Looking for information regarding acceptable methods to determine when a plug gage, thread gage, ring gage, ETC is significantly out of tolerance (SOT). I need criteria to determine when a gage is rejected if it is significantly out of tolerance or just out of tolerance.
I need this info to determine when a gage is rejected if the out of tolerance condition is significant enough to require a review of all items possibly checked with this gage during production or not significant enough to effect the quality of the item checked.
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guest 4/5/2005
measure your repeated NCR #
guest 4/5/2005
Whatever metrics you use should be important to your customers and your company. Feedback from interested parties can tell you what is most important. Find a way to make the metrics easy to do. Consistently apply them, i.e., same method, measurement,time period. Identify areas of improvement and start to make changes. Plan, Do, Check, Act. Some examples I use are on-time delivery, warranty costs, employee turnover, quote response time, customer satisfaction. If you start with a baseline and make meaningful improvements, you will see results.
guest 4/5/2005
There is a unique numeric called the P/R ratio. This is the ratio of proactive(P) to reactive(R) action items for process and product. Corrective actions are considered reactive while preventive actions are considered proactive. Periodic (monthly, weekly etc.)computation of this numeric provides insight into the success of the Continual Improvement effort. If P/R is <1, you are losing ground. if p/r is >1, you are improving. Plotting P/R in moving average form will show longer term trends. Increasing P/R ratios will signal progress toward higher and higher levels of customer satisfaction.
guest 4/5/2005
Jbarra came closest to a most important consideration. Merely improving for the sake of improvement is not meaningful improvement. Of all the numerous things listed as examples in the first reply, one must find out what things directly or indirectly impact the overall objectives of the organization. Merely doing things because they are nice things to do is wasteful. First establish overall GLOBAL objectives at the top level of the organization. Then determine the Key elements that most directly impact those objectives through designed experiments or other data analyses. (Actually QFD Matrices can be very helpful here). Then start tracking the key impacts and develop strategies to make improvements in them, and measure their progress. Finally, go back and verify that those improvements do in fact cause meaningful improvements in the Global objectives. If your measures don't effect improvements in the objectives, discard them and re-do your analyses to determine the prime inputs. The aim is not to measure hundreds of detail things merely to impress an auditor or other Quality Guru, but to track and make improvements in the things that improve the effectiveness of the organization.
J Bruman
guest 4/5/2005
you can measure all kind of things for improvement.
Customer ppm (outgoing)
Internal PPM
Order entry (Enter every order every day
Telephone response to customer in second
Invoice error
Customer satisfaction throgh complaint/Survey
Cost of poor quality
Inspection speed (process order)
Shipping error
Receiving Inspection error
Corrective action response in days
corrective action response quality
Calibration past due
Documentation change and what type
First you have to evaluate with past data what your current status then set goal and improve and monitor
cdrissel 4/5/2005
The best way I know to track improvement is to look at Quality rating, DPMO, Corrective Actions, Scrap, PPM - if the numbers are getting better then you can use them to track continuous improvement
guest 4/5/2005
Continuous improvment is like taking a trip. It starts with knowing where you are, then knowing where you want to be, and when you want to be there.
Start with establishing the important elements of your operation. Forexample, some companies have on time delivery as a metric to track and improve. Others have dollars spent on warrantee claims, and so on.
Get to find out what is important to your comapny, this is usually done by a group of people, and establish the system that would gather data relating to the elements you are tracking, generate reprots that would show where you are on the map in terms of how good or how bad you are, then establish realistic goals for each element. If your goals are unrealistic, then the whole thing is doomed. Then, you must assign RESPONSIBILITY for each of the elements. Review the progress at reasonable intervals, and make sure your people(everyone including the cleaning lady) understand the elements, the goals, and how each one does impact the performance, and ultimately the achievment of the goals.
Good luck,
Sam Jbarah, CQE
masbs 3/29/2005
Any quality system should list improvement as one of its goals. The way to meet these goals is to set objective standards, and have impartial observers measure the progress. Management should set the "continuous improvement" goals (including determining the measurements for effectiveness). Once the CI’s are implemented then measure the results. Good Luck!