Tool and Manufacturing Engineers Handbook – Volume VII – Continuous Improvement
Tool and Manufacturing Engineers Handbook – Volume VII – Continuous Improvement
FOURTH EDITION
A reference book for manufacturing engineers, managers, and technicians
Ramon Bakerjian, CMfgE
Handbook Editor
Philip Mitchell, CMfgT
Staff Editor
Produced under the supervision of the SME Reference Publications Committee in cooperation with the SME Technical Divisions
CONTENTS
VOLUME VII-CONTINUOUS IMPROVEMENT
Symbols and Abbreviations . xi
Continuous Improvement . 1.1
Total Quality Management 2-1
Continuous Improvement Teams . 3-1
Continuous Improvement and Training 4-1
Implementing Continuous Improvement . 5-1
Supplier Involvement in Continuous Process Improvement Efforts . 6-1
Benchmarking 7-1
Activity-Based Costing . 8-1
Deming, Juran and Taguchi . 10-1
Process Appraisal . 11-1
The Role of IS0 9000 in Continuous Improvement 12-1
The Baldrige Criteria as a Self-Assessment Tool 13-1
General Productivity Improvement .14-1
Total Productive Maintenance . 15-1
Machining . 16-1
Forming . 17-1
Finishing 18-1
Assembly 19-1
Accident Prevention and Continuous Improvement 20-1
Continuous Improvement and Just-in-Time 9-1
Index . 1-1
ixSYMBOLS AND
ABBREVIATIONS
The following is a list of symbols and abbreviations in general use throughout this volume. Supplementary and/or derived units, symbols,
and abbreviations that are pectrliw to specific subject matter are listed within chapters.
A-B
ABC
ABM
ABS
ABX
AC
ADA
AFAQ
AFNOR
AIAG
ANOVA
ANSI
ANSI/ASQC
Q90 series
APQC
AQAP-1
ARP
ASME
ASQC
ASTM
AWS
BEST
BOM
BPR
BSI
BTU
Activity-based costing
Activity-based management
Anti-braking system
Activity-based information
Alternating current
Americans with Disabilities Act
Association Francaise pour L’Assurance de la
Qualite
Association francaise de normalization
Automotive Industry Action Group
Analysis of variance
American National Standards Institute
US equivalent of the ISO 9000 series
American Productivity and Quality Center
Allied Quality Assurance Publication I
Activity-requirement planning
American Society of Mechanical Engineers
American Society for Quality Control
American Society for Testing and Materials
American Welding Society
Burr, Edge, and Surface conditioning
Technology division of SME
Bill of materials
Business process reengineering
British Standards Institute
British thermal unit
C-D-E
C&E
CAM-I
CARC
CASCO
CASE
CBN
CBT
CCT
CD
CDCF
CDT
CE
CED
CEN
CENENLEC
CI
Cause and effect (diagram)
Computer-Aided Manufacturing-International
Chemical agent resistant coating
Committee for Conformity Assessment
Conformity Assessment System Evaluation
Program
Cubic boron nitride
Computer-based training
Competitive cycle time
Committee draft
Continuous dress creep-feed
Cumulative trauma disorder
Mark European Community Mark
Cathodic electrodeposition
European Committee for Standardization
European Committee for Electrotechnical
Standardization
Continuous improvement
CIE
CIM
CIP
CIUG
cm
CM
CMM
CMMS
CNC
CPI
CPSC
CTD
CVD
DC
DESC
DFARS DOD
DFM
DHHS
DIN
DIS
DITI
DOC
DOD
DOE
DOT
DRF
EAC
EC
ECC
ECN
EDA
EDI
EEA
EFTA
EN 29000
series
EN
ENV
EOQ
EOQ
EOTA
EOTC
EPA
EQNET
Computer-integrated enterprise
Computer-integrated manufacturing
Continuous improvement process, continuous
improvement program
Continuous improvement users group
centimeter
Cell manufacturing
Coordinate measuring machine
Computerized maintenance management
systems
Computer numerical control
Corrugated plate interceptors
Consumer Product Safety Commission
Regulations, U.S. Govemment,19-22 (Fig. 19-16), 19-24,
19-25 (Fig. 19-27), 19-26 (Fig. 19-29)
tooling, 19-21
centrifugal, 19-24
hoppers. 19-26
muff ling, 19-25
orientation, 19-22, 19-23 (Fig. 19-17
through 19-26), 19-26 (Fig. 19-28)
selecting, 19-20
stands, 19-26
autodeposition, 18-43
deburring and surface conditioning, 18-41
electrocoating, 18-14
honing, 18-35
induction heating, 18-27
machinery, 18-3
Finishing, 18-1
G
Geometric control, 14-4 (Fig. 14-3), 14-6
(Fig. 14-5), 14-12 (Fig. 14-10)
H
Histograms, 1-12, 10-16 (Fig. 10-7)
History of continuous improvement, 1-3
Honing, 18-35
abrasive selection, 18-35
bore errors, 18-36 (Fig. 18- 13)
cross-hatch pattern, 18-36
cutting pressure versus cost, 18-38
fluids, 18-38
honed and bored cylinder, 18-36
machine selection, 18-39, 18-40 (Fig.
