Advancing Performance Excellence

www.asq.org JUNE 2007

u 10 BASICS
Updated Glossary
Essential Books
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Contents JUNE 2007 I VOLUME 40 NUMBER 6

F E AT U R E S

BASIC QUALITY

25 10 Quality Basics
It doesn’t matter whether you’ve worked in the field of quality

p. 25 for five weeks or 50 years. To survive, you need to know the

building blocks of this unique discipline. A collection of the
quality fundamentals includes:

Basic Principles and Methods • Measurement •

Tools • Statistics • Standards • Vision and Strategy •
Process Management and Process Improvement •
Economic Case for Quality • Teamwork and
Empowerment • Leadership

37 Building a Basic Quality Library

Start your own working library of quality related books with this
list of must-haves for your collection.
JOE CONKLIN, mathematical statistician, U.S. Department of Energy,
Washington, D.C.

C H E C K O U T T H E 39 Quality Glossary
ASQ website! This handy reference of terms and acronyms used in the quality
www.asq.org field is essential for every quality professional.

• Web Watch.
• Author guidelines.
• Searchable database of ASQ
abstracts.
• Index of back issues.
For ASQ members only:
• Salary surveys from 1995 to 2006.
• Complete feature articles
since 1995.
• QP Discussion Board.
D E PA R T M E N T S QualityProgress
TABLE OF CONTACTS
6 Up Front
Mail
Essential reading. Quality Progress/ASQ
600 N. Plankinton Ave.
Milwaukee, WI 53203

8 QP Mailbag Telephone
800-248-1946
Fax
414-272-1734
Building a base of CEO support 414-272-8575
for quality ... Taking a swing at
E-mail
fantasy baseball ... Lean, Six Food safety and quality p. 22 Follow protocol of first initial and full last name
Sigma belong together ... more. followed by @asq.org (for example, vfunk@
asq.org).

10 Mr. Pareto Head Article Submissions

Quality Progress is a peer-reviewed publication

12 Keeping Current
81 QP Toolbox with 85% of its feature articles written by quali-
ty professionals. For information about submit-
ting an article, call Valerie Funk at 800-248-1946
World Conference coverage ... x7373, or e-mail manuscripts@asq.org.
Saco wins ASQ president-elect 82 QP Calendar Free QP Live
position ... Food safety and If you’d like a preview of the next issue of
quality ... more. Quality Progress, subscribe to our free electronic
88 One Good Idea newsletter, QP Live, a summary of contents.
Visit www.asq.org/keepintouch.html, or contact

72 Career Corner Indirect measurement—exchanging

certainty for dividends.
ASQ customer care at help@asq.org.

Behavioral interviewing—find Photocopying Authorization

Authorization to photocopy items for internal or
your STAR. personal use or the internal or personal use of
specific clients is granted by Quality Progress pro-
vided the fee of $1 per copy is paid to ASQ or the
74 Statistics Roundtable
SPECIAL ADVERTISING FEATURE:
Copyright Clearance Center, 222 Rosewood Dr.,

Reliability assessment by use- 66 Software Showcase

Danvers, MA 01923, 978-750-8400. Copying for
other purposes requires the express permission
rate acceleration. And Directory of Quality Progress. For permission, write Alice
Haley, PO Box 3005, Milwaukee, WI 53201-3005,
call 414-272-8575 x7406, fax 414-272-1734 or

77 Standards Outlook Next Month:

e-mail ahaley@asq.org.

Preparing and structuring an Photocopies, Reprints

Innovation And Microform
audit report. Article photocopies are available from ASQ at
800-248-1946. To purchase bulk reprints (more
than 100), contact Barbara Mitrovic at ASQ,
800-248-1946. For microform, contact ProQuest
Information and Learning, 300 N. Zeeb Road,
Ann Arbor, MI 48106, 800-521-0600 x2888, inter-
national 734-761-4700, www.il.proquest.com.

Membership and Subscriptions

ASQ’s Vision • By making quality a global priority, an organizational imperative and For more than 60 years, ASQ has been the
a personal ethic, the American Society for Quality becomes the community for everyone worldwide provider of information and learning
who seeks quality technology, concepts or tools to improve themselves and their world. opportunities related to quality. In addition, ASQ
membership offers information, networking, cer-
Student, Associate, Canadian includes tification and educational opportunities to help
ANNUAL SUBSCRIPTION and Forum/Division Forum/Division Forum/Division first-class delivery. quality professionals obtain practical solutions to
Members Members Members International includes air-
RATES Nonmembers Institutional PRINT ELECTRONIC ONLY PRINT & ELECTRONIC the many problems they face each day. Sub-
mail delivery. Quality
U.S. $80 $120 $55 $55 $75 Progress print and elec- scriptions to Quality Progress are one of the many
International $110 $130 $90 $55 $110 tronic access are includ- benefits of ASQ membership. To join, call 800-
$130 ed with a regular ASQ 248-1946 or see the application on p. 38.
Canadian $110 $90 $55 $110
membership, $119.

List Rentals
Quality Progress (ISSN 0033-524X) is published monthly by the American Society for Quality, 600 N. Plankinton Ave., Milwaukee, WI 53203.
Orders for ASQ’s member and nonmember
Editorial and advertising offices: 414-272-8575. Periodicals postage paid at Milwaukee, WI, and at additional mailing offices. Institutional sub-
buyer lists can be purchased by contacting Rose
scriptions are held in the name of a company, corporation, government agency or library. Requests for back issues must be prepaid and are
based on availability: ASQ members $15 per copy; nonmembers $23 per copy. Canadian GST #128717618, Canadian Publications Mail
DeLuca at the Walter Karl List Management Co.,
Agreement #40030175, Returns: 4960-2 Walker Road, Windsor, ON N9A 6J3. Prices are subject to change without prior notification. © 2007 845-732-7019 or fax 845-620-1885.
by ASQ. No claim for missing issues will be accepted after three months following the month of publication of the issue for domestic
addresses and six months for Canadian and international addresses.
Postmaster: Please send address changes to the American Society for Quality, PO Box 3005, Milwaukee, WI 53201-3005. Printed in USA.

4 I JUNE 2007 I www.asq.org

UPFRONT
QualityProgress
Essential Reading Publisher
WILLIAM A. TONY
asic quality. It’s not nearly as simple as it sounds. The terminology
B alone—poka-yoke, Pareto chart, kanban, kaizen—can leave you tongue-
tied, to say nothing of the alphabet soup of acronyms: PPM, PDCA, DMAIC,
Editor
SEICHE SANDERS

Associate Editor
MARK EDMUND
CPI, TQM, TQC, PIP.
Assistant Editor
Beginning on page 39, you will find Quality Progress’ updated, expanded DAVE NELSEN
and one-of-a-kind quality glossary. We believe it’s worthwhile to publish it Manuscript Coordinator
every few years (the last time was in 2002) as a refer- VALERIE FUNK

ence for those new to quality. Seasoned readers can Editor at Large
SUSAN E. DANIELS
also turn to these pages for a refresher on a familiar
Copy Editors
term, or to look up a word they just heard for the first SUSAN GRONEMUS
time. (There are 137 new entries in this version.) KELLY SULLIVAN

This glossary is considered a work in progress, and Art Director

our editors add to and update the definitions on an on- MARY UTTECH

going basis, all in the name of CI (which stands for Graphic Designer
SANDY WYSS
continuous improvement, of course). Additionally, we
Production
asked three veteran ASQ members to review the sec- CATHY SCHNACKENBERG
tion. They added to, modified and double checked our listings. Advertising Production
The glossary isn’t comprehensive, and that’s by design. Rather, it provides a BARBARA MITROVIC

good basic overview of the vocabulary and terms you’ll inevitably encounter Digital Production Specialists
ERIC BERNA, LAURA FRANCESCHI
in this profession. It’s also available on our website year-round, at
www.asq.org/glossary. Senior Account Executive
In addition to the glossary, we compiled a unique collection of narratives ex- PHILIP C. EDMUNDS

plaining—in a nutshell—quality’s core tenets: concepts such as vision, Account Executives

ANGELA M. MITCHELL
leadership, standards and statistics. We asked 10 trusted authors and subject MITCHELL PEZANOSKI
matter experts in their fields to each write 500 words on the significance of
Classified/Recruitment Advertising
their given topic. The task wasn’t an easy one for many of our authors. We re- RAMONA GARCIA

peatedly heard the question: “How can I possibly cover this topic in only 500 Marketing Administrator
words?” But, they did it (more or less). “10 Quality Basics” begins on page 25. MATT MEINHOLZ

Boiling these important topics down into easily digestible chunks gives you Editorial and Advertising Offices
414-272-8575 fax 414-272-1734
just a taste of where each fits into the greater quality body of knowledge.
We’ve also provided a book list and references for further study (page 37). ASQ ADMINISTRATION
Executive Director
I hope this issue serves as the ultimate survival guide—one you’ll keep PAUL E. BORAWSKI

around for a while—wherever your career takes you. Managing Directors

CHRISTOPHER D. BAUMAN
PEGGY LARSON
BRIAN J. LEHOUILLIER
MICHELLE MASON

To promote discussion of issues in the field of quality and ensure

coverage of all responsible points of view, Quality Progress pub-
lishes articles representing conflicting and minority views.
Opinions expressed are those of the authors and not necessarily
Seiche Sanders of ASQ or Quality Progress. Use of the ASQ logo in advertisements
does not necessarily constitute endorsement of that particular
Editor product or service by ASQ.

6 I JUNE 2007 I www.asq.org

 Dr. Donald J. Wheeler
Industrial Strength Data Analysis for the 21st Century

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Measurement Systems

MAKING SENSE OF DATA GUIDE TO DATA ANALYSIS

Required reading for everyone in the Service Sector What it really takes to operate in the Six Sigma Zone

RANGE BASED ANALYSIS OF MEANS ADVANCED TOPICS IN SPC

The simplicity of Control Charts combined with The explanations and concepts behind the
the power of Analysis of Variance techniques of modern data analysis

UNDERSTANDING INDUSTRIAL EXPERIMENTATION

Making sense of the analysis of Experimental Data

NORMALITY and the PROCESS BEHAVIOR CHART

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Over 3000 pages of unparalleled insight, understanding, and practical advice presented
with unsurpassed clarity, simplicity, and accessibility.
Over 400,000 copies in use around the world. Complete your library today.
See our website for complete descriptions of each book.

Statistical Process Controls, Inc. & SPC Press

800-545-8602 • www.spcpress.com
Sign up for our electronic newsletter, SPC INK, at our Web site.
 QP
MAILBAG
Getting to CEOs
Challenging but Possible
rien Palmer’s article, “Reaching
B Out to CEOs” (May 2007, p. 32)
was very interesting. As a quality
manager for 25 years, I found the con-
clusions interesting but typical.
Most CEOs, I have found, do have
the “what’s in it for me and my busi-
ness” mentality and “why should I
spend my valuable and limited time
doing this” attitude. This is especially
true with the advertising and infor-
mation overload coming through var-
ious media today, as well as the
tremendous demands for prioritiza-
tion.
I also teach quality management at
Southern New Hampshire University
and have heard my students say the
same thing: Quality obviously counts,
but where does it fit with the many
priorities the CEO and the company
have in their strategic business plan?
After all, the company might be too
busy to see the forest for the trees; that
is, too busy fighting quality related
issues to spend time on remedial
action. The mentality is similar to the
person who knows he or she must go
on a diet but won’t take the time to
find out how to do it and implement
the necessary changes.
The answer, I have found, often
comes from why companies are in
business—again, to make money. This
is done by focusing on the customer,
and there lies the answer. If you want
the attention of the CEO, get to him or
her through the customer. This can be
difficult because customers vary, and
the approach then has to be tailored
(like the quality program itself). This
makes the answer much more com-
plex.
The bottom line is: If you want the
attention of the CEO, get it through
the customer. Many businesses have
common customers. Our major cus-
tomer is Hewlett-Packard (HP), so if I
want to really get the attention of my
CEO, all I have to do is mention HP.
Better yet, if I have a representative of
HP do it, it has even more weight.
That is why so many companies
have become ISO 9001 registered—
not because they wanted to, but
8 I JUNE 2007 I www.asq.org
because they were often coerced into
it by their major customers. It was
only afterward that they learned the
true value of implementing the stan-
dard.
T OM C AOUETTE
H & M Metals
Amherst, NH
tcaouette@hmmetals.com
Fantasy Baseball Article
Interesting, but…
pril’s “Building a Better
A Fantasy Baseball Team” (I.
Elaine Allen, Kirill Kustov and
George Recck, p. 24) presents an inter-
esting statistical take on drafting and
managing the offense of a fantasy
baseball team.
However, does such an article really
belong in a magazine aimed at quality
professionals, a significant portion of
whom are employed in environments
that frown upon—and have even
banned—such extracurricular activi-
ties in the workplace?
That said, I’m anxious to see a fol-
low-up article that analyzes the statis-
tical nuances of starting and relief
pitching.
M ARK S. L ABORDE
Schriever Air Force Base
Colorado Springs, CO
mark.laborde.ctr@mda.mil
Author’s Response
Quality professionals have use for
quality stats in their extracurricular
lives, so isn’t it great that Quality
Progress offers articles beyond the
business realm?
I have a great new database on
defensive stats, and I’ll be analyzing
that next. We have come up with
some better stats to measure the quali-
ty of defensive play—not that baseball
needs new statistics. And pitching—
well, I have analyzed that, too.
I. E LAINE A LLEN
➤
CHAIR OF THE BOARD
Jerry J. Mairani, Beutler Corp.
PRESIDENT
Ronald D. Atkinson, General Motors
PRESIDENT-ELECT
Michael D. Nichols
VICE PRESIDENT
Grace L. Duffy, Management and Performance Systems
TREASURER
Hope Gonzales, Abbott Laboratories
PARLIAMENTARIAN
James J. Rooney Jr., ABS Consulting
DIRECTORS
Jochen Amelsberg, Juran Institute
Belinda Chavez, United Space Alliance
Brenda M. Fisk, Software Quality Solutions
Richard A. Gould
Kamla P. Gupta, Continuous Improvement Technology
Clayburn W. Hodges, Virginia Plastics
Jad GB Jadunath
Gary L. Johnson, U.S. Environmental Protection Agency
Roger J. Keller, Keller Quality Consultants
Kay A. Kendall
Robert E. King, Goal/QPC
Jeffery I. Lackey, Vistakon
William H. LaFollette
Lou Ann Lathrop
David B. Levy, Levy Quality Consulting
Richard A. Litts, Litts Quality Technologies
Matthew J. Maio, Raytheon IDS
Richard F. McKeever, D2 Quality Associates
Aimee H. Siegler, Benchmark Electronics
Donald C. Singer, GlaxoSmithKline
Steven E. Wilson, U.S. Department of Commerce
Seafood Inspection Program
QP EDITORIAL REVIEW BOARD
Randy Brull, chair
Administrative Committee
Roger Berger, Brady Boggs, Randy Brull, Jane Camp-
anizzi, Larry Haugh, Jim Jaquess, Gary MacLean,
Christine Robinson, Richard Stump
Reviewers
I. Elaine Allen, Andy Barnett, David Bonyuet, John
Brown, Bernie Carpenter, Ken Cogan, Linda Cubalchini-
Travis, Ahmad Elshennawy, Tim Folkerts, Eric Furness,
Mark Gavoor, Kunita Gear, Lynne Hare, Ron Kenett, Ray
Klotz, Tom Kubiak, William LaFollette, Shin Ta Liu,
Pradip Mehta, Gene Placzkowski, Paul Plsek, Tony
Polito, Peter Pylipow, Philip Ramsey, R. Dan Reid,
Wayne Reynolds, John Richards, James Rooney, Anil
Sengupta, Sunil Thawani, Joe Tunner, John Vaks, Manu
Vora, Jack Westfall, James Zurn
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 QP
MAILBAG
Baseball Article Useful
At Work, Too
I found the fantasy baseball article
quite fascinating and a useful tool
for learning about the application of
statistical techniques to a hobby. This
is also transferable to the working
world and quite valuable.
S COTT B ICKLEY
International Game Technology
Reno, NV
scott.bickley@igt.com
Lean, Six Sigma
Can Coexist
ale Gordon did a great job
D describing the synergistic man-
ner in which lean and Six Sigma
methods can coexist in a holistic
approach to driving organizational
excellence (“Using Lean to Meet
Quality Objectives,” April 2007, p. 55).
Unfortunately, too many companies
fail to figure this out and allow these
two proven disciplines to compete for
resources and prominence. An
enlightened company places them
into its collective toolbox and applies
them as required systematically to
promote value stream excellence in
support of customer and business
needs.
Well done!
J OHN B OSELLI
jboselli@opton.net
Mr. Pareto Head
10 I JUNE 2007 I www.asq.org
One Good Idea on p. 48 shows Cigna receiving an
Eye Opening award from ASQ’s Hartford, CT, sec-
tion, not the North East Quality
D ennis Owens’ “One Good Idea”
(“The Probability of Reoccur-
rence: P(r),” April 2007, p. 88) was an
Council, as the caption says. Also,
Cigna would like to credit the photog-
raphers for the article. The photo on
eye opening article. It got me thinking p. 43 was taken by Carmine
about what my organization does Filloramo, and the photo on p. 48 was
when faced with customer com- taken by Paul Deuth.
plaints.
When I receive a complaint, I begin
an action plan and analyze it with a
cause-and-effect diagram like the one
Owens described. I try to find differ-
ent causes, but, unlike the scary exam-
ple Owens uses, I usually find one to
three causes that have an impact,
while other causes are quickly dis-
carded.
Finding six independent causes Contact ‘QP’
leading to one direct failure is
extremely rare! It’s like getting in a car We welcome your letters. Send them
accident and then realizing it could to EDITOR, ASQ/QUALITY PROGRESS,
have been caused by a flat tire, a
600 N. PLANKINTON AVE., MILWAU-
brake problem or an oil leak. Usually
KEE, WI 53203-3005; or e-mail them to
a proper analysis would show that the
problem might only come from one of editor@asq.org. Please include address,
these, while the other causes are
daytime phone number and e-mail
reduced to 0%.
address. You also can post your com-
A NTOINE N AUDY
Souriau Sarthe ment on the QP Discussion Board at
Sarthe, France www.asq.org. We reserve the right
anaudy@souriau.com
to edit letters for space and clarity.
Opinions expressed are those of the
writers and not necessarily of ASQ or
Correction Quality Progress.
In “Six Sigma at Cigna,” (Susan E.
Daniels, May 2007, p. 43), the photo
by Mike Crossen
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KEEPING
CURRENT
World Conference 2007:
Fueling Innovation in Orlando
More than 2,200 quality professionals filled the Orange County Convention annual business meeting, held in conjunc-
Center in Orlando, FL, for ASQ’s annual World Conference on Quality and tion with the World Conference. Current
Improvement, April 30-May 2. Highlights of the event included a keynote ASQ president Ron Atkinson will become
speech by former Health and Human Services Secretary Donna Shalala, the the new chairman, and Michael Nichols,
results of the first contested ASQ officer election who is currently president-elect, will move
and a record number of winners in the Inter- into the president position.
national Team Competition. For the first time in recent memory, three
candidates were in contention for the presi-
Shalala Speaks About Quality Tools dent-elect position, and two competed for
For Healthcare, Education treasurer.
Shalala, the keynote speaker on Tuesday, Roberto Saco defeated current vice presi-
May 2, talked about using quality tools to solve dent Grace Duffy, with 53.8% of the total
problems during her time as chancellor at the votes to Duffy’s 29.9%. Daniel Sniezek fin-
University of Wisconsin and in her current role as ished third with 15.2%. E. David Spong is
president of the University of Miami. the new treasurer (52.6%), defeating current
She also spoke at length about her recent treasurer Hope Gonzales (46.5%).
appointment as co-chair of the President’s Every November, ASQ’s nominating
Commission on Care for America’s
Returning Wounded Soldiers. The com-
mission was created to investigate Wal-
ter Reed Army Medical Center after
several negative reports surfaced deal-
ing with the quality of veteran care at
the facility.
Shalala said U.S. veterans hospitals
provide good care but weren’t prepared
for the influx of patients from the current
war in the Middle East. In World War II,
for every soldier killed, one was injured,
Shalala said. In contrast, for every sol-
dier killed in the Iraq war, 16 are injured.
Shalala also spoke about the presence
of women in math and science fields. She MEMBERS, VENDORS MINGLE: The World Conference exhibit hall was a busy place.
had just served on a panel that found
women are very well represented in
those fields but are underrepresented in postgraduate study, a disparity she committee selects a slate of candidates for
said she’d like to find ways to change. the officer positions, and the list is immedi-
Futurist and innovation expert Jim ately announced to members. The nominat-
Carroll and author and consultant ing committee’s recommendations are
Adam Kahane, were also World ratified at the annual business meeting,
Conference keynote speakers. unless there is a “candidate by petition,”
which forces an election in which all mem-
Nichols New President; Saco bers can vote. For more information on
Wins President-Elect Race election rules, see ASQ’s bylaws at www.
ASQ announced the names of its asq.org/about-asq/how-we-do/pdf/
Nichols Saco officers for the 2007-08 term at the 2007-bylaws.pdf.

12 I JUNE 2007 I www.asq.org

 BOEING CO.’S
BOEING C17
STUFFED TAIL-
CONE TEAM: (l-r)
Matt Correa, Daniel
Munoz, Teri Garten,
Mark Adams and
Matt Swan
This year, Duffy, Sniezek and Gonzales
were candidates by petition. ASQ mailed
ballots to all members, and about 4,600 were
returned. Saco and Spong, the nominating
committee’s original choices, emerged the
winners.
All officers will assume their duties July 1.
Boeing Impresses in International
Team Excellence Competition
Boeing took three of five awards in the
International Team Excellence Competition
at this year’s World Conference. Twenty-two
teams competed in the final round of the
22nd annual event. For the first time ever,
there was a three-way tie for the silver
award.
The winners were:
Gold: Boeing Co.’s Boeing C17 Stuffed
Tailcone Team
Responding to safety concerns raised by
factory personnel, the team used problem
solving tools to correct unsafe conditions
during installation processes. It also initiated
process improvements in quality, cost and
scheduling.
Silver: Department of Children and
Families, Suncoast Region’s Team ScanIt
Team ScanIt developed, piloted and
implemented an electronic imaging system
to receive, store and retrieve all paperwork associated with the region’s
190,000 public assistance cases. The project improved accessibility to infor-
mation, eliminated rework, and saved the organization more than $260,000
in its first year and more than $300,000 annually since.
Silver: Boeing Co.’s Boeing C17 OBIGGS II Team
The C17 on-board inert gas generating system (OBIGGS) II team devel-
oped a new system to protect fuel tanks from explosion, enhancing the relia-
bility of the company’s new inerting system.
Silver: Boeing Co.’s Boeing C17 World-Class Safety Team
By benchmarking other companies, involving safety consultants and
using root cause analysis, the team developed an integrated safety manage-
ment system. The project was in response to high injury rates and workers’
compensation costs.
Bronze: CSX Locomotive Fuel Process Improvement Team
This team increased shutdown time of idling locomotives, reducing fuel
consumption across CSX. Using various qualitative, quantitative and project
management tools, the team generated savings of more than 14 million gal-
lons of fuel worth $28 million.
For information on how to enter next year’s International Team Excel-
lence Competition, contact Geetha Balagopal at 800-248-1946 x7303 or
gbalagopal@asq.org.
Other World Conference Highlights
Gabriel Smith and Kelly Smith of Southern Illinois University Carbondale
took first place in the student technical paper competition for “Analyzing
Student Perception on OFAT and TOA Methods” … Seventeen companies
participated in the ASQ Career Fair, now in its second year at the World
Conference … During the global quality organization reception, ASQ signed
an agreement with Universidad Tecnológica de León to promote quality and
QUALITY PROGRESS I JUNE 2007 I 13
KEEPING
CURRENT

offer ASQ courses in Guanajuato, Mexico … Read more BALDRIGE

about the World Conference in the World Conference blog
at www4.asq.org/blogs/wcqi-2007. New DVD Showcases
Looking Ahead
The next World Conference on Quality and Improve-
2006 Baldrige Winners
ment will be May 5-7, 2008, in Houston. Proposals for ses- A DVD containing in-depth looks at the three recipients of
sions and preconference tutorial programs are due Aug. 1. the 2006 Malcolm Baldrige National Quality Award is avail-
For more information, go to http://wcqi.asq.org. able from the National Institute of Standards and Technology.
Featuring separate and extensive interviews with the chief
executives of Mesa Products Inc.,
Tulsa, OK (small business category);
North Mississippi Medical Center,
Tupelo, MS, (healthcare category);
and Premier Inc., San Diego (service
category), the DVD also includes a
composite video showcasing all three
recipients and a video of the March 13
Baldrige award ceremony in Wash-
ington, DC.
The DVD can be purchased for $35
plus shipping and handling from
ASQ by calling 800-248-1946 or 414-
272-8575, using item number T1516.
For more information, go to www.
quality.nist.gov.

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16 I JUNE 2007 I www.asq.org

sound-alike medication names; correct patient identifica- tions for two scholarships for graduate work in polymer
tion; hand-over communications; correct procedure at the composites that has impact on ground transportation.
correct body site; control of concentrated electrolyte solu- The scholarships, worth $2,000 each, will be given in
tions; medication accuracy; catheter and tubing miscon- honor of long-time composites industry leader and jour-
nections; needle reuse and injection device safety; and nalist Steve Loud. Applications are due June 30 and are
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national have acted as WHO’s Collaborating Centre on
Patient Safety Solutions since 2005. The organization THE 2007 LEAPFROG HOSPITAL QUALITY and
developed the patient safety solu- (continued on p. 20)
tions with the assistance of an
international steering committee
of patient safety experts and
patient representatives, as well as
regional advisory councils in
Europe, the Middle East and the
Asia-Pacific region.
For more information or to view
the complete patient safety solu-
tions, go to www.jointcommis-
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short
runs
TECHNICAL SPECIFICATION
ISO/TS 22003:2007 from the
International Organization for
Standardization provides informa-
tion, criteria and guidance for audit-
ing and certifying food safety
management systems to ISO
22000:2005. For additional informa-
tion, go to www.iso.ch/iso/en/
commcentre/pressreleases/2007/
Ref1048.html (case sensitive).

