An Engineer that does not understand gage R&R?

H

Hondo812

#11
Re: An Engineer that does not understand gage R & R?

Not true! Calibration properly done through the range will address linearity, but is totally unrelated to R&R. Repeatability and Reproducibility is more than reading a digital number the same. It is also in how the part is presented to the gage, etc.

Excellent point! But that is a function of the operator/inspector and not the gage. As I said, training may be an issue. Perhaps the operator/inspector needs to be qualified.
 
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D

Dan Armstrong

#12
Re: An Engineer that does not understand gage R & R?

Excellent point! But that is a function of the operator/inspector and not the gage. As I said, training may be an issue. Perhaps the operator/inspector needs to be qualified.
Gage R&R is part of the measurement system analysis, and isn't limited to just the gage itself. The operator/inspector is definitely part of that system, as are the parts being measured.
 

ScottK

Not out of the crisis
Staff member
Super Moderator
#13
I've a degree in engineering.
I learned neither Gauge R&R nor DOE in college.
In fact the only "quality" course I had on was "Statistical Quality Control" which was essentially how to make control charts.

There's a lot of different types of engineers in various fields - some shoot from the hip, some follow the scientific method so strictly you'd thing they are clinically Obsessive Compulsive.

I have uses for both.
 
K

Kevin H

#14
I didn't find the original post offensive either, and I also have an engineering degree, though it's a bit old now. As part of our training in metallurgy at Carnegie-Mellon, we had a course in design of experiments. On the other hand gauge R & R was not included in our courses, but is something I've had to pick up over the years.

I've always felt that knowing when measurements were made and who made them can be helpful in identifying process issues.
 
F

fresh

#15
Hi

This is interesting because I have done my first R&R study just two weeks ago, I studied plastic and quality, I was very delighted to my co-worker show me how to do the study. It is unfortunate that the other guy could not appreciate it.

Fresh
 
Q

qualitytrec

#16
My frustration is our company is bleeding money in large part because the engineer will not change or look for areas to improve in his area. DOE and Gage R&R are only a few things that are bothering me the other is the 40,000 pounds of plastic that are lost as scrap each month. 60+ people's jobs are on the line and status quo will not keep the ship upright and afloat.

Mark
 

howste

Thaumaturge
Super Moderator
#17
The boss said to me the other day when the engineer was caught doing something stupid that the company would always defer to the engineer's experience and expertise instead of the data I was presenting.
I give up. The data clearly showed lack of process control. The equipment manufacture and three separate consultants all said it should be able to perform better, but we will defer to the "expert".:mad:
Do you have a copy of ISO 9000? Maybe top management could use a little refresher training with this little tidbit:
ISO 9000:2005 said:
4.3 Use of quality management principles
To lead and operate an organization successfully, it is necessary to manage it in a systematic and visible manner.
The guidance to management offered in this International Standard is based on eight quality management principles.
These principles have been developed for use by top management in order to lead the organization toward improved performance. These quality management principles are integrated in the contents of this International Standard and are listed below
a) Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
b) Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
c) Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
d) Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
e) System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
f) Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
g) Factual approach to decision making
Effective decisions are based on the analysis of data and information.
h) Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

Successful use of the eight management principles by an organization will result in benefits to interested parties, such as improved monetary returns, the creation of value and increased stability.
My emphasis in blue. There appear to be at least three of the eight principles that could use some attention.
 
Q

qualitytrec

#18
Originally Posted by ISO 9000:2005


4.3 Use of quality management principles
To lead and operate an organization successfully, it is necessary to manage it in a systematic and visible manner.
The guidance to management offered in this International Standard is based on eight quality management principles.
These principles have been developed for use by top management in order to lead the organization toward improved performance. These quality management principles are integrated in the contents of this International Standard and are listed below
a) Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
b) Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
c) Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.

d) Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
e) System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
f) Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
g) Factual approach to decision making
Effective decisions are based on the analysis of data and information.
h) Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

Successful use of the eight management principles by an organization will result in benefits to interested parties, such as improved monetary returns, the creation of value and increased stability.

You forgot the Red Highlight. Apparently my experience and expertise do not matter to this group. Any one looking for a good quality person in the Salt Lake area of Utah?
 
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