spindle speed, 18-35, 18-37 (Fig. 18- 16)
statistical proccss control, 18-39
stock removal rate, 18-37 (Table 18-5);
18-38 (Table I8-7), 18-40 (Table 18-10)
surface finish, 18-37, 18-39 (Table 18-9),
18-40 (Fig. 18-19)
time required, 18-38 (Table 18-6)
(Table 18-8)
(Fig. 18-14 and 18-15)
18-21), 18-41 (Fig. 18-22, 18-23, 18-24)
Hook and loop fasteners, see Fasteners
House of quality, 2-12 (Fig. 2-8)
I
Implementing continuous improvement, 5-1
assuring success, 1-13
communication, 5- 17
cultural change, 5-16, 5-17 (Fig. 5-8)
flawed approaches, 5-16
flowcharts, 5-6 (Fig. 5-2)
issues and traps, 5-15
management behavior, 5- 18
planning, 5- 1
checklist, 5-7 (Fig. 5-3)
organizational issues, 5-7
preparation, 5-4
purpose, 5-2
methodologies, 5-5
principles, 5-14 (Fig. 5-7)
recognition and rewards, 5-17
rules, 5-8
standards and measures, 5-18
strategies, 5-1 1 (Fig. 5-5)
techniques, 5-12 (Fig. 5-6)
training, 5-17
user groups, 5-18, 5-21 (Fig. 5-1 1)
benefits, 5-19
small firms, 5-19
“storyboard,” 5-20 (Fig. 5-10)
vision, mission, and values, 5-8
Importance of continuous improvement, 1-4
Induction heating, 18-24
coils, 18-27
equipment, 18-28
power supplies, 18-26
process controls, 18-26
work handling, 18-28
workstations, 18-26
recognizing process variables, 16-19
key system components, 16-I9
the grinding cycle, 16-20
types of in-process gaging systems, 16-20
gap control systems, 16-20
in-process considerations, 16-20
measuring for machining, 16-21
conceptual foundations, 12-3
effect of registration, 12-5
guidelines, I2- 10
improvement, I 2-4
In-process gaging systems, 16-19
I S 0 9000, 1-9, 12-1
documentation, 12-4
problem prevent ion, 12-5, 12-7
records, 12-4
registration, 12-9
standards, 12-2 (Table 12-1)
supplemental standards, 12-10
support for continuous improvement. 12-2
terminology, 12-4 (Table 12-2)
Interfaces machine toolicutting tool, 16-36
accurate toolholding, 16-36, 16-37
(Figs. 16-34 and 16-35)
precision clamping, 16-37, 16-38
(Figs. 16-36 and 16-37)
in-between adaptation, 16-37
J
Joints, see Brazed and soldered joints
Juran, Joseph M., 1-5, 10-11
philosophy, 10-1I
identifying customers, 10-13
quality control, 10-12
quality improvement, 10-12
system components, 10-14 (Fig. 10-4)
(Fig. 10-2)
Just-in-Time, 9-1
elements of, 9-2
human/people issues, 9-5
implementation, 9-7
organization issues, 9-6
technical issues, 9-3
U-line layout, 9-4 (Fig, 9-2)
scheduling, 9-6 (Fig. 9-4)
K
Kaizen, 1-6
Kinematic control, 14-4 (Fig. 14-4)
1
Laser processing, 16-54
(Fig. 16-53)
autofocus, 16-54 (Fig. 16-52), 16-55
part programming, 16-55
