TQPC (Total Quality Process Control) for Injection Molding

A
#1
Hi All,

Just quick question - have you ever read or reviewed 'Total quality process control for injection molding' book written by M. Joseph Gordon Jr? Is it a good point for make a checklist if our quality approach is well ordered and to find holes which is 'what we can not forget about'?
:read:
Have a good day for all!!
 
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Stijloor

Staff member
Super Moderator
#2
Re: TQCP (Total Quality Process Control) for injection molding

Hi All,

Just quick question - have you ever read or reviewed 'Total quality process control for injection molding' book written by M. Joseph Gordon Jr? Is it a good point for make a checklist if our quality approach is well ordered and to find holes which is 'what we can not forget about'?
:read:
Have a good day for all!!
Any injection molding experts want to comment?

Thank you!!

Stijloor.
 
A
#3
Re: TQCP (Total Quality Process Control) for injection molding

Hello again,

I suppose there will be no many people interested in this book. But in this one I have found many issues concerning not only molding process but especially quality management issues.

Is there anyone who can help me to understanding one quotation:
'Quality managers will audit the configuration management system (CMS) section for each department to ensure their employees are following procedures, and the documents and records of the operations are completed and filed in the system.'
What does CMS means for YOU? What is this? Can I compare CMS to SAP or different intagrated systems? This is the same rule but called different?

Thank You in advance,
Abak
 
Last edited by a moderator:
J

JaxQC

#4
No I have not read that particular book but in a previous life used Layered Audits to answer the following procedures etc part. Supervisors audit their area per shift, Quality once a day, Mgrs random area once a week, Top Mgt random area once a month. The items on the list varied and overlapped to a degree between levels. You still had metrics that covered all areas (FTQ-First Time Quality, Customer complaints (formal/informal), scrap type, downtime). The findings and repeat issues were reviewed once a week. The list had it’s core check items but also changed as events required. Specifics checks added after change implementation, complaint, finding etc which was later dropped as proven effective.

Within a 6 month period we dropped issues down to almost nil (0.24 ppm) and internal items (scrap, FTQ, and repeat findings) were the best ever. It was a lot of work at first doing look across and finding the dirt but once they were wiped out, maintaining it after that point was a breeze and even allowed time for pro-active items.

Start at the Process Flow and look at the scrap points (which should be identified). You should have controls in place to address where you expect to have scrap. When you have scrap at a point not expected it should be more worrisome since you are not planning for it there and most likely do not have controls in place at that spot (molded in flash, at asmy, undercure at molding, short shots without a missing insert somewhere in the heat).

I can’t remember the last time I saw a Customer return that truly was a “one of a kind” or “never seen before”. It’s was always something that was noticed, not acted properly upon, and eventually one slipped out. Operator: “Yea I’ve seen that a couple times before but we didn’t mention it since we thought we got them all”. Sound familiar?
 
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