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By Quality Digest

Regarding H. James Harrington’s video interview with Dirk Dusharme (“Profiles in Quality: Jim Harrington--Episode 2,” www.qualitydigest.com/inside/standards-video/profiles-quality-jim-harrington-episode-2.html): Harrington is highly recognized in the quality management society of China and has made significant contributions to Chinese quality management progress.

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By Quality Digest


A Tell Tool technician using the Hawkeye borescope for part inspection

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By Davis Balestracci

This column is in honor of the first anniversary of my late father’s death. In his last days, Dad enjoyed watching golf, and I’d often join him. Watching the recent British Open, I thought I would apply some basic statistical principles to the final scores.

For example, 83 people made the cut, and the ANOVA of their individual round scores is shown in figure 1.

The two ANOM plots are shown in figures 2 and 3.

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By Dirk Dusharme @ Quality Digest

Why is it that we have to be at the end of our rope, all hope lost, and near death’s door, before we “see the light?” Near-death experiences; prison time; losing your job, your house, your family; all seem to clarify our focus about where we’ve gone wrong and how we can do better. Once there’s no way to go but up, confession, repentance, and forgiveness all seem so easy.

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By Quality Digest

In the world of nationwide retail, margins are tight, timing is essential, and inventory management will make or break a company’s success. Third-party logistics (3PL) providers work with major retailers and provide a broad range of fulfillment services. They make the complex process of delivering goods through the entire distribution process as efficient and cost-effective as possible.

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By Carey Wilson

In autumn 2006, customer demand was exceeding production capacity at Singer Sewing Machine facilities. To meet the capacity constraints, Don Fletcher, CEO of Singer’s parent company, SVP Worldwide, headquartered in Hamilton, Bermuda, decided to launch lean Six Sigma into all facilities around the world.

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By Quality Digest

Why, Why, Why, Why, Why

I agree with Craig Cochran that complex problems are difficult to solve or tackle using the 5 Whys method (“Don’t Fail Your Customers With the Five Whys,” February 2009). Companies and consultants have a tendency to want to use the 5 Whys method as a pill for all illnesses.

Another problem with the 5 Whys method is that by the time you get to the fifth why, the root cause of a problem inevitably ends up being something along the lines of “the employee causing the error is not motivated.”

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By Dirk Dusharme @ Quality Digest

You might notice that the copy of Quality Digest you’re holding in your hand is a little light. You’ve been telling us for years that we had too many advertising pages, so we delivered with fewer pesky ads to interrupt your reading pleasure. Is that customer service or what? Of course, we didn’t plan it that way.

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By Quality Digest

Error-Proofing Oil-Cap Assembly

Two vision sensors are used at the station where caps are pressed onto the O-ring loaded on the assembly dial.