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ENGINEERS is accepting applica-

QUALITY PROGRESS I JUNE 2007 I 17

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KEEPING
CURRENT
(continued from p. 17)
safety survey is now available online for any
U.S. hospital to complete. The survey assesses
hospital performance based on four quality
and safety practices endorsed by the National
Quality Forum. Survey data are publicly dis-
played and updated monthly on the Leapfrog
Group website, www.leapfroggroup.org. To
participate in the survey, follow the link on the
homepage.
20 I JUNE 2007 I www.asq.org
ASQ News
ANOTHER ORGANIZATIONAL MEMBER JOINS L-3
Communications, headquartered in New York City, recently
became ASQ’s 10th organizational member. L-3 employs more
than 63,000 people worldwide and is a contractor specializing
in aircraft modernization and maintenance. For more
information about organizational membership, go to
www.asq.org/membership/organizations/overview.html.
STATE OF THE SOCIETY
REPORT AVAILABLE The
2007 State of the Society report,
titled “Enriching Lives Through
Quality,” is available at www.
asq.org/media-room/news/2007/
04/20070430-state-of-society.html.
NEW JOURNAL EDITOR
Effective July 1, Jim Evans will be the
editor of Quality Management Jour-
nal (QMJ). Evans is the director of the
Total Quality Management Center at
the University of Cincinnati, where he
is also an adjunct industrial engineer-
ing professor. He succeeds Barbara
Flynn of Wake Forest University,
Winston-Salem, NC, who served as
QMJ editor for 10 years. For more
information on QMJ, go to
www.asq.org/pub/qmj.
MULTIMEDIA CASE STUDY
LIVE ASQ’s website now has its
first multimedia case study, “Quality
Strategies Help Eliminate Likelihood
of Serious and Deadly Injuries,” by
Jeanne Chircop. The article is about
Xcel Energy, which used quality tools
to improve its fire safety clothing
and, in turn, improve employee safe-
ty. The case study includes three
embedded videos, pulled from one
of Xcel’s training videos. To view the
article with Quicktime videos, go to
www.asq.org/pdf/case-studies/
25521-quicktime-video.pdf. To view
the article with Windows Media
videos, go to www.asq.org/pdf/
case-studies/25521-wmf-video.pdf.
 Q
Personal: Married, three children The human dimension is critical.
Favorite ways to relax: Running, yoga Achieving quality is about people and
W h o ’s Who in and especially tennis; calls the beach their ability to use their knowledge,
his “favorite retreat” understanding and wisdom to create
Quality quote: Some of the most the future they desire. It is about the
important components that one needs collective pursuit of a better quality of
for the advancement of quality defy life and standard of living in the most
Name: J. Gerald Suarez efficient and effective way.
measurement. How do you measure
Residence: Springfield, VA
tenacity, desire, courage and intent?
Education: Doctorate in industrial-
organizational
psychology from
the University of
Puerto Rico
Current jobs:
Executive director
of the quality
enhancement sys-
tems and teams
honors program at the University of
Maryland’s Robert H. Smith School
of Business, where he teaches in the
decision and information technology It’s like sneaking a peek at your
department. Suarez is also the acade-
mic director for executive on-site colleague’s paycheck—without
programs for Lockheed Martin
Corp. and Scientific Applications the risk of getting caught.
International Corp.
Previous job: Director of presiden-
tial quality at the White House, the
first person to hold the position; ini-
tiated efforts to instill systems
thinking, quality management and
organizational redesign into the
White House Communications
Agency, the White House Military But before we let you steal a look, we’ll need your help. Please
take the 2007 Quality Progress Salary Survey, which will be
Office and the Office of the President
posted on our Web site in July. Last year, we received a record
Introduction to quality: As a grad- number of responses. This year, we’d like to break that record.
uate student, attended W. Edwards
Please spend 10 minutes taking our salary survey and help ensure
Deming’s four day seminar, which
the best, most accurate results.
he says, “served as a catalyst in
shaping my perspective on the As always, results of the survey will appear in the December issue
of Quality Progress. Expanded results will be posted on our
importance of appreciating how to
Web site.
bring about value to systems of all
kinds”
Published works: Articles in sever-
al periodicals, such as the Harvard
Deusto Business Review, Revista Zona
Be on the lookout for more details
Comercial, Journal for Quality and in the coming weeks on when and
Participation, Quality Management where you can connect to the link.
Journal and Executive Excellence

QUALITY PROGRESS I JUNE 2007 I 21

KEEPING
CURRENT
FOOD SAFETY
A Closer Look
at Food Safety
and Quality
Since March, millions of packages
of pet food have been re-called and
thousands of pet deaths might be
linked to melamine found in wheat
gluten imported from China and
used in the pet food. The massive
recall has some people calling for
tighter import regulations and has
spurred talk of food safety and quali-
ty issues related to all forms of food.
In most cases of tainted food
making it to store shelves, a lack of
management or managers not pay-
ing attention to detail is to blame,
says Steve Wilson, a member of
the board of directors for ASQ’s
Food, Drug and Cosmetic Division.
Wilson works for the U.S. Depart-
ment of Commerce Seafood
Inspection Program.
“There was more than one sys-
tem check that could have been in
place to prevent this issue from
having occurred,” he says. “You
rely on the process and verification
of the process to make sure you
don’t have these kinds of prob-
lems.
“Nobody wants to produce
unsafe or tainted food, because
you ruin the chance of selling
another pound of product after
that,” he adds.
John Surak, ASQ standards
chairman for the Food, Drug and
Cosmetic Division and indepen-
dent consultant, agrees.
“You have to have systems in
place within the entire food chain
so that you have proper packaging
[and] proper handling of the equip-
ment, and so you don’t have this
cross contamination of chemicals
22 I JUNE 2007 I www.asq.org
in food products or with food addi-
tives,” Surak says.
“Simply by making the process
robust, you eliminate the probabili-
ty for the cross contamination to
occur,” Wilson adds. He also says
companies should separate items
and only allow select people
access to certain areas to further
prevent cross-contamination.
Both Surak and Wilson say com-
panies can, and are, accountable
for tainted food making it to store
shelves.
“Companies are held account-
able by law, and they’re held ac-
countable by the market,” Surak
says. “By law, if tainted food
makes it to the stores shelves, and
it causes injury, corporation execu-
tives and other employees can be
held criminally liable.” It gets
much more difficult, however, in
the international marketplace, he
adds.
Surak says current food regula-
tions are adequate, but they’re
designed to protect the consumer
and are designed to be the mini-
mum standard.
“What we are looking at now [is]
how do we build a more robust
food safety and quality manage-
ment system?” he says.
The International Organization
for Standardization developed ISO
22000 in 2005 to help ensure safe
worldwide food supply chains. The
standard applies to food safety
management systems and the
requirements for any organization
in the food chain—ranging from
feed producers to transport and
storage operators to retail and
food service outlets.
Wilson says the ISO 22000 stan-
dard is exactly what food produc-
ers need to prevent incidents like
the recent pet food contamination.
“It was well defined, document-
ed and developed,” Wilson says.
“The issue is whether or not peo-
ple adopt the standard. Unless it’s
adopted, evaluated and audited,
it’s almost useless.”
Look for a more in-depth story
about the importance of food stan-
dards and process control in ASQ’s
Quarterly Quality Report, due out
in early June. QP
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BASIC QUALITY

Quality
Basics
“L earning is not compulsory ... neither is survival.”
In this nugget of wisdom from his book Out of the Crisis, W. Edwards
Deming reminds us that every day we should be making efforts to expand
knowledge and develop expertise in our work and in our lives.
That learning truly begins when we have a solid understanding of the basics.
In the spirit of Deming’s belief in continuous improvement, we called on several
Quality Progress contributors to write on 10 basic quality topics—the fundamentals
essential to surviving in a quality role.
We asked our hand-picked contributors to write on one particular subject in about 500
words: a lofty challenge for authors known for their thorough and exhaustive knowl-
edge and writings on these topics.
This collection of overviews is not meant to be comprehensive. Any one of our con-
tributors to this package could have written a book on the subject—and some actually
have. Rather, this overview is designed to give quality newcomers a taste of the knowl-
edge they need to survive and succeed. Perhaps it will also inspire more seasoned quali-
ty professionals to brush up on some of the essentials they haven’t thought about in a
while.
If a subject leaves you wanting more, reach for the resources and information. More
than likely they’re just a few clicks away—on a corner of ASQ’s website devoted to
books (www.asq.org/quality-press/index.html) or publications (www.asq.org/pub),
including past issues of Quality Progress.
And always remember what Deming encourages: Seek knowledge, challenge yourself
and keep learning—every day.

QUALITY PROGRESS I JUNE 2007 I 25

BASIC QUALITY
Principles and Methods
A truly integrated quality system is based on three
principles: customer focus, process improvement and
total involvement:
1. Customer focus encompasses both the external and
internal customers’ needs.
2. Process improvement is the lifeblood of an organiza-
tion wishing to sustain growth.
3. Total involvement is the vehicle through which the
organization completes the daily activities that
accomplish the first two principles.
Currently, practicing quality professionals deal with
interrelated sets of requirements that form quality man-
agement systems (QMSs). The two most frequently used
QMS models are the Baldrige National Quality Program
criteria and the eight quality management principles that
are the basis of the ISO 9000 family of QMS standards.
These models provide insight into the component parts
of a QMS and define quality as it is practiced today.
The Baldrige criteria, shown in Figure 1, are:
1. Leadership.
2. Strategic planning.
3. Customer and market focus.
Measurement
Measurement is the process of determining a quantita-
tive value of something. You can measure something
intangible, such as customer satisfaction, or something
tangible, such as a truck tire’s air pressure, a chemical
solution’s conductivity or the thickness of the paper this
article is printed on. These are examples of the two broad
types of measurements made in business quality man-
agement systems (QMSs): process oriented and physical.
Process oriented measurements appear throughout a
quality or business management system. Some measures
in sections 2.3 and 2.4 of ISO 9000,1 and conditions of their
use fall under most of ISO 9001 section 8.2.2 Many process
oriented measurement tools and methods are part of the
fundamental elements of quality management, including:
statistical process control, process and control charts,
process capability, quality of service, some types of bench-
marking, the check step of the plan-do-check-act cycle,
financial measures, customer satisfaction surveys, prod-
uct returns and warranty costs.
Physical measurements are those in which inspection,
measuring and test equipment (IM&TE) is used to mea-
sure physical parameters. IM&TE is the province of
26 I JUNE 2007 I www.asq.org
4. Information and analysis.
5. HR focus.
6. Process management.
7. Business results.
The eight management system standards of the ISO
9000 2000 family of standards are:
1. Customer orientation: Organizations must focus on
understanding their customers’ needs and require-
ments, then try to anticipate and exceed the cus-
tomers’ expectations.
2. Leadership: Organizations need strong leaders to estab-
lish common goals and direction. Effective leaders
establish open environments in which all employees
can participate in meeting their organization’s goals.
3. Involvement: People are the most important part of
any organization. Managers must ensure that em-
ployees at all levels of the organization can fully par-
ticipate and use all their skills to make the
organization successful.
4. Process management: The most successful organiza-
tions understand they must manage all activities as
processes.
metrology, the science of measurement. For all of record-
ed history, an essential component of successful trade is
a system of measurement, which includes agreement
among people about the meaning of the units of mea-
surement. The Convention of the Metre treaty of 1875
made what is now the International System of Units (SI)
the agreed-upon standard for all international trade.3
Physical measurements are the subject of sections 7.5, 7.6
and 8.2.4 of ISO 9001.
There are several important considerations for physi-
cal measurements. To be meaningful, physical measure-
ments must be traceable to the SI. Traceability requires
calibrated IM&TE. Calibration verifies the ability of the
IM&TE to make the required measurements when used
correctly and documents the measurement uncertainty
relative to the SI value. Calibration is part of risk man-
agement. An effective calibration program will not elim-
inate all risk, but it will reduce the risk to a known and
manageable level.
Physical measurements should be managed to ensure
the correct measurements are being made and that the
IM&TE used are capable of making the measurement
 5. System management: In addition to the manage- FIGURE 1 Principles of an Integrated
ment of individual processes, successful organiza- Quality System
tions understand that their many individual
processes are interrelated and must be managed Objective Integrated quality system
within an overall system.
6. Continual improvement: Continual improvement is
the key to long-term success and high performance.
Successful managers recognize that processes must
Customer Process Total
be reviewed and improved continually to ensure Principles
focus improvement involvement
their organization stays competitive.
7. Fact based decisions: Organizations that base their
decisions on factual data are more likely to make Leadership Customer and
the correct decision. Strategic planning market focus
8. Close supplier relationships: Organizations that Elements
Information and analysis HR focus
partner and work closely with their suppliers Process management Business results
ensure that both the organization and the supplier
are better able to succeed.
There is no one right way to integrate quality princi- strategic, tactical and operational levels using the Juran
ples into a working environment. W. Edwards Deming Trilogy: quality planning, quality control and quality
espoused the data approach. He recommended we start improvement.
with statistical analysis of operations and draw conclu- Either approach to integrating the quality principles is
sions from the data by using his plan-do-study-act cycle. effective. Senior leadership should choose the approach
Joseph Juran chose the opposite approach: beginning that most closely aligns with its organizational and cus-
with the corporate vision, then drilling down through tomer requirements.
—Grace L. Duffy

accurately. ISO 10012:2003 gives guidance for managing
a measurement system.4
Organizations that calibrate IM&TE can be accredited
to the requirements of ISO/IEC 17025: 2005.5 Accredit-
ation verifies that the calibration laboratory has a QMS
based on ISO 9001 and also verifies the lab is competent
to make the calibration related measurements listed on
its “scope of accreditation” document.
Competency is assessed through an accreditation audit
and by the results of the lab’s mandatory participation in
regular proficiency tests. Accreditation bodies that meet
the requirements of ISO/IEC 17011:2004 perform the
audits.6 The accreditation bodies are assessed when they
apply for membership in an international cooperating
laboratory accreditation system such as the International
Laboratory Accreditation Cooperation or Asia Pacific
Laboratory Accreditation Cooperation.
Why is that important? If your calibration supplier’s
accreditation body is not a member of an international
cooperation, then you will have a much harder time get-
ting your products accepted in other countries—and in
some cases by your own country or state—which will
cost you time and money if you want to expand your
markets. A large (but not complete) list of international
cooperations and worldwide accreditation bodies is
available at www.fasor.com/iso25.
Correctly applied measurement, wherever and how-
ever it occurs, is an essential element of a successful
business QMS.
REFERENCES AND NOTE
1. ANSI/ISO/ASQ Q9000-2000 Quality management systems—
Fundamentals and vocabulary.
2. ANSI/ISO/ASQ Q9001:2000 Quality management systems—
Requirements.
3. International Vocabulary of Basic and General Terms in Metrology,
ISO, 1993. Commonly called the VIM.
4. ISO 10012:2003 Measurement management systems—
Requirements for measurement processes and measuring equipment.
5. ISO/IEC 17025:2005 General requirements for the competence of
testing and calibration laboratories.
6. ISO/IEC 17011:2004 Conformity assessment—General require-
ments for accreditation bodies accrediting conformity assessment bodiies.
—Graeme C. Payne

QUALITY PROGRESS I JUNE 2007 I 27

BASIC QUALITY
Tools
Tools are organizational or analytical techniques that
assist in understanding a problem. Quality tools are
applied to solving problems to improve quality in ser-
vice organizations and manufacturing plants.
There are basic quality tools that have been popular
for several decades and new tools, too, that have come
to the forefront in the last 15 to 20 years.
Basic quality tools are primarily numerically oriented.
Table 1 includes eight basic quality tools and their purpos-
es. Table 2 lists some of the new quality tools, which are
capable of completely analyzing and understanding a
problem. The new quality tools are primarily non-numeric.
The eight basic tools can be used in sequence to
solve a problem. The problem first needs to be under-
stood; flow charts, check sheets and histograms are
useful for acquiring and displaying basic data. If mul-
tiple sources of variation in the process need to be
investigated, then stratification is useful.
For example, a part might be produced from a sequence
of milling operations on different machines. The quality
practitioner might need to investigate if any one machine
is producing more variation in a dimension than another
machine. Examining the variation of the parts is not suffi-
cient. Control charts are needed to determine whether the
process is in statistical control.
Before making adjustments to a process, the quality
Statistics
A fundamental concept of statistics probably predates
Plato’s Republic and his allegory of the cave, which
describes people as being separated from the real world
and perceiving only vague shadows of its reality.
St. Paul said it more succinctly: “We see through a
glass, darkly.”
But the more modern, easy-to-understand American
colloquialism is: “All numbers have some fuzz around
them!”
Walter Shewhart, one of quality’s greatest pioneers
and a man to whom many of us owe a good part of our
careers, recognized this principle and concluded that
every observation we take from a process of any kind
has both a deterministic and a random component. Our
28 I JUNE 2007 I www.asq.org
practitioner must know whether the process is in control.
A control chart will reveal various hints about the prob-
lem (for example, trends in the data or correlation of out-
of-control conditions with external factors). If there is the
potential of interrelated factors, then a scatter plot can be
used to test for correlations between sets of variables to
TABLE 1 Basic Quality Tools
Tool Purpose
Flow chart Visualizes a process
Check sheet Collects and analyzes data using a
structured, prepared form
Histogram Analyzes frequency of occurrence of items
Stratification Separates data gathered from a variety of
sources to discern patterns
Control chart Studies how a process changes over time
using a graph
Scatter plot Finds correlations among variables
Pareto diagram Prioritizes bar charts to determine the
order in which to attack problems
Ishikawa diagram Brainstorms about root causes of problems
(aka fishbone, cause
and effect diagram)
job, in making decisions on the basis of data, is to distin-
guish between the two components.
Symbolically,
Y = f(x) + ∑,
in which Y is what you get, f(x) is the total effect of all
controls exerted on the process, intentionally or uninten-
tionally, and ∑ is random variation.
Shewhart recognized that if we sample a process
repeatedly—as he did with the first published control
chart in 1924—to learn, for example, its percentage
defective, the number we get will change from sample to
sample, even though the process doesn’t change.
This phenomenon is the handiwork of the random vari-
 TABLE 2 New Quality Tools about which root cause should be examined first.
There are numerous sequential processes for using the
Tool Purpose new quality tools. An affinity diagram is good if the quali-
ty practitioner does not know what the problem is. The
Affinity diagram Organizes a large number of ideas into
natural relationships remaining new tools can be systematically applied to
move from an idea of the problem to a complete plan to
Relations diagram Determines cause-and-effect relationships
solve the problem.
Tree diagram Breaks down broad categories into finer First, a relations diagram can be used to discern
levels of detail
whether there are any interacting subproblems. This tool
Matrix diagram Organizes knowledge in a matrix format is useful because merely identifying the problem is usu-
to show the relationship among groups of ally not sufficient. The practitioner must also know of
information
any causally related problems. Next, a tree diagram can
Matrix data Analyzes matrices (often replaced in this be used to break down the goal into a set of specific
analysis method list by the similar prioritization matrix)
activities, which can be prioritized using the matrix
Process decision Identifies what might go wrong in a plan method. Once the priorities of activities are known, an
program chart under development arrow diagram can be created to analyze the timing of
the process and identify any potential bottlenecks.
Arrow diagram Shows the required order of tasks in a Using either basic or new quality tools is highly
project or process dependent on the problem to be solved. However, the
examples here should prove helpful when dealing with
many common problems.
find when the highest correlation occurs.
Once a problem has been characterized using these BIBLIOGRAPHY

tools, the next step is to look for solutions. An Ishikawa Tague, Nancy R., The Quality Toolbox, second edition, ASQ Quality
(fishbone) diagram works well for teams seeking the root Press, 2005.
causes of a problem. Once the root causes are identified, —James J. Rooney
they can be put into a Pareto diagram to make a decision

Our job, in making

decisions on the basis

ation component of the model above. of data, is to means in light of the variation.
Further, you can reduce this random • Confidence intervals estimate
variation (or uncertainty) by increas- distinguish between parameters in the shadows of
ing the sample size. Naturally, a reduc- uncertainty.
a deterministic and
tion of the uncertainty gives greater • Regression analysis finds a line
clarity to the deterministic component, a random component. or curve going through ordered
f(x), of the model. Greater sample sizes help pairs of data with a built-in reality
us cut through the random variation to detect check based on random variation.
more effects or, as Shewhart called them, assignable • The analysis of variance sorts real effects and
causes of variation. interactions from noise.
This principle is fundamental to all statistical decision Without this fundamental concept, statistical decision
making. Done properly: making would be impossible.
• The t-test examines the difference between two
—Lynne B. Hare

QUALITY PROGRESS I JUNE 2007 I 29

BASIC QUALITY

Standards
Many of us are familiar only with management system
standards (MSSs), such as ISO 90011 or ISO 14001.2 But
thousands of national, regional and international stan-
dards are commonly used around the world. Their basic
purpose is to facilitate trade.
According to ISO/IEC Guide 2: 2004, a standard is “a
document, established by consensus and approved by a
recognized body, that provides, for common and repeat-
ed use, rules, guidelines or characteristics for activities or
their results…”3
In other words, standards may establish the size, shape
or other characteristics of a product (for example, the
base dimensions of light bulbs or the requirements for
the composition of gasoline).
Standards can also specify guidance or requirements
for processes used to make or deliver products and for
measuring results (such as measurement of octane in
gasoline).
Other standards might give guidance on methods of
analysis and treatment of data related to production or
sampling of products.
While most standards are product related, MSSs are
quite different. They provide requirements or guidance
for the management system an organization uses to
attain particular types of results.
For example, ISO 9001 provides requirements for a
management system for an organization that needs to
“demonstrate its ability to consistently provide product
that meets customer and applicable regulatory require-
ments, and … aims to enhance customer satisfaction
through the effective application of the system, including
processes for continual improvement of the system and
the assurance of conformity to customer and applicable
regulatory requirements.”4
ISO 9001 also requires organizations to determine and
review customer requirements. Product related standards
are often key inputs to this process. A supplier’s conformi-
ty to ISO 9001 should provide customers some degree of
confidence that the supplier can consistently provide
product that meets customer and regulatory requirements.
In addition, an organization can obtain recognition of
conformity by having a third-party certification body

Vision and Strategy

Vision and strategy are relatively new additions to vision. In practice, sharing an organizational vision is
the quality toolbox. Modern strategy principles date invaluable in focusing a large, complex organization.
back to the work of Kenneth Andrews in 1971.1 Before There have been several schools of thought related to
Andrews, many organizations were committed to strategy since Andrews’ work in 1971; none have been
long-range planning. Today, most strategists agree the long lived, and none are completely responsive to orga-
world is changing too fast for long-range nizations’ needs in a rapidly changing world.
plans to remain relevant. The most notable approaches include the
You might recognize Andrews’ work Boston Consulting Group’s2 “market
as the SWOT matrix: strengths, weak- Having strategy share enlightenment,” Michael
nesses, opportunities and threats. Porter’s3 “five forces,” and the
allows everyone in an
The principal notion of this first “resource-based view” of D.J. Collis
generation of strategy is optimiza- organization to benefit and C.A. Montgomery.4
tion—knowing your strengths and Scenario planning is at the inter-
from understanding the
capitalizing on them. section of strategic planning and
This tension can be compared organization’s intent. It the reality of uncertain times, where
to the stretching of a rubber band: an organization considers several
sets the organization’s
The farther you stretch the band, the future worlds in preparation of its
more energy you’ve created for compass. strategy. Anticipation is clearly advan-
relieving the strain by moving the end tageous in times of change; those who
points together—in the direction of the anticipate can respond with more certainty

30 I JUNE 2007 I www.asq.org

 Certification or registration

of management systems can

(registrar) conduct assessments provide confidence in the does not guarantee that products
and issue a certificate of registra- management system but meet applicable product related
tion for its quality management standards. Product certification
system. does not guarantee that has a different conformity assess-
Such certification bodies are products meet applicable ment process, under which accred-
often accredited by accreditation ited laboratories test products to
bodies to provide additional confi- product related ensure they meet applicable stan-
dence in their independence and consis- dards.
standards.
tency. This conformity assessment scheme is
REFERENCES
managed under International Organization for
Standardization standards. 1. ANSI/ISO/ASQ Q9001-2000, Quality Manage-ment Systems—
Many organizations that use ISO 9001 do not seek cer- Requirements, ASQ Quality Press, 2000.
tification. In some cases, they use the standard as a mech- 2. ANSI/ISO/ASQ 14001-2004, Environ-mental Management
anism to achieve conformity to regulatory requirements. Systems—Specifications With Guidance for Use, ASQ Quality Press,
Others simply find it a convenient model from which to 2004.
develop and maintain a disciplined management system. 3. ISO/IEC Guide 2:2004, Standardiz-ation and Related Activities—
Because ISO 9001 is process based, many find it fits General Vocabulary, International Organization for Standardization,
well with other quality related activities such as Six 2004.
Sigma and lean. 4. ANSI/ISO/ASQ Q9001, see reference 1.
Certification or registration of management systems
can provide confidence in the management system but —John E. “Jack“ West

and speed than others can.
Two constant forces at work in the evolution of strat-
egy are from simple to complex and from mechanistic
to organic. While there is still a place for traditional
methods of determining strategy, most organizations
are moving toward making strategy—and discussions
about the future—ongoing, open-ended dialogues.
Traditional strategy appears as a pyramid (vision,
objectives, strategies and tactics) and ignores the reali-
ty that objectives, strategies and tactics interact. This
ignores the complexity of interaction. Complexity is
better handled in a systems view of strategy. Modern
approaches to strategy use systems models to more
effectively consider the complexities of the world and
strategy.
Older approaches to strategy are time based—for
instance, on an annual cycle. New approaches are event
based. When the world changes, strategy changes.
An organization can pick from a continuum of strate-
gic approaches to find one that fits its needs, resources
and environment. In all cases, the dialogue leading to
strategic decisions represents the investment in reach-
ing clarity and focus in the organization. Having strate-
gy allows everyone in an organization to benefit from
understanding the organization’s intent. It sets the
organization’s compass.
While vision represents the end state, strategy repre-
sents the starting point and the context in which all
other planning begins.
REFERENCES
1. Kenneth Andrews, “The Concept of Corporate Strategy,” The
McGraw-Hill School Education Group, 1971.
2. Boston Consulting Group, www.bcg.com.
3. Michael Porter, Competitive Strategy, new edition, Free Press,
2004.
4. D.J. Collis and C.A. Montgomery, “Competing on Resources:
Strategy in the 1990s,” Harvard Business Review, July-August, 1995,
pp. 118-128.
—Paul E. Borawski

QUALITY PROGRESS I JUNE 2007 I 31

BASIC QUALITY

Process Improvement And Process

Among other things, the ISO 9001 standard requires
an organization to apply a process approach to three types
of actions: management, product/service realization and
support. The standard says an organization should identi-
fy and manage all the processes necessary for achieving its
objectives and define how these processes are interrelated.
Further, there should be a process owner appointed who
has a defined responsibility and authority to implement,
maintain and improve the processes and their interactions.
The fundamentals of managing processes are:
• Identifying the primary processes of the organization.
• Naming the owner(s) of each process.
• Mapping the flow of each process.
• Specifying the metrics used to control and measure
the outputs and effectiveness of each process.
• Determining the impact of each process and its
interaction with each other process.
• Assessing the effect each process has on the organi-
zation’s desired outcomes.
• Having and implementing a plan for improving
processes in which strategic improvement is worth-
while.
Process mapping, a refined flowcharting method, is
most often used to identify the primary processes, the
flow within these processes and the interactions among
them. The metrics used to control and measure process
performance (variation and capability) are derived from
a supply, input, process, output and customer diagram
and analyzed using statistical process control. Day-to-
day output metrics are compared with targets, and
longer-term analysis is done using trending techniques.
Documentation of all processes, including those used
for measurement and analysis, should include: process
objectives, procedures and work instructions, quality
plans, measurement and audit results, improvements
initiated, and results and lessons learned from improve-
ment initiatives.
Quality is monitored using an in-process and outgoing
finished product or service inspection method. Customer
satisfaction is measured with statistics derived from prod-
uct or service failures and other indicators, such as sur-
veys. Internal auditing techniques—including auditing the
quality management system, products and services, and
suppliers—furnish data for both management of the

Economic Case for Quality

If someone offered to sell you a gasoline additive that The key is to know how to capture the three cate-
would improve your car’s fuel economy and perfor- gories of quality related costs:
mance, would you buy it? 1. Prevention activities are those intended to ensure
Your decision would likely depend on the additive’s that processes work without fail through actions
cost, relative gains in economy and performance, such as failure mode and effects analy-
and other potential issues such as the impact sis, training and preventive main-
on engine life—the total economic value tenance.
of the product. 2. Appraisal activities are those
The same is true of quality activities, used to see how well
whether it’s risk management, such as Being able to measure and processes such as product
implementing a formal quality man- communicate the economics and process approvals are
agement system, or a business actually working via
improvement initiative based on Six of quality is a activities such as inspec-
Sigma or excellence criteria such as foundational skill for quality tion and testing.
Baldrige. In other words, whether the 3. Failure costs are those related
activities make business sense depends professionals. to failures that do occur and
on the related costs, economic benefits are further classified as internal
that would accrue and benefits resulting (failure identified before it
from alternative uses of the resources. reached the customer) or external

32 I JUNE 2007 I www.asq.org

Management
processes. Outcomes might
processes as well as indications of improve-
For an organization to be include customer satisfac-
ments needed.
tion and retention, prof-
Several techniques and tools are avail- effective, the silos prevalent
itability, environmental
able for improving processes, including:
in past times must be and societal actions, and
• The plan-do-check-act cycle (to
ethical and legal respon-
guide planning and implementing supplanted with the process sibilities. A favorable
improvement).
approach, value stream and effect not only sustains
• Problem solving techniques,
an organization but also
including prioritization and root lean thinking, and a supply fuels its growth, prosperity
cause analysis (to identify problem
chain management and contribution to society.
areas).
An organization is, in itself,
• Project management techniques.
mentality. a process—a system of interact-
• Waste reduction methods, including cycle
ing processes, each with several
time reduction, process flow analysis, elimina-
sub-processes. Management is responsi-
tion of nonvalue added steps and preventing errors.
ble for how these processes function, react and produce
• Six Sigma methods for design, process, and product
desired outcomes. For an organization to be effective, the
and service improvement.
silos prevalent in past times must be supplanted with the
• Process reengineering, which reinvents a process to
process approach, value stream and lean thinking, and a
take advantage of emerging technologies, work-
supply chain management mentality.
force skills, better materials or new approaches.
—Russ Westcott
The effect these efforts have on the organization’s
overall outcomes is key to managing and improving

(detected after reaching the customer). The time and
expense of reprocessing failed products or services and
investigating failures could fall into either failure cat-
egory, depending on when the event occurs. Warranty
costs are decidedly external failures.
Organizations can measure the economics of quality
in different ways. Some measure total cost of quality,
including all three categories, while others measure only
the cost of poor quality, focusing on failure costs.
To assist in measuring quality costs, the International
Organization for Standardization has issued ISO 10014:
2006, Quality Management—Guidelines for Realizing
Financial and Economic Benefits.
Financial measures of quality activities can be used as
strategic objectives, guiding organizations toward both
profitability and greater customer satisfaction. Process
owners can also use economics of quality measures at a
more tactical level to evaluate day-to-day activities and
improvement projects.
ISO 9004:2000, Quality Management Systems—
Guidelines for Performance Improvement mentions econom-
ics of quality as a means for measuring and monitoring
processes, for analyzing process data and as part of man-
agement review.
Quality professionals sometimes perceive resistance
to quality activities by managers. While the idealism
that drives many to the quality profession and their
detailed knowledge of quality tools are laudable, they
must understand that they work in a capitalist economy.
Senior management is tasked with maximizing the eco-
nomic value of the resources under its control.
Senior management must achieve an acceptable
return on investment, and quality professionals must be
able to demonstrate that allocation of resources to quali-
ty activities that can support this. Being able to measure
and communicate the economics of quality is therefore
a foundational skill for quality professionals.
—Duke Okes

QUALITY PROGRESS I JUNE 2007 I 33

BASIC QUALITY

Teamwork and Empowerment

Top executive teams, project teams, cross-functional
teams, product-market teams. They come in several vari-
eties, but they all have one thing in common: Teams are
constructed entities designed to get a job done.
Empowerment is key. A team that is empowered has
the authority, information and skills to make decisions
that ratchet up performance and drive results. Also, how
well a team functions depends largely on how well it is
structured (its architecture), how well team members
behave toward one another (their interpersonal relation-
ships) and the quality of team leadership.
Think of a team leader as an architect. If the architect’s
blueprint, or construction plan, for the team includes five
key elements, then the team is poised for high performance.
First, the team must be guided by a clear strategy.
Strategy directs decision making and gives team mem-
bers a sense of purpose. Otherwise, what’s the advantage
of being empowered?
Second, operational goals that flow from the strategy
must be clear. At the day-to-day tactical level, a team
without clear, specific operational goals can easily
become a house divided, with each member empow-
ered to follow only his or her own pet initiatives.
Third, roles and responsibilities must be clear and
agreed upon. Otherwise, empowerment is apt to
devolve into passing the buck, blame fixing and silo
behavior.
Fourth, business relationships must be transparent
and honest. Effective empowerment assumes team
members can confront issues—and one another—
openly. No amount of empowerment will cure a cul-
ture that avoids conflict and buries disagreements.
Fifth, protocols for decision making must be put in
place. Empowerment often gets derailed because there

Leadership
Leadership is the process by which an individual Relating to quality management, the Baldrige
influences a group to move toward the attainment of a Criteria for Performance Excellence states, “Your lead-
superordinate goal. Superordinate goals benefit groups ers should ensure the creation of strategies, systems
instead of simply individuals.1 and methods for achieving performance excellence,
Leading involves a power sharing relationship between stimulating innovation, building knowledge and
two or more individuals in which the power is distributed capabilities, and ensuring organizational sustainabil-
unevenly. For example, a leader will have monetary and ity.”2 As we can see, when a leader exercises leader-
organizational authority that can be applied toward ship, he or she will be involved in planning,
achieving goals. Therefore, leaders must effectively and controlling, communicating, teaching, advising and
fairly use power. delegating.
This power can take different forms: According to W. Edwards Deming, “The
• Expertise power: You have spe- aim of leadership should be to improve
cial knowledge. Part of effective the performance of man and machine,
• Reward power: You can to improve quality, to increase out-
bestow gifts for the right leadership is to discover put, and simultaneously to bring
behavior. pride of workmanship to people.”3
your own leadership
• Coercive power: You can This is a positivist view of leader-
use force to get what you traits that you can develop ship that involves more than
want. assigning blame and removing
• Referent power: You are to lead the quality people who are viewed as problem
charismatic and persuasive. improvement efforts in employees. In his 14 points for
• Legitimate power: You have management, Deming showed what
positional authority that your organization. principles direct effective quality man-
allows you to make decisions. agement leaders.

