First-Pass Yield:
This is the number of units taht make it through your final test station without incident-usually expressed as a percent. In other words, of 100 units submitted for final test, 99 units pass and one unit fails. This is a first-pass yield of 99 percent. Any unit that gets to the end of the line and requires rework of any kind is a failure. Each failure should be recorded and the failure mode defined for further analysis, such as a Pareto analysis of all failures. This will facilitate identification of the most critical areas that are causing the failures and the ones needing attention first. Obviously, first-pass yields should be measured after final product burn in, if there is one, so that failures after burn in will be included in the analysis and resolution process.
(Buckley R.L., Winning in high competitive manufacturing environment, p.179)
Affinity Diagram:
The purpose of affinity diagram is to organize large groups of information to meaningful categories. The affinity diagram helps break old patterns of thought, reveal new patterns, and generates more creative ways of thinking. The affinity diagram helps organize team's thoughts most effectively when:the issues seem to large and complex;you need to break out of old,traditional ways of thinking; everything seems caotic; or there are many customer requirements. The affinity diagram helps tonaturally group ideas or your customer's valid requirements and showthe relationship between items and groups. The affinity diagram helps you gather and group large amounts of language (e.g., needs, wants, wishes, ideas, amd opinions) into natural relationships.
(Soleimannejed F., Six Sigma, Basic Steps & Implementation , p. 94)
Kano Diagram:
Kano diagram depicts the idea that one might consider customer satisfaction on one scale from disgusted to delighted. Similarly, one might consider product functions on a scale from being absent to being fully implemented. If the product function is agood surrogate for the customer need being considered, one could plot a 45 degree line, which wolud indicate the nominal supplied satisfaction for any specification level of the function. This line is known as "one-to-one quality" or "linear quality", the minimum expectations of any new product development undertaking. On the other hand, one could also plot a lower curve that would indicate the minimum, basic level of satisfaction that a customer persumes must exist for the function implementation level. This plot, known as "basic performance" represents assumed functionality that must be in the product. It is expected and latent;if it does not exist in the product, satisfaction of customer will be greatly deteriorated. Similarly, one could plot an upper curve that would indicate the delighted state that a customer would hope to have for the function implementation level. The delighted is what a design team should strive for, to provide performance beyond what the customer expects, which delights them. These three states of satisfaction and the spectrum between them forms the background thinking behind customer needs.
(K.N. Otto,K.L. Wood, Product Design, p. 114-115)
Direct Shell Production Casting:
This three dimensional printing was invented and developed at The Massachusetts Institude of Technology and has been licensed to Soligen based in Northridge California for metal casting. Where this method differs from the rest is that there are no actual patterns made for removing the shell. This process manufactures ceramic shells that have integral cores direct from the CAD data; these shells are similar to those created by the dipping method. The system works by a type of printhead moving over a layer of fine Alumina powder, depositing tiny drops of colloidal silica onto the powder in a pattern the same as that of the section of the part. The next layer of powder is applied and the process is repeated until the shell is complete. When the shell is completed the loose powder is removed and teh shell is fired and poured with metal. This process is particularly good for complex geometries that need a fast turnaround. Soligen do not actually market this system ( at the time of writing) but run a one-stop shop for metal components, offering a complete foundary service also. This can be thought of as an advantage owing to the other systems manufacturers needing to train foundries to work with their processes.
(G. Tromans, Developments in rapid casting, p. 4-5)
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