{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

All Features

The Cumulative Sum Technique
Donald J. Wheeler
The cumulative sum (or Cusum) technique is occasionally offered as an alternative to process behavior charts, even though they have completely different objectives. Process behavior charts characterize whether a process has been operated predictably. Cusums assume that the process is already being…
OpusWorks S.O.A.R. 2022 Conference
OpusWorks
Over two days, engage in eight unique best practice sessions with 11 process improvement and thought leaders at S.O.A.R. 2022, OpusWorks’ annual virtual conference. Designed to present highly actionable information and game-changing strategies from highly experienced and inspiring human beings, S.O…
Being in the Ohno Circle
Harish Jose
In today’s column, I’m looking at the Ohno Circle in light of German philosopher Martin Heidegger’s ideas. I’ll try to stay away from the neologisms used by Heidegger and will only scratch the surface of his deep insights. One of the best explanations of the Ohno Circle comes from one of Taiichi…
Top 10 Things You Need to Know About Reverse FMEAs
Richard Harpster
On Dec. 7, 2021, Ford Motor Co. updated its IATF 16949—“Customer specific requirements” (CSR), which require the use of reverse FMEAs (RFMEA) on new equipment (“tooling”). The first sentence of the reverse FMEA requirement reads: “Organizations are required to have a process in place that ensures…
Different Approaches to Process Improvement
Donald J. Wheeler
Many different approaches to process improvement are on offer today. An appreciation of the way each approach works is crucial to selecting an approach that will be effective. Here we look at the problem of production and consider how the different improvement approaches deal with this problem.…
Big Data: A Double-Edged Sword
James J. Kline
Big data is a relatively new phenomenon. Its use is increasing in many organizations. But, as with many new processes, its use cuts both ways. It has positive benefits to both the organization and customers. It also has its potential downside. This piece looks at both with respect to the quality…
How Can a Control Chart Work Without a Distribution?
Donald J. Wheeler
Students are told that they need to check their data for normality before doing virtually any data analysis. And today’s software encourages this by automatically providing normal probability plots and lack-of-fit statistics as part of the output. So it’s not surprising that many think this is the…
Everything You Need to Know About Root Cause Analysis
Brittney McIver
At some point, every medical device company will encounter an issue that requires an internal investigation. Whether it’s due to a nonconformance, complaint, CAPA, or an audit issue, you’ll have to conduct a failure or root cause investigation to pinpoint why the issue occurred in order to resolve…
Using Smart Technologies to Improve Quality and Reliability
Anthony Tarantino
In 2007, Nassim Taleb described black swans as highly improbable events that had dramatic or even catastrophic effects on markets and economies. Until recently, it seemed that such events were indeed rare.1 There’s now a major rethinking with the world entering the third year of the Covid-19…
Use the Context in Your Data to Enable Process Improvement
Scott A. Hindle
In 2010, new to the world of statistical process control (SPC), I was intrigued by Don Wheeler’s statement that “No data have meaning apart from their context” (from his book, Understanding Variation—The Key to Managing Chaos, SPC Press, 2000, available on Amazon). For a while, I didn’t really get…
The Answer to Manufacturing’s Waste Problem is Hidden in Data
V R Vijay Anand
As the world moves toward a new, post-pandemic normal, industries must leverage digital transformation at an accelerated pace. This is already happening. According to IBM, 67 percent of manufacturers have accelerated digital projects since Covid-19. Although improved operational efficiency is…
Analyzing Experimental Data
Donald J. Wheeler
Last month we looked at analyzing observational data. Here we will consider experimental data and discover a weakness in the way they are obtained that can contribute to the problem of nonreproducible results. Background The discipline of statistics grew up in agricultural and biomedical research…
Analyzing Observational Data
Donald J. Wheeler
Most of the world’s data are obtained as byproducts of operations. These observational data track what happens over time and have a structure that requires a different approach to analysis than that used for experimental data. An understanding of this approach will reveal how Shewhart’s generic,…