34 I JUNE 2007 I www.asq.org

 A team that is empowered
has the authority, information
is no upfront agreement on and skills to make decisions
whether decisions will be made:
that ratchet up performance
• Unilaterally: by one person
with no input from others. and drive results.
• Consultatively: by one person
after soliciting input from the fewest
number who will add value.
• By consensus: everyone has input and must
agree to live with the outcome of majority rule.
In addition to getting the team to agree on how deci-
sions will be made, team leaders must establish a deci-
sion making process that includes:
• Identifying the decisions the team must make. The
old laundry list on a flip chart works well.
• Identifying decision subteams. For each decision
identified, assemble a subteam that becomes a steer-
ing committee responsible for making the decision.
J.M Juran proposed his trilogy diagram for leading
quality:4
• Quality planning: Learning about customers and
finding ways to satisfy them.
• Quality control: Comparing product performance
to product goals and eliminating the gaps between
them.
• Quality improvement: Establishing teams and pro-
viding them resources to make improvements in a
planned way.
In doing this, Juran provided a method for leading
improvement in an organization. On the other hand,
Armand V. Feigenbaum showed that individuals on the
shop floor could provide leadership of their own.5
Feigenbaum’s approach was reflected in the way Japanese
firms approached quality improvement. More recently, Six
Sigma Champions have provided leadership in selecting,
qualifying and rationing projects to Black Belts.6
Service quality management might be different in
some fundamental ways from product quality manage-
ment. One research study of service firms found that
effective leaders tended to display three traits:7
1. Service vision: You have a vision of how to provide
great service.
• Assigning accountability.
Each decision requires a
point person—someone
responsible for achieving clo-
sure within the subteam.
• Selecting a decision making mode
for each decision. Then, setting a
deadline for the subteam to keep it on
track and ensure that members of the larger team
know their deadline for giving input.
Once the decision is made and announced to the full
team, it’s on to implementation.
While the leader might be the architect of the high-per-
forming, empowered team, success depends equally on
the team members’ willingness and ability to step up and
perform at a new level for greater results.
—Howard M. Guttman
2. High standards: You communicate these standards
for others to emulate.
3. In-the-field leadership style: You get out in the
field and make things happen.
In general, effective leaders can fall into two cate-
gories: those who direct the work of others to achieve
an end and those who help others discover and achieve
their potential. Part of effective leadership is to discover
your own leadership traits that you can develop to lead
the quality improvement efforts in your organization.
REFERENCES
1. S. Thomas Foster Jr., Managing Quality: Integrating the Supply
Chain, Prentice Hall, 2007.
2. National Institute of Standards and Technology, Baldrige
National Quality Award Criteria for Performance Excellence, ASQ
Quality Press, 2007.
3. W. Edwards Deming, Out of the Crisis, MIT CAES, 1986.
4. Joseph Juran, Juran on Leadership for Quality, Free Press, 1989.
5. Armand V. Feigenbaum, Total Quality Control, McGraw-Hill,
1983.
6. Greg Brue, Six Sigma for Managers, McGraw-Hill, 2002.
7. V.A. Zeithaml, A. Parasuraman and L.L. Berry, Delivering
Service Quality, Free Press, 1990.
—S. Thomas Foster Jr.
QUALITY PROGRESS I JUNE 2007 I 35
about the authors
PAUL E. BORAWSKI is executive
director and chief strategic officer of
ASQ. He joined ASQ in 1986 as
director of programs and technical
services and was appointed to execu-
tive director in 1988.
Borawski
GRACE L. DUFFY is vice president of
ASQ and president of Management
and Performance Systems, Tavares,
FL. She earned a master’s degree in
management and information sys-
tems from Georgia State University.
A fellow of ASQ, Duffy is certified
as a quality manager, quality auditor
Duffy and quality improvement associate.
S. TOM FOSTER JR. is a professor
of quality and supply chain manage-
ment at Brigham Young University.
He is a member of ASQ and has
served twice as a Baldrige examiner.
Foster
HOWARD M. GUTTMAN is princi-
pal of Guttman Development Strat-
egies, a management consulting firm
in Ledgewood, NJ. He earned a mas-
ter’s degree in organizational devel-
opment from Case Western Reserve
University in Cleveland.
Guttman
LYNNE B. HARE is director of
applied statistics at Kraft Foods
Research and Development in East
Hanover, NJ. He received a doctorate
in statistics from Rutgers Univers-
ity. Hare is a past chairman of
ASQ’s Statistics Division and a fel-
low of both ASQ and the American
Statistical Assn.
Hare
36 I JUNE 2007 I www.asq.org
(in alphabetical order)
DUKE OKES is a knowledge architect and ASQ fel-
low. He is currently a consultant, focusing on help-
ing organizations improve root cause analyses. Okes
holds a master’s degree in education from Tusculum
College, Greeneville, TN. He is an ASQ fellow and a
certified quality auditor, quality engineer, quality
manager and quality technician.
Okes
GRAEME C. PAYNE is president of GK Systems, a
consulting firm near Atlanta, GA, specializing in
measurement science. He is the 2006-2007 chair of
the ASQ Measurement Quality Division. Payne is a
senior member of ASQ, certified quality technician,
calibration technician and quality engineer.
Payne
JAMES J. ROONEY is a senior risk and reliability
engineer with ABS Consulting, Public Sector
Division, in Knoxville, TN. He earned a master’s
degree in nuclear engineering from the University of
Tennessee. Rooney is a fellow of ASQ and holds the
following ASQ certifications: biomedical auditor,
hazard analysis and critical control points auditor,
manager of quality/organizational excellence, quality
auditor, quality engineer, quality improvement asso-
Rooney
ciate, quality process analyst, quality technician,
reliability engineer and Six Sigma Green Belt.
JOHN E. “JACK” WEST is a management consultant
and business adviser. He served on the board of exam-
iners for the Malcolm Baldrige National Quality
Award from 1990 to 1993 and is past chair of the
U.S. technical advisory group to ISO technical com-
mittee 176 and lead delegate to the committee respon- West
sible for the ISO 9000 family of quality management
standards. He is an ASQ fellow.
RUSS WESTCOTT is president of R.T. Westcott and
Associates, Old Saybrook, CT. He is an ASQ fellow
and a certified quality auditor and manager of quali-
ty/organizational excellence.
Westcott
Building a basic
quality Library
by Joe Conklin

key skill for any quality professional is knowing where to find the answers to questions. A well-
A stocked quality library saves considerable time and trouble. How does the conscientious quality pro-
fessional begin building such a well-stocked library, particularly if his or her employer does not have one?
Of the hundreds of quality-related books I have seen or heard of, I have devised my own personal set of
the vital few that can form the core of a good working library. The titles are organized around the cate-
gories in the body of knowledge for the certified quality engineer exam. They cover the basics well, are
written with not only the expert in mind, and have shortened many of my searches for quality-related
answers.
They might be considered the top 10 titles for the quality beginner.

Management and Leadership Quantitative Methods

Armand V. Feigenbaum, Total Quality Control, third edition, and Tools
McGraw-Hill, 1991. Eugene L. Grant and Richard S.
National Institutes of Standards and Technology, Malcolm Baldrige Leavenworth, Statistical Quality Control,
National Quality 2007 Award : Criteria for Performance Excellence seventh edition, McGraw-Hill, 1996.
(Business), ASQ Quality Press, 2007. J. M. Juran and A. Blanton Godfrey,
Juran’s Quality Control Handbook, fifth edi-
The Quality System tion, McGraw-Hill, 1999.
Charles A. Mills, The Quality Audit: A Management Evaluation Tool, The references under the sections man-
McGraw-Hill, 1989. agement and leadership, the quality system,
and continuous improvement are particular-
Product and Process Design ly helpful for building a broad understand-
Patrick D. T. O’Connor, Practical Reliability Engineering, fourth ing of quality concepts and practices. After
edition, John Wiley, 2001. all, the questions will keep coming, and
finding the answers is part of the fun—and
Product and Process Control sweat—of the quality business.
ANSI/ASQ Z1.4-2003: Sampling Procedures and Tables for Inspection
by Attributes, ASQ Quality Press, 2003. JOSEPH D. CONKLIN is a math-
Donald J. Wheeler and Richard W. Lyday, Evaluating the Measurement
ematical statistician at the U.S.
Process, second edition, Addison-Wesley Publishing, 1990.
Department of Energy in
Continuous Improvement Washington, D.C. He earned a
Michael Brassard and Diane Ritter, The Memory Jogger II, A Pocket master’s degree in statistics from
Guide of Management and Planning Tools for Continuous Improvement Virginia Tech and is a senior
and Effective Planning, Goal/QPC, 1994. member of ASQ. Conklin is also
Shigeru Mizuno, ed., Management for Quality Improvement: The an ASQ certified quality manager, quality engi-
Seven New QC Tools, Productivity Press, 1988. neer, quality auditor and reliability engineer.

QUALITY PROGRESS I JUNE 2007 I 37

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 In July 2002, Quality Progress published a 19-page glossary of quality terms. It proved
to be one of our most popular articles in recent years, as indicated by the numerous com-
pliments, suggestions and reprint requests we received. Joseph Juran even took notice:
He sent editors a letter in which he called the glossary “a masterpiece of research and
clarity” that “should provide useful inputs to the quality manuals of many companies.”
Nearly five years later, we revisit that glossary, with several updated definitions and
new entries, many from the lean glossary we published in June 2005. In the spirit of con-
tinuous improvement, we ask you to send us your input, including any changes or addi-
tions you think are necessary. E-mail dnelsen@asq.org or call 800-248-1946 x8742.
Also, be sure to bookmark the online version of our glossary, at www.asq.org/glossary.

dard ANSI/ISO/ASQ A3534-2-1993: Statistics—Vocabulary and

AAcademic Quality Improvement Project (AQIP): A forum for

higher education institutions to review one another’s action projects.
Acceptable quality level (AQL): In a continuing series of lots, a
quality level that, for the purpose of sampling inspection, is the
limit of a satisfactory process average.
Acceptance number: The maximum number of defects or defec-
tives allowable in a sampling lot for the lot to be acceptable.
Acceptance sampling: Inspection of a sample from a lot to
decide whether to accept that lot. There are two types: attributes
sampling and variables sampling. In attributes sampling, the pres-
ence or absence of a characteristic is noted in each of the units
inspected. In variables sampling, the numerical magnitude of a
characteristic is measured and recorded for each inspected unit;
this involves reference to a continuous scale of some kind.
Acceptance sampling plan: A specific plan that indicates the
sampling sizes and associated acceptance or nonacceptance criteria
to be used. In attributes sampling, for example, there are single,
double, multiple, sequential, chain and skip-lot sampling plans. In
variables sampling, there are single, double and sequential sam-
pling plans. For detailed descriptions of these plans, see the stan-
Symbols—Statistical Quality Control.
Accreditation: Certification by a recognized body of the facili-
ties, capability, objectivity, competence and integrity of an agency,
service or operational group or individual to provide the specific
service or operation needed. The term has multiple meanings
depending on the sector. Laboratory accreditation assesses the
capability of a laboratory to conduct testing, generally using stan-
dard test methods. Accreditation for healthcare organizations
involves an authoritative body surveying and verifying compliance
with recognized criteria, similar to certification in other sectors.
NEW! Accreditation body: An organization with authority to
accredit other organizations to perform services such as quality
system certification.
Accuracy: The characteristic of a measurement that tells how
close an observed value is to a true value.
Action plan: A specific method or process to achieve the results
called for by one or more objectives. It can be a simpler version of a
project plan.
NEW! Activity based costing: An accounting system that
assigns costs to a product based on the amount of resources used
to design, order or make it.
Activity network diagram: An arrow diagram used in planning

