Operation Quality

By Stephen A. Sawzin

BOOK JACKET SUMMARY

While working at several companies, Mr. Sawzin presented training on Quality Management, Statistical Process Control, Computer Aided Design, Geometric Dimensioning and Tolerancing, Problem Solving and Decision Making, and New Engineer Employee Orientation. The training included the presentation of works by Deming, Moen, Crosby, Kepner-Tregoe, ANSI Y14.5 and others. During this time Mr. Sawzin observed that not one quality technique can stand alone. Process Improvement requires the use of all these techniques. This book presents how to use these techniques coordinated together to improve a process. Mr. Sawzin has spent a life working career on applying training and quality research in real life applications and work environments. During this time Mr. Sawzin has proven the intent of these techniques and theories in real work applications while working with factory and office workers, and as a trainer, Standards Engineer, New Product Engineer, Design Draftsman, and Tool Designer. Mr. Sawzin shows these applications within this book.

SAWZIN PRESENTATIONS & PUBLICATIONS

"Developing a Computer Graphics Training Program" IEEE Computer Graphics and Applications. November 1983.

CADAM Users Exchange. Presented seminars and workshops on developing structured training program applied to CADAM. November1982, September 1983.

"Cost Effectiveness - A model for assessing the Training Investment". Training and Development Journal. American Society for Training and Development. January 1978.

"Training, What's It Worth" Training and Development Journal. American Society for Training and Development. August 1976.

"Effects of Structured Versus Unstructured Training on the Performance of Semi-Skilled Production Workers" Industrial Training Research Project. Bowling Green State University-John Manville Corporation. 1974.

EDUCATION

Bowling Green State University, Bowling Green, OH

M.Ed. - Career and Technology Education, 1974

B.S. - Technology. Major: Engineering Design, 1972

Lorain County Community College, Elyria, Ohio

A.A.S - Engineering Graphics Design Technology, 1970

• Language: English
• Publisher: Christian Faith Publishing, Inc.
• Release date: Jul 17, 2023
• ISBN: 9798887517353

Book preview

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Operation Quality

Stephen A. Sawzin

ISBN 979-8-88751-734-6 (paperback)

ISBN 979-8-88751-735-3 (digital)

Copyright © 2023 by Stephen A. Sawzin

All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods without the prior written permission of the publisher. For permission requests, solicit the publisher via the address below.

Christian Faith Publishing

832 Park Avenue

Meadville, PA 16335

www.christianfaithpublishing.com

Printed in the United States of America

Table of Contents

Preface

Acknowledgments

Introduction

Quality Writers: Review of the Literature

Putting All the Above Together to Improve a Process

Systems Approach to Process Improvement and Employee Training

Creativity, Knowledge, Being Different, Open Mind

Killing and Preventing Process Errors and Defects

Case Studies

Summary

Appendix A

Appendix B

Crosby's Process Model Worksheet

Appendix C

Moen and Nolan

Current Knowledge Worksheet (p. 1)

Appendix C

Moen and Nolan

Current Knowledge Worksheet (p. 2)

Appendix C

Moen and Nolan

Current Knowledge Worksheet (p. 3)

Appendix C

Moen and Nolan

Current Knowledge Worksheet (p. 4)

Appendix D

Moen and Nolan

Improvement Cycle Worksheet (p. 1)

Appendix D

Moen and Nolan

Improvement Cycle Worksheet (p. 2)

Appendix D

Moen and Nolan

Improvement Cycle Worksheet (p. 3)

Appendix D

Moen and Nolan

Improvement Cycle Worksheet (p. 4)

Appendix E

Case Study

Appendix E

Appendix E

Appendix E

Concurrent Engineering Process Replaces the Existing Up-Front Review Process

Case Study

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Procedure 38

Old Up-Front Review Process

Appendix E

Concurrent Engineering

Improvement Project Timeline

Appendix E

Concurrent Engineering

Improvement Project—Proposed Objectives

Appendix E

Concurrent Engineering

Improvement Project—Proposed Objectives

Appendix E

Concurrent Engineering

Improvement Project—Proposed Objectives

Appendix E

Concurrent Engineering

Improvement Project—Proposed Objectives

Appendix E

Appendix E

Appendix E

Appendix E

Matrix System

Processing Up-Front Review

Manufacturing's View of the Current Up-Front Review Process

Appendix E

Engineering Current Up-Front Review Process with Proposed Concurrent Engineering Actions 