Mobile Workstations Can Increase Output, Quality, and Profits
Cameron Shaheen
With the holidays fast approaching, manufacturers, distribution centers, and e-commerce providers are working to meet growing customer demand, while also navigating severe supply-chain disruptions and mounting labor shortages. At this point, we all had hoped to have the devastating effects of the…
Problems Happen. It’s How They’re Solved That Matters.
David Isaacson
Within every organization, problems or incidents arise that can affect the quality of your operations. Take for example, food recalls due to improper food labeling that not only could cause sickness in humans, but also result in a hit to a company’s reputation. Or, automotive product recalls due to…
Lean Six Sigma Is Ideal for Improving Supply Chains
David Cahn
Lean Six Sigma has improved manufacturing operations and processes for years now. Now the effect of the methodology is extending to supply chain and operations to help eliminate waste and reduce variation. Using lean to eradicate waste and Six Sigma to eliminate defects by reducing process…
Are We Problem Solving or Just Going Through the Motions?
James Wells
I was talking recently with a friend who runs an academic program at a major U.S. university. She was telling me about solving a problem in her department and how the solution was obvious so she just did it. She then related how one of her colleagues protested that she should have used some Six…
What Are Lean and Six Sigma? Part 3
Gregg Profozich
Welcome to the third installment of our series on lean and Six Sigma. As we saw in the first article, lean and Six Sigma are complementary continuous improvement methodologies that reduce the overall waste and variability, respectively, in production processes. The second article went into some…
What Are Lean and Six Sigma? Part 1
Gregg Profozich
The manufacturing world, across industry sectors, has witnessed significant improvements in productivity and competitiveness during the past couple of decades as a result of continuous improvement (CI) methodologies. Two of these methodologies that are recognized as having broad applicability are…
Problem Solving With Manufacturing Data
Jay Arthur—The KnowWare Man
There are two ways to increase profits: increase sales or reduce costs. Although most data analysis seeks to find more ways to sell more stuff to more people, addressing preventable problems is an often overlooked opportunity. Preventable problems consume a third or more of corporate expenses and…
Augmented Reality Lets You Show Red Bead Experiment Anywhere
Anthony D. Burns
Augmented reality (AR) means adding objects, animations, or information, that don’t really exist, to the real world. The idea is that the real world is augmented (or overlaid) with computer-generated material—ideally for some useful purpose. Augmented reality has been around for about 30 years.…
The Future for Quality Professionals: Wrapping It Up
Tom Taormina
After more than 50 years as a quality control engineer and having worked with more than 700 companies, it is my observation that the vast majority of quality professionals hold their prime directive to be reducing defects to the lowest acceptable level by minimizing process variability. Most of us…
More Product, Greater Innovation in One-Third the Time: Lean Agile APQP
Michael Popenas
Product development (PD) is the life blood of a company’s success and is the process for innovation. Today, product life cycles are shrinking due to an ever-increasing number of competitive and disruptive products coming to market quicker. To stay in business, a company’s PD needs to become more…
Quality in Local Government: A Reinvigoration
James J. Kline
In today’s coronavirus environment, governments at all levels are under greater fiscal pressure. For instance, Oregon’s governor has told state departments to prepare for a 12-percent reduction in their budgets. Given this environment, perhaps it is time to reexamine an established approach to…
The Future of Everything Is Risk-Based
Greg Hutchins
My recent epiphany was that the lens for all work and even for everyday living during the next few years will be risk-based. Why do I make this case? In January 2020, my company was selected to participate in the largest pitch fest in the Northwest, TechfestNW, which was originally scheduled for…

Pagination

  • First page « First
  • Previous page ‹ Previous
  • Page 1
  • Current page 2
  • Page 3
  • Page 4
  • Page 5
  • Page 6
  • Page 7
  • Page 8
  • Page 9
  • …
  • Next page Next ›
  • Last page Last »
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us