QUALITY PROGRESS I JUNE 2007 I 39

QUALITY GLOSSARY
and managing processes and projects.
Advanced Product Quality Planning (APQP): High level auto-
motive process for product realization, from design through pro-
duction part approval.
NEW! Adverse event: Healthcare term for any event that is
not consistent with the desired, normal or usual operation of the
organization; also known as a sentinel event.
Affinity diagram: A management tool for organizing informa-
tion (usually gathered during a brainstorming activity).
Alignment: Actions to ensure that a process or activity supports
the organization’s strategy, goals and objectives.
American Association for Laboratory Accreditation (A2LA):
An organization that formally recognizes another organization’s
competency to perform specific tests, types of tests or calibrations.
American Customer Satisfaction Index (ACSI): Released for the
first time in October 1994, an economic indicator and cross industry
measure of the satisfaction of U.S. household customers with the
quality of the goods and services available to them. This includes
goods and services produced in the United States and imports from
foreign firms that have substantial market shares or dollar sales.
The ACSI is co-sponsored by the University of Michigan Business
School, ASQ and the CFI Group.
American National Standards Institute (ANSI): A private, non-
profit organization that administers and coordinates the U.S. vol-
untary standardization and conformity assessment system. It is the
U.S. member body in the International Organization for
Standardization, known as ISO.
American National Standards Institute-American Society for
Quality (ANSI-ASQ): Organization that accredits certification bodies
for ISO 9001 quality management systems, ISO 14001 environmental
management systems and other industry specific requirements.
American Society for Nondestructive Testing (ASNT): A tech-
nical society for nondestructive testing (NDT) professionals.
American Society for Quality (ASQ): A professional, not-for-
profit association that develops, promotes and applies quality relat-
ed information and technology for the private sector, government
and academia. ASQ serves more than 108,000 individuals and 1,100
corporate members in the United States and 108 other countries.
American Society for Quality Control (ASQC): Name of ASQ
from 1946 through the middle of 1997, when the name was
changed to ASQ.
American Society for Testing and Materials (ASTM): Not-for-
profit organization that provides a forum for the development and
publication of voluntary consensus standards for materials, prod-
ucts, systems and services.
American Society for Training and Development (ASTD): A
membership organization providing materials, education and sup-
port related to workplace learning and performance.
American standard code for information interchange (ASCII):
Basic computer characters accepted by all American machines and
many foreign ones.
Analysis of means (ANOM): A statistical procedure for trou-
bleshooting industrial processes and analyzing the results of exper-
imental designs with factors at fixed levels. It provides a graphical
display of data. Ellis R. Ott developed the procedure in 1967
because he observed that nonstatisticians had difficulty under-
standing analysis of variance. Analysis of means is easier for quali-
ty practitioners to use because it is an extension of the control
chart. In 1973, Edward G. Schilling further extended the concept,
40 I JUNE 2007 I www.asq.org
enabling analysis of means to be used with non-normal distribu-
tions and attributes data in which the normal approximation to the
binomial distribution does not apply. This is referred to as analysis
of means for treatment effects.
Analysis of variance (ANOVA): A basic statistical technique for
determining the proportion of influence a factor or set of factors
has on total variation. It subdivides the total variation of a data set
into meaningful component parts associated with specific sources
of variation to test a hypothesis on the parameters of the model or
to estimate variance components. There are three models: fixed,
random and mixed.
NEW! Andon board: A production area visual control device,
such as a lighted overhead display. It communicates the status of
the production system and alerts team members to merging prob-
lems (from andon, a Japanese word meaning “light”).
NEW! ANSI ACS X12: Transaction standards for electronic
communication and shipping notification.
Appraisal cost: The cost of ensuring an organization is continu-
ally striving to conform to customers’ quality requirements.
Arrow diagram: A planning tool to diagram a sequence of events
or activities (nodes) and their interconnectivity. It is used for sched-
uling and especially for determining the critical path through nodes.
AS9100: An international quality management standard for
the aerospace industry published by the Society of Automotive
Engineers and other organizations worldwide. It is known as
EN9100 in Europe and JIS Q 9100 in Japan. The standard is con-
trolled by the International Aerospace Quality Group (see listing).
NEW! Asia Pacific Laboratory Accreditation Cooperation
(APLAC): A cooperative of laboratory accreditation bodies.
Assessment: A systematic evaluation process of collecting and
analyzing data to determine the current, historical or projected
compliance of an organization to a standard.
Assignable cause: A name for the source of variation in a
process that is not due to chance and therefore can be identified
and eliminated. Also called “special cause.”
Assn. for Quality and Participation (AQP): Was an indepen-
dent organization until 2004, when it became an affiliate organiza-
tion of ASQ. Continues today as ASQ’s Team and Workplace
Excellence Forum.
Attribute data: Go/no-go information. The control charts based
on attribute data include percent chart, number of affected units
chart, count chart, count per unit chart, quality score chart and
demerit chart.
Attributes, method of: Method of measuring quality that con-
sists of noting the presence (or absence) of some characteristic
(attribute) in each of the units under consideration and counting
how many units do (or do not) possess it. Example: go/no-go
gauging of a dimension.
Audit: The on-site verification activity, such as inspection or
examination, of a process or quality system, to ensure compliance
to requirements. An audit can apply to an entire organization or
might be specific to a function, process or production step.
Automotive Industry Action Group (AIAG): A global automo-
tive trade association with about 1,600 member companies that
focuses on common business processes, implementation guide-
lines, education and training.
NEW! Autonomation: A form of automation in which
machinery automatically inspects each item after producing it and
ceases production and notifies humans if a defect is detected.
Toyota expanded the meaning of jidohka to include the responsibili-
ty of all workers to function similarly—to check every item pro-
duced and, if a defect is detected, make no more until the cause of
the defect has been identified and corrected. Also see “jidohka.”
Availability: The ability of a product to be in a state to perform
its designated function under stated conditions at a given time.
Average chart: A control chart in which the subgroup average,
X-bar, is used to evaluate the stability of the process level.
Average outgoing quality (AOQ): The expected average quality
level of an outgoing product for a given value of incoming product
quality.
Average outgoing quality limit (AOQL): The maximum aver-
age outgoing quality over all possible levels of incoming quality
for a given acceptance sampling plan and disposal specification.
Average run lengths (ARL): On a control chart, the number of
subgroups expected to be inspected before a shift in magnitude
takes place.
Average sample number (ASN): The average number of sample
units inspected per lot when reaching decisions to accept or reject.
Average total inspection (ATI): The average number of units
inspected per lot, including all units in rejected lots (applicable
when the procedure calls for 100% inspection of rejected lots).
B
NEW! Baka-yoke: A Japanese term for a manufacturing
technique for preventing mistakes by designing the manufactur-
ing process, equipment and tools so an operation literally cannot
be performed incorrectly. In addition to preventing incorrect
operation, the technique usually provides a warning signal of
some sort for incorrect performance. Also see “poka-yoke.”
NEW! Balanced plant: A plant in which the capacity of all
resources is balanced exactly with market demand.
NEW! Balanced scorecard: A management system that pro-
vides feedback on both internal business processes and external out-
comes to continuously improve strategic performance and results.
NEW! Balancing the line: The process of evenly distributing
both the quantity and variety of work across available work time,
avoiding overburden and underuse of resources. This eliminates
bottlenecks and downtime, which translates into shorter flow time.
Baldrige award: See “Malcolm Baldrige National Quality
Award.”
Baseline measurement: The beginning point, based on an eval-
uation of output over a period of time, used to determine the
process parameters prior to any improvement effort; the basis
against which change is measured.
NEW! Batch and queue: Producing more than one piece and
then moving the pieces to the next operation before they are needed.
NEW! Bayes’ theorem: A formula to calculate conditional
probabilities by relating the conditional and marginal probability
distributions of random variables.
Benchmarking: A technique in which a company measures its
performance against that of best in class companies, determines
how those companies achieved their performance levels and uses
the information to improve its own performance. Subjects that
can be benchmarked include strategies, operations and processes.
Benefit-cost analysis: An examination of the relationship
between the monetary cost of implementing an improvement and
the monetary value of the benefits achieved by the improvement,
both within the same time period.
Best practice: A superior method or innovative practice that
contributes to the improved performance of an organization, usual-
ly recognized as best by other peer organizations.
Big Q, little q: A term used to contrast the difference between
managing for quality in all business processes and products (big Q)
and managing for quality in a limited capacity—traditionally only
in factory products and processes (little q).
Black Belt (BB): Full-time team leader responsible for imple-
menting process improvement projects—define, measure, analyze,
improve and control (DMAIC) or define, measure, analyze, design
and verify (DMADV)—within a business to drive up customer sat-
isfaction and productivity levels.
Blemish: An imperfection severe enough to be noticed but that
should not cause any real impairment with respect to intended
normal or reasonably foreseeable use. Also see “defect,” “imperfec-
tion” and “nonconformity.”
Block diagram: A diagram that shows the operation, interrela-
tionships and interdependencies of components in a system. Boxes,
or blocks (hence the name), represent the components; connecting
lines between the blocks represent interfaces. There are two types
of block diagrams: a functional block diagram, which shows a sys-
tem’s subsystems and lower level products and their interrelation-
ships and which interfaces with other systems; and a reliability
block diagram, which is similar to the functional block diagram but
is modified to emphasize those aspects influencing reliability.
Board of Standards Review (BSR): An American National
Standards Institute board responsible for the approval and with-
drawal of American National Standards.
Body of knowledge (BOK): The prescribed aggregation of
knowledge in a particular area an individual is expected to have
mastered to be considered or certified as a practitioner.
NEW! Bottleneck: Any resource whose capacity is equal to or
less than the demand placed on it.
Bottom line: The essential or salient point; the primary or most
important consideration. Also, the line at the bottom of a financial
report that shows the net profit or loss.
Brainstorming: A technique teams use to generate ideas on a
particular subject. Each person on the team is asked to think cre-
atively and write down as many ideas as possible. The ideas are
not discussed or reviewed until after the brainstorming session.
Breakthrough improvement: A dynamic, decisive movement to
a new, higher level of performance.
BS 7799: A standard written by British commerce, government
and industry stakeholders to address information security manage-
ment issues, including fraud, industrial espionage and physical
disaster. Might become an International Organization for
Standardization standard.
Business process reengineering (BPR): The concentration on
improving business processes to deliver outputs that will achieve
results meeting the firm’s objectives, priorities and mission.
C
C chart: See “count chart.”
QUALITY PROGRESS I JUNE 2007 I 41
QUALITY GLOSSARY
Calibration: The comparison of a measurement instrument or
system of unverified accuracy to a measurement instrument or sys-
tem of known accuracy to detect any variation from the required
performance specification.
NEW! Capability: The total range of inherent variation in a
stable process determined by using data from control charts.
Capability maturity model (CMM): A framework that describes
the key elements of an effective software process. It’s an evolution-
ary improvement path from an immature process to a mature, disci-
plined process. The CMM covers practices for planning, engineering
and managing software development and maintenance to improve
the ability of organizations to meet goals for cost, schedule, function-
ality and product quality.
NEW! Capacity constraint resources: A series of nonbottle-
necks (based on the sequence in which jobs are performed) that can
act as a constraint.
Cascading: The continuing flow of the quality message down to,
not through, the next level of supervision until it reaches all work-
ers. Also see “deployment.”
NEW! CASCO: An International Organization for
Standardization policy development committee for conformity
assessment.
Cause: An identified reason for the presence of a defect or problem.
Cause and effect diagram: A tool for analyzing process disper-
sion. It is also referred to as the “Ishikawa diagram,” because
Kaoru Ishikawa developed it, and the “fishbone diagram,” because
the complete diagram resembles a fish skeleton. The diagram illus-
trates the main causes and subcauses leading to an effect (symp-
tom). The cause and effect diagram is one of the “seven tools of
quality” (see listing).
NEW! Cell: An arrangement of people, machines, materials
and equipment in which the processing steps are placed next to
each other in sequential order and through which parts are
processed in a continuous flow. The most common cell layout is a
U shape.
NEW! Cellular manufacturing: Arranging machines in the
correct process sequence, with operators remaining within the cell
and materials presented to them from outside.
Centerline: A line on a graph that represents the overall average
(mean) operating level of the process.
Central tendency: The tendency of data gathered from a process
to cluster toward a middle value somewhere between the high and
low values of measurement.
Certification: The result of a person meeting the established cri-
teria set by a certificate granting organization.
Certified biomedical auditor (CBA): An ASQ certification.
Certified calibration technician (CCT): An ASQ certification.
Certified hazard analysis and critical control point auditor
(CHACCPA): An ASQ certification.
Certified manager of quality/organizational excellence
(CMQ/OE): An ASQ certification; formerly certified quality man-
ager (CQM).
Certified mechanical inspector (CMI): An ASQ certification.
Certified quality auditor (CQA): An ASQ certification.
Certified quality auditor (CQA)-biomedical: An ASQ certifica-
tion.
Certified quality engineer (CQE): An ASQ certification.
Certified quality improvement associate (CQIA): An ASQ cer-
tification.
42 I JUNE 2007 I www.asq.org
Certified quality inspector (CQI): An ASQ certification.
Certified quality process analyst (CQPA): An ASQ certification.
Certified quality technician (CQT): An ASQ certification.
Certified reliability engineer (CRE): An ASQ certification.
Certified Six Sigma Black Belt (CSSBB): An ASQ certification.
Certified Six Sigma Green Belt (CSSGB): An ASQ certification.
Certified software quality engineer (CSQE): An ASQ certification.
Chain reaction: A chain of events described by W. Edwards
Deming: improve quality, decrease costs, improve productivity,
increase market with better quality and lower price, stay in busi-
ness, provide jobs and provide more jobs.
Chain sampling plan: In acceptance sampling, a plan in which
the criteria for acceptance and rejection apply to the cumulative
sampling results for the current lot and one or more immediately
preceding lots.
Champion: A business leader or senior manager who ensures
resources are available for training and projects, and who is
involved in periodic project reviews; also an executive who sup-
ports and addresses Six Sigma organizational issues.
Change agent: An individual from within or outside an organi-
zation who facilitates change in the organization; might be the ini-
tiator of the change effort, but not necessarily.
NEW! Changeover: A process in which a production device is
assigned to perform a different operation or a machine is set up to
make a different part—for example, a new plastic resin and new
mold in an injection molding machine.
NEW! Changeover time: The time required to modify a sys-
tem or workstation, usually including both teardown time for the
existing condition and setup time for the new condition.
Characteristic: The factors, elements or measures that define and
differentiate a process, function, product, service or other entity.
Chart: A tool for organizing, summarizing and depicting data in
graphic form.
Charter: A written commitment approved by management stat-
ing the scope of authority for an improvement project or team.
Checklist: A tool for ensuring all important steps or actions in
an operation have been taken. Checklists contain items important
or relevant to an issue or situation. Checklists are often confused
with check sheets (see listing).
Check sheet: A simple data recording device. The check sheet is
custom designed by the user, which allows him or her to readily
interpret the results. The check sheet is one of the “seven tools of
quality” (see listing). Check sheets are often confused with check-
lists (see listing).
Classification of defects: The listing of possible defects of a unit,
classified according to their seriousness. Note: Commonly used clas-
sifications: class A, class B, class C, class D; or critical, major, minor
and incidental; or critical, major and minor. Definitions of these clas-
sifications require careful preparation and tailoring to the product(s)
being sampled to ensure accurate assignment of a defect to the prop-
er classification. A separate acceptance sampling plan is generally
applied to each class of defects.
Closed-loop corrective action (CLCA): A sophisticated engi-
neering system to document, verify and diagnose failures, recom-
mend and initiate corrective action, provide follow-up and
maintain comprehensive statistical records.
Code of conduct: Expectations of behavior mutually agreed on
by a team.
Common causes: Causes of variation that are inherent in a
process over time. They affect every outcome of the process and
everyone working in the process. Also see “special causes.”
Company culture: A system of values, beliefs and behaviors
inherent in a company. To optimize business performance, top
management must define and create the necessary culture.
Complaint tracking: Collecting data, disseminating them to
appropriate persons for resolution, monitoring complaint resolu-
tion progress and communicating results.
Compliance: The state of an organization that meets prescribed
specifications, contract terms, regulations or standards.
Computer aided design (CAD): A type of software used by
architects, engineers, drafters and artists to create precision draw-
ings or technical illustrations. CAD software can be used to create
2-D drawings or 3-D models.
Computer aided engineering (CAE): A broad term used by the
electronic design automation industry for the use of computers to
design, analyze and manufacture products and processes. CAE
includes CAD (see listing) and computer aided manufacturing
(CAM), which is the use of computers for managing manufactur-
ing processes.
Concurrent engineering (CE): A way to reduce cost, improve
quality and shrink cycle time by simplifying a product’s system of
life cycle tasks during the early concept stages.
Conflict resolution: The management of a conflict situation to
arrive at a resolution satisfactory to all parties.
Conformance: An affirmative indication or judgment that a
product or service has met the requirements of a relevant specifica-
tion, contract or regulation.
Conformitè Europëenne Mark (CE Mark): European Union (EU)
conformity mark for regulating the goods sold within its borders.
The mark represents a manufacturer’s declaration that products
comply with EU New Approach Directives. These directives apply
to any country that sells products within the EU.
NEW! Conformity assessment: All activities concerned with
determining that relevant requirements in standards or regulations
are fulfilled, including sampling, testing, inspection, certification,
management system assessment and registration, accreditation of
the competence of those activities and recognition of an accredita-
tion program’s capability.
Consensus: A state in which all the members of a group support
an action or decision, even if some of them don’t fully agree with it.
NEW! Constraint: Anything that limits a system from achiev-
ing higher performance or throughput; also, the bottleneck that
most severely limits the organization’s ability to achieve higher
performance relative to its purpose or goal.
Constraints management: See “theory of constraints.”
Consultant: An individual who has experience and expertise in
applying tools and techniques to resolve process problems and who
can advise and facilitate an organization’s improvement efforts.
Consumer: The external customer to whom a product or service
is ultimately delivered; also called end user.
Consumer’s risk: Pertains to sampling and the potential risk
that bad products will be accepted and shipped to the consumer.
Continuous flow production: A method in which items are
produced and moved from one processing step to the next, one
piece at a time. Each process makes only the one piece that the
next process needs, and the transfer batch size is one. Also
referred to as one-piece flow and single-piece flow.
Continuous improvement (CI): Sometimes called continual
improvement. The ongoing improvement of products, services or
processes through incremental and breakthrough improvements.
Continuous quality improvement (CQI): A philosophy and
attitude for analyzing capabilities and processes and improving
them repeatedly to achieve customer satisfaction.
Continuous sampling plan: In acceptance sampling, a plan,
intended for application to a continuous flow of individual units
of product, that involves acceptance and rejection on a unit-by-
unit basis and employs alternate periods of 100% inspection and
sampling. The relative amount of 100% inspection depends on
the quality of submitted product. Continuous sampling plans
usually require that each t period of 100% inspection be contin-
ued until a specified number, i, of consecutively inspected units
are found clear of defects. Note: For single level continuous sam-
pling plans, a single d sampling rate (for example, inspect one
unit in five or one unit in 10) is used during sampling. For multi-
level continuous sampling plans, two or more sampling rates can
be used. The rate at any time depends on the quality of submit-
ted product.
Control chart: A chart with upper and lower control limits on
which values of some statistical measure for a series of samples or
subgroups are plotted. The chart frequently shows a central line to
help detect a trend of plotted values toward either control limit.
Control limits: The natural boundaries of a process within spec-
ified confidence levels, expressed as the upper control limit (UCL)
and the lower control limit (LCL).
Control plan (CP): Written descriptions of the systems for con-
trolling part and process quality by addressing the key characteris-
tics and engineering requirements.
Coordinate measuring machine (CMM): A device that dimen-
sionally measures 3-D products, tools and components with an
accuracy approaching 0.0001 inches.
Corrective action: A solution meant to reduce or eliminate an
identified problem.
Corrective action recommendation (CAR): The full cycle correc-
tive action tool that offers ease and simplicity for employee
involvement in the corrective action/process improvement cycle.
Correlation (statistical): A measure of the relationship between
two data sets of variables.
Cost of poor quality (COPQ): The costs associated with providing
poor quality products or services. There are four categories: internal
failure costs (costs associated with defects found before the customer
receives the product or service), external failure costs (costs associat-
ed with defects found after the customer receives the product or ser-
vice), appraisal costs (costs incurred to determine the degree of
conformance to quality requirements) and prevention costs (costs
incurred to keep failure and appraisal costs to a minimum).
Cost of quality (COQ): The term Philip Crosby used for cost of
poor quality.
Count chart: A control chart for evaluating the stability of a
process in terms of the count of events of a given classification
occurring in a sample; known as a “c-chart.”
Count per unit chart: A control chart for evaluating the stability
of a process in terms of the average count of events of a given clas-
sification per unit occurring in a sample.
Cp: The ratio of tolerance to 6 sigma, or the upper specification
limit (USL) minus the lower specification limit (LSL) divided by 6
sigma. It is sometimes referred to as the engineering tolerance divid-
ed by the natural tolerance and is only a measure of dispersion.
QUALITY PROGRESS I JUNE 2007 I 43
QUALITY GLOSSARY
Cpk index: Equals the lesser of the USL minus the mean divided
by 3 sigma (or the mean) minus the LSL divided by 3 sigma. The
greater the Cpk value, the better.
Critical processes: Processes that present serious potential dan-
gers to human life, health and the environment or that risk the loss
of significant sums of money or customers.
Cross functional: A term used to describe a process or an activi-
ty that crosses the boundary between functions. A cross functional
team consists of individuals from more than one organizational
unit or function.
Cross pilot: See “scatter diagram.”
Cultural resistance: A form of resistance based on opposition to
the possible social and organizational consequences associated
with change.
Culture change: A major shift in the attitudes, norms, sentiments,
beliefs, values, operating principles and behavior of an organization.
Culture, organizational: A common set of values, beliefs, atti-
tudes, perceptions and accepted behaviors shared by individuals
within an organization.
Cumulative sum control chart (CUSUM): A control chart on
which the plotted value is the cumulative sum of deviations of suc-
cessive samples from a target value. The ordinate of each plotted
point represents the algebraic sum of the previous ordinate and the
most recent deviations from the target.
Current good manufacturing practices (CGMP): Regulations
enforced by the U.S. Food and Drug Administration for food and
chemical manufacturers and packagers.
Customer: See “external customer” and “internal customer.”
Customer delight: The result of delivering a product or service
that exceeds customer expectations.
Customer relationship management (CRM): A strategy for
learning more about customers’ needs and behaviors to develop
stronger relationships with them. It brings together information
about customers, sales, marketing effectiveness, responsiveness
and market trends. It helps businesses use technology and human
resources to gain insight into the behavior of customers and the
value of those customers.
Customer satisfaction: The result of delivering a product or ser-
vice that meets customer requirements.
Customer-supplier model (CSM): A model depicting inputs
flowing into a work process that, in turn, add value and produce
outputs delivered to a customer. Also called customer-supplier
methodology.
Customer-supplier partnership: A long-term relationship
between a buyer and supplier characterized by teamwork and
mutual confidence. The supplier is considered an extension of
the buyer’s organization. The partnership is based on several
commitments. The buyer provides long-term contracts and uses
fewer suppliers. The supplier implements quality assurance
processes so incoming inspection can be minimized. The supplier
also helps the buyer reduce costs and improve product and
process designs.
NEW! Cycle: A sequence of operations repeated regularly.
Cycle time: The time required to complete one cycle of an oper-
ation. If cycle time for every operation in a complete process can be
reduced to equal takt time, products can be made in single-piece
flow. Also see “takt time.”
44 I JUNE 2007 I www.asq.org
D
Data: A set of collected facts. There are two basic kinds of
numerical data: measured or variable data, such as “16 ounces,” “4
miles” and “0.75 inches;” and counted or attribute data, such as
“162 defects.”
D chart: See “demerit chart.”
Decision matrix: A matrix teams use to evaluate problems or
possible solutions. For example, a team might draw a matrix to
evaluate possible solutions, listing them in the far left vertical col-
umn. Next, the team selects criteria to rate the possible solutions,
writing them across the top row. Then, each possible solution is
rated on a scale of 1 to 5 for each criterion, and the rating is record-
ed in the corresponding grid. Finally, the ratings of all the criteria
for each possible solution are added to determine its total score.
The total score is then used to help decide which solution deserves
the most attention.
Defect: A product’s or service’s nonfulfillment of an intended
requirement or reasonable expectation for use, including safety
considerations. There are four classes of defects: class 1, very seri-
ous, leads directly to severe injury or catastrophic economic loss;
class 2, serious, leads directly to significant injury or significant
economic loss; class 3, major, is related to major problems with
respect to intended normal or reasonably foreseeable use; and class
4, minor, is related to minor problems with respect to intended nor-
mal or reasonably foreseeable use. Also see “blemish,” “imperfec-
tion” and “nonconformity.”
Defective: A defective unit; a unit of product that contains one
or more defects with respect to the quality characteristic(s) under
consideration.
Delighter: A feature of a product or service that a customer does
not expect to receive but that gives pleasure to the customer when
received. Also called an “exciter.”
Demerit chart: A control chart for evaluating a process in terms
of a demerit (or quality score); in other words, a weighted sum of
counts of various classified nonconformities.
Deming cycle: Another term for the plan-do-study-act cycle.
Walter Shewhart created it (calling it the plan-do-check-act cycle),
but W. Edwards Deming popularized it, calling it plan-do-study-
act. Also see “plan-do-check-act cycle.”
Deming Prize: Award given annually to organizations that,
according to the award guidelines, have successfully applied com-
panywide quality control based on statistical quality control and
will continue to do so. Although the award is named in honor of
W. Edwards Deming, its criteria are not specifically related to
Deming’s teachings. There are three separate divisions for the
award: the Deming Application Prize, the Deming Prize for
Individuals and the Deming Prize for Overseas Companies. The
award process is overseen by the Deming Prize Committee of the
Union of Japanese Scientists and Engineers in Tokyo.
Dependability: The degree to which a product is operable and
capable of performing its required function at any randomly chosen
time during its specified operating time, provided that the product
is available at the start of that period. (Nonoperation related influ-
ences are not included.) Dependability can be expressed by the
ratio: time available divided by (time available + time required).
NEW! Dependent events: Events that occur only after a
previous event.
Deployment: Dispersion, dissemination, broadcasting or
spreading communication throughout an organization, downward
and laterally. Also see “cascading.”
Design of experiments (DoE): A branch of applied statistics
dealing with planning, conducting, analyzing and interpreting con-
trolled tests to evaluate the factors that control the value of a para-
meter or group of parameters.
Design for Six Sigma (DFSS): See “DMADV.”
NEW! Design record: Engineering requirements, typically
contained in various formats; examples include engineering draw-
ings, math data and referenced specifications.
Designing in quality versus inspecting in quality: See “pre-
vention versus detection.”
Deviation: In numerical data sets, the difference or distance of
an individual observation or data value from the center point
(often the mean) of the set distribution.
Diagnosis: The activity of discovering the cause(s) of quality
deficiencies; the process of investigating symptoms, collecting and
analyzing data, and conducting experiments to test theories to
determine the root cause(s) of deficiencies.
Diagnostic journey and remedial journey: A two-phase investi-
gation used by teams to solve chronic quality problems. In the first
phase, the diagnostic journey, the team journeys from the symptom
of a chronic problem to its cause. In the second phase, the remedial
journey, the team journeys from the cause to its remedy.
Dissatisfiers: The features or functions a customer expects that
either are not present or are present but not adequate; also pertains
to employees’ expectations.
Distribution (statistical): The amount of potential variation in
the outputs of a process, typically expressed by its shape, average
or standard deviation.
DMADV: A data driven quality strategy for designing products
and processes, it is an integral part of a Six Sigma quality initiative.
It consists of five interconnected phases: define, measure, analyze,
design and verify.
DMAIC: A data driven quality strategy for improving processes
and an integral part of a Six Sigma quality initiative. DMAIC is an
acronym for define, measure, analyze, improve and control.
Dodge-Romig sampling plans: Plans for acceptance sampling
developed by Harold F. Dodge and Harry G. Romig. Four sets of
tables were published in 1940: single sampling lot tolerance tables,
double sampling lot tolerance tables, single sampling average out-
going quality limit tables and double sampling average outgoing
quality limit tables.
NEW! Downtime: Lost production time during which a piece
of equipment is not operating correctly due to breakdown, mainte-
nance, power failures or similar events.
Driving forces: Forces that tend to change a situation in desir-
able ways.
E
Effect: The result of an action being taken; the expected or pre-
dicted impact when an action is to be taken or is proposed.
Effectiveness: The state of having produced a decided on or
desired effect.
Efficiency: The ratio of the output to the total input in a process.
Efficient: A term describing a process that operates effectively
while consuming minimal resources (such as labor and time).
Eight wastes: Taiichi Ohno originally enumerated seven wastes
(muda) and later added underutilized people as the eighth waste
commonly found in physical production.
The eight are: 1. overproduction ahead of demand; 2. waiting for
the next process, worker, material or equipment; 3. unnecessary
transport of materials (for example, between functional areas of facil-
ities, or to or from a stockroom or warehouse); 4. over-processing of
parts due to poor tool and product design; 5. inventories more than
the absolute minimum; 6. unnecessary movement by employees
during the course of their work (such as to look for parts, tools,
prints or help); 7. production of defective parts; 8. under-utilization
of employees’ brainpower, skills, experience and talents.
Eighty-twenty (80-20): A term referring to the Pareto principle,
which was first defined by J. M. Juran in 1950. The principle sug-
gests most effects come from relatively few causes; that is, 80% of
the effects come from 20% of the possible causes. Also see “Pareto
chart.”
Electric data interchange (EDI): The electronic exchange of data
from customers to suppliers and from suppliers to customers.
Employee involvement (EI): An organizational practice where-
by employees regularly participate in making decisions on how
their work areas operate, including suggestions for improvement,
planning, goal setting and monitoring performance.
Empowerment: A condition in which employees have the
authority to make decisions and take action in their work areas
without prior approval. For example, an operator can stop a pro-
duction process if he or she detects a problem, or a customer ser-
vice representative can send out a replacement product if a
customer calls with a problem.
EN 46000: Medical device quality management systems stan-
dard. EN 46000 is technically equivalent to ISO 13485:1996, an
international medical device standard. The two are similar enough
that if an organization is prepared to comply with one, it could eas-
ily comply with the other.
EN 9100: An international quality management standard for the
aerospace industry (see AS9100).
End user: See “consumer.”
NEW! Equipment availability: The percentage of time during
which a process (or equipment) is available to run. This can some-
times be called uptime. To calculate operational availability, divide
the machine’s operating time during the process by the net avail-
able time.
NEW! Error detection: A hybrid form of error proofing. It
means a bad part can be made but will be caught immediately, and
corrective action will be taken to prevent another bad part from
being produced. A device is used to detect and stop the process
when a bad part is made. This is used when error proofing is too
expensive or not easily implemented.
NEW! Error proofing: Use of process or design features to
prevent the acceptance or further processing of nonconforming
products. Also known as “mistake proofing.”
Ethics: The practice of applying a code of conduct based on
moral principles to day-to-day actions to balance what is fair to
individuals or organizations with what is right for society.
NEW! European Cooperation for Accreditation (EA): A coop-
erative organization of accreditation bodies.
QUALITY PROGRESS I JUNE 2007 I 45
QUALITY GLOSSARY
Exciter: See “delighter.”
Expectations: Customer perceptions about how an organization’s
products and services will meet their specific needs and requirements.
Experimental design: A formal plan that details the specifics for
conducting an experiment, such as which responses, factors, levels,
blocks, treatments and tools are to be used.
External customer: A person or organization that receives a
product, service or information but is not part of the organization
supplying it. Also see “internal customer.”
External failure: Nonconformance identified by the external
customers.
NEW! External setup: Die setup procedures that can be per-
formed safely while the machine is in motion. Also known as outer
exchange of die. Also see “internal setup.”
F
Facilitator: A specifically trained person who functions as a
teacher, coach and moderator for a group, team or organization.
Failure: The inability of an item, product or service to perform
required functions on demand due to one or more defects.
Failure cost: The cost resulting from the occurrence of defects.
One element of cost of quality or cost of poor quality.
Failure mode analysis (FMA): A procedure to determine which
malfunction symptoms appear immediately before or after a failure
of a critical parameter in a system. After all possible causes are list-
ed for each symptom, the product is designed to eliminate the
problems.
Failure mode effects analysis (FMEA): A systematized group of
activities to recognize and evaluate the potential failure of a prod-
uct or process and its effects, identify actions that could eliminate
or reduce the occurrence of the potential failure and document the
process.
Failure mode effects and criticality analysis (FMECA): A pro-
cedure performed after a failure mode effects analysis to classify
each potential failure effect according to its severity and probability
of occurrence.
Feedback: Communication from customers about how deliv-
ered products or services compare with customer expectations.
NEW! Feeder lines: A series of special assembly lines that
allow assemblers to perform preassembly tasks off the main pro-
duction line. Performing certain processes off the main production
line means fewer parts in the main assembly area, the availability
of service ready components and assemblies in the main produc-
tion area, improved quality and less lead time to build a product.
NEW! First in, first out (FIFO): Use of material produced by
one process in the same order by the next process. A FIFO queue is
filled by the supplying process and emptied by the customer
process. When a FIFO lane gets full, production is stopped until the
next (internal) customer has used some of that inventory.
NEW! First pass yield (FPY): Also referred to as the quality
rate, the percentage of units that completes a process and meets
quality guidelines without being scrapped, rerun, retested,
returned or diverted into an offline repair area. FPY is calculated
by dividing the units entering the process minus the defective units
by the total number of units entering the process.
NEW! First time quality (FTQ): Calculation of the percentage
46 I JUNE 2007 I www.asq.org
of good parts at the beginning of a production run.
NEW! Five-phase lean approach: A systematic method for
implementing lean manufacturing that helps improve the produc-
tion process and sustains gains made in the production cycle in an
area or plant. The five phases are: 1. stability (provides an environ-
ment with controlled process variables, decreased waste and
increased business impact); 2. continuous flow (characterized by
reduced work in process inventory, time loss and defects, and
increased process flexibility and repeatable processes between
workstations); 3. synchronous production (characterized by disci-
plined process repeatability and synchronization between opera-
tions and customer requirements); 4. pull system (creates an
environment in which material replenishment links operations
with customer demand); 5. level production (reduces response time
or changes in demand and upstream schedule variability).
Fishbone diagram: See “cause and effect diagram.”
Fitness for use: A term used to indicate that a product or service
fits the customer’s defined purpose for that product or service.
Five S’s (5S): Five Japanese terms beginning with “s” used to
create a workplace suited for visual control and lean production.
Seiri means to separate needed tools, parts and instructions from
unneeded materials and to remove the unneeded ones. Seiton
means to neatly arrange and identify parts and tools for ease of
use. Seiso means to conduct a cleanup campaign. Seiketsu means to
conduct seiri, seiton and seiso daily to maintain a workplace in per-
fect condition. Shitsuke means to form the habit of always following
the first four S’s.
Five whys: A technique for discovering the root causes of a
problem and showing the relationship of causes by repeatedly ask-
ing the question, “Why?”
NEW! Flow: The progressive achievement of tasks along the
value stream so a product proceeds from design to launch, order to
delivery and raw to finished materials in the hands of the customer
with no stoppages, scrap or backflows.
Flowchart: A graphical representation of the steps in a process.
Flowcharts are drawn to better understand processes. One of the
“seven tools of quality” (see listing).
NEW! Flow kaizen: Radical improvement, usually applied
only once within a value stream.
Focus group: A group, usually of eight to 10 people, that is invit-
ed to discuss an existing or planned product, service or process.
Force field analysis: A technique for analyzing what aids or
hinders an organization in reaching an objective. An arrow point-
ing to an objective is drawn down the middle of a piece of paper.
The factors that will aid the objective’s achievement, called the dri-
ving forces, are listed on the left side of the arrow. The factors that
will hinder its achievement, called the restraining forces, are listed
on the right side of the arrow.
14 Points: W. Edwards Deming’s 14 management practices to
help companies increase their quality and productivity: 1. create
constancy of purpose for improving products and services; 2.
adopt the new philosophy; 3. cease dependence on inspection to
achieve quality; 4. end the practice of awarding business on price
alone; instead, minimize total cost by working with a single suppli-
er; 5. improve constantly and forever every process for planning,
production and service; 6. institute training on the job; 7. adopt and
institute leadership; 8. drive out fear; 9. break down barriers
between staff areas; 10. eliminate slogans, exhortations and targets
for the workforce; 11. eliminate numerical quotas for the workforce
and numerical goals for management; 12. remove barriers that rob
people of pride of workmanship, and eliminate the annual rating
or merit system; 13. institute a rigorous program of education and
self-improvement for everyone; 14. put everybody in the company
to work to accomplish the transformation.
Frequency distribution (statistical): A table that graphically
presents a large volume of data so the central tendency (such as the
average or mean) and distribution are clearly displayed.
Function: A group of related actions contributing to a larger
action.
NEW! Functional layout: The practice of grouping machines
(such as grinding machines) or activities (such as order entry) by
type of operation performed.
NEW! Functional verification: Testing to ensure a part con-
forms to all engineering performance and material requirements.
Funnel experiment: An experiment that demonstrates the
effects of tampering. Marbles are dropped through a funnel in an
attempt to hit a flat surfaced target below. The experiment shows
that adjusting a stable process to compensate for an undesirable
result or an extraordinarily good result will produce output that is
worse than if the process had been left alone.
G management system for effectively and efficiently ensuring farm to
Gage repeatability and reproducibility (GR&R): The evaluation
of a gauging instrument’s accuracy by determining whether its mea-
surements are repeatable (there is close agreement among a number
of consecutive measurements of the output for the same value of the
input under the same operating conditions) and reproducible (there
is close agreement among repeated measurements of the output for
the same value of input made under the same operating conditions
over a period of time).
Gain sharing: A reward system that shares the monetary results
of productivity gains among owners and employees.
Gantt chart: A type of bar chart used in process planning and
control to display planned and finished work in relation to time.
Gap analysis: The comparison of a current condition to the
desired state.
Gatekeeper: A timekeeper; in team meetings, a designated indi-
vidual who helps monitor the team’s use of allocated time.
Geometric dimensioning and tolerancing (GD&T): A set of
rules and standard symbols to define part features and relation-
ships on an engineering drawing depicting the geometric relation-
ship of part features and allowing the maximum tolerance that
permits full function of the product.
George M. Low Trophy: The trophy presented by NASA to
NASA aerospace industry contractors, subcontractors and suppli-
ers that consistently maintain and improve the quality of their
products and services. The award, which was formerly called the
NASA Excellence Award for Quality and Productivity, is given in
two categories: small business and large business. George M. Low
was the NASA administrator for nearly three decades.
Goal: A broad statement describing a desired future condition
or achievement without being specific about how much and when.
Go/no-go: State of a unit or product. Two parameters are possi-
ble: go (conforms to specifications) and no-go (does not conform to
specifications).
Good laboratory practices (GLP) or 21 CFR, part 58: 144
requirements that control the procedures and operations of toxicol-
ogy laboratories.
Good manufacturing practices (GMP) or 21 CFR, parts 808, 812
and 820: Requirements governing the quality procedures of med-
ical device manufacturers.
Green Belt (GB): An employee who has been trained in the Six
Sigma improvement method and will lead a process improvement
or quality improvement team as part of his or her full-time job.
Group dynamic: The interaction (behavior) of individuals with-
in a team meeting.
Groupthink: A situation in which critical information is with-
held from the team because individual members censor or restrain
themselves, either because they believe their concerns are not
worth discussing or because they are afraid of confrontation.
H
Hawthorne effect: The concept that every change results (initial-
ly, at least) in increased productivity.
Hazard analysis and critical control point (HACCP): A quality
table food safety in the United States. HACCP regulations for vari-
ous sectors are established by the Department of Agriculture and
the Food and Drug Administration.
Heijunka: A method of leveling production, usually at the final
assembly line, that makes just-in-time production possible. It involves
averaging both the volume and sequence of different model types
on a mixed model production line. Using this method avoids exces-
sive batching of different types of product and volume fluctuations
in the same product. Also see “production smoothing.”
Highly accelerated life test (HALT): A process for uncovering
design defects and weaknesses in electronic and mechanical assem-
blies using a vibration system combined with rapid high and low
temperature changes. The purpose of HALT is to optimize product
reliability by identifying the functional and destructive limits of a
product at an early stage in product development.
Highly accelerated stress audits (HASA): A technique in which
a sample of parts (as opposed to 100% of the production as in
HASS,) is subjected to stresses similar to the levels and duration for
HALT. In monitoring the production process, the intent of HASA is
to detect slight shifts in the attributes of the product so corrective
actions can be taken and implemented before the performance of
outgoing product approaches the specifications.
Highly accelerated stress screening (HASS): A technique for
production screening that rapidly exposes process or production
flaws in products. Its purpose is to expose a product to optimized
production screens without affecting product reliability. Unlike
HALT, HASS uses nondestructive stresses of extreme temperatures
and temperature change rates with vibration.
Histogram: A graphic summary of variation in a set of data. The
pictorial nature of a histogram lets people see patterns that are dif-
ficult to detect in a simple table of numbers. One of the “seven
tools of quality” (see listing).
Honorary member, ASQ: ASQ’s highest grade of membership.
As specified in ASQ’s constitution, “An honorary member shall
have rendered acknowledged eminent service to the quality pro-
QUALITY PROGRESS I JUNE 2007 I 47
QUALITY GLOSSARY
fession or the allied arts and sciences.” To attain this level, an
individual must be nominated by at least 10 regular members and
must be approved unanimously by the board of directors. For a
listing of current honorary members, go to www.asq.org/about-
asq/who-we-are/honorary-members.html.
NEW! Hoshin kanri: The selection of goals, projects to achieve
the goals, designation of people and resources for project comple-
tion and establishment of project metrics. Also see “policy deploy-
ment.”
Hoshin planning: Breakthrough planning. A Japanese strategic
planning process in which a company develops up to four vision
statements that indicate where the company should be in the next
five years. Company goals and work plans are developed based on
the vision statements. Periodic submitted audits are then conduct-
ed to monitor progress. Also see “value stream.”
NEW! Hotelling’s T2 model: A multivariate profile for detect-
ing differential expressions in microarrays.
House of quality: A product planning matrix, somewhat resem-
bling a house, that is developed during quality function deploy-
ment and shows the relationship of customer requirements to the
means of achieving these requirements.
I
Imagineering: Developing in the mind’s eye a process without
waste.
Imperfection: A quality characteristic’s departure from its
intended level or state without any association to conformance to
specification requirements or to the usability of a product or ser-
vice. Also see “blemish,” “defect” and “nonconformity.”
Improvement: The positive effect of a process change effort.
In-control process: A process in which the statistical measure
being evaluated is in a state of statistical control; in other words,
the variations among the observed sampling results can be attrib-
uted to a constant system of chance causes. Also see “out-of-control
process.”
Incremental improvement: Improvement implemented on a
continual basis.
Indicators: Established measures to determine how well an
organization is meeting its customers’ needs and other operational
and financial performance expectations.
NEW! Information flow: The dissemination of information
for taking a specific product from order entry through detailed
scheduling to delivery. Also see “value stream.”
NEW! Informative inspection: A form of inspection for deter-
mining nonconforming product. Also see “judgment inspection.”
Inputs: The products, services and material obtained from sup-
pliers to produce the outputs delivered to customers.
Inspection: Measuring, examining, testing and gauging one or
more characteristics of a product or service and comparing the
results with specified requirements to determine whether confor-
mity is achieved for each characteristic.
Inspection cost: The cost associated with inspecting a product to
ensure it meets the internal or external customer’s needs and
requirements; an appraisal cost.
Inspection, curtailed: Sampling inspection in which inspection
of the sample is stopped as soon as a decision is certain. Thus, as
48 I JUNE 2007 I www.asq.org
soon as the rejection number for defectives is reached, the decision
is certain and no further inspection is necessary. In single sampling,
however, the whole sample is usually inspected in order to have an
unbiased record of quality history. This same practice is usually fol-
lowed for the first sample in double or multiple sampling.
Inspection lot: A collection of similar units or a specific quantity
of similar material offered for inspection and acceptance at one
time.
Inspection, normal: Inspection used in accordance with a sam-
pling plan under ordinary circumstances.
Inspection, 100%: Inspection of all the units in the lot or batch.
Inspection, reduced: Inspection in accordance with a sampling
plan requiring smaller sample sizes than those used in normal
inspection. Reduced inspection is used in some inspection systems
as an economy measure when the level of submitted quality is suf-
ficiently good and other stated conditions apply. Note: The criteria
for determining when quality is “sufficiently good” must be
defined in objective terms for any given inspection system.
Inspection, tightened: Inspection in accordance with a sampling
plan that has stricter acceptance criteria than those used in normal
inspection. Tightened inspection is used in some inspection sys-
tems as a protective measure when the level of submitted quality is
sufficiently poor. The higher rate of rejections is expected to lead
suppliers to improve the quality of submitted product. Note: The
criteria for determining when quality is “sufficiently poor” must be
defined in objective terms for any given inspection system.
Instant pudding: A term used to illustrate an obstacle to achiev-
ing quality or the supposition that quality and productivity
improvement are achieved quickly through an affirmation of faith
rather than through sufficient effort and education. W. Edwards
Deming used this term, which was coined by James Bakken of Ford
Motor Co., in his book Out of the Crisis.
NEW! Inter-American Accreditation Cooperation (IAAC): A
cooperative organization of accreditation bodies.
Intermediate customers: Organizations or individuals who
operate as distributors, brokers or dealers between the supplier
and the consumer or end user.
Internal customer: The recipient (person or department) within
an organization of another person’s or department’s output (prod-
uct, service or information). Also see “external customer.”
Internal failure: A product failure that occurs before the prod-
uct is delivered to external customers.
NEW! Internal setup: Die setup procedures that must be per-
formed while a machine is stopped; also known as inner exchange
of die. Also see “external setup.”
International Accreditation Registry (IAR): A not-for-profit
organization that accredits training and certification program
results to international standards and guidelines.
International Aerospace Quality Group: A cooperative organi-
zation of the global aerospace industry that is mainly involved in
quality, cost reduction and process improvement efforts.
NEW! International Automotive Task Force (IATF): A coop-
erative group of automotive manufacturers and others primarily
responsible for the development and launch of International
Organization for Standardization Technical Specification 16949.
NEW! International Laboratory Accreditation Cooperation
(ILAC): A cooperative organization of laboratory accreditation
bodies.
International Organization for Standardization: A network of
national standards institutes from 157 countries working in part-
nership with international organizations, governments, industry,
business and consumer representatives to develop and publish
international standards; acts as a bridge between public and pri-
vate sectors.
Interrelationship diagram: A management tool that depicts the
relationship among factors in a complex situation; also called “rela-
tions diagram.”
Intervention: The action of a team facilitator when interrupting
a discussion to state observations about group dynamics or the
team process.
NEW! Inventory: In lean, the money invested to purchase
things an organization intends to sell.
Ishikawa diagram: See “cause and effect diagram.”
ISO 14000: An environmental management standard related to
what organizations do that affects their physical surroundings.
NEW! ISO 26000: International Organization for
Standardization standard on social responsibility, under develop-
ment.
ISO 9000 series standards: A set of international standards on
quality management and quality assurance developed to help com-
panies effectively document the quality system elements to be
implemented to maintain an efficient quality system. The stan-
dards, initially published in 1987, are not specific to any particular
industry, product or service. The standards were developed by the
International Organization for Standardization (see listing). The
standards underwent major revision in 2000 and now include ISO
9000:2000 (definitions), ISO 9001:2000 (requirements) and ISO
9004:2000 (continuous improvement).
ISO/TS 16949: International Organization for Standardization
international technical specification for quality management sys-
tems, with particular requirements for the application of ISO
9001:2000 for automotive production and relevant service part
organization; generally replaced the U.S. QS-9000 standard. Now
in its second edition.
J
NEW! Jidohka: Stopping a line automatically when a defec-
tive part is detected. Any necessary improvements can then be
made by directing attention to the stopped equipment and the
worker who stopped the operation. The jidohka system puts faith in
the worker as a thinker and allows all workers the right to stop the
line on which they are working. Also see “autonomation.”
JIS Q 9100: An international quality management standard for
the aerospace industry. Also see AS9100.
NEW! Job instruction: Quality system documentation that
describes work conducted in one function in a company, such as
setup, inspection, rework or operator.
Joint Commission: A U.S. healthcare accreditation body; for-
merly known as Joint Commission for the Accreditation of
Healthcare Organizations.
NEW! Judgment inspection: A form of inspection to deter-
mine nonconforming product. Also see “informative inspection.”
Juran trilogy: Three managerial processes identified by Joseph
M. Juran for use in managing for quality: quality planning, quality
control and quality improvement.
Just-in-time (JIT) manufacturing: An optimal material require-
ment planning system for a manufacturing process in which there
is little or no manufacturing material inventory on hand at the
manufacturing site and little or no incoming inspection.
Just-in-time (JIT) training: The provision of training only when
it is needed to all but eliminate the loss of knowledge and skill
caused by a lag between training and use.
K
Kaizen: A Japanese term that means gradual unending improve-
ment by doing little things better and setting and achieving
increasingly higher standards. Masaaki Imai made the term
famous in his book, Kaizen: The Key to Japan’s Competitive Success.
Kanban: A Japanese term for one of the primary tools of a just-
in-time system. It maintains an orderly and efficient flow of materi-
als throughout the entire manufacturing process. It is usually a
printed card that contains specific information such as part name,
description and quantity.
Key performance indicator (KPI): A statistical measure of how
well an organization is doing in a particular area. A KPI could
measure a company’s financial performance or how it is holding
up against customer requirements.
Key process: A major system level process that supports the
mission and satisfies major consumer requirements.