coordination of beam characteristics and
positioning systems, 16-55 (Fig. 16-54)
orbital nozzle assembly, 16-56 (Fig. 16-55)
use of inert gases, 16-56
welding-laminar barrier inerting, 16-56
(Fig. 16-56)
1-2INDEX
cutting-high pressure inert assist, 16-56
Laser welding, see Welding
Machining coolants, 16-57
improving quality and productivity through
filter media selection criteria, 16-57
filter media physical properties, 16-57
filter media manufacturing process characteristics, 16-57, 16-58 (Fig. 16-57),
16-58 (Fig. 16-58), 16-59 (Fig. 16-59)
filter media composition characteristics,
16-59, 16-61 (Fig. 16-60)
evaluating filter media, 16-60, 16-62 (Fig.
16-61), 16-63 (Figs. 16-62 and 63)
comparative study sequence, 16-62
statistical analysis of evaluation results,
16-62, 16-65 (Fig. 16-64), 16-66
(Figs. 16-65 and 66)
sludge evacuation to eliminate coolant
wastes, 16-64, 16-69 (Fig. 16-67)
on site clean up of small volumes of oily
wastes, 16-68
filter media selection, 16-57
Machining centers, 14-32 (Fig. 14-17), 14-33
Macro design, 8-25 (Fig. 8-31)
Maintenance, 15-1 , 20-3I
Management, 14-18
(Fig. 14-18), 14-33 (Fig. 14-19)
see also Total Productive Maintenance
constraint-based, 14-19
global versus local, 14-18
scheduling, 14-22, 14-26, 14-34
Manufacturing Resource Planning I1
flowchart, 19-12 (Fig. 19-19)
Material flow, 20-14, 20-15 (Fig. 20-lo),
(Fig. 14-20)
20-16 (Figs. 20-1 1 and 20-12), 20,16, 20-17
(Fig. 20-13 through 20-15)
analyzing, 20-16, 20-18 (Fig. 20-16),
20- I9 (Fig. 20-I7 and 20-18), 20-20
(Fig. 20-19)
evaluation chart, 20-22 (Fig. 20-23)
From-to chart, 20-21 (Fig. 20-21)
patterns, 20-26 (Fig. 20-29)
relationship chart, 20-24 (Fig. 20-25)
diagrams, 20-25 (Figs. 20-26 and
20-27), 20-26 (Fig. 20-28)
Mechanisms for continuous improvement,
12-5, 12-6 (Fig. 12-3)
contract review, 12-7
corrective action, 12-6
design control, 12-8
handling, storage, packaging, 12-8
inspection and test, 12-8
internal quality system audits, 12-7
management review, I 2-7
process control, 12-6
training, 12-8
Metal stamping, 17-I
automation, 17-4
blanking operations, 17-1
equipment selection, 17-I
lubrication, 17-2
miscellaneous considerations, 17-8
press, die, and operator protection, 17-7
production rate, 17-6 (Fig. 17-3)
quick die change, 17-3
rolling bolster operations, 17-5 (Fig. 17-2)
strip utilization, 17-2 (Fig. 17-1)
MRP I1 see Manufacturing Resource
Planning I1
Need for further advancement, 16-49
high speed machining, 16-49
interfaces machine toolkutting tool, 16-50
cutting tool material, 16-52, 16-53 (Fig.
