.9 - 10.8 Summary [Seite 610]
7.4.10 - References [Seite 610]
8 - Index [Seite 614]
7.2 Planning product characteristics
Growing prosperity on one hand and the transition from a consumers' to a global buyers' market have pushed the quality of goods as a sales argument to the forefront (Fig. 7.2-1). It is clear that buyers no longer seek merely to satisfy basic requirements, but to fulfill their own personal aspirations in the purchase of a product. Companies can therefore only survive global competition if they can produce innovative, high-quality products [pf6]. The quality of a product must be seen as the fulfillment of all of the requirements relating to a product, which potential customers may or may not purchase. The primary function of quality planning - and of quality management in general - must therefore be to ensure that the product meets the customers' requirement profile as fully as possible. According to [gav], quality requirements can relate to seven different categories of product characteristics (Fig. 7.2-2).
"Fitness for use" describes the central functional characteristic of the product. In the case of a car, this would be transport with characteristics such as travel speed or fuel consumption. In the service sector, e.g. an airline, fitness for use relates to characteristics such as capacity and punctuality. This category of quality has measurable characteristics. Products in one performance class can be ranked objectively on the basis of their benefits.
Quality characteristics in the category "accessories" stand for additional benefits that the product offers. In the case of a car, this might be a satellite navigation system whereas in an aircraft it could be greater attention paid to first-class passengers. The border to utilization value is fuzzy. However, accessories offer the customers options and gratify their need for individuality. "Accessories" are therefore very open to highly subjective evaluation by the customer.
"Reliability" reflects the probability that a product will break down within a certain period of time. The characteristic quantity in this case is the interval between the occurrence of two undesirable events (MTBF or mean time between failures).
"Lifetime" describes both technological and economic aspects. The end of the technical lifetime is the point at which the product loses its fitness for use and at which repair, e.g. when a light bulb fails, no longer appears a viable option. Economic life time ends when the user, faced with repair costs, decides to invest in a new product. In this case, "lifetime" and "reliability" are very closely related.
Quality in the category of "conformity" corresponds to the traditional concepts of quality management, as the concurrence or conformity of the product with the specifications (tolerances). Conformity also describes the fluctuations within a set of products. The familiar "Friday afternoon car" is an example of weaknesses with regard to conformity.
The following two categories of product quality are the ones open to the highest level of subjective influence. The first one, namely the aesthetic characteristics of the product - the design, acoustics, taste or smell of a product - is clearly dominated by personal preference. The term "design" has fallen into a certain disrepute in recent years as a result of products that have been optically pleasing, but lacked the corresponding functionality.
Yet product design, in the sense of a function that has assumed a design, is frequently the only characteristic that can be used to distinguish between products which all meet the same technical standards. As such, it is an important quality characteristic. The quality "image" of a product is based on the untested assumption that the quality of a newly introduced product matches at least to the quality of the established products.
The likely lifetime is usually impossible to estimate on the basis of external impressions. The customer cannot make any truly valid statement until the utilization phase of the product has expired. The customer therefore decides on the basis of tangible alternative criteria such as the image of the manufacturer (brand name) or a promise made in an advertising campaign. Opinions about quality, the good reputation of a product or of the manufacturer then become more important than the quality of the product itself.
Growing prosperity on one hand and the transition from a consumers' to a global buyers' market have pushed the quality of goods as a sales argument to the forefront (Fig. 7.2-1). It is clear that buyers no longer seek merely to satisfy basic requirements, but to fulfill their own personal aspirations in the purchase of a product. Companies can therefore only survive global competition if they can produce innovative, high-quality products [pf6]. The quality of a product must be seen as the fulfillment of all of the requirements relating to a product, which potential customers may or may not purchase. The primary function of quality planning - and of quality management in general - must therefore be to ensure that the product meets the customers' requirement profile as fully as possible. According to [gav], quality requirements can relate to seven different categories of product characteristics (Fig. 7.2-2).
"Fitness for use" describes the central functional characteristic of the product. In the case of a car, this would be transport with characteristics such as travel speed or fuel consumption. In the service sector, e.g. an airline, fitness for use relates to characteristics such as capacity and punctuality. This category of quality has measurable characteristics. Products in one performance class can be ranked objectively on the basis of their benefits.
Quality characteristics in the category "accessories" stand for additional benefits that the product offers. In the case of a car, this might be a satellite navigation system whereas in an aircraft it could be greater attention paid to first-class passengers. The border to utilization value is fuzzy. However, accessories offer the customers options and gratify their need for individuality. "Accessories" are therefore very open to highly subjective evaluation by the customer.
"Reliability" reflects the probability that a product will break down within a certain period of time. The characteristic quantity in this case is the interval between the occurrence of two undesirable events (MTBF or mean time between failures).
"Lifetime" describes both technological and economic aspects. The end of the technical lifetime is the point at which the product loses its fitness for use and at which repair, e.g. when a light bulb fails, no longer appears a viable option. Economic life time ends when the user, faced with repair costs, decides to invest in a new product. In this case, "lifetime" and "reliability" are very closely related.
Quality in the category of "conformity" corresponds to the traditional concepts of quality management, as the concurrence or conformity of the product with the specifications (tolerances). Conformity also describes the fluctuations within a set of products. The familiar "Friday afternoon car" is an example of weaknesses with regard to conformity.
The following two categories of product quality are the ones open to the highest level of subjective influence. The first one, namely the aesthetic characteristics of the product - the design, acoustics, taste or smell of a product - is clearly dominated by personal preference. The term "design" has fallen into a certain disrepute in recent years as a result of products that have been optically pleasing, but lacked the corresponding functionality.
Yet product design, in the sense of a function that has assumed a design, is frequently the only characteristic that can be used to distinguish between products which all meet the same technical standards. As such, it is an important quality characteristic. The quality "image" of a product is based on the untested assumption that the quality of a newly introduced product matches at least to the quality of the established products.
The likely lifetime is usually impossible to estimate on the basis of external impressions. The customer cannot make any truly valid statement until the utilization phase of the product has expired. The customer therefore decides on the basis of tangible alternative criteria such as the image of the manufacturer (brand name) or a promise made in an advertising campaign. Opinions about quality, the good reputation of a product or of the manufacturer then become more important than the quality of the product itself.
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