NEW! Key product characteristic: A product characteristic
that can affect safety or compliance with regulations, fit, function,
performance or subsequent processing of product.
NEW! Key process characteristic: A process parameter that
can affect safety or compliance with regulations, fit, function, per-
formance or subsequent processing of product.
Key results area: Customer requirements that are critical for the
organization’s success.
NEW! Kitting: A process in which assemblers are supplied
with kits—a box of parts, fittings and tools—for each task they per-
form. This eliminates time consuming trips from one parts bin, tool
crib or supply center to another to get necessary materials.
Kruskal-Wallis test: A nonparametric test to compare three or
more samples. It tests the null hypothesis that all populations have
identical distribution functions against the alternative hypothesis
that at least one of the samples differs only with respect to location
(median), if at all. It is the analogue to the F-test used in analysis of
variance. While analysis of variance tests depend on the assump-
tion that all populations under comparison are normally distrib-
uted, the Kruskal-Wallis test places no such restriction on the
comparison. It is a logical extension of the Wilcoxon Mann-
Whitney Test (see listing).
L
NEW! Laboratory: A test facility that can include chemical,
metallurgical, dimensional, physical, electrical and reliability test-
ing or test validation.
NEW! Laboratory scope: A record containing the specific
tests, evaluations and calibrations a laboratory has the ability and
QUALITY PROGRESS I JUNE 2007 I 49
QUALITY GLOSSARY
competency to perform, the list of equipment it uses, and a list of
the methods and standards to which it adheres to each of these.
NEW! Last off part comparison: A comparison of the last part
off a production run with a part off the next production run to veri-
fy that the quality level is equivalent.
NEW! Layout inspection: The complete measurement of all
dimensions shown on a design record.
NEW! Lead time: The total time a customer must wait to
receive a product after placing an order.
Leadership: An essential part of a quality improvement effort.
Organization leaders must establish a vision, communicate that
vision to those in the organization and provide the tools and
knowledge necessary to accomplish the vision.
NEW! Lean: Producing the maximum sellable products or ser-
vices at the lowest operational cost while optimizing inventory lev-
els.
NEW! Lean enterprise: A manufacturing company organized
to eliminate all unproductive effort and unnecessary investment,
both on the shop floor and in office functions.
Lean manufacturing/production: An initiative focused on elimi-
nating all waste in manufacturing processes. Principles of lean
manufacturing include zero waiting time, zero inventory, schedul-
ing (internal customer pull instead of push system), batch to flow
(cut batch sizes), line balancing and cutting actual process times.
The production systems are characterized by optimum automation,
just-in-time supplier delivery disciplines, quick changeover times,
high levels of quality and continuous improvement.
NEW! Lean migration: The journey from traditional manufac-
turing methods to one in which all forms of waste are systematical-
ly eliminated.
NEW! Level loading: A technique for balancing production
throughput over time.
Life cycle stages: Design, manufacturing, assembly, installation,
operation and shutdown periods of product development.
NEW! Line balancing: A process in which work elements are
evenly distributed and staffing is balanced to meet takt time (see
listing).
Listening post: An individual who, by virtue of his or her
potential for having contact with customers, is designated to col-
lect, document and transmit pertinent feedback to a central collec-
tion authority in the organization.
NEW! Load-load: A method of conducting single-piece flow
in which the operator proceeds from machine to machine, taking
the part from one machine and loading it into the next. The lines
allow different parts of a production process to be completed by
one operator, eliminating the need to move around large batches of
work-in-progress inventory.
Lost customer analysis: Analysis conducted to determine why a
customer or a class of customers was lost.
Lot: A defined quantity of product accumulated under condi-
tions considered uniform for sampling purposes.
Lot, batch: A definite quantity of some product manufactured
under conditions of production that are considered uniform.
Lot quality: The value of percentage defective or of defects per
hundred units in a lot.
Lot size (also referred to as N): The number of units in a lot.
Lot tolerance percentage defective (LTPD): Expressed in per-
centage defective, the poorest quality in an individual lot that
should be accepted. Note: LTPD is used as a basis for some inspec-
50 I JUNE 2007 I www.asq.org
tion systems and is commonly associated with a small consumer
risk.
Lower control limit (LCL): Control limit for points below the
central line in a control chart.
M
Maintainability: The probability that a given maintenance
action for an item under given usage conditions can be performed
within a stated time interval when the maintenance is performed
under stated conditions using stated procedures and resources.
Maintainability has two categories: serviceability (the ease of con-
ducting scheduled inspections and servicing) and repairability (the
ease of restoring service after a failure).
Malcolm Baldrige National Quality Award (MBNQA): An
award established by the U.S. Congress in 1987 to raise awareness
of quality management and recognize U.S. companies that have
implemented successful quality management systems. Awards can
be given annually in six categories: manufacturing, service, small
business, education, healthcare and nonprofit. The award is named
after the late Secretary of Commerce Malcolm Baldrige, a propo-
nent of quality management. The U.S. Commerce Department’s
National Institute of Standards and Technology manages the
award, and ASQ administers it.
Management review: A periodic management meeting to
review the status and effectiveness of the organization’s quality
management system.
Manager: An individual charged with managing resources and
processes.
NEW! Manufacturing resource planning (MRP II): Material
requirements planning (see listing), plus capacity planning and
finance, interface to translate operational planning into financial
terms and into a simulation tool to assess alternative production
plans.
NEW! Mapping symbols or icons: An easy, effective way to
communicate the flow of materials and information through a
plant. The symbol type doesn’t matter, as long as the use is consis-
tent from map to map. Mapping the flow helps identify constraints
and potential improvement opportunities.
Master Black Belt (MBB): Six Sigma or quality expert responsi-
ble for strategic implementations in an organization. An MBB is
qualified to teach other Six Sigma facilitators the methods, tools
and applications in all functions and levels of the company and is a
resource for using statistical process control in processes.
NEW! Material handling: Methods, equipment and systems
for conveying materials to various machines and processing areas
and for transferring finished parts to assembly, packaging and
shipping areas.
NEW! Material requirements planning (MRP): A computer-
ized system typically used to determine the quantity and timing
requirements for production and delivery of items to both cus-
tomers and suppliers. Using MRP to schedule production at vari-
ous processes will result in push production because any
predetermined schedule is an estimate only of what the next
process will actually need.
Matrix: A planning tool for displaying the relationships among
various data sets.
 Mean: A measure of central tendency; the arithmetic average of
all measurements in a data set.
Mean time between failures (MTBF): The average time interval
between failures for repairable product for a defined unit of mea-
sure; for example, operating hours, cycles and miles.
Measure: The criteria, metric or means to which a comparison is
made with output.
Measurement: The act or process of quantitatively comparing
results with requirements.
NEW! Measurement system: All operations, procedures,
devices and other equipment or personnel used to assign a value to
the characteristic being measured.
NEW! Measurement uncertainty: The result of random effects
and imperfect correction of systemic effects in obtaining a measure-
ment value that results in variation from the actual true value; also
known as measurement error.
Median: The middle number or center value of a set of data in
which all the data are arranged in sequence.
Metric: A standard for measurement.
Metrology: The science of weights and measures or of measure-
ment; a system of weights and measures.
MIL-Q-9858A: A military standard that describes quality pro-
gram requirements.
MIL-STD-45662A: A military standard that describes the
requirements for creating and maintaining a calibration system for
measurement and test equipment.
MIL-STD-105E: A military standard that describes the sampling
procedures and tables for inspection by attributes.
Mission: An organization’s purpose.
NEW! Mistake proofing: Use of production or design features
to prevent the manufacture or passing downstream a nonconform-
ing product; also known as “error proofing.”
Mode: The value occurring most frequently in a data set.
NEW! Monument: Any design, scheduling or production
technology with scale requirements that call for designs, orders
and products to be brought to the machine to wait in line for pro-
cessing. The opposite of a right sized (see listing) machine.
Muda: Japanese for waste; any activity that consumes resources
but creates no value for the customer.
Multivariate control chart: A control chart for evaluating the
stability of a process in terms of the levels of two or more variables
or characteristics.
NEW! Mutual recognition agreement (MRA): A formal
agreement providing reciprocal recognition of the validity of other
organizations’ deliverables, typically found in voluntary standards
and conformity assessment groups.
Myers-Briggs type indicator (MBTI): A method and instrument
for identifying an individual’s personality type based on Carl
Jung’s theory of personality preferences.
N O
n: The number of units in a sample.
N: The number of units in a population.
NEW! Nagara system: Smooth production flow, ideally one
piece at a time, characterized by synchronization (balancing) of
production processes and maximum use of available time; includes
overlapping of operations where practical. A nagara production
system is one in which seemingly unrelated tasks can be produced
simultaneously by the same operator.
National Institute of Standards and Technology (NIST): An
agency of the U.S. Department of Commerce that develops and
promotes measurements, standards and technology, and manages
the Malcolm Baldrige National Quality Award.
Natural team: A team of individuals drawn from a single work
group; similar to a process improvement team except that it is not
cross functional in composition and it is usually permanent.
Next operation as customer: The concept of internal customers
in which every operation is both a receiver and a provider.
Nominal group technique: A technique, similar to brainstorm-
ing, to generate ideas on a particular subject. Team members are
asked to silently write down as many ideas as possible. Each mem-
ber is then asked to share one idea, which is recorded. After all the
ideas are recorded, they are discussed and prioritized by the group.
Nonconformity: The nonfulfillment of a specified requirement.
Also see “blemish,” “defect” and “imperfection.”
Nondestructive testing and evaluation (NDT, NDE): Testing
and evaluation methods that do not damage or destroy the product
being tested.
Nonlinear parameter estimation: A method whereby the ardu-
ous and labor intensive task of multiparameter model calibration
can be carried out automatically under the control of a computer.
Nonparametric tests: All tests involving ranked data (data that
can be put in order). Nonparametric tests are often used in place of
their parametric counterparts when certain assumptions about the
underlying population are questionable. For example, when com-
paring two independent samples, the Wilcoxon Mann-Whitney test
(see listing) does not assume that the difference between the sam-
ples is normally distributed, whereas its parametric counterpart,
the two-sample t-test, does. Nonparametric tests can be, and often
are, more powerful in detecting population differences when cer-
tain assumptions are not satisfied.
Nonvalue added: A term that describes a process step or func-
tion that is not required for the direct achievement of process out-
put. This step or function is identified and examined for potential
elimination. Also see “value added.”
Norm (behavioral): Expectations of how a person or persons
will behave in a given situation based on established protocols,
rules of conduct or accepted social practices.
Normal distribution (statistical): The charting of a data set in
which most of the data points are concentrated around the average
(mean), thus forming a bell shaped curve.
Number of affected units chart: A control chart for evaluating
the stability of a process in terms of the total number of units in a
sample in which an event of a given classification occurs.
Objective: A specific statement of a desired short-term condi-
tion or achievement; includes measurable end results to be accom-
plished by specific teams or individuals within time limits.
NEW! One-piece flow: The opposite of batch and queue;
instead of building many products and then holding them in line
for the next step in the process, products go through each step in
QUALITY PROGRESS I JUNE 2007 I 51
QUALITY GLOSSARY
the process one at a time, without interruption. Meant to improve
quality and lower costs.
NEW! One-touch exchange of dies: The reduction of die
setup to a single step. Also see “single-minute exchange of dies,”
“internal setup” and “external setup.”
Operating characteristic curve (OC curve): A graph to deter-
mine the probability of accepting lots as a function of the lots’ or
processes’ quality level when using various sampling plans. There
are three types: type A curves, which give the probability of accep-
tance for an individual lot coming from finite production (will not
continue in the future); type B curves, which give the probability of
acceptance for lots coming from a continuous process; and type C
curves, which (for a continuous sampling plan) give the long-run
percentage of product accepted during the sampling phase.
NEW! Operating expenses: The money required for a system
to convert inventory into throughput.
NEW! Operations: Work or steps to transform raw materials
to finished product.
Original equipment manufacturer (OEM): A company that
uses product components from one or more other companies to
build a product that it sells under its own company name and
brand. Sometimes mistakenly used to refer to the company that
supplies the components.
NEW! Overall equipment effectiveness (OEE): The product
of a machine’s operational availability, performance efficiency and
first-pass yield.
Out-of-control process: A process in which the statistical mea-
sure being evaluated is not in a state of statistical control. In other
words, the variations among the observed sampling results can be
attributed to a constant system of chance causes. Also see “in-con-
trol process.”
Out of spec: A term that indicates a unit does not meet a given
requirement or specification.
Outputs: Products, materials, services or information provided
to customers (internal or external), from a process.
P
NEW! Painted floor: A lean manufacturing technique to pro-
vide visual indications to determine stock levels. Similar to kanban.
NEW! Parallel operation: A technique to create economy of
scale by having two operators work together to perform tasks on
either side of a machine. Using this technique reduces the time it
takes a single operator to move from one side to the other, making
the overall process more efficient. An example of parallel operation
is having two people work on a changeover, supplementing each
other’s work effort.
Pareto chart: A graphical tool for ranking causes from most sig-
nificant to least significant. It is based on the Pareto principle,
which was first defined by Joseph M. Juran in 1950. The principle,
named after 19th century economist Vilfredo Pareto, suggests most
effects come from relatively few causes; that is, 80% of the effects
come from 20% of the possible causes. One of the “seven tools of
quality” (see listing).
Partnership/alliance: Both a strategy and a formal relationship
between a supplier and a customer that engenders cooperation for
the benefit of both parties.
52 I JUNE 2007 I www.asq.org
NEW! Parts per million (PPM): A method of stating the per-
formance of a process in terms of actual nonconforming material,
which can include rejected, returned or suspect material in the cal-
culation.
P chart: See “percent chart.”
PDCA cycle: See “plan-do-check-act cycle.”
Percent chart: A control chart for evaluating the stability of a
process in terms of the percentage of the total number of units in a
sample in which an event of a given classification occurs. Also
referred to as a proportion chart.
Performance standard: The metric against which a complete
action is compared.
NEW! Physical transformation task: Taking a specific product
from raw materials to a finished product delivered to the customer.
Also see “value stream” and “information flow.”
NEW! Pitch: The pace and flow of a product.
Plan-do-check-act (PDCA) cycle: A four-step process for quality
improvement. In the first step (plan), a way to effect improvement
is developed. In the second step (do), the plan is carried out,
preferably on a small scale. In the third step (check), the effects of
the plan are observed. In the last step (act), the results are studied
to determine what was learned and what can be predicted. The
plan-do-check-act cycle is sometimes referred to as the Shewhart
cycle, because Walter A. Shewhart discussed the concept in his
book Statistical Method From the Viewpoint of Quality Control, and as
the Deming cycle, because W. Edwards Deming introduced the
concept in Japan. The Japanese subsequently called it the Deming
cycle. Also called the plan-do-study-act (PDSA) cycle.
P95’, P50’, P10’, P05’, and so forth: The submitted quality in
fraction defective for which the probability of acceptance is 0.95,
0.50, 0.10, 0.05 and so forth, for a given sampling plan. Note: The
exact value of P95’ P50’ Pl0’ P05’, and so forth, depends on whether
“submitted quality” relates to lot quality or process quality.
Point kaizen: See “process kaizen.”
NEW! Point of use: A technique that ensures people have
exactly what they need to do their jobs—work instructions, parts,
tools and equipment—where and when they need them.
NEW! Poisson distribution: A discrete probability distribu-
tion that expresses the probability of a number of events occurring
in a fixed time period if these events occur with a known average
rate, and are independent of the time since the last event.
Poka-yoke: Japanese term that means mistake proofing. A poka-
yoke device is one that prevents incorrect parts from being made or
assembled or easily identifies a flaw or error.
Policy: An overarching plan (direction) for achieving an organi-
zation’s goals.
NEW! Policy deployment: The selection of goals and projects
to achieve the goals, designation of people and resources for pro-
ject completion and establishment of project metrics. Also see
“hoshin kanri.”
Precision: The aspect of measurement that addresses repeatabil-
ity or consistency when an identical item is measured several
times.
Preventive action: Action taken to remove or improve a process
to prevent potential future occurrences of a nonconformance.
Prevention cost: The cost incurred by actions taken to prevent a
nonconformance from occurring; one element of cost of quality or
cost of poor quality.
Prevention versus detection: A term used to contrast two types
of quality activities. Prevention refers to activities for preventing
nonconformances in products and services. Detection refers to
activities for detecting nonconformances already in products and
services. Another phrase to describe this distinction is “designing
in quality versus inspecting in quality.”
Probability (statistical): The likelihood of occurrence of an
event, action or item.
Probability of rejection: The probability that a lot will be reject-
ed.
Problem solving: The act of defining a problem; determining
the cause of the problem; identifying, prioritizing and selecting
alternatives for a solution; and implementing a solution.
Procedure: The steps in a process and how these steps are to be
performed for the process to fulfill a customer’s requirements; usu-
ally documented.
Process: A set of interrelated work activities characterized by a
set of specific inputs and value added tasks that make up a proce-
dure for a set of specific outputs.
Process average quality: Expected or average value of process
quality.
Process capability: A statistical measure of the inherent process
variability of a given characteristic. The most widely accepted for-
mula for process capability is 6 sigma.
Process capability index: The value of the tolerance specified
for the characteristic divided by the process capability. The several
types of process capability indexes include the widely used Cpk
and Cp.
Process control: The method for keeping a process within
boundaries; the act of minimizing the variation of a process.
NEW! Process flow diagram: A depiction of the flow of mate-
rials through a process, including any rework or repair operations;
also called a process flow chart.
Process improvement: The application of the plan-do-check-act
cycle (see listing) to processes to produce positive improvement
and better meet the needs and expectations of customers.
Process improvement team: A structured group often made up
of cross functional members who work together to improve a
process or processes.
Process kaizen: Improvements made at an individual process or
in a specific area. Sometimes called “point kaizen.”
Process management: The pertinent techniques and tools
applied to a process to implement and improve process effective-
ness, hold the gains and ensure process integrity in fulfilling cus-
tomer requirements.
Process map: A type of flowchart depicting the steps in a
process and identifying responsibility for each step and key mea-
sures.
Process owner: The person who coordinates the various func-
tions and work activities at all levels of a process, has the authority
or ability to make changes in the process as required and manages
the entire process cycle to ensure performance effectiveness.
Process performance management (PPM): The overseeing of
process instances to ensure their quality and timeliness; can also
include proactive and reactive actions to ensure a good result.
Process quality: The value of percentage defective or of defects
per hundred units in product from a given process. Note: The sym-
bols “p” and “c” are commonly used to represent the true process
average in fraction defective or defects per unit; and “l00p” and
“100c” the true process average in percentage defective or in
defects per hundred units.
Process re-engineering: A strategy directed toward major
rethinking and restructuring of a process; often referred to as the
“clean sheet of paper” approach.
NEW! Production (analysis) board: A job site board on which
hourly production targets are recorded, along with the actual pro-
duction achieved. Details concerning problems and abnormal con-
ditions are also recorded. Management checks the board hourly,
takes steps to prevent recurrence of abnormalities and confirms the
positive effects of the job site improvements that have been made.
An example of visual management.
Production part approval process (PPAP): A Big Three automo-
tive process that defines the generic requirements for approval of
production parts, including production and bulk materials. Its pur-
pose is to determine during an actual production run at the quoted
production rates whether all customer engineering design record
and specification requirements are properly understood by the
supplier and that the process has the potential to produce product
consistently meeting these requirements.
NEW! Production smoothing: Keeping total manufacturing
volume as constant as possible. Also see “heijunka.”
Product or service liability: The obligation of an organization to
make restitution for loss related to personal injury, property dam-
age or other harm caused by its product or service.
Product warranty: An organization’s stated policy that it will
replace, repair or reimburse a buyer for a product if a product
defect occurs under certain conditions and within a stated period
of time.
NEW! Productivity: A measurement of output for a given
amount of input.
Profound knowledge, system of: Defined by W. Edwards
Deming, a system that consists of an appreciation for systems,
knowledge of variation, theory of knowledge and understanding
of psychology.
Project management: The application of knowledge, skills, tools
and techniques to a broad range of activities to meet the require-
ments of a particular project.
Project team: Manages the work of a project. The work typically
involves balancing competing demands for project scope, time,
cost, risk and quality, satisfying stakeholders with differing needs
and expectations and meeting identified requirements.
Proportion chart: See ”percent chart.”
Pull system: An alternative to scheduling individual processes,
in which the customer process withdraws the items it needs from a
supermarket (see listing) and the supplying process produces to
replenish what was withdrawn; used to avoid push. Also see “kan-
ban.”
Q
QEDS Standards Group: The U.S. Standards Group on Quality,
Environment, Dependability and Statistics consists of the members
and leadership of organizations concerned with the development
and effective use of generic and sector specific standards on quality
control, assurance and management; environmental management
systems and auditing, dependability and the application of statisti-
cal methods.
QUALITY PROGRESS I JUNE 2007 I 53
QUALITY GLOSSARY
Q9000 series: Refers to ANSI/ISO/ASQ Q9000 series of stan-
dards, which is the verbatim American adoption of the 2000 edi-
tion of the ISO 9000 series standards.
QS-9000: Harmonized quality management system require-
ments developed by the Big Three automakers for the automotive
sector. Replaced by Technical Specification 16949 effective Dec. 15,
2006. Also see “ISO/TS 16949.”
Qualitician: Someone who functions as both a quality practi-
tioner and a quality technician.
Quality: A subjective term for which each person or sector has
its own definition. In technical usage, quality can have two mean-
ings: 1. the characteristics of a product or service that bear on its
ability to satisfy stated or implied needs; 2. a product or service
free of deficiencies. According to Joseph Juran, quality means “fit-
ness for use;” according to Philip Crosby, it means “conformance to
requirements.”
Quality assurance/quality control (QA/QC): Two terms that
have many interpretations because of the multiple definitions for
the words “assurance” and “control.” For example, “assurance”
can mean the act of giving confidence, the state of being certain or
the act of making certain; “control” can mean an evaluation to indi-
cate needed corrective responses, the act of guiding or the state of a
process in which the variability is attributable to a constant system
of chance causes. (For a detailed discussion on the multiple defini-
tions, see ANSI/ISO/ASQ A3534-2, Statistics—Vocabulary and
Symbols—Statistical Quality Control.) One definition of quality
assurance is: all the planned and systematic activities implemented
within the quality system that can be demonstrated to provide con-
fidence that a product or service will fulfill requirements for quali-
ty. One definition for quality control is: the operational techniques
and activities used to fulfill requirements for quality. Often, howev-
er, “quality assurance” and “quality control” are used interchange-
ably, referring to the actions performed to ensure the quality of a
product, service or process.
Quality audit: A systematic, independent examination and
review to determine whether quality activities and related results
comply with plans and whether these plans are implemented effec-
tively and are suitable to achieve the objectives.
Quality circle: A quality improvement or self-improvement
study group composed of a small number of employees (10 or
fewer) and their supervisor. Quality circles originated in Japan,
where they are called quality control circles.
Quality control: See “quality assurance/quality control.”
Quality costs: See “cost of poor quality.”
Quality engineering: The analysis of a manufacturing system at
all stages to maximize the quality of the process itself and the prod-
ucts it produces.
Quality Excellence for Suppliers of Telecommunications
(QuEST) Forum: A partnership of telecommunications suppliers
and service providers. The QuEST Forum developed TL 9000 (see
listing).
Quality function deployment (QFD): A structured method in
which customer requirements are translated into appropriate tech-
nical requirements for each stage of product development and pro-
duction. The QFD process is often referred to as listening to the
voice of the customer.
Quality loss function: A parabolic approximation of the quality
loss that occurs when a quality characteristic deviates from its tar-
get value. The quality loss function is expressed in monetary units:
54 I JUNE 2007 I www.asq.org
the cost of deviating from the target increases quadratically the far-
ther the quality characteristic moves from the target. The formula
used to compute the quality loss function depends on the type of
quality characteristic being used. The quality loss function was first
introduced in this form by Genichi Taguchi.
Quality management (QM): The application of a quality man-
agement system in managing a process to achieve maximum cus-
tomer satisfaction at the lowest overall cost to the organization
while continuing to improve the process.
Quality management system (QMS): A formalized system that
documents the structure, responsibilities and procedures required
to achieve effective quality management.
Quality plan: A document or set of documents that describe the
standards, quality practices, resources and processes pertinent to a
specific product, service or project.
Quality policy: An organization’s general statement of its
beliefs about quality, how quality will come about and its expected
result.
Quality rate: See “first pass yield.”
Quality score chart: A control chart for evaluating the stability
of a process. The quality score is the weighted sum of the count of
events of various classifications in which each classification is
assigned a weight.
Quality tool: An instrument or technique to support and
improve the activities of process quality management and
improvement.
Quality trilogy: A three-pronged approach to managing for
quality. The three legs are quality planning (developing the prod-
ucts and processes required to meet customer needs), quality con-
trol (meeting product and process goals) and quality improvement
(achieving unprecedented levels of performance).
NEW! Queue time: The time a product spends in a line await-
ing the next design, order processing or fabrication step.
NEW! Quick changeover: The ability to change tooling and
fixtures rapidly (usually within minutes) so multiple products can
be run on the same machine.
Quincunx: A tool that creates frequency distributions. Beads
tumble over numerous horizontal rows of pins, which force the
beads to the right or left. After a random journey, the beads are
dropped into vertical slots. After many beads are dropped, a fre-
quency distribution results. Quincunxes are often used in class-
rooms to simulate a manufacturing process. The quincunx was
invented by English scientist Francis Galton in the 1890s.
R
RABQSA International: Organization that designs, develops
and delivers personnel and training certification sources.
RAM: Reliability/availability/maintainability (see individual
entries).
Random cause: A cause of variation due to chance and not
assignable to any factor.
Random sampling: A commonly used sampling technique in
which sample units are selected so all combinations of n units under
consideration have an equal chance of being selected as the sample.
Range (statistical): The measure of dispersion in a data set (the
difference between the highest and lowest values).
 Range chart (R chart): A control chart in which the subgroup
range, R, evaluates the stability of the variability within a process.
Red bead experiment: An experiment developed by W.
Edwards Deming to illustrate it is impossible to put employees in
rank order of performance for the coming year based on their per-
formance during the past year because performance differences
must be attributed to the system, not to employees. Six people, 800
red beads and 3,200 white beads are needed for the experiment.
The participants’ goal is to produce white beads, because the cus-
tomer will not accept red beads. One person begins by stirring the
beads in a jar and then, blindfolded, selecting a sample of 50 beads.
That person hands the jar to the next person, who repeats the
process, and so on. When everyone has his or her sample, the num-
ber of red beads for each is counted. The limits of variation
between employees that can be attributed to the system are calcu-
lated. Everyone will fall within the calculated limits of variation
that could arise from the system. The calculations will show there
is no evidence one person will be a better performer than another
in the future. The experiment shows that it would be a waste of
management’s time to try to find out why, say, John produced four
red beads and Jane produced 15; instead, management should
improve the system, making it possible for everyone to produce
more white beads.
Reengineering: A breakthrough approach for restructuring an
entire organization and its processes.
NEW! Registrar: Generally accepted U.S. equivalent term for
“certification body.”
Registration: The act of including an organization, product, ser-
vice or process in a compilation of those having the same or similar
attributes.
Registration to standards: A process in which an accredited,
independent third-party organization conducts an on-site audit of
a company’s operations against the requirements of the standard to
which the company wants to be registered. Upon successful com-
pletion of the audit, the company receives a certificate indicating it
has met the standard requirements. Also known as certification.
Regression analysis: A statistical technique for determining the
best mathematical expression describing the functional relationship
between one response and one or more independent variables.
Rejection number: The smallest number of defectives (or
defects) in the sample or samples under consideration that will
require rejection of the lot.
Relations diagram: See interrelations diagram
Reliability: The probability of a product’s performing its
intended function under stated conditions without failure for a
given period of time.
NEW! Repeatability: The variation in measurements obtained
when one measurement device is used several times by the same
person to measure the same characteristic on the same product.
NEW! Reproducibility: The variation in measurements made
by different people using the same measuring device to measure
the same characteristic on the same product.
Requirements: The ability of an item to perform a required
function under stated conditions for a stated period of time.
NEW! Resource utilization: Using a resource in a way that
increases throughput.
Results: The effects that an organization obtains at the conclu-
sion of a time period.
NEW! Right size: Matching tooling and equipment to the job
and space requirements of lean production. Right sizing is a pro-
cess that challenges the complexity of equipment by examining
how equipment fits into an overall vision for workflow through a
factory. When possible, right sizing favors smaller, dedicated
machines rather than large, multipurpose batch processing ones.
Right the first time: The concept that it is beneficial and more
cost effective to take the necessary steps up front to ensure a prod-
uct or service meets its requirements than to provide a product or
service that will need rework or not meet customer needs. In other
words, an organization should engage in defect prevention rather
than defect detection.
Robustness: The condition of a product or process design that
remains relatively stable, with a minimum of variation, even
though factors that influence operations or usage, such as environ-
ment and wear, are constantly changing.
Root cause: A factor that caused a nonconformance and should
be permanently eliminated through process improvement.
Run chart: A chart showing a line connecting numerous data
points collected from a process running over time.
NEW! Runner: A person on the production floor who paces
the entire value stream through the pickup and delivery of materi-
als through kanban (see listing) usage.
S
NEW! SAE International: Professional organization of indi-
vidual engineers and related disciplines; formerly Society for
Automotive Engineers.
Sample: In acceptance sampling, one or more units of product
(or a quantity of material) drawn from a lot for purposes of inspec-
tion to reach a decision regarding acceptance of the lot.
Sample size [n]: The number of units in a sample.
Sample standard deviation chart (S chart): A control chart in
which the subgroup standard deviation, s, is used to evaluate the
stability of the variability within a process.
Sampling at random: As commonly used in acceptance sam-
pling theory, the process of selecting sample units so all units
under consideration have the same probability of being selected.
Note: Equal probabilities are not necessary for random sampling;
what is necessary is that the probability of selection be ascertain-
able. However, the stated properties of published sampling tables
are based on the assumption of random sampling with equal prob-
abilities. An acceptable method of random selection with equal
probabilities is the use of a table of random numbers in a standard
manner.
Sampling, double: Sampling inspection in which the inspection
of the first sample leads to a decision to accept a lot, reject it or take
a second sample; the inspection of a second sample, when
required, then leads to a decision to accept or to reject the lot.
Sampling, multiple: Sampling inspection in which, after each
sample is inspected, the decision is made to accept a lot, reject it or
take another sample. But there is a prescribed maximum number of
samples, after which a decision to accept or reject the lot must be
reached. Note: Multiple sampling as defined here has sometimes
been called “sequential n sampling” or “truncated sequential e
sampling.” The term “multiple sampling” is recommended.
Sampling, single: Sampling inspection in which the decision to
QUALITY PROGRESS I JUNE 2007 I 55
QUALITY GLOSSARY
accept or to reject a lot is based on the inspection of one sample.
Sampling, unit: Sequential sampling inspection in which, after
each unit is inspected, the decision is made to accept a lot, reject it
or to inspect another unit.
NEW! Sanitizing: English translation of seiso, one of the
Japanese 5S’s used for workplace organization. Sanitizing (also
referred to as shining or sweeping) is the act of cleaning the work
area. Dirt is often the root cause of premature equipment wear,
safety problems and defects.
Satisfier: A term used to describe the quality level received by a
customer when a product or service meets expectations.
Scatter diagram: A graphical technique to analyze the relation-
ship between two variables. Two sets of data are plotted on a
graph, with the y-axis being used for the variable to be predicted
and the x-axis being used for the variable to make the prediction.
The graph will show possible relationships (although two variables
might appear to be related, they might not be; those who know
most about the variables must make that evaluation). One of the
“seven tools of quality” (see listing).
Scientific management/approach: A term referring to the intent
to find and use the best way to perform tasks to improve quality,
productivity and efficiency.
Scorecard: An evaluation device, usually in the form of a ques-
tionnaire, that specifies the criteria customers will use to rate your
business’ performance in satisfying customer requirements.
NEW! Seiban: The name of a Japanese management practice
taken from the words sei, which means manufacturing, and ban,
which means number. A seiban number is assigned to all parts,
materials and purchase orders associated with a particular cus-
tomer job, project or anything else. This enables a manufacturer to
track everything related to a particular product, project or cus-
tomer, and facilitates setting aside inventory for specific projects or
priorities. That makes it an effective practice for project and build-
to-order manufacturing.
Self-directed work team (SDWT): A type of team structure in
which much of the decision making regarding how to handle the
team’s activities is controlled by the team members themselves.
NEW! Sentinel event: Healthcare term for any event not con-
sistent with the desired, normal or usual operation of the organiza-
tion; also known as an adverse event.
Service level agreement: A formal agreement between an inter-
nal provider and an internal receiver (customer).
Seven tools of quality: Tools that help organizations under-
stand their processes to improve them. The tools are the cause and
effect diagram, check sheet, control chart, flowchart, histogram,
Pareto chart and scatter diagram (see individual entries).
Seven wastes: See “eight wastes.”
NEW! Shadow board: A visual management tool painted to
indicate where tools belong and which tools are missing.
Shewhart cycle: See “plan-do-check-act cycle.”
NEW! Sifting: English translation of Japanese seiri, one of the
5S’s used for workplace organization. Sifting involves screening
through unnecessary materials and simplifying the work environ-
ment. Sifting is separating the essential from the nonessential.
NEW! Sigma: One standard deviation in a normally distrib-
uted process.
Signal to noise ratio (S/N ratio): An equation that indicates the
magnitude of an experimental effect above the effect of experimen-
tal error due to chance fluctuations.
56 I JUNE 2007 I www.asq.org
NEW! Simulation: A 3-D technique to balance a line. It
involves using cardboard, wood and plastic foam to create full-
sized equipment mock-ups that can be easily moved to obtain an
optimum layout.
NEW! Single-minute exchange of dies: A series of techniques
pioneered by Shigeo Shingo for changeovers of production
machinery in less than 10 minutes. The long-term objective is
always zero setup, in which changeovers are instantaneous and do
not interfere in any way with continuous flow. Setup in a single
minute is not required, but used as a reference (see “one-touch
exchange of dies,” “internal setup” and “external setup”).
NEW! Single-piece flow: A process in which products pro-
ceed, one complete product at a time, through various operations
in design, order taking and production without interruptions,
backflows or scrap.
NEW! SIPOC diagram: A tool used by Six Sigma process
improvement teams to identify all relevant elements (suppliers,
inputs, process, outputs, customers) of a process improvement pro-
ject before work begins.
Six Sigma: A method that provides organizations tools to
improve the capability of their business processes. This increase in
performance and decrease in process variation lead to defect reduc-
tion and improvement in profits, employee morale and quality of
products or services. Six Sigma quality is a term generally used to
indicate a process is well controlled (±6 s from the centerline in a
control chart).
Six Sigma quality: A term generally used to indicate process
capability in terms of process spread measured by standard devia-
tions in a normally distributed process.
Software quality assurance (SQA): A systematic approach to
evaluating the quality of and adherence to software product stan-
dards, processes and procedures. SQA includes ensuring standards
and procedures are established and are followed throughout the
software acquisition life cycle.
NEW! Sort: English translation of the Japanese word seiri, one
of the 5S’s used for workplace organization. Sorting (also referred
to as structuring or sifting) involves organizing essential materials.
It helps the operator to find materials when needed.
Special causes: Causes of variation that arise because of special
circumstances. They are not an inherent part of a process. Special
causes are also referred to as assignable causes. Also see “common
causes.”
NEW! Special characteristic: Automotive ISO TS 16949 term
for key product or process characteristics.
Specification: A document that states the requirements to which
a given product or service must conform.
Sponsor: The person who supports a team’s plans, activities and
outcomes.
Stages of team growth: Four stages that teams move through as
they develop maturity: forming, storming, norming and perform-
ing.
Stakeholder: Any individual, group or organization that will
have a significant impact on or will be significantly impacted by
the quality of a specific product or service.
Standard: The metric, specification, gauge, statement, category,
segment, grouping, behavior, event or physical product sample
against which the outputs of a process are compared and declared
acceptable or unacceptable.
Standard deviation (statistical): A computed measure of vari-
ability indicating the spread of the data set around the mean.
NEW! Standard in-process stock: One of the three elements
that make up standard work. It is the minimum quantity of parts
always on hand for processing during and between subprocesses.
It allows workers to do their jobs continuously in a set sequence,
repeating the same operation over and over in the same order. Also
see “standard work.”
NEW! Standard work: A precise description of each work
activity, specifying cycle time, takt time, the work sequence of spe-
cific tasks and the minimum inventory of parts on hand needed to
conduct the activity. All jobs are organized around human motion
to create an efficient sequence without waste. Work organized in
such a way is called standard(ized) work. The three elements that
make up standard work are takt time, working sequence and stan-
dard in-process stock (see individual listings).
NEW! Standard work instructions: A lean manufacturing
tool that enables operators to observe a production process with an
understanding of how assembly tasks are to be performed. It
ensures the quality level is understood and serves as an excellent
training aid, enabling replacement or temporary individuals to eas-
ily adapt and perform the assembly operation.
NEW! Standardization: When policies and common proce-
dures are used to manage processes throughout the system. Also,
English translation of the Japanese word seiketsu, one of the
Japanese 5S’s (see listing) used for workplace organization.
Statistical process control (SPC): The application of statistical
techniques to control a process; often used interchangeably with
the term “statistical quality control.”
Statistical quality control (SQC): The application of statistical
techniques to control quality. Often used interchangeably with the
term “statistical process control,” although statistical quality con-
trol includes acceptance sampling, which statistical process control
does not.
Statistics: A field that involves tabulating, depicting and
describing data sets; a formalized body of techniques characteristi-
cally involving attempts to infer the properties of a large collection
of data from inspection of a sample of the collection.
NEW! Stop the line authority: Power given to workers to
stop the process when abnormalities occur, allowing them to pre-
vent the defect or variation from being passed along.
Strategic planning: The process an organization uses to envi-
sion its future and develop the appropriate strategies, goals, objec-
tives and action plans.
NEW! Strengths, weaknesses, opportunities, threats (SWOT)
analysis: A strategic technique used to assess what an organization
is facing.
Stretch goals: A set of goals designed to position an organiza-
tion to meet future requirements.
Structural variation: Variation caused by regular, systematic
changes in output, such as seasonal patterns and long-term trends.
NEW! Suboptimization: A condition in which gains made in
one activity are offset by losses in another activity or activities that
are caused by the same actions that created gains in the first activi-
ty.
NEW! Supermarket: The storage locations of parts before they
go on to the next operation. Supermarkets are managed by prede-
termined maximum and minimum inventory levels. Each item in
the plant is at a designated location.
Supplier: A source of materials, service or information input
provided to a process.
Supplier quality assurance: Confidence a supplier’s product or
service will fulfill its customers’ needs. This confidence is achieved
by creating a relationship between the customer and supplier that
ensures the product will be fit for use with minimal corrective
action and inspection. According to Joseph M. Juran, nine primary
activities are needed: 1. define product and program quality
requirements; 2. evaluate alternative suppliers; 3. select suppliers;
4. conduct joint quality planning; 5. cooperate with the supplier
during the execution of the contract; 6. obtain proof of confor-
mance to requirements; 7. certify qualified suppliers; 8. conduct
quality improvement programs as required; 9. create and use sup-
plier quality ratings.
Supply chain: The series of suppliers to a given process.
Surveillance: The continual monitoring of a process; a type of
periodic assessment or audit conducted to determine whether a
process continues to perform to a predetermined standard.
Survey: The act of examining a process or questioning a selected
sample of individuals to obtain data about a process, product or
service.
NEW! Sustain: The English translation of shitsuke, one of the
5S’s (see listing) used for workplace organization. Sustaining (also
referred to as self-disciplining) is the continuation of sorting, set-
ting in order and sanitizing. It addresses the need to perform the
5S’s on an ongoing and systematic basis.
Symptom: An observable phenomenon arising from and accom-
panying a defect.
System: A group of interdependent processes and people that
together perform a common mission.
System kaizen: Improvement aimed at an entire value stream.
T
Taguchi Methods: The American Supplier Institute’s trade-
marked term for the quality engineering methodology developed
by Genichi Taguchi. In this engineering approach to quality con-
trol, Taguchi calls for off-line quality control, on-line quality control
and a system of experimental design to improve quality and
reduce costs.
NEW! Takt time: The rate of customer demand, takt time is
calculated by dividing production time by the quantity of product
the customer requires in that time. Takt is the heartbeat of a lean
manufacturing system. Also see “cycle time.”
Tampering: Action taken to compensate for variation within the
control limits of a stable system; tampering increases rather than
decreases variation, as evidenced in the funnel experiment.
Task: A specific, definable activity to perform an assigned piece
of work, often finished within a certain time.
Team: A group of individuals organized to work together to
accomplish a specific objective.
NEW! Technical report (TR): A type of document in the
International Organization for Standardization portfolio of deliver-
ables.
NEW! Technical specification (TS): A type of document in
the International Organization for Standardization portfolio of
deliverables.
Theory of constraints (TOC): A lean management philosophy
QUALITY PROGRESS I JUNE 2007 I 57
QUALITY GLOSSARY
that stresses removal of constraints to increase throughput while
decreasing inventory and operating expenses. TOC’s set of tools
examines the entire system for continuous improvement. The cur-
rent reality tree, conflict resolution diagram, future reality tree, pre-
requisite tree and transition tree are the five tools used in TOC’s
ongoing improvement process. Also called constraints manage-
ment.
NEW! 3P: The production preparation process is a tool for
designing lean manufacturing environments. It is a highly disci-
plined, standardized model that results in the development of an
improved production process in which low waste levels are
achieved at low capital cost.
NEW! Throughput: The rate the system generates money
through sales, or the conversion rate of inventory into shipped
product.
TL 9000: A quality management standard for the telecommuni-
cations industry based on ISO 9000. Its purpose is to define the
requirements for the design, development, production, delivery,
installation and maintenance of products and services. Included
are cost and performance based measurements that measure relia-
bility and quality performance of the products and services.
Tolerance: The maximum and minimum limit values a product
can have and still meet customer requirements.
Top management commitment: Participation of the highest
level officials in their organization’s quality improvement efforts.
Their participation includes establishing and serving on a quality
committee, establishing quality policies and goals, deploying those
goals to lower levels of the organization, providing the resources
and training lower levels need to achieve the goals, participating in
quality improvement teams, reviewing progress organizationwide,
recognizing those who have performed well and revising the cur-
rent reward system to reflect the importance of achieving the quali-
ty goals.
Total productive maintenance (TPM): A series of methods,
originally pioneered by Nippondenso (a member of the Toyota
group), to ensure every machine in a production process is always
able to perform its required tasks so production is never interrupt-
ed.
Total quality: A strategic integrated system for achieving cus-
tomer satisfaction that involves all managers and employees and
uses quantitative methods to continuously improve an organiza-
tion’s processes.
Total quality control (TQC): A system that integrates quality
development, maintenance and improvement of the parts of an
organization. It helps a company economically manufacture its
product and deliver its services.
Total quality management (TQM): A term coined by the Naval
Air Systems Command to describe its Japanese style management
approach to quality improvement. Since then, TQM has taken on
many meanings. Simply put, it is a management approach to long-
term success through customer satisfaction. TQM is based on all
members of an organization participating in improving processes,
products, services and the culture in which they work. The meth-
ods for implementing this approach are found in the teachings of
such quality leaders as Philip B. Crosby, W. Edwards Deming,
Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
NEW! Toyota production system (TPS): The production sys-
tem developed by Toyota Motor Corp. to provide best quality, low-
est cost and shortest lead time through eliminating waste. TPS is
58 I JUNE 2007 I www.asq.org
based on two pillars: just-in-time and jidohka (see listings). TPS is
maintained and improved through iterations of standardized work
and kaizen (see listing.)
Transaction data: The finite data pertaining to a given event
occurring in a process. Examples are the data obtained when an
individual checks out groceries (the grocery shopping process) and
the data obtained from testing a machined component (the final
product inspection step of the production process).
Tree diagram: A management tool that depicts the hierarchy of
tasks and subtasks needed to complete an objective. The finished
diagram bears a resemblance to a tree.
Trend: The graphical representation of a variable’s tendency,
over time, to increase, decrease or remain unchanged.
Trend control chart: A control chart in which the deviation of
the subgroup average, X-bar, from an expected trend in the process
level is used to evaluate the stability of a process.
NEW! TRIZ: A Russian acronym for a theory of innovative
problem solving.
T-test: A method to assess whether the means of two groups are
statistically different from each other.
Type I error: An incorrect decision to reject something (such as a
statistical hypothesis or a lot of products) when it is acceptable.
Type II error: An incorrect decision to accept something when it
is unacceptable.
U
U chart: Count-per-unit chart.
Unit: An object for which a measurement or observation can be
made; commonly used in the sense of a “unit of product,” the enti-
ty of product inspected to determine whether it is defective or non-
defective.
Upper control limit (UCL): Control limit for points above the
central line in a control chart.
Uptime: See “equipment availability.”
V
Validation: The act of confirming a product or service meets the
requirements for which it was intended.
Validity: The ability of a feedback instrument to measure what
it was intended to measure; also, the degree to which inferences
derived from measurements are meaningful.
Value added: A term used to describe activities that transform
input into a customer (internal or external) usable output.
NEW! Value analysis: Analyzing the value stream to identify
value added and nonvalue added activities.
NEW! Value engineering: Analyzing the components and
process that create a product, with an emphasis on minimizing
costs while maintaining standards required by the customer.
Value stream: All activities, both value added and nonvalue
added, required to bring a product from raw material state into the
hands of the customer, bring a customer requirement from order to
delivery and bring a design from concept to launch. Also see
“information flow” and “hoshin planning.”
 Value stream loops: Segments of a value stream with bound-
aries broken into loops to divide future state implementation into
manageable pieces.
Value stream manager: Person responsible for creating a future
state map and leading door-to-door implementation of the future
state for a particular product family. Makes change happen across
departmental and functional boundaries.
Value stream mapping: A pencil and paper tool used in two
stages. First, follow a product’s production path from beginning to
end and draw a visual representation of every process in the mater-
ial and information flows. Second, draw a future state map of how
value should flow. The most important map is the future state map.
Values: The fundamental beliefs that drive organizational
behavior and decision making.
Variable data: Measurement information. Control charts based
on variable data include average (X-bar) chart, range (R) chart, and
sample standard deviation (s) chart (see individual listings).
Variation: A change in data, characteristic or function caused by
one of four factors: special causes, common causes, tampering or
structural variation (see individual entries).
Verification: The act of determining whether products and ser-
vices conform to specific requirements.
Virtual team: Remotely situated individuals affiliated with a
common organization, purpose or project, who conduct their joint
effort via electronic communication.
Vision: An overarching statement of the way an organization
wants to be; an ideal state of being at a future point.
NEW! Visual controls: Any devices that help operators quick-
ly and accurately gauge production status at a glance. Progress
indicators and problem indicators help assemblers see when pro-
duction is ahead, behind or on schedule. They allow everyone to
instantly see the group’s performance and increase the sense of
ownership in the area. Also see “andon board,” “kanban,” “produc-
tion board,” “painted floor” and “shadow board.”
Vital few, useful many: A term Joseph M. Juran used to
describe the Pareto principle, which he first defined in 1950. (The
principle was used much earlier in economics and inventory con-
trol methods.) The principle suggests most effects come from rela-
tively few causes; that is, 80% of the effects come from 20% of the
possible causes. The 20% of the possible causes are referred to as
the “vital few;” the remaining causes are referred to as the “useful
many.” When Juran first defined this principle, he referred to the
remaining causes as the “trivial many,” but realizing that no prob-
lems are trivial in quality assurance, he changed it to “useful
many.” Also see “eighty-twenty (80-20).”
Voice of the customer: The expressed requirements and expec-
tations of customers relative to products or services, as document-
ed and disseminated to the providing organization’s members.
NEW! Voluntary standard: A standard that imposes no inher-
ent obligation regarding its use.
W the online version of the glossary,
attributes by assigning points to each item based on its relative
importance.
Wilcoxon Mann-Whitney test: Used to test the null hypothesis
that two populations have identical distribution functions against
the alternative hypothesis that the two distribution functions differ
only with respect to location (median), if at all. It does not require
the assumption that the differences between the two samples are
normally distributed. In many applications, it is used in place of
the two sample t-test when the normality assumption is question-
able. This test can also be applied when the observations in a sam-
ple of data are ranks, that is, ordinal data rather than direct
measurements.
NEW! Work in process: Items between machines or equip-
ment waiting to be processed.
Work team: See “natural team.”
NEW! Working sequence: One of three elements of standard
work; refers to the sequence of operations in a single process that
leads a floor worker to most efficiently produce quality goods.
World-class quality: A term used to indicate a standard of excel-
lence: best of the best.
X
X-bar chart: Average chart.
Z
Zero defects: A performance standard and method Philip B.
Crosby developed; states that if people commit themselves to
watching details and avoiding errors, they can move closer to the
goal of zero defects.
ACKNOWLEDGEMENTS
This glossary was compiled by Quality Progress editorial staff
members Dave Nelsen, assistant editor, and Susan E. Daniels, edi-
tor at large. ASQ members James Bossart, R. Dan Reid, James
Rooney and Stephen Rooney provided volunteer assistance.
Don’t forget to bookmark