(Fig. 16-50)
16-51)
0
Optimization, 14-19 (Fig. 14-14)
Optimizing processes and parameters, 16-38
single step-machining, 16-38
one pass-machining, 16-39, 16-40
(Figs. 16-38 and 16-39)
proactive finetuning, 16-39, 16-41
(Fig. 16-40)
Overall equipment effectiveness, 19-11
(Fig. 19-8)
P
~ ~ _ _ _ _ _
Paint and Painting, 18-4
conveyor loading, 18-9 (Table I8-2), 18-13
efficiency, 18-7
electrostatic, 18-10 (Fig. 18-1), 18-11
(Fig. 18-2)
environmental concerns, 18-7
film testing, 18-20
hose volume, 18-12 (Table 18-3)
improvement, 18-6
performance characteristics, 18-22, 18-24
pretreatment, 18-4
quality control 18-22
quality assurance, 18-22, 18-24
system analysis, 18-8
variables, 18-8 (Table I8- I )
systems, 18-6
testing, 18-20, 18-24 (Table 18-4)
waste minimization, 18-7
(Table 18-4)
Parts feeders, see Feeders
Performance indicators, 7-5 (Fig. 7-3)
Performance monitoring, 1 1-4
Plan-do-check-act cycle, 1-5, 1-6
Planning, 5- I
Power brushes, 18-29
abrasive-filled nylon, 18-31
advantages, 18-29
applications, 18-30 (Fig. 18-5)
compared to abrasive wheel, 18-32
(Fig. 18-11)
design, 18-29
performance variables, 18-32 (Fig. 18-10)
recommended surface speeds, 18-32
types, 18-29, 18-30 (Fig. 18-6)
when to use, 18-31
wire, 18-30, 18-31 (Fig. 18-7, Fig. 18-8)
Practices of continuous improvement, 1-5
best practices, 1-8, 7-1
plan-do-check-act cycle, 1-5, 1-6
Juran approach, 1-5
Kaizen, 1-6, 1-8
Taguchi approach, 1-7
Press forging, 19-36
components, 19-36
hydraulic clamping, 19-37, 19-38
measurement, 1 1-6
(Fig. 18-9)
(Figs. 19-37, 19-38), 19-40 (Figs. 19-39,
19-40), 19-41 (Fig. 19-41), 19-42
(Fig. 19-42)
improving precision, 19-41, 19-42
(Figs. 19-43, 19-44), 19-44 (Figs. 19-45,
19-46), 19-45 (19-47), 19-46 (Figs.
quick change tool system, 19-36, 19-37
(Figs. 19-35, 19-36), 19-39, 19-43
(Fig. 19-44)
19-48, 19-49)
Preventive maintenance, 14-28
Probability, 10-17 (Fig. 10-8)
Problems
Problem solving, 19-8 (Fig. 19-5)
Process Appraisal, 11-1
cause and effect diagram, 11-7 (Fig. 11-7)
complexity, 11-8
correcting problems, 11-5
factors, 11-4 (Fig. 11-4)
innovation, 11-8, 11-9 (Fig. 11-8)
integration, 11-1 1
management support, I 1-1 1
measurement, I 1-6
model, 11-2 (Fig. 11-1)
monitoring performance, 1 1-4
optimization, 11-9
production, 1 1-3 (Fig. 1 1-2)
understanding, 1 1-2
universal factors, 1 1-4 (Fig. 1 1-3)
viewpoint, 11-1
waste, 11-8
correcting and preventing, 11-5
Process development, 19-1, I 9-2 (Fig. 19-1)
Process Capability Index, 19-4 (Fig. 19-2)
Process chart, 20-20 (Fig. 20-19)
Process improvement opportunities, 6-7
Process improvement pointers, 16-7
machining aspects, 16-7
machine tool aspects, 16-7
setup and workholding aspects, 16-7
process planning aspect, 16-8
work material condition, 16-8
value-added concept, 16-8, 16-9 (Fig. 16-
6), 16-10 (Fig. 16-7), 16-11 (Fig. 16-8),
16-12 (Fig. 16-9), 16-13 (Fig. 16-10),
16-14 (Fig. 16-1I ) , 16-15 (Figs. 16-12
and 16-13)
Process re-engineering, 8-22 (Fig. 8-29), 8-27
Product definition, 14-1, 14-7
