Mil-Std-105e - Average outgoing quality (AOQ) & Average outgoing quality level (AOQL)

P

pristine

#1
thanks first,

i am a new learner in this field, so need your detail info so much. I would like to apply this MIL-STD-105E in our company which is electronic instrument manufacturer, we plan to start this plan and i am lacking knowlege in this.

Pls give comments if i wrong. i have seperated the task into 3 groups which is incoming, in proses, and outgoing. For incoming, the quality of supplier is Inspected. The operator will take the sample from the lot which the sample size would be determined from table or the "sqc" calculator. i use level II, normal, switching rule would be only applied if any special case occur. My problem is, at the end of the month, we wish to print up a report or a better way in graph, to know the quality of the suppliers. for this, how am i going to apply? the graph should be what against what??? if let say, i use Number of defective per hunderd unit in my end month quality chart, its only devided by lot size, how about sample size, do we take it into account, if no, is it accurate????and also is it the number of defective is equal to the rejected quantity in that particular sample size or it is the defect items after 100% inspection. or any others way or suggestion to obtain this? Another question is :How and when to apply average outgoing quality (AOQ) and Average outgoing quality limit (AOQL)
thanks a lot.
 
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Tim Folkerts

Super Moderator
#2
Hi Pristine,

Welcome to the Cove.

Before getting into details of sampling and MIL_STD_105E, is is possible to measure a variable rather than simply pass fail? Typically arond 30 pieces gives a pretty good estimate of the quality if you can measure numbers, but you might need several hundred pieces that are simply checked for pass/fail to get the same level of confidence.

For example suppose a particular resistor was supposed to be 200-210 ohms. Rather than just checking if the resistor was in the right range, you might record the actual value of the resistance. From this you could estimate various standard quantities like mean, standard deviation, Cpk or sigma level.

Sampling with a pass/fail test is a reasonable way to screen for grossly non-conforming lots, but it isn't really a good way to accurately judge the quality of a lot.


Tim F
 

Wes Bucey

Quite Involved in Discussions
#3
I agree there are several ways to conduct incoming inspection of components and that measuring characteristics versus attributes allows far smaller samples to achieve a statistical confidence the lot is conforming.
(If you don't understand the difference between "characteristic" and "attribute," don't be embarrassed - just say so and we will explain.)

If it were my company, I would look beyond "incoming inspection" to source inspection.

In source inspection, customers "negotiate" purchases rather than auction to the lowest bidder. Part of the negotiation is manufacturing site inspection and approval of the supplier's method of manufacture and inspection of the components he will deliver. When and if the customer is confident of the supplier's methods of production and inspection, the supplier performs the inspections as agreed and delivers a report (together with marked samples) with each shipment. As long as no nonconformities are discovered during production at the customer, the customer can save the cost of incoming inspection.

If nonconformities occur, customer and supplier work together to
  1. confirm the component is, indeed, nonconforming.
  2. determine whether the nonconformance occurred in manufacture, shipping, or handling at the customer
  3. determine the root cause of the nonconformance (systemic problem or special, non-repeating cause?)
  4. apply corrective action to the system, if necessary or simply repair or replace components which are nonconforming from a special, non-repeating cause
  5. evaluate the corrective action to confirm it works
  6. resume shipments
The key is "work together," NOT act as adversaries, each trying to prove the other side made the error.

Organizations which consistently follow this plan in their supply chains are invariably more successful and profitable than those which waste time and effort in non-value-added activity like incoming inspection and arguing and constantly seeking new suppliers to replace ones which underbid to get an order and then cut corners on quality to increase their own profit.
 

Jim Wynne

Staff member
Admin
#4
Wes Bucey said:
I agree there are several ways to conduct incoming inspection of components and that measuring characteristics versus attributes allows far smaller samples to achieve a statistical confidence the lot is conforming.
(If you don't understand the difference between "characteristic" and "attribute," don't be embarrassed - just say so and we will explain.)

If it were my company, I would look beyond "incoming inspection" to source inspection.

In source inspection, customers "negotiate" purchases rather than auction to the lowest bidder. Part of the negotiation is manufacturing site inspection and approval of the supplier's method of manufacture and inspection of the components he will deliver. When and if the customer is confident of the supplier's methods of production and inspection, the supplier performs the inspections as agreed and delivers a report (together with marked samples) with each shipment. As long as no nonconformities are discovered during production at the customer, the customer can save the cost of incoming inspection.

If nonconformities occur, customer and supplier work together to
  1. confirm the component is, indeed, nonconforming.
  2. determine whether the nonconformance occurred in manufacture, shipping, or handling at the customer
  3. determine the root cause of the nonconformance (systemic problem or special, non-repeating cause?)
  4. apply corrective action to the system, if necessary or simply repair or replace components which are nonconforming from a special, non-repeating cause
  5. evaluate the corrective action to confirm it works
  6. resume shipments
The key is "work together," NOT act as adversaries, each trying to prove the other side made the error.

Organizations which consistently follow this plan in their supply chains are invariably more successful and profitable than those which waste time and effort in non-value-added activity like incoming inspection and arguing and constantly seeking new suppliers to replace ones which underbid to get an order and then cut corners on quality to increase their own profit.
There's some excellent advice here that I don't want to overshadow, but I think your definition of "source inspection" isn't in line with the general use of the term. Source inspection happens when the customer ( or the customer's representative) inspects the goods at the supplier's location, and the main purpose of it is to prevent the delays and costs associated with the shipment of nonconforming material.
 
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