at www.asq.org/glossary.
Waste: Any activity that consumes resources and produces no
added value to the product or service a customer receives. Also
known as muda.
Weighed voting: A way to prioritize a list of issues, ideas or

QUALITY PROGRESS I JUNE 2007 I 59

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software, document and define your requirements before starting to look for any
solutions. Making a checklist is a must. That way, when comparing different vendors,
you are actually comparing your requirements, rather than what the salesperson is
telling you those requirements should be.”
Of course, one of the best ways to ensure a successful fit is to try out the software
first hand, recommends Dr. Neil W. Polhemus, chief technology officer at StatPoint
Inc., developers of statistical software for Windows. “Any program worth considering
will let you try it out free of charge for a short trial period. You should be able to
(cont. on p. 62)

QUALITY PROGRESS I JUNE 2007 I 61

 SPECIAL Advertising SECTION

(cont. from p. 61)
figure out how to use the program without reading the
manual. If not, the user interface is not up to current
standards,” explains Polhemus.
As software packages offer more and more capabilities, make
sure to understand the specific features that will be used
most frequently in your organization. “If there is a feature
that you’d like to see, have the software vendor show it to
you,” offers Tim Lozier, business development manager for
EtQ. “Make a list of things you want to see and ask them to
show it to you. Software is an investment, and like buying a
car or a house, you will want to see it up close and personal
before you buy.”
Today’s powerful software solutions can provide value by
coordinating and consolidating routine tasks. StatPoint’s
STATGRAPHICS© Centurion™ product contains a wide range
of statistical procedures for quality assurance and offers the
unique ability to link a StatFolio™ (the basic analysis docu-
ment) to various data sources, including Microsoft Excel
worksheets and other databases. The data sources may be
polled at regular intervals and the statistical results updated
dynamically. “Using StatPublish™, the results may then be
automatically published to Web pages so that anyone in the
company with a Web browser can view the output. For repeti-
tive tasks, all of this can be automated and run at specified
times during the day,” Polhemus notes.
Enterprise-wide software, such as the AssurX enterprise suite,
offers the flexibility to manage and automate tasks such as
corrective/preventive actions, complaints handling, compli-
ance, Sarbanes-Oxley, supplier quality, etc. “Just about
anything that’s on paper now can be easily brought into a
single, non-modular, centralized system,” reports June of
AssurX, which is headquartered in Morgan Hill, CA.
What better way to utilize software on a daily basis than to
automate quality management to a level where each person
in the organization is able to manage his or her tasks easily
and effectively? EtQ, with headquarters near New York City,
has developed a system that automates every aspect of daily
quality processes, including individual assignments. Among the
features that EtQ offers is the e-mail notification feature
where every assigned task or activity generates an e-mail
notification. When a document or process is routed, the
assigned employee receives an e-mail regarding the
assignment, thereby connecting users to the process.
The EtQ software platform also offers a delegation and escala-
tion feature, an important tool when an employee is out sick,
on vacation, or is simply not taking action on an assignment.
“Escalation rules send constant reminders of impending due
dates or will even escalate overdue assignments to supervisors.
This is all designed to keep work on track for the benefit of
the quality system,” Lozier explains.
(cont. on p. 63)

Minitab™. Our world-class trainers teach

Six Sigma Expertise and Quality
Market Leadership
Companies striving to improve quality turn
to Minitab for the software, support, and
services they need to achieve their goals,
and for good reason. Minitab has a reputa-
tion for excellence built upon providing
accurate and reliable statistical software to
our customers for more than 30 years. We
offer a suite of software tools and services
to meet your quality needs, including:
• Minitab® Statistical Software
• Quality Companion 2 by Minitab™
• Training by Minitab™
• Quality Trainer by Minitab™
• FREE technical support
Software You Can Count On
Minitab Statistical Software is a powerful
statistics package designed for quality pro-
fessionals. Minitab features: customizable
menus, toolbars, preferences, and profiles;
a StatGuide™ that helps you interpret your
Minitab Inc.
Quality Plaza
1829 Pine Hall Road
State College, PA 16801-3008
output; and visually engaging graphs that
are easy to make, edit, and update automat-
ically. Minitab’s expansive collection of
methods—including Basic and Advanced
Statistics, Regression, ANOVA, SPC, DOE, and
more—make it the ideal choice for Six Sigma
and other quality initiatives worldwide.
Quality Companion 2 by Minitab is
specifically designed for planning,
organizing, and executing Six Sigma
projects and then reporting on their success.
Together, Quality Companion 2 and Minitab
Statistical Software help companies attain
the maximum benefit from their investment
in quality improvement.
Outstanding Services
World-Class Training—We offer public and
on-site training courses around the world,
as well as Quality Trainer by Minitab, an
e-learning service, and Mentoring by
800-448-3555 (US/Canada/Mexico)
E-mail: sales@minitab.com
Web site: www.minitab.com
quality professionals how to quickly and
skillfully apply Minitab to their initiatives.
Find out more about Training, Quality
Trainer, and Mentoring at
www.minitab.com/training.
Exceptional, Free Technical Support—
Minitab users receive free technical
support—available by phone, e-mail or
online—from a team of statistical specialists
with years of experience helping customers
involved in quality improvement.
Six Sigma Expertise and Market
Leadership—Our Six Sigma business coordi-
nator and staff are dedicated exclusively to
Six Sigma customers and keep abreast of
the latest advances in the movement so
they can respond quickly to customers’
needs. Minitab is the package used in Six
Sigma projects around the world and by the
leading Six Sigma consultants to train their
global clientele.

62 I JUNE 2007 I www.asq.org

 SPECIAL Advertising SECTION

(cont. from p. 62)
Like any other major purchase, you want to get the maximum
value from your software investment. Polhemus recommends
that potential buyers consider four key points to help ensure
the practicality of a statistical software purchase:
• Make sure it’s easy to capture the data needed because
the best statistical features are no help if data can’t be
easily accessed.
• Select software with the ability to manipulate data “on the
fly” without disturbing the original data sources.
• Look for a wide variety of graphical presentations, as
it’s often possible to discover interesting features in a
dataset by plotting it properly. There are many newly
developed graphical methods that are of great importance
in data visualization.
• Consider the ease with which results can be shared with
others in the organization.
Lozier also urges software buyers to look for a system that
helps them see the big picture, rather than merely serving
as a bandage to a problem. “There are systems that track
quality events and manage them, but in a very ‘siloed’ way.
They put a bandage on the problem, but do not integrate
well in your existing system architecture. Look for a system
that has robust technology and can link to your existing
systems,” says Lozier.
Once you’ve clearly identified your software requirements, it’s
time to complete another key step in your homework—a list
of questions to ask each vendor. To help start your list,
representatives of EtQ, Minitab, StatPoint, and AssurX offer
the following questions to pose to potential vendors:
• Can the software meet all of my requirements?
• Are there any hidden costs?
• How much will implementation cost?
• How long will implementation take?
• Will implementation require the help of consultants?
• Can the software easily adapt to my business processes?
• Will the software integrate with my other systems and to
what level?
• Can I get a list of references?
• How well suited is the software for analyzing real data?
(It must go beyond standard textbook problems.)
• How long has the vendor been in business?
• What are the vendor’s technical support policies? (Try calling
the support line with a question or two.)
• Ask the vendor to describe its customer base.
Now that you have a head start on your homework, you can
begin gathering information on potential quality software
vendors by using this issue’s software directory.

