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DT 2.9
Unfinished
| Question | Answer |
|---|---|
| Pre-production QA | CAD, working drawings with tolerances, mock-up models, client feedback, peer review, templates/jigs/fixtures made |
| Production QC | Flexible measuring equipment, machine tooling and equip checs, assembly checks of multiple components, checking finish, tolerance dimension checks using fixed specific measuring systems (e.g. go/no go) Number embossed on glass moulds to trace issues |
| Production QA | Only source from suppliers with ISO 9001. Setting temp ranges for moulding to ensure effective cavity filling and cooling speeds. Rigid maintenance schedules |
| Why QA good | As effectiveness of QA goes up, number of QC issues and waste products will decrease |
| Examples of CAD QA | CAD checking fit together. FEA (although some environ conditions may not be modelled - flawed). CFD (e.g. Mould Flow Analysis to ensure correct cooling and channel widths for the time required) |
| TQM | Total Quality Management - project management system focusing on QA through the full involvement of the workforce in continual improvement Value workforce views/participation in teams to problem solve All procedures clearly communicated to workforce |
| Scrum | Agile manufacture. Teams reach goals in short timescale 'sprints', attending daily scrum updates where individuals feed back progress towards team goal and issues, updating distribution of tasks. Regular meetings so quick consumer demand response |
| Multiple part moulds | Mean manufacturers can replace components independently |
| Six Sigma | Motorola 1980s. Reduce defective products to less than 3.4/million. Using DMAIC. Needs specific target (e.g. reduce costs) Structured framework to reduce variation in performance through monitoring |
| DMAIC | Define: what issue in process? Measure: measure extent of issue Analyse: Determine where issues occur Improve: Procedures to rectify issues identified Control: Ensure modified procedures implemented and maintained through effective QA |
| Lean manufacture | Systematic approach to eliminate waste from product production. Waste = anything not benefiting client, given the name 'muda'. The 7 forms of muda are given by TIMWOOD |
| T of TIMWOOD | Transport - risk of damage/loss, delaying production - reduce distance travelled |
| I of TIMWOOD | Inventory - main aim of JiT is to reduce inventory (raw materials and finished goods) on site. Risk of damage/loss of value, may delay final sales |
| M of TIMWOOD | Movement - of employees and equipment. Increases production time and should be minimised. |
| W of TIMWOOD | Waiting - if processes not split evenly in terms of time, products or workers may be waiting |
| O of TIMWOOD | Over production - major part of JiT is lack of storage. Overproduction 'just in case' needs extra storage and there is a risk they are never sold, wasting investment in materials and production. |
| O of TIMWOOD | Over processing - correct equipment for each process - investment in machinery must be justified - get a cheaper model if it's still sufficient |
| D of TIMWOOD | Defects - any defective product must be removed. key within Six Sigma and relies on effective QC and QA |
| Lean Six Sigma | Six Sigma on reducing variation. Lean manufacture on forms of inefficiency. By combining both, max benefit for consumer. |
| Critical path | Longest time path of a CPA (the main time path everything branches from). Time can be saved by doing parallel processing - aided by creation of sub-assemblies where separate parts made at once to be assembled later. |
| What do you need for a CPA | List of all activities, estimate of time of each stage, understanding of dependencies, specific deadlines for stages/items |
| CPA basis | Earliest start time and Latest finish time (EST in top right and LFT in bottom right) |
| Material checks QC | Compliance with manufacturer specification. Visual on the material *and data sheets* Chemical analysis on small volumes e.g. moisture Colour matching pigments |
| Interval sample testing | Small sample of products removed from production line to the QC department - checks not fast enough to keep up with production line |
| Micrometers vs Vernier | Small components only as the jaws restrict maximum measurement, but go to 0.01mm unlike Vernier's 0.02 Also limited to external dimensions unlike Verniers external, internal, and depth |
| Go/no go gauge | Quicker than flexible and do not have to check for accurate reading. Little training needed. Doesn't need adjustment or recalibration. |
| CMM | Co-ordinate measuring machinery e.g. probe scanner Check range of predefined measurements on finished components. Extremely high accuracy and data automatically compared against 3D CAD model and logged on computer system |
| Non-contact laser scanning | Type of CMM Allows for far greater number of dimensions - thousands of readings per second. True comparison with CAD model and 3D cad models can be produced from the scan. Reflection of laser off surface of product |
| CMM on tooling | Can be used to check dimensional accuracy during maintenance - helps to update QA procedures setting regularity of tool changes |
| Non-Destructive Testing (NDT) | Methods to check internal material structure, often after joining processes e.g. welding X-ray and ultrasound mainly - check for refraction Essential testing when joint failure major safety issue Ultrasonic safer than X-ray - radiaiton |
| QA definition | Procedures and polies put in place to reduce waste and ensure manufactured products are produced accurately within set tolerances |
| CPA definition | A project management method used to analyse all individual stages within a project and plan the effective and time efficient completion of each element within the desired schedule |
| QC definition | The monitoring, checking, and testing of materials, components, equipment, and products throughout production to ensure they conform to acceptable tolerances |
Created by:
Pyrogearos2