Callner, Phillip D. (1986, ASQC) Siemens Energy & Automation, Inc., Atlanta, GA
The purpose of this paper is to offer the society and its practitioners a practical approach to managing a quality program to insure its standard of performance. Our experience extends over a 16 year time period and offers some insights into the program structure and the organization required to support the program's administration.It should be noted that we are addressing a multi-plant manufacturing entity with capabilities ranging from such extremely large devices as hydro-generators down to the 15 amp, 125 volt molded case circuit breaker found in every residence. As a consequence of the tremendous variation in the manufacturing processes required to produce such product diversity, our quality program had to take on a very generic "standards" approach to satisfy all of our needs.The resulting program is based on ten subsystems, each containing minimum criteria for satisfying the customer's objectives. The are, (1) the Management of the Quality System including personnel requirements, QA Manual, quality costs, and system audits; (2) Product Quality and Reliability Development - addressing product development, reliability, safety, change control; (3) Product and Process Quality Planning - focusing on controls and instructions properly presented to the operator; (4) Supplier Quality Assurance - establishes incoming inspection and documentation needs, provides for rating of suppliers' performance, and supporting them with appropriate technical help; (5) Product and Process Quality Evaluation and Control - develops the method and procedures for qualifying the shop's output, sets minimum standards for final release, packaging, and storage of products, and workstation audits; (6) Special Quality Studies - the S.P.C. requirements; (7) Quality Information Feedback - gathering, analyzing and reporting data from test, nonconformance reports, quality costs, field history, vendor history; (8) Quality Measurements Equipment - specifies minimum requirements for calibration and recall programs and equipment adequacy; (9) Training - focuses on the need to maintain optimum skill levels of inspection and test, and offers opportunities for professional advancement; (10) Field Quality Evaluation and Control - measures our customer's perspectives of our performance, controls the quality of service parts, and establishes systems and procedures for field feedback.These ten subsystems are tailored to meet the individual characteristics of our producing facilities. The standards used to define the final programs are the maturity of product, product complexity, degree of difficulty to manufacture, design process complexity, safety, and economics (risk management).With this well-structured program in mind the paper will then approach the need to establish how a multiplant corporation can (1) determine if its producing operations are meeting these standards, and (2) if not, how do you exact proper performance?The answer - a well-structured and timely audit program. The presentation will provide transparencies of the program's subsystems and samples of audits. It will discuss the frequency of auditing, who is copied, and the top level management support required for this Company-wide Quality Assurance Program.