CHARTrunner solves
hospital’s daunting data task
Taming mountains of data can be a
daunting task—a fact that is nowhere
more apparent than in the healthcare
industry. Hospitals generate data at a rate
commensurate with the complex services
they offer and the diverse customers
whom they serve. The prestigious
Cleveland Clinic has solved the problem
of making data analysis quickly available
to those who need it, with the help
of CHARTrunner.
CHARTrunner is software that generates
quality improvement charts and performs
statistical analysis using data that are
managed by other applications.
Balazs Nemeth leads Clinical Resource
Management and Decision Support for
the Cleveland Clinic Health System,
Eastern Region. The four hospitals in the
Eastern Region have been using
CHARTrunner’s histograms, p-charts, and
other charts to monitor length of stay,
case mix index, case mix suggested
length of stay, mortality rates, and other
patient data.
“We love CHARTrunner,” Nemeth says. By
freezing control limits at 16 data points,
analysts have baseline data against which
new data are evaluated. Charts are down-
loaded through the Eclipsys Support
System, a clinical and financial database
for the large hospital. Data entered “can
be picked up by CHARTrunner anytime,”
saving time and hastening needed
improvement efforts. When changes are
made in processes, improvement can be
documented with data. Charts illustrating
improvement in infection control, for
example, provide dramatic evidence that
the hospital’s approaches are working.
What used to take several days now
happens in a half day or less. Nemeth
says that the hospital has cut more than
75 percent from the amount of time
it took to generate reports prior to
acquiring CHARTrunner. “Every chart
would have to be updated, and statistics
calculated one at a time,” he says, adding
that CHARTrunner not only updates
charts automatically from Access, but
automatically administers seven tests for
stability (7 points up or down, too close
to mean, etc.) in that time. Charts are
shared in PDF format via the hospital’s
Internet connections.

For more information about CHARTrunner, visit www.pqsystems.com or call 800-777-3020.

QUALITY PROGRESS I JUNE 2007 I 63

 SPECIAL Advertising SECTION
EtQ, Inc.
EtQ is the leading enterprise quality and compli-
ance management system to identify, mitigate,
and prevent high-risk events through automa-
tion, integration, and collaboration. EtQ uses best
of breed integrated modules and enterprise
application integration to manage the process,
provide business intelligence visibility, and exe-
cute organizational change.
EtQ is the leader in providing a configurable
workflow-enabled platform and applications specifi-
cally engineered to support compliance initiatives
such as ISO 9000, cGxP, ISO 13485, ISO 14001,
OHSAS 18001, ISO/TS 16949, and more. Key modules
include: Corrective & Preventive Action (CAPA),
Document Control, Audits, Risk Management,
Investigations, Complaint Handling, Non-Conforming
Material, Employee Training, and Enterprise Reporting.
Automation, Integration,
and Collaboration
EtQ provides flexible, configurable applications
for automating business processes. EtQ pioneered
About EtQ—EtQ, Inc., based in New York and Tucson, is a complete quality and environmental
management solution provider dedicated to delivering leading edge software solutions. EtQ’s
mission is to make compliance management easy and efficient. For more information, please
visit our Web site at http://www.etq.com or contact EtQ at info@etq.com or 800-354-4476.
InfinityQS
Real-Time SPC Software for
Your Shop Floor, Enterprise,
and Supply Chain
InfinityQS is the No. 1 ranked provider
of real-time Statistical Process Control
(SPC) software and technical services to
manufacturers worldwide. (ARC Advisory
Group) With a 17-year history of help-
ing businesses automate and implement
SPC solutions, InfinityQS has established
a strong presence throughout the U.S.
and internationally. To support its thou-
sands of customers, InfinityQS employs
industrial statisticians, ASQ Certified
Quality Engineers, ASQ Certified Quality
Technicians, and IT professionals with a
broad range of skills.
Thousands of manufacturers worldwide
rely on InfinityQS software to help
InfinityQS International, Inc.
14900 Conference Center Drive
Chantilly, VA 20151
64 I JUNE 2007 I www.asq.org
this concept and called it the “Flexible Workflow
Engine”—providing an interface which makes
configurations to the application easy and effec-
tive. It allows the process steps, forms, fields,
sections, approvals, notifications, and more than
100 other features to be pre-set with intelligent
condition-based decision capabilities.
EtQ enterprise application integration utilities
close the gap between production systems and
the quality system. Modules like
Nonconformance and Complaints are able to
connect to ERP and CRM systems to fully auto-
mate the creation and assignment of events.
Production systems can then be automatically
updated throughout the event resolution process.
This integration greatly approves productivity
across the enterprise and makes crucial data
immediately available and complete.
Large companies with multiple divisions often
have independent, hybrid systems in place.
Bridging the gap between these systems is ineffi-
cient in the long-term, and ultimately will
reduce scrap and improve their bottom
line. Customers include Rockwell
Automation, Caterpillar, Honeywell,
Ethicon Endo-Surgery, Ball Corp.,
Duracell, Quaker Oats, Tyson Foods,
Raytheon, and Osram Sylvania.
InfinityQS solutions are 100-percent
scalable and easily customizable to
enable manufacturers to reduce scrap
and rework, improve quality, and
significantly decrease costs. With
automated gathering, analysis, and
reporting of data across the enterprise,
on the extranet and through the Web,
operations of any size can benefit
from InfinityQS.
Formerly known as “SPC Quality Suite,”
ProFicient™ is InfinityQS’ recent upgrade
to its industry-leading SPC software. It
1-800-772-7978
sales@infinityqs.com
www.infinitiyqs.com
require expensive customizations to link the
enterprise. EtQ’s system is designed to incorpo-
rate the whole business in collaborating at the
enterprise level, while maintaining each division’s
independent business workflow. The result is a
unified system allowing each division to collabo-
rate with the enterprise.
EtQ Designer Allows for
Seamless Administration
and Rapid Implementation
EtQ features unmatched flexibility in the adminis-
tration and configuration using the EtQ Designer.
EtQ Designer is a fully Web-based graphical
administration tool that allows users to build
forms, workflows, reports, business rules, and more
using an intuitive, drag and drop interface. There is
no extensive configuration forms or program-
ming—users can literally drag and drop all the
elements to their process and the work is done.
This innovative method of configuration allows
customers of EtQ to implement and maintain
their system in a fraction of time, with twice the
depth of other systems.
automates data collection and analysis
on the plant floor, helping quality pro-
fessionals make informed decisions to
improve their manufacturing processes
in real-time, before defects occur. It
offers a clean and simple interface,
automatic recording and alerting of
events, more than 300 different types
of control charts, unlimited data sorting
on any chart or graph, and other
unique features.
eSPC™ extends the capabilities of SPC
software to the entire enterprise and
supply chain. It is a Software as a
Service (SaaS) solution for real-time
quality management, requiring minimal
IT infrastructure and support.
Manufacturers can conduct plant-to-
plant or supplier-to-supplier
comparisons to scientifically
improve quality.
 SPECIAL Advertising SECTION Quality REVIEWS
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The Future of Auditing is here…

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• Watches “everything” that impacts your process performance in with all relevant information
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StatSoft offers a large selection of desktop eliminating the need for paper and redundant data entry.
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for manufacturing and other applications, Jade Innovations
supported with installation and training Phone: 519-919-7666
services by a network of 24 full-service
offices on all continents. www.jadeinnovations.com

QUALITY PROGRESS I JUNE 2007 I 65

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ISO

SIX
AssurX ● ● ● ● ● ● ● ● ● ● ● ● ● ●
18525 Sutter Boulevard, Ste. 150
Morgan City, CA 95037
P:408-778-1376 F:408-776-1267
info@assurx.com www.assurx.com
AssurX provides an all-in-one platform that automates
quality management and regulatory compliance
related processes so issues are globally managed—
from detection to corrective action to trend analysis.
CEBOS Ltd. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
7600 Grand River Ave., Ste. 200
Brighton, MI 48114
P:810-534-2222 x4 F:810-534-0131
sales@cebos.com www.cebos.com
CEBOS’ suite of integrated software modules helps
companies comply with customer, governmental,
and quality standard requirements by automating
time intensive business processes.
Harrington Group ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
11501 Lake Underhill Road
Orlando, FL 32825
P:800-ISO-9000 F:407-382-6141
caddison@harrington-group.com
www.harrington-group.com
Harrington Group is a pioneer and leading
producer of software tools such as HQMS and
caWeb4 plus a wide range of desktop products.
InfinityQS International ● ● ● ● ● ● ● ●
14900 Conference Center Dr.
Chantilly, VA 20151
P:800-772-7978 F:703-961-1923
sales@infinityqs.com www.infinityqs.com
InfinityQS is the largest provider of real-time
statistical process control (SPC) software to
manufacturers worldwide.
Intelex Technologies, Inc. ● ● ● ● ● ● ● ● ● ● ●
366 Adelaide St. W, Ste. 100
Toronto, ON M5V 1R9
P:416-599-6009 F:416-599-6867
intelex@intelex.com www.intelex.com
Intelex is a leading provider of business
performance management software solutions
that help clients drive continual improvement
in quality, environmental, and health and
safety enterprise performance.
Lean & Mean Business Systems, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
835 40th Ave.
San Francisco, CA 94121-3316
P:415-387-8336 F:415-751-1319
david@theleanmachine.com
www.theleanmachine.com
Fully validated quality and material management
software even smaller companies can afford.
Compliant with ISO 9000, 13485, 21 CFR-820
and 11.
Qualitech International, Inc. and ● ● ● ● ● ● ● ●
APIS Informationstechnologien GmbH
42705 Grand River Ave., Ste. 201
Novi, MI 48375
P:888-324-FMEA F:248-344-9590
info@apisgroup.com www.apisgroup.com
Find a new approach to FMEA, DRBFM, PFD,
CP, FTA, and much more with IQ-Software.
Download a free demo.

66 I JUNE 2007 I www.asq.org S P E C I A L A DV E RT I S I N G S E C T I O N

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SigmaXL ● ● ● ● ● ● ● ● ● ● ●
151 Bloor St. W., Suite 890
Toronto, ON M5S 1S4
P:888-SigmaXL F:416-352-0037
information@sigmaxl.com www.sigmaxl.com
Sigma XL: powerful, cost-effective, and easy to use
Excel add-in for statistical and graphical analysis.
Ideal for Six Sigma training! Free 30-day trial.
Six Sigma Products Group, Inc. ● ● ● ● ● ● ● ● ● ● ● ●
1650 Telstar Dr., Ste. 110
Colorado Springs, CO 80920
P:719-785-6757 F:719-785-6758
info@sspginc.com www.sixsigmaproductsgroup.com
Sister company to Air Academy Associates, SSPG
is your resource for continuous improvement/
Six Sigma software, books, and training aids.
Statit Software, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
1128 NE 2nd St., Ste. 108, Corvallis, OR 97330
P:800-478-2892 F:541-752-4646
info@statit.com www.statit.com
Statit Software offers a dynamic statistical quality
improvement strategy that can fundamentally
change the way your enterprise approaches the
issue of ensuring quality products and services.
4a Better Business, Inc. ● ● ● ● ● ● ● ● ● ●
847-470-3513, pvragel@4abetterbusiness.com
AcquiData, Inc. ● ●
516-349-7786, sales@acquidata.com
Advanced Systems & Designs Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
248-370-9919, paul@spcanywhere.com
Advantage Leadership, Inc. ● ● ● ● ● ● ● ● ● ●
305-652-3466, rebecca@advantageleadership.com
Air Academy Associates ● ● ● ● ● ● ● ● ● ● ● ● ●
719-531-0777, aapa@airacad.com
Alpine Analytics ● ● ● ● ● ● ● ● ● ●
970-884-9490, root@alpineanalytics.com
American Calibration, Inc. ●
815-356-5839, americal@americancalibration.com
American Quality Systems, Inc. ● ● ● ● ●
800-776-3090, sales@aqsinc.com
Arizona Calibration & Electronics, Inc. ●
623-979-1965, wallace@arizcal.com
A User Solution, Inc. ●
248-486-1934, jc@usersolutions.com
Blue Mountain Quality Resources, Inc. ●
814-234-2417, calman@coolblue.com
Breakthrough Management Group (BMG) ● ● ●
800-4-6SIGMA, bmginquiry@bmgi.com
Business Process Improvement ● ● ● ● ● ● ● ●
281-304-9504, loa@spcforexcel.com
BusinessPort Limited ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
713-780-1297, lauran@business-port.net
Certified Comparator Products, A Div. of QVSI ●
937-426-9677, cmurch@certifiedcomparator.com
Cincinnati Precision Instruments ● ● ● ●
513-874-2122, cangel@cpi1stop.com
CJB QualiTech ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
450-445-9068, cjbqualitech@videotron.ca
Cole-Parmer ● ● ●
800-323-4340, infor@cole3parmer.com
C.S.C. Force Measurement, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ●
413-789-3086, www.cscforce.com

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CyberMetrics Corporation ● ● ● ● ● ● ●
16100 N. Greenway-Hayden Loop, Ste. 100
Scottsdale, AZ 85260
P:480-922-7300 F:480-922-7400
sales@cybermetrics.com www.cybermetrics.com
DataNet Quality Systems ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
24567 Northwestern Hwy., Southfield, MI 48075
P:248-357-2200 F:248-357-4933
sales@winspc.com www.winspc.com
Decisioneering—Crystal Ball ●
303-534-1515, marketing@crystalball.com
Document Control Systems ● ● ● ● ● ● ● ● ● ● ● ● ●
801-942-4000, info@mastercontrol.com
Eastern Applied Research ● ● ● ● ● ● ● ● ● ●
716-625-8311, www.easternapplied.com
Edison ESI ● ● ● ●
714-895-0440, www.edisonmudcats.com
EtQ, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ●
516-293-0949, www.etq.com
Geer Mountain Software Corp. ● ● ●
860-927-4328, jmauer@geerms.com
Georgia Tech Center for International ● ● ● ● ●
Standards & Quality
404-894-0968, jennifer.freeman@edi.gatech.edu
Go Pro Management, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ●
781-444-5753, info@gopromanagement.com
GrayTech Systems, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ●
2713 Marietta Hwy., Ste. 222, Dallas, GA 30157
P:770-499-1510 F:770-422-8546
sales@graytechsystems.com www.graytechsystems.com
H & H Servicco Corp. ● ● ● ● ●
651-717-0152, software@samplingplans.com
Harold S. Haller & Company ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
440-895-0775, halhaller@aol.com
Harpco Systems, Inc. ● ● ● ● ● ● ● ● ●
248-374-1718, sales@harpcosystems.com
Helm Instrument Co., Inc. ● ● ● ● ● ● ●
419-893-4356, mlw@helminstrument.com
Hertzler Systems, Inc. ● ● ● ● ● ● ●
574-533-0571, info@hertzler.com
IBS ● ● ● ● ● ● ● ● ● ●
781-862-9002, info@ibs-us.com
iGrafx ● ● ● ● ● ● ●
503-404-5060, info@igrafx.com
Insight 1, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
214-533-8571, johns@insight1inc.com
Instantis ● ● ● ● ●
408-732-8800, todd@instantis.com
IQS, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ●
440-333-1344, www.iqs.com
ISO America, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
214-533-8571, johns@isoamerica.com
ISOgraph Inc. ● ● ● ● ●
949-798-8609, jhynek@isographdirect.com
JKS & Associates ●
949-363-1229, johnsuzuki@jksassociates.com
JMP, A business unit of SAS ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
919-677-8000, jmpsales@jmp.com
Juran Institute, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
800-338-7726, info@juran.com
Labtronics ● ● ● ●
519-767-1061, info@labtronics.com
Launsby Consulting ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
P.O. Box 62006, Colorado Springs, CO
P:719-282-1143 F:719-282-3099
www.launsby.com

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Ledford Gage Lab Inc. ●
316-777-9300, judy@ledfordgage.com
Lifestar ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
2244 S. Olive St., Denver, CO 80224
P:888-468-1536 F:888-468-1536
lifestar@rmi.net www.qimacros.com
Major Micro Systems, Inc. ●
248-350-9177, info@majormicro.com
Manageware LLC ● ● ● ●
770-517-1621, sales@manageware.net
MasterControl Inc. ●
801-942-4000, info@mastercontrol.com
Measure-All ● ● ● ●
513-829-0900, sales@measure-all.com
Mecmesin Ltd. ●
0044-1403-799979, info@mecmesin.com
MicroRidge Systems ● ● ● ● ● ●
541-593-1656, sales@microridge.com
Minitab Inc. ● ● ● ● ● ● ● ● ●
814-238-3280, sales@minitab.com
Mitutoyo America Corporation ● ● ● ● ● ● ● ● ● ●
630-723-3588, www.measurlink.com
Mixsoft ● ● ●
509-375-4907, mixsoft@aol.com
M.O. Consulting Group ● ● ● ● ● ● ● ● ● ● ● ●
877-452-6828
client_services@moconsultinggroup.com
MoreSteam.com
614-310-1080, tkelley@moresteam.com
Mystic Management Systems, Inc. ● ● ● ● ●
860-536-3187, dwishart@mysticpdm.com
Omnex Systems ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
734-668-1000, info@omnex.com
Perry Johnson Registrars ● ● ●
800-800-0450, pjr@pjr.com
Pilgrim Software ● ● ● ● ● ● ● ● ●
813-915-1663 x289, kuhnc@pilgrimsoftware.com
Pister Group, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
905-886-9470, info@pister.com
PQ Systems, Inc. ● ● ● ● ● ● ● ● ● ●
937-885-2255, www.pqsystems.com
Pragmatek Consulting Group ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
800-833-3164, flip.crummer@pragmatek.com
Prime Technologies, Inc. ● ● ● ●
610-936-4703, amiller@primetechpa.com
Proact Suite Software—Reliability Center, Inc. ● ● ● ● ● ● ●
804-458-0645, info@reliability.com
Process Integrity, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ●
817-561-6600, info@processintegrity.com
Prompt Consultants, Inc. ● ● ● ● ●
704-784-1412, sales@promptconsultants.com
QMI ● ● ● ● ● ● ●
800-247-0802, clientservices@qmi.com
Qualitron Systems, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
248-370-0100, genem@qualitronsystems.com
QualiWare ● ● ● ● ● ● ● ● ● ● ●
914-730-7099, arbo@qualiware.com
Quality Council of Indiana ● ● ● ● ● ● ● ● ● ● ● ●
800-660-4215, qci@qualitycouncil.com
The Quality Group, Inc. ● ● ● ● ●
800-772-3071, lkimmel@thequalitygroup.net
Quality Management Exchange, Inc. (QMX) ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
386-767-0023, jimrobison@msn.com

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Qualtrax, Inc. ● ● ● ● ● ● ● ● ●
105 Industrial Drive, Christiansburg, VA 24073
P:800-277-3077 F:540-382-1801
requestinfo@qualtrax.com www.qualtrax.com
R & R Gage Company ● ● ●
770-409-9801, sales@rrgage.com
RAM ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
630-623-6060, info@ram.com
Relex Software Corporation ● ● ● ● ● ● ● ●
724-836-8800, info@relexsoftware.com
Reliability Center, Inc. ● ● ● ● ● ● ●
501 Westover Ave., Hopewell, VA 23860
P:804-458-0645 F:804-452-2119
info@reliability.com www.reliability.com
ROMER CimCore ● ● ●
248-449-9415, jjamieson@romer.com
SAS ● ● ● ● ● ● ● ● ● ●
919-677-8000, www.sas.com
SigmaFlow ● ● ● ● ● ● ● ● ● ●
972-447-8340, jholstine@sigmaflow.com
SigmaQuest ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
408-654-9401, iwww.sigmaquest.com
SkyMark Corporation ● ● ● ● ● ● ● ● ●
412-371-0680, info@skymark.com
Software Technology ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
931-537-6181, billbrowning@charter.net
Sparta Systems, Inc. ● ● ● ● ● ●
888-261-5948, info@sparta-systems.com
SQA Services, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
550 Silver Spur Road, Rolling Hills, CA 90275
P:310-544-6888 F:310-544-5541
info@sqaservices.com www.sqaservices.com
Stat-A-Matrix ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
800-472-6477, britchkoff@thesamgroup.com
StatPoint, Inc. ● ● ● ● ● ● ●
540-364-0420, www.statgraphics.com
StatSoft ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
918-749-1119, www.statsoft.com
Stat-Ease, Inc. ● ● ● ● ● ●
612-378-9449, info@statease.com
Steudel & Schultz, LLC ● ● ● ● ● ● ● ● ● ● ● ● ● ●
608-271-3121, info@isopocketguides.com
Stochos, Inc. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
518-372-5426, dsholmes@stochos.com
TAL Technologies, Inc. ●
215-496-0222, sales@taltech.com
TEAM 2000 ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
877-469-6949, www.hownwhy.com
Thunder Scientifc Corp ●
505-265-8701, jeff@thunderscientific.com
Tier 1 Performance Solutions, LLC ● ● ● ● ●
859-431-7300, k.grant@tierlperformance.com
TIP Technologies ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
262-544-1211, msm@tiptech.com
Title 21 Software ● ● ● ● ● ● ●
925-989-2559, www.title21software.com
Training Technologies, Inc. ● ● ● ● ● ● ● ● ●
513-696-4404, info@traintech.com
University of Michigan—COE–Center for ● ● ● ● ● ● ● ● ● ● ● ● ●
Professional Development
734-647-7176, warrenjr@umich.edu
VLSI Standards, Inc. ● ●
408-428-1800, sales.support@vlsistd.com
Zontec ● ● ● ● ● ● ● ● ● ● ● ● ●
513-648-9695, spcinfo@zontec-spc.com

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CAREER
CORNER
Behavioral Interviewing—Find Your STAR
by Teresa Whitacre
O
ne of the newer trends in inter-
viewing job candidates is to use
behavioral interviewing tech-
niques. When I was first exposed to
behavioral interviewing, I was unsure
and skeptical.
I have since had the opportunity to
experience behavioral interviewing as
both the candidate and the interview-
er and find it to be challenging but
rewarding.
As an Interviewer
Behavioral interviewing, often con-
ducted by a team, reminds me a little
of going through a process audit. The
questions cover work knowledge and
behavioral competencies:
• Work knowledge: Does the candi-
date understand our computer
system? Is there sufficient product
knowledge or history? Is the can-
didate able to understand our
processes?
• Behavioral competencies: In what
kind of situations does the candi-
date shine? What is the candi-
date’s general attitude and work
ethic? What kind of psychological
values or traits does he or she
demonstrate?
This type of interviewing also uses
the Pareto principle, in which the
strongest candidate accentuates the
FIGURE 1 STAR Rating Check Sheet
Far
Exceeds
exceeds
Similarity: How
close does this
relate to the
position?
Impact: How
important is the
result to the
competency?
Timeliness:
When did the
situation occur?
72 I JUNE 2007 I www.asq.org
vital few traits that are needed.
Many candidates whom I have
interviewed are not familiar with
behavioral interviewing techniques
and questioning. Therefore, the vital
few—those who can best demonstrate
their competence and behavioral
style—will make the short list.
This type of interview
is like a process audit,
covering knowledge
and competencies.
Look for the STAR
A good combination of well-select-
ed behavioral competency questions
can lead me to a STAR candidate. The
STAR candidate, in terms of behav-
ioral interviewing, can be determined
by the answers to open-ended ques-
tions that fall into categories that
make up the STAR acronym.
• Situational/Task questions: What
circumstances surrounded your
decision? Why did you come to
that conclusion? Can you describe
a situation in which you had to
make an unpopular decision?
Weak/ No
Does not
Meets need more opportunity
meet
information to observe
• Action questions: What did you
do first, second and third during a
process? Can you walk through all
the steps you took during a prob-
lem solving process? Can you
describe your role in the cost sav-
ing project you mentioned in your
application?
• Results questions: What feedback
did you get from this project? What
problems did you encounter? What
successes did you experience?
An interviewer can develop many
types of competency, behavioral and
job specific questions to fit each of
these STAR points. The level of posi-
tion, specific job duties and culture of
the organization will dictate how in-
depth the questions should be.
After you have interviewed all the
candidates and are reviewing the
results, how do you decide which one
is your STAR? Think about using
problem solving techniques to rate
each behavior.
One example would be the check
sheet shown in Figure 1. Rate each
competency, answer or situation. The
candidate with the highest overall
score will be the selected STAR.
As a Candidate
Going through behavioral inter-
viewing as a candidate the first time
was very stressful. At the time, I was
unfamiliar with the technique and
unprepared with this style of ques-
tioning. I felt physically and mentally
exhausted both during and after the
interview.
In retrospect, I can understand why
behavioral interviewing was so
important for the role for which I was
interviewing. The competencies and
fit of the selected candidate would
make or break the department. The
company had spent many resources—
both time and money—in keeping the
department going while the search
went on and had to treat filling this
vacancy as if it were a million dollar
spending decision.
How can you best prepare for a
STAR interview? Write down three
situations or tasks that you were
actively involved in, describing in
detail what you did. Write down three
specific results you achieved in your
current profession.
For example, if asked to describe a
time when you handled a complex
problem or task in your department,
your answer might be, “I was
charged with figuring out how to cut
the costs of inspection by 5% annual-
ly. I looked over the inspection data
to determine acceptance history of
the parts. We had some products that
we had never rejected in three years
years. I determined how much each
inspection cost for those parts and
demonstrated that we could elimi-
nate inspection of those products
and save money without compro-
mising quality.”
You have thus described the situa-
tion you were in, the actions you took
and the results achieved. You formed
a perfect STAR and would rate higher
if I were interviewing you.
Having been on both sides of
behavioral interviews, I will think of
future ones as extremely detailed and
thorough processes of understanding
myself and my professional and life
experiences.
BIBLIOGRAPHY
Development Dimensions International
Inc. “Hire the Best” managerial pro-
gram, www.ddiworld.com, and Respi-
ronics Inc., www.respironics.com.
TERESA WHITACRE is a quality supervisor
with Respironics Inc., a respiratory device
manufacturer and distributor in Youngwood,
PA. She is a senior member of ASQ and a certi-
fied quality manager, technician, auditor and
engineer. Whitacre authored a quality technol-
ogy text used by the ASQ Pittsburgh Section
for certified mechanical inspector and certified
quality technician courses and has instructed
training courses for both.
Please
comment
If you would like to comment on
this article, please post your remarks
on the Quality Progress Discussion
Board at www.asq.org, or e-mail
them to editor@asq.org.
QUALITY PROGRESS I JUNE 2007 I 73
STATISTICS
ROUNDTABLE
Reliability Assessment
By Use-Rate Acceleration
by Necip Doganaksoy, Gerald J. Hahn and William Q. Meeker
tatistical evidence is often need-
S ed to show that a proposed
product meets or exceeds its
reliability goals. Many times, such
evidence must be obtained in a com-
pressed time period. For instance, the
manufacturer of a newly designed
washing machine might want its
product to operate failure-free for five
years or more, but might have only
six months to prove this.
For products that are not used con-
tinuously, the desired validation can
often be achieved by use-rate acceler-
ation—that is, by running the product
more frequently than under normal
usage.
For example, by operating a toaster
100 times daily, you can simulate 10
years of operation in about 73 days,
assuming a twice-a-day use rate by
purchasers. Accelerated use-rate test-
ing might be appropriate in testing
other products such as photocopiers,
printers, bicycles and laptop comput-
ers.
Such testing assumes the increased
cycling rate will excite the failure
modes seen in normal operations; for
instance, failures that result directly
from product operation and not, say,
chemical change over time. This
assumption is reasonable for many,
but not all, failure modes. Failures due
to corrosion provide a counter exam-
ple; these are likely to be dependent
on elapsed time, rather than usage.
Accelerated use-rate testing might
be performed on the component, sub-
system or system level. It requires
selecting appropriate units for testing
and establishing a plan that provides
useful data for statistical analysis.
Washing Machine
Motor Example
A new model motor had been built
for use in washing machines. 1 The
motor was completely redesigned to
reduce noise and improve reliability.
74 I JUNE 2007 I www.asq.org
Skilled design engineers used top
quality materials and state-of-the-art
methods to correct reliability prob-
lems on previous designs. They also
performed short highly accelerated
life tests (HALTs), subjecting compo-
nents and a few prototype motors to
Predicting product
reliability from
intensive testing at
normal operating
conditions
intensive temperature cycling, vibra-
tion and overvoltage conditions to
discover, understand and remove
potential failure modes.
The new motor ’s reliability was
required to be at least 97% after 10
years of operation. Some motor bear-
ings could wear out, causing failures,
but this was felt to be unlikely during
the first 10 years.
The engineers were confident they
had developed a highly reliable
motor. But had they? Would 97% of
the motors last 10 years? In light of
the extensive design changes, experi-
ence and engineering judgment pro-
vided only baseline estimates. To
really find out, the engineers had six
months before product release to con-
duct an appropriate life test on new
motors at conditions that simulated
customer use.
The testing was intended to quickly
identify and eliminate any remaining
reliability problems. It also was meant
to demonstrate, with 95% statistical
confidence, that the desired reliability
goal would be met.
Testing Strategy
How could we obtain the equiva-
lent of 10 years of field experience in
six months? We did it by running a
sample of motors continuously at
stresses that simulated their operation
in washing machines and shutting
down for only brief cooldowns
between periods of continuous run-
ning. (Such cooldowns were to acti-
vate potential failure modes due to
temperature cycling.
This strategy allowed us to run 24
cycles daily, simulating 3.5 years
of field operation in each month of
testing, assuming a use rate of four
washes per week. The testing was
conducted on prototype motors using
special equipment that subjected them
to mechanical loads simulating those
encountered during a typical washing
cycle. The underlying assumption that
failures depend on motor running
time and shutdowns—independent of
elapsed time—seemed reasonable
from engineering considerations.
The Test Plan
Statistical evaluations2 showed that
testing 66 motors for six months
would provide an appropriate sample
size, balancing precision of informa-
tion gained against cost. The motors
used for the test needed to reflect, as
closely as possible, the variability
expected in large scale production.
Thus, the 66 motors were built at
three different times, using multiple
lots of materials for each of the key
assembled parts. Detailed records of
the motors’ histories and test perfor-
mance were maintained.
Results after one month: To every-
body’s surprise and consternation,
after one month of testing (728 test
cycles or 3.5 years of customer use),
four of the 66 motors had failed. The
resulting estimated reliability of
94%—(62/66) x 100—in 3.5 years was
 FIGURE 1 Fitted Weibull Distribution for Bearing Failures