Focus, 14-4
Implementation, 14-9
(Fig. 8-33)
Product realization cycle, 12-3 (Fig. 12-1)
Productivity, 14-1
Project management, 1- 13
Q
QFD, See: Quality Function Deployment
Quality
improvement, 10-12
planning for, 10-7
program maturity, 15-2 (Fig. 15-1)
benefits, 18-24
service report, 18-25 (Fig. 18-4)
Quality assurance programs, 18-22
Quality Assurance Standards, 12-2, (see also
Quality by design, 14-25
Quality control, 5-10 (Fig. 5-4), 10-12, 10-15
tools, 2-10 (Fig. 2-6), 2-1 1 (Fig. 2-7),
ISO-9000)
(Fig. 10-6)
2- 12 (Fig. 2-8)
Quality cost, see: Cost of Quality
Quality Function Deployment, 1-12, 6-7, 19-9
Quality system requirement, 12-4 (Fig. 12-2)
Quick die change, 17-3
(Fig. 19-6)
1-3INQEX
Recognition and reward, 5-17
Re-correcting, 14-21
Refined tooling modules, 16-32,16-33
(Fig. 16-29),16-34(Figs. 16-30and 16-31)
modular design, 16-32
toolbody, 16-35(Fig. 16-32),16-36
(Fig. 16-33)
Risk, 14-35(Fig. 14-21),14-38
S
Safety, 17-7,20-1, 20-3, 20-43;see also
Accidents
falls, 20-43
hazard elimination, 20-45
housekeeping, 20-33
Job Safety Analysis, 20-34,20-37
(Fig. 20-34)
benefits, 20-36
procedures, 20-36
layout planning, 20-13
lockoutitagout, 20-36,20-38(Fig. 20-35)
loss control, 20-39
machines, 20-30,20-3I , 20-33
20-34(Fig. 20-33)
guards, 20-31 , 20-32(Fig. 20-32),
tips, 20-33
planning checklists, 20-25,20-27
(Fig. 20-30),20-29(Fig. 20-31)
policies, 20-45
product safety, 20-39
audits, 20-42
communications, 20-40
recalls, 20-41
protective equipment, 20-33, 20-44, 20-44
(Table 20-2)
enforcing use, 20-45
inspection and maintenance, 20-45
selecting, 20-45
training, 20-45
Scattergrams, 1- I 2
Self-assessment, 13-I (see also Baldrige
National Quality Award)
lessons learned, 13-14
perspectives, 13-16
uses of, 13-3
consensus, I3-13
dekelop next steps, 13-14
develop and define expectations, 13-13
drafting the Baldrige application, 13-13
feedback, 13-14
opportunities for improvement, 13-14
review, 13-13
scoring, 13-13
site visit, 13-14
training in evaluation processes, 13-I3
versus continuous improvement, 13-12
applications, 14-33
extended to suppliers, 14-28
for scheduling, 14-34(Fig. 14-20)
getting started, 14-34
history, 14-32
in decision making, 14-31
in process control, 14-28
limitat ions, 14-27
machining centers, 14-32(Fig. 14-17),
Shop floor management, 14-18,14-30,14-40
Soldering, see Brazed and soldered joints
SPC, see: Statistical Process Control
Standards, 14-1,14-10(Fig. 14-9),14-30
Simulation, 14-24,14-24(Table 14-1)
14-33(Fig. 14-18),14-33(Fig. 14-19)
(Fig. 14-22)
ANSI Y14.5M,14-1
Standards and measures, 5-I8
Statistical Process Control, 18-39
Stringent finish requirements, 16-42
tight tolerances, smooth surface finishes,
16-42(Fig. 16-41),16-43(Fig. 16-42),
16-44(Fig. 16-43),16-45(Fig. 16-44)
six sigma and cPk-manufacturing, 16-45
(Fig. 16-45),16-46(Fig. 16-46),16-47
(Fig. 16-47),16-48(Fig. 16-48)
first part/good part, zero defectproduction, 16-46,16-48(Fig. 16-49)
Suppliers, 6-1
certification, 6-1, 6-2(Fig. 6-l),6-4