Inserted

Appendix E

Engineering's Concurrent Process Proposal

Appendix E

Purchasing Department

Concurrent Engineering Process Flow

Appendix E

Outsourcing

Concurrent Engineering Process Flow

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

Information Systems Computer Support

Concurrent Engineering

Appendix E

BOM New Part Data Entry Setup

Concurrent Engineering Process

Appendix E

BOM New Part Data Entry Setup

Concurrent Engineering Process

Appendix E

BOM New Part Data Entry Setup

Concurrent Engineering Process

Appendix E

BOM New Part Job Log Screen

Concurrent Engineering Process

Appendix E

BOM New Part Job Log Screen

Concurrent Engineering Process

Appendix E

New Part Release Log

Concurrent Engineering Process

Appendix E

New Part Release Date Log

Concurrent Engineering Process

Appendix E

New Part Release Date Log

Concurrent Engineering Process

Appendix E

New Part Release Processing Log

Concurrent Engineering Process

Appendix E

Appendix E

Appendix E

Appendix E

Appendix E

Appendix E

Concurrent Engineering

Training Introduction

Appendix E

Concurrent Engineering

Training Introduction

Appendix E

Concurrent Engineering

Training Introduction

Appendix E

Concurrent Engineering

Training Introduction

Appendix E

Concurrent Engineering

Training Introduction

Appendix E

Concurrent Engineering

Appendix E

Concurrent Engineering

Training Employee Questionnaire

Appendix E

Concurrent Engineering

Training Employee Questionnaire

Appendix E

Concurrent Engineering

Training Employee Questionnaire

Appendix E

Concurrent Engineering

Training Employee Questionnaire

Appendix E

Concurrent Engineering

Future Possible Applications

Appendix F

ISO 9000 Industry Standard

New Design Process

Appendix G

Fishbone Diagram Examples

About the Author

Putting Together Quality, Training, and Management Tools to Improve the Total Operation

Preface

I read a magazine editorial about quality. It stated that the quality movement in the 1990s was all fluff. Quality circles, quality banners and slogans, quality pledges, working groups, and other implementation methods were nothing but exercises for employees and customers. Even ISO 9000 certification does not guarantee the customer is working with a company that assures product quality. That article assessment is true. I agree. Improving an operation to assure a quality product or process requires serious work and commitment. The direction and encouragement must come from management.

I once taught a Management of Quality class for upper management—vice presidents, division managers, and major department managers. One of the first group exercises was to identify what prevented them from improving their operation. The most common answer (and one given by every group) was I do not know enough about my operation to change it or where to even start.

Amazing. Operation managers did not know enough about their operations to improve them. One vice president stated that to reduce the cost of quality, all that was needed was to reduce the warranty period from one year to ninety days. I am sure customers would love that.

Working on work is what my father taught me. He showed me a pocket notebook he kept that listed the operational tasks required to operate the equipment he was responsible for. Since the job required him to operate many types of equipment and the equipment to operate changed every few months, and since his memory could not always remember the tasks to operate the equipment, he wrote down the required start-up, operational, and shutdown tasks, numbered in sequence. He included the measurements needed, the tools needed, the supplies needed, and the location of gauges, dials, and controls needed. He updated the book when necessary and added information he later learned. The book was a work-saving and lifesaving item necessary for him to do his job. On his last day of work before retirement, someone stole his book. If you have it, bring it back.

My father worked on work. He constantly improved his operation to make his job and the tasks he did easier and more efficient and consistent. He coordinated communications with other departments and listed workarounds and alternative operating methods as necessary. If an employee in the other department (his customer) would not communicate in a way Dad could understand, he figured out what the other employee meant and acted accordingly to deliver to the other department what they needed from him.

That is what a quality operation is. It requires individuals to know the other person's job so that the other person can help them and vice versa. It requires dedication and a personal commitment to study the job and work on planning, organizing, and controlling the operation. That is also what those managers must do. Granted, a manager may not be able to perform every task in their department, but they need to know what their department's responsibly and purpose is and to assure that their operations provide a quality product and service to their customer. Dad's customer was the other department in the steel mill. Dad needed to know his customer's needs as well as the customer did. And the customer needed to know how to communicate to his supplier and know the product his supplier was going