Quality - A Giant Step into the White-Collar World

Article

Adam, Paul R.   (1987, ASQC)   Westinghouse Electric Corp., Baltimore, MD

41st Annual Quality Congress, May 1987, Minneapolis, MN    Vol. 41    No. 0
QICID: 3332    May 1987    pp. 441-447
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Article Abstract

One of the main constituents of an effective quality improvement program is the ability to discover and resolve quality issues at the leading edge of the product development process. The development process continues to falter until problems in the engineering to manufacturing transition process are driven out. At the Westinghouse Defense and Electronics Center, we are taking a giant step into the world of engineering where fertile territory awaits an opportunity for improvement. This paper describes the application of proven quality improvement techniques, developed for and implemented in the blue-collar world, to the opportunistic, knowledge-based white-collar world.The Command and Control Divisions (CCD) produce a variety of air, ground and shipboard radars for the Defense and Electronics Center. CCD has institutionalized the quality improvement process through six years of manufacturing effort in the No Major Defects Program. This program is designed based on eight key steps which are:1. Management Commitment2. Manufacturing Improvement Teams3. Quality Measurement4. Quality Awareness5. Corrective/Preventive Action6. Supervisor/Employee Training7. Goal Setting8. Error-Cause Removal SurveyThe quality improvement program based in engineering is called the Transition Improvement Program (TIP). The initials are significant since we believe this effort is the "TIP" of the iceberg leading to total product excellence. It was formed based on the above key steps. While some steps were used as originally intended in the manufacturing environment, others were modified and a new step added based on the different between the blue-collar and white-collar environments. The program focuses on a new interdependency between engineering and manufacturing in improving the lengthy and costly development process. In addition to describing the circumstances leading to the initiation of the TIP, this paper describes of each step involved in the program development and the initial results.

Keywords

Aerospace industry,Department of Defense (DOD)


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