contract, 6-6
evaluation criteria, 6-3(Fig. 6-2)
performance, 6-3
reducing the number, 6-6
support, 6-6
visits, 6-3
choosing a method, 18-33
finishing stone, 18-34(Fig. 18-12)
(Fig. 6-3),6-7
Surface improvement technology, 18-33
System of profound knowledge, 10-8
T
Taguchi, Genichi, 1-7,1-9,10-14
quality control processes, 10-15 (Fig. 10-6)
reduction of variability, 10-14
formation and growth, 3-4,3-5 (Fig. 3-5)
paradigm, 3-I
performance, 3-6
Teams and teamwork, 3-1
cultural integration, 3-I2
diagnosis, 3-7,3-9(Fig. 3-8)
direction, 3-10, 3-10(Fig. 3-9)
improvement, 3-7,3-9 (Fig. 3-7)
redesign, 3-11 , 3-11 (Fig. 3-10)
review and recycle, 3-12
support structure, 3-12
requirements, 3-1
Tools of continuous improvement, I – 11
benchmarking, 1- 13,7-1, 8-24
capability studies, 1 – 12
checksheets, 1-12
control chart, 1 – 1 1
design of experiments, 1-12
failure mode and effects analysis, 1- 12
fishbone diagrams, 1- I I
histograms, 1-12
project management, 1-I3
Quality Function Deployment, 1- 12
scattergrams, I – 12
equipment effectiveness, 15-4
Total Productive Maintenance, 15-1
calculation, 15-5 (Fig. 15-3),15-6
(Fig. 15-41
measuring, 15-4
overall, 15-4
inspection forms, 15-7(Fig. 15-5), 15-9
planning, 15-6
stages, 15-3 (Fig. 15-2)
training, 15-9
history, 2-1
philosophy, 2-8
responses, 2-4
Total Quality Management, 2-1, I9-I 2
American, 2-4
crossfunctional management, 2-5
Japanese, 2-4
Deming’s 14points, 2-14(Table 2-4)
quality control tools, 2-10(Fig. 2-6),2-11
techniques, 2-9 (Table 2-2),2-13 (Table
(Fig. 2-7),2-12(Fig. 2-8)
2-3)
tools, 2-10(Fig. 2-6),2-11 (Fig. 2-7),
2-12(Fig. 2-8)
technology, 2-8
Total quality organization, 3-1
Tolerance refinement, 14-10 (Fig. 14-8)
TPM, see: Total Productive Maintenance
TQM, see: Total Quality Management
Training, 4-1,5-17
analysis, 4-8
capturing data, 4-8 (Fig. 4-5)
key roles, 4-8
purpose, 4-8
as a result of CI, 4-2
best approach, 4-3
costs, 4-5 (Fig. 4-2)
levels of learning, 4-4(Fig. 4-1)
delivery strategies, 4-6 (Table 4-2)
design, 4-9
development, 4-6,4-9
levels of improvement, 4-2
pilot-test, 4-10
products, 4-1
project planning, 4-7
key roles, 4-7
revision and release, 4-10
to support C1 efforts, 4-5
u
Unification of quality, time, and cost data,
User groups, 5-18
8-31
v
Variability reduction, 10-4
Vision, mission, and values, 5-8
w
Waste, 9-2, 9-3 (Fig. 9-1), 11-8
minimization, 18-7
Waste elimination, 14-24
extended to suppliers, 14-28
opportunities for improvement, 14-25
laser, 19-45,19-47(Fig. 19-50),19-48,
19-49(Fig. 19-51),19-50(Fig. 19-52)
material considerations, 19-47
optimizing, 19-48
seam welds, 19-51 (Fig. 19-53)
workholding technologies for continuous
advantages of preset workholding, toolWelding, 19-45
Workholding, 16-12
improvement, 16-12
holding, and part registration to reduce
setup time, 16-16
Workplace design, 20-7,20-8(Table 20-I),
20-13,20-20(Fig. 20-20), 20-21 (Fig. 20-
22), 20-23(Fig. 20-24);see also facility layout
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