文档介绍：本科毕业设计(论文)
外文翻译
原文:
SPC in‘non-product’applications
Introduction
The title is unfortunate, but is based on a widely-used phrase. It suggests a separation between the business of actual manufacture and the many supporting functions essential to production. It fails to reflect the philosophy of ‘total quality’ without which SPC, JIT, MRP, etc., cannot yield real benefits in costs, productivity and attitudes as well as simply product quality. It may perpetuate the ‘us-and-them’ divisions that SPC, working within (for example) the Deming management style, should erode.
However, in process-support and business areas, there often needs to be a change of emphasis in the techniques used, and hence of relevant training material. For this reason alone, and not because they are partments, it is useful to review some of the statistical methods appropriate in three main spheres of activity. In the order in which they often develop, these spheres of activity are as follows.
The purpose of SPC is to use control limits to improve the process based on the process behavior. When control limits are utilized, we only adjust the process when there is a true statistical signal.
The mon strain of the control limits virus occurs when management sets control limits based on their opinion of where the process should be instead of the reality of the process.
The double limit vision virus settles in the optic nerve creating a vision distortion that causes one to place both specification and control limits on a control chart.
Symptoms of pulsive data gathering include adding check sheets or new data collection bat any production issue.
Symptoms of tamper fever include an unnatural desire to “improve” a process that is in control.
Products
This is where SPC often begins, with (typically) the x, R or attribute chart. It must lead on to problem diagnosis and a team effort, management-led, to solve these problems. This will involve the use of methods like Pareto analysis, brainstorming