98
90
70
50

Percentage failing = 1 – reliability

30
20
10
5
3
far short of the goal of 97% in 10 2
years. (This shows how it is easier to 1
prove inability to meet reliability 0.5
0.3
goals than to demonstrate high relia-
bility.) 0.1
Physical evaluation indicated that a 0.05
manufacturing defect was the root 0.03
0.02
cause of the four failures. In fact, all
0.01
these failures occurred during the first
week of testing. Fortunately, it was 1 2 5 10 20 50
easy for manufacturing to fix the Years
process to avoid such failures on
future motors, and the test was con-
tinued with the four failed motors Generally speaking, this meant we would demonstrate the desired relia-
replaced by new ones. could claim with 95% confidence that bility statistically.
Results after three months: After the 10.5-year motor reliability was at Results after six months: After six
three months of testing (2,184 test least 92.2%. This value was apprecia- months of testing (4,368 test cycles; 21
cycles or 10.5 years of customer use) bly less than the 10-year goal of 97%. years of customer use), seven bearing
four more failures occurred. One bear- Although the three-month results failures and four additional plastic
ing failure took place at 1,989 cycles, appeared favorable, assuming suc- part failures occurred, as shown in
or the equivalent of 9.6 years of cus- cessful fixes of the two identified Table 1. Note the seven failures due to
tomer use. problems, continued testing was the plastic part malfunction are taken
There were three additional failures required to narrow the gap between to be censored observations in this
(at 4.5, 6.7 and 7.5 years) due to mal- the estimated reliability and the lower tabulation (for example, all that we
function of a plastic part. This failure confidence bound to a level that know about their failure times is that
mode also needed to be eliminated to these exceeded their observed sur-
meet the reliability goal. The design vival times), under the assumption
team felt confident it could correct that this malfunction would not occur
this malfunction by changing the on future motors.
geometry of the plastic part. A sepa-
TABLE 1 Motor Test Data
rate program was initiated to validate Analysis of Results
the resulting design fix. Survival After Six Months
Assuming the other two identified Failure times (censoring)
Weibull and lognormal distributions
failure modes (manufacturing defect for motor times for
were fitted to the data.4, 5, 6 Both mod-
and plastic part malfunction) are suc- bearing unfailed motor
bearings els are frequently used in such appli-
cessfully corrected, only the bearing cations and seemed reasonable on
failure mode remained applicable in (in years of operation under both theoretical and empirical
assessing the reliability of future assumed normal use) grounds. The findings from the two
motors. This resulted in an estimated 9.6 4.5 analyses were similar. Therefore, only
10.5-year reliability of 98.3% (58 out of 13.5 6.7 the Weibull distribution results are
59 surviving motors), which exceeded shown in Figure 1.
16.8 7.5
the 10-year reliability goal of 97%. The solid line in Figure 1 is the
However, this estimate, based upon 17.4 10.6
Weibull distribution estimate (using
testing a relatively small sample of 18.7 10.7 maximum likelihood) of the percent-
motors, was subject to much statistical 19.3 17.8 age of devices failing as a function of
uncertainty. To account for this, a 20.9 19.7 years in service. The dotted curve pro-
lower 95% confidence bound on relia- vides approximate upper 95% confi-
bility (based on the binomial distribu- 17.5 (four units)
dence bounds on these failure
tion 3 ) was calculated as 92.2%. 21 (48 units) probabilities. Even though Figure 1

QUALITY PROGRESS I JUNE 2007 I 75

STATISTICS
ROUNDTABLE
shows only the seven bearing failures,
the line was fitted taking all data into
consideration.7, 8
The estimated 10-year reliability was
now 99.4% (failure probability of
0.006), with a 95% lower confidence
bound of 96% (failure probability of
0.04). The plotted points in Figure 1 (p.
75) scatter around a straight line, sup-
porting the Weibull distribution model
assumption within the range of the
data.
The 95% lower confidence bound of
96% on 10-year reliability just missed
providing the desired demonstration
of 97%. But the 97% demonstration
can be made with 92% confidence—
and this was judged sufficient for pro-
duction start-up.
Further Evaluation and Testing
All failed motors, plus a sample of
the unfailed ones, were taken apart
and evaluated to obtain information
to improve future product reliability.
Ten surviving motors were selected
randomly for another 4,000 cycles of
testing to obtain more precise reliabili-
ty estimates. In addition, 25 units built
during a one-month period and 25
units randomly sampled from the first
week of high volume production—all
incorporating the two fixes—were
tested for varying times. The results
confirmed that the earlier problems
had been successfully resolved.
Finally, to check for possible new
process problems, five motors are
selected randomly each week from
production. Four are tested for one
week and one for three months.
Other Situations
In this washing machine example, 10
years of normal operation was simulat-
ed in three months by accelerating the
use rate. For products that operate con-
tinuously, such as refrigerators and
power generation equipment, this type
of accelerated test is not possible. In
such cases, testing might be conducted
For One Good Idea
76 I JUNE 2007 I www.asq.org
under more severe environments, such nectady. Doganaksoy is a senior member of
as higher temperature or humidity, to ASQ and a fellow of the American Statistical
accelerate the physical or chemical Assn.
degradation process that causes certain
failures, such as the weakening of an
GERALD J. HAHN is a
adhesive bond. Accelerated testing retired manager of statis-
also might involve exposing the units tics at the GE Global
to increasing amounts of stress, such as Research Center in Sche-
voltage or pressure. nectady, NY. He has a
Statistical concepts can be used in doctorate in statistics and
both cases to develop a life test of one operations research from
or more of the accelerating variables Rensselaer Polytechnic
at various conditions. The resulting Institute in Troy, NY,
data are used to predict time to failure where he is also an adjunct faculty member.
Hahn is a fellow of ASQ and the American
at normal operating conditions, with
Statistical Assn.
statistical confidence bounds, based
on a physically appropriate mathe-
matical model that relates the acceler- WILLIAM Q. MEEKER is
ating variable to time to failure.9 professor of statistics and
distinguished professor of
REFERENCES liberal arts and sciences at
1. Necip Doganaksoy, Gerald J. Hahn and Iowa State University in
William Q. Meeker, “Assuring Product Ames, IA. He has a doc-
Reliability and Safety,” Statistics: A Guide to the
Unknown, fourth edition, Duxbury Press, 2006.
torate in administrative
2. William Q. Meeker, Gerald J. Hahn and and engineering systems
Necip Doganaksoy, “Planning Reliability Assess- from Union College in
ment,” Quality Progress, June 2005, pp. 90-93. Schenectady, NY. Meeker is a fellow of ASQ
3. Gerald J. Hahn and William Q. Meeker,
and the American Statistical Assn.
Statistical Intervals: A Guide for Practitioners,
Wiley, 1991, section 6.2.
4. Necip Doganaksoy, Gerald J. Hahn and
William Q. Meeker, “Product Life Data Analysis:
A Case Study,” Quality Progress, June 2000,
pp. 115-121.
5. William Q. Meeker and Luis A. Escobar,
Statistical Methods for Reliability Data, Wiley, 1998.
6. Wayne B. Nelson, Applied Life Data Analysis,
Wiley, 1982.
7. Necip Doganaksoy, William Q. Meeker and
Gerald J. Hahn, “Divide and Conquer: Reliability
Analysis by Individual Failure Modes,” Quality
Progress, June 2002, pp. 47-52.
8. Meeker and Escobar, Statistical Methods for
Reliability Data, see reference 5, section 6.4.
9. Gerald J. Hahn, William Q. Meeker and
Necip Doganaksoy, “Speedier Reliability
Analysis,” Quality Progress, June 2003, pp. 58-64.
Please
NECIP DOGANAKSOY
comment
is a statistician and Six If you would like to comment on this
Sigma Master Black Belt
article, please post your remarks on
at the GE Global Research
Center in Schenectady, the Quality Progress Discussion
NY. He has a doctorate in Board at www.asq.org, or e-mail
administrative and engi- them to editor@asq.org.
neering systems from
Union College in Sche-
see p. 88.
STANDARDS
OUTLOOK
Preparing and Structuring an Audit Report
by J.P. Russell
reparing a quality management
P system (QMS) or environmen-
tal management system (EMS)
audit report can be a hurried, punch
list—a list of minor things to be com-
pleted at the end of a project.
By the time you are ready to do the
report for the current audit, you are
already planning your next assign-
ment. Everybody wants the audit
report right away, and every day you
put off writing the report has made it
more difficult.
So you pull out your punch list, fill
in the blanks and move on to your
next assignment. But, are you provid-
ing sufficient detail? The report is the
product of your investigation, and it
will be referenced long after the
assessment and oral reporting are
done.
As a guide for this article about
preparing and structuring an audit
report, I am using the guidance pro-
vided by ISO 19011.1
ISO 19011’s clause 6.6.1 is about
preparing the audit report, but most
of the clause is a list of topics that
should or may be included in the audit
report. It is a de facto audit report
checklist. The list includes the main
Questions About Standards
Send your general questions about quality and environmen-
tal management system standards and their derivatives to
standardsquestions@asq.org. Include your daytime phone
number and e-mail address. The questions will be submitted
to one of QP’s regular “Standards Outlook” columnists.
Look for answers to appear in future issues of QP.
ingredients that should be considered
for every report and optional choices
that may (could) be added depending
on the situation.
Prior to the list of ingredients, the
clause has two sentences with report
The report is a product
of the audit process.
preparation guidance. The first says
the audit team leader is responsible
for the preparation and content of the
audit report. That doesn’t mean the
audit team leader has to write the
entire report by him or herself to com-
ply with ISO 19011.
I don’t think the audit team leader
has to work alone on the audit report.
Certain sections or findings can be
assigned to others as long as the audit
team leader takes responsibility for
the content of the final report. The
audit team leader or lead auditor
should review and approve any con-
tent provided by others. When mak-
?
ing assignments, the audit team
leader should ensure expectations are
known. The audit team leader is also
responsible for meeting deadlines.
ISO 19001 says the report, which is
the record of the audit, should be
complete, accurate, clear and concise.
I prefer the four C’s (clear, correct,
complete and concise) because they
are easy to remember.
It is also important to remember
that the audit report is a record that
states results achieved or provides
evidence of processes completed.
Records can include variables and
both attribute and contextual data
that can be traced and analyzed.
ISO 19011, clause 7.3.1k, covering
generic knowledge and skills for QMS
or EMS auditors, says auditors should
have the skills to prepare audit
reports. However, auditors are usual-
ly given a template, and the report,
except for portions on nonconformi-
ties, becomes a fill-in-the-blanks activ-
ity.
This has the advantage of ensuring
the topics required by the audit pro-
gram procedures are included in the
report. This also allows the lead audi-
tor to focus on the findings rather
than creation of the report.
This might be a good thing because,
in my experience, I have found that
many auditors are not skilled in writ-
ing. I have occasionally been shocked
by the poor quality of audit reports
that are created from scratch. Audi-
tors might be required to have a sec-
ondary or tertiary education, but this
unfortunately does not mean they can
prepare a report that is clear, correct,
complete, concise and able to be
understood by all.
ISO 19011 contains a checklist of
items that should or may be in the
audit report. There is no guidance or
practical help regarding report struc-
ture or how the information should
be grouped or sorted. Perhaps there
is no specific report structure guid-
ance because there can be many
QUALITY PROGRESS I JUNE 2007 I 77
STANDARDS
OUTLOOK

report variations, depending on the information in the “should” and II. Introduction and background:
type of audit and client-audit pro- “may” columns might also contain information regarding the pur-
gram needs. my interpretations and suggestions. pose and scope that was con-
For purposes of this article I have tained in either the audit plan or
created a report outline as a starting JP’s Audit Reports notification letter.
point for the report structure. To help Following is the outline I use for III. Results and summary: the over-
you understand how your report audit reports: all conclusions and recommen-
should be the same or different, I have I. Cover page or logistics header: dations.
also divided the topic into “should,” contextual information that char- IV. Detailed results: a listing of all
“may” and “JP’s suggestions.” The acterizes the report. findings.
V. Appendix: supplemental infor-
mation that might explain or
clarify the information contained
TABLE 1 Cover Page or Logistics Header in the report.
Many audit reports start with either a
Report section Should include May include JP’s other topics to consider including cover page or logistics header that con-
tains contextual information (see Table
Cover page • Audit client (c) • Distribution • Audited organization name
or logistics • Audit team leader list (to and • Audited organization contact information
1) that dates or characterizes the report.
header and members (d) from) for • Report name and title The contextual information might be
• Onsite audit dates the audit • Report number sorted, researched, traced or analyzed.
and places (e) report (j) • Report distribution dates When designing audit reports, some
• Audit type (system-process, conformance- auditors add everything they can think
performance or survey-assessment) of in this section, while others include
• List of attachments very limited information.
• Report classification: confidential or Organizations should think about
proprietary the data they need for data warehous-
Note: Letters align with letters in ISO 19001, clause 6.6.1 ing purposes—how much data is suffi-
cient for current and future needs
while not polluting the database with
TABLE 2 Introduction extraneous matter. What kind of data
reports do you anticipate you will
need? What information services
Report May JP’s other topics to might be requested by management,
section Should include include consider including
the client, external audit organizations,
Introduction/ • Audit objections or purpose statements (a) • The disclaimer regulators and other interested parties?
background • Audit scope statement (some of this information could go here The introduction starts the main
might be on the cover page, if used), but this instead of in part of the report and normally con-
statement might be more specific, for example, the results and tains background information that
function-process specific (b) summary section
might include the audit purpose and
• Audit criteria, which could go on the cover page (f)
scope (see Table 2). This section con-
Note: Letters align with letters in ISO 19001, clause 6.6.1 tains much of the material previously
developed for the audit plan. I believe
the audit objective and scope should
TABLE 3 Results and Summary be in the form of statements and not
be just a list of words, such as confor-
mance, compliance or performance
Report JP’s other topics to
for the objectives; plating, molding or
section Should include May include consider including
ordering for the scope.
Results • Audit • Summary of audit process including • Recommendations to Logistical information such as audit
and conclusions uncertainty and any obstacles continue or discontinue dates and times, audit criteria, auditee
summary (h) encountered that could affect results, such things as the contract,
organization and areas (processes)
sometimes called a disclaimer (c) certification or registration
audited, the client, auditing organiza-
• Confirmation that the audit objective (should be consistent with
is accomplished, within the scope the audit objectives/purpose; tion and audit team members might
and according to plan (d) can recommend increasing be in this section in paragraph format.
• Areas that are not covered but are or decreasing oversight of However, putting the contextual
within the scope; this information the organization or function) information here makes the introduc-
might be in the disclaimer (c) • Overall grade or score tion less searchable and retrievable for
• Unresolved divergent opinions (f) • Good practices or your data warehouse matrix.
noteworthy achievements The results and summary section
Note: Letters align with letters in ISO 19001, clause 6.6.1 (see Table 3) contains the overall

78 I JUNE 2007 I www.asq.org

assessment as to conformity or com-
pliance to the audit criteria or
achievement of the objectives.
Conclusions can include passing or
failing, recommended certification,
and approval or disapproval. The con-
clusion should relate to the purpose
or audit objective. This section could
include any audit limitations or audit
report qualifications.
For internal audit reports, I also like
to report good practices found during
the audit. Reporting best or good
practices is important for continual
improvement of other areas within
the organization that might benefit
from implementing the practice.
A good practice is not the same as
an opportunity for improvement. A
good practice is a process conducted
in an outstanding manner. It might be
something quite simple to implement,
yet effective and efficient. It is some-
thing others in the organization
should copy and benefit from.
The detailed results section (see
Table 4) contains the findings on
which the conclusions are based. This
can be list of statements sorted by
TABLE 4 Detailed Results
Report JP’s other topics to
section Should include May include consider including
Detailed • Audit findings; • Recommendations for improvement, • Definitions or terms
results might include if included in the audit objectives; note (nonconformity, findings,
conformity or that these are not recommendations noncompliance,
nonconformity to correct nonconformities, but observations, concerns,
statements (g) instead recommendations to improve special terms)
effectiveness or efficiency (g) • Grade or score by clause
• Agreed-on follow-up actions, if any;
if there are no nonconformities, no
action is required, but if there is a
nonconformity, follow-up action
should be addressed (h)
Note: Letters align with letters in ISO 19001, clause 6.6.1
clause, area and order of importance. different and might require other rele-
This section or the summary section vant or requested documents not nor-
(Table 3) could include the expected mally included in the report.
auditee response or follow-up actions
such as a corrective action plan and How to Use the Tables
dates. Use the tables as a checklist for your
I have added an attachments section system and process audits as well as
(see Table 5, p. 80) because many internal and external audits. External
reports include them. Every audit is system audits are normally more
It’s like sneaking a peek
at your colleague’s
paycheck—without the
risk of getting caught.
But before we let you steal a look, we’ll need your help.
Please take the 2007 Quality Progress Salary Survey,
which will be posted on our Web site in July. Last year,
we received a record number of responses. This year,
we’d like to break that record.
Please spend 10 minutes taking our salary survey and
help ensure the best, most accurate results.
As always, results of the survey will appear in the
December issue of Quality Progress. Expanded results
will be posted on our Web site.
Be on the lookout for more
details in the coming weeks
on when and where you
can connect to the link.
QUALITY PROGRESS I JUNE 2007 I 79
STANDARDS
OUTLOOK

TABLE 5 Attachments J.P. RUSSELL is presi-

dent of J.P. Russell &
Associates, Gulf Breeze,
Report Should
FL, and managing direc-
section include May include JP’s other topics to consider including
tor for Quality WBT
Attachments • Audit plan (a) • Any other working papers that might Center for Education at
• List of auditee be appropriate, such as the interview www.qualitywbt.com.
representatives (b) schedule, letter of notification, auditor He is a fellow of ASQ,
• Statement of the confidential credentials or blank checklist used for voting member of the
nature of the contents; could the audit American National Standards Institute/ASQ
also include a confidentiality • In some cases, findings from customer Z1 committee and a member of the U.S. techni-
agreement for second and or regulatory audits that are relevant cal advisory group for International Organi-
third-party audits (c) to the purpose and scope zation for Standardization (ISO) technical
committee 176. Russell is an ASQ certified
Note: Letters align with letters in ISO 19001, clause 6.6.1
quality auditor and author of several Quality
Press books, including Process Auditing
Techniques, Internal Auditing Basics, sec-
formal, while internal process audit ties)?” Or ask, “What data can I pro- ond edition, and the ISO Lesson Guide 2000.
reports might be the simplest and vide the customers of the audit
most streamlined reports. The report process?” Please
complexity depends on the audit Ensure your reports contain all the comment
objectives, scope, client requirements relevant information needed for now If you would like to comment on this
and audit program guidelines. and expected future needs.
article, please post your remarks on
Review the reports as a record that
REFERENCE the Quality Progress Discussion
can be input into a data warehouse
for data retrieval and analysis. Ask 1. ANSI/ISO/ASQ QE19011S-2004, Guidelines Board at www.asq.org, or e-mail
for Quality and/or Environmental Management
yourself, “What can I learn from the Systems Auditing—U.S. Version with Supplemental
them to editor@asq.org.
data (such as repeat nonconformi- Guidance Added, ASQ Quality Press, 2004.

ADVERTISERS INDEX
Quality Education ADVERTISER
AIAG
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17
PHONE
248-358-3570
WEB
www.aiag.com
for AssurX, Inc. 5 408-778-1376 www.assurx.com

Quality Professionals Communications, ASQ 89 414-272-8575 www.asq.org

EtQ, Inc. 1 516-293-0949 www.etq.com
FLEXIBLE EuroQuest 73 770-395-0124 www.euroquest.net
Complete ALL of your
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Master of coursework online at your
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Quality All distance students pay the Manufacturing, ASQ 60, 71 414-272-8574 www.asq.org
Assurance same low tuition rate of $227
Membership, ASQ 38 414-272-8575 www.asq.org
per credit hour.
Minitab Inc. 18, 19 814-238-3280 www.minitab.com
Graduate RIGOROUS
Mitutoyo America Corporation 2 630-820-9666 www.mitutoyo.com
Green Belt Learn from PhD-level
Certificate instructors who know the PQ Systems, Inc. 20 800-777-3020 www.pqsystems.com
theory AND its application in Quality Council of Indiana 14, 15 812-533-4215 www.qualitycouncil.com
the quality field.
Southern California Edison 11 714-895-0731 www.edisonmetrology.com

www.msqa.edu/online Southern Polytechnic State 80 800-635-3204 www.msqa.edu

University
678-915-SPSU (7778) Sparta Systems Inc. 9 732-203-0400 www.sparta-systems.com
1-800-635-3204
Statistical Process Controls 7 865-584-5005 www.spcpress.com
StatPoint, LLC 23 540-364-0420 www.statpoint.com
1100 SOUTH MARIETTA PARKWAY
MARIETTA, GEORGIA 30060-2855
StatSoft Inc. 90 918-749-1119 www.statsoft.com

80 I JUNE 2007 I www.asq.org

 QP
TOOLBOX
Controller Adjusts for Joint Vgage’s VE-820 Converts
Designs and Part Variations Results to Electrical Signals

Stanley Assembly Technologies’ Kappa
controller is designed to optimize direct
current electric threaded fastening for
error proofing. The controller measures
torque and compares it to quality limits.
Its features include a data display with
softkey navigation and embedded toolbox
software, which runs on a web browser
and enables analysis of tightening results
fed directly from the controller.
The Kappa automatically adjusts for
different joint designs and part variations
during each tightening cycle. It counts fas-
tened bolts while detecting cross threads,
rehits and slip-offs.
Call: 440-229-9573; e-mail: jjerdonek@
stanleyworks.com.
Chrome Core 13-XP Extends
Component Shelf Life
Carpenter Technology has introduced
Chrome Core 13-XP, a ferritic 13% chromi-
um alloy developed for use in fuel injec-
tion components and other electro-
mechanical devices in which corrosion
resistance must be better than that of
pure iron, low carbon steel and silicon
iron alloys.
Applications for Chrome Core 13-XP
include components requiring some
degree of corrosion resistance, either in
service or for extending shelf life, without
the need of protective coatings. Chrome
Core 13-XP also can be considered for
applications requiring a ferritic stainless
steel with improved corrosion resistance.
Call: 800-654-6543; visit: www.cartech.
com.
Hyperspec Sensors Available
For Medical Imaging
Headwall Photonics Hyperspec’s sen-
sors use hyperspectral imaging to provide
spectral sensing and chemical imaging for
applications such as process monitoring,
movement across product conveyor lines
and noninvasive medical imaging.
The Hyperspec-VNIR and Hyperspec-
NIR generate aberration corrected images
characterized by 1-2 nanometer spectral
and spatial resolution. These sensors are
designed and engineered for application
specific performance and include detec-
tors and electronics that have been inte-
grated, aligned and tested for specific
spectral regions and spatial resolution.
Call: 978-353-4003; visit: www.
headwallphotonics.com.
▼
Vgage’s VE-820 microprocessor unit pro-
vides gage monitoring and display, raw
data collection and storage, measurement
analysis, statistical control computations
and charting generation. The VE-820 works
with measurement mechanisms, including
most digital touch probes, air gages and
inspection equipment. It converts results to
electrical signals.
The VE-820 displays gage measure-
ments in real-time with an LCD screen.
The displayed data can be presented as
both a graphic image and tabled columns
with digital values. The unit also features
a selection of statistical process control
charting display options.
Call: 248-589-7455; e-mail: szykula@
ksthip.com.
LR Mate 200iC Can Be Used
For High Speed Parts
Fanuc Robotics America has introduced
its six-axis, light and compact LR Mate
200iC robot. The robot is designed to meet
the needs of the metals, plastics, packaged
and consumer goods, food, pharmaceuti-
cals and medical devices industries.
The LR Mate 200iC can be used for high
speed parts handling, machine tending,
assembly and material removal. The
robot can be mounted in a variety of posi-
tions including floor, tabletop and inside
machines, on an angle or inverted.
Call: 248-377-7570; e-mail: cathy.
powell@fanucrobotics.com.
Dimensional Planner Added
Metrology Applications
Origin International has added
Dimensional Planner to the suite of
CheckMate dimensional metrology appli-
cations. Dimensional Planner enables
manufacturers in automotive, aerospace
and consumer packaged goods to balloon
all their print requirements and communi-
cate those requirements more effectively
within their supply chains.
Dimensional Planner gives each feature
the ability to add nominal size and loca-
tion as well as tolerance information
directly to the label. Clarifications and
revisions can be made directly onto the
part model, keeping all the dimensional
requirements in one electronic package
throughout the product development and
certification process.
Call: 800-269-2509; e-mail: jo-ann.
beals@origin.com.
The Vgage VE-820’s LCD screen displays
real-time gage measurements.
Thrust Bearings Feature
Steel Balls and Washers
Torque Transmission has announced a
line of micro thrust bearings available in
carbon and stainless steel. The thrust
bearings are designed to incorporate the
combination of molded nylon retainer
with hardened grade steel balls and wash-
ers.
The self-lubricating property of nylon,
combined with the hardened steel, helps
to reduce friction between the balls. The
microfinish thrust wafers reduce noise
and increase durability. Hardened steel
balls are grade 100 tolerance and a 10
micro finish.
Call: 800-554-6642; visit: www.
torquetrans.com.
FX-i Series Offers Variety
Of Connectivity Choices
A&D Weighing has released a more
compact precision balance with the FX-i
series. The series offers various connec-
tivity choices such as the standard RS-
232C, the optional USB port or the
optional Ethernet interface with WinCT-
Plus software. The statistical calculation
function provides statistical data display
or output of weighed samples.
The FX-i series is also capable of mea-
suring in 12 different weighing units and
providing percentage and counting func-
tions. Six models are available.
Call: 800-726-7099; visit: www.
andweighing.com. QP

QUALITY PROGRESS I JUNE 2007 I 81

 QP
CALENDAR
To receive information or to register for ASQ
Education Courses and Conferences, contact
Learning Offerings, ASQ, 600 N. Plankinton
Ave., Milwaukee, WI 53203, 800-248-1946,
414-272-8575, fax 414-272-1734, website
www.asq.org.
J U L Y
10-11 Comprehensive Highly Accel-
erated Life Testing and Highly Accel-
erated Stress Testing Training. Pretoria,
South Africa. Call Hobbs Engineering at
303-465-5988 or visit www.hobbsengr.com.
12-13 Supply Chain Strategy and
Management. Cambridge, MA. Call the
MIT Sloan School of Management at 781-
239-1111 or visit http://mitsloan.mit.edu/
execed.
13 Sarbanes-Oxley Workshop. Atlanta.
Call American Management Assn. at 800-
262-9699 or visit www.amaseminars.org.
16-20 Strategic Business Leadership:
Creating Value and Delivering Value.
Chicago. Call the University of Chicago
Graduate School of Business at 312-464-
8732 or visit www.chicagoexec.net.
18-19 Effective Auditing of Your
Hazard Analysis Critical Control Points
Plan. Guelph, Ontario. Call Guelph Food
Technology Center at 519-821-1246 or visit
www.gftc.ca.
18-20 Design and Analysis of Experi-
ments Using Minitab. San Francisco. Call
Exsilon Data and Statistical Solutions at
800-930-8528 or visit www.exsilondata.
com.
19-20 Product Safety and Liability
Conference. Milwaukee. Call Randy
Goodden at 262-594-5198 or e-mail
randygoodden@yahoo.com.
26-27 Microsoft XML Paper Specifi-
cation Technology Class. Simi Valley, CA.
Call QualityLogic at 800-436-6292 or visit
www.qualitylogic.com.
11-13 7th Annual Automotive Com-
posites Conference and Exhibition. Troy,
MI. Call the Society of Plastics Engineers
Automotive Division at 248-244-8993 or
visit www.4spe.org.
18-19 Great Lakes 2007 Exposition
and Conference. Grand Rapids, MI. Call the
Society of Manufacturing Engineers at 800-
733-4763 or visit www.sme.org/greatlakes.
19-20 Six Sigma in Healthcare
Conference. Boston. Call the World Con-
ventions and Business Forums at
800-959-6549 or visit www.wcbf.com/
quality.
24-26 8th Annual Quest Forum Best
Practices Conference. Dallas. Call Quest
Forum at 972-661-6420 or e-mail
information@questforum.org.
24-26 ASQ Education Course. Certified
Manager of Quality/Organization Refresher.
Toronto.

14-18 8th International Conference of 29-Aug. 2 Metrology’s Impact on

Quality Managers. Tehran, Iran. Visit www. Products and Services. St. Paul, MN.
qm-conference.com or e-mail harefkashfi@ E-mail NCSL International at info@ncsli.
neda.net. org or visit www.ncsli.org/conference.

16-18 Basic Auditing in the Aviation

Industry: The Federal Aviation Admin-
istration Course. Wichita, KS. Call the
Integrated Performance Leadership Group
at 239-283-2839 or e-mail training@
theiplgroup.com.
16-20 ASQ Education Course. Facili-
tating Continuous Improvement in Edu-
cation. Milwaukee.
16-20 23rd Annual Coordinate Metro-
logy Systems Conference (CMSC). Reno, NV.
E-mail the CMSC Society at seminars@cmsc.
org or visit www.cmsc.org.
A U G U S T
Have an event you’d like
included in “QP Calendar”?
28-30 Software Testing Certification:
Foundation Level Training. Columbus, OH. Submit information at least
Call Software Quality Engineering at 888- three months in advance to
268-8770 or visit www.sqe.com/register.
vfunk@asq.org. Non-ASQ
S E P T E M B E R organizations may list one
event per issue.
5-6 Public Green Belt Certificate
Course. Williamsburg, VA. Call the Quality
Function Deployment Institute at 734-995-
0847 or visit www.qfdi.org.

82 I JUNE 2007 I www.asq.org

 For information on placing an ad,

Professional Services contact Ramona Garcia at 800-248-1946,

or 414-272-8575, or e-mail rgarcia@asq.org

What does earning a degree mean to you?

Career advancement? Greater opportunities? Personal development?
With distance learning, all these things are within your reach.
California National University for Advanced Studies (CNU) is an accredited distance-learning university designed for technical and business
professionals. The CNU College of Quality and Engineering Management includes a Bachelor of Quality Assurance Science and a Master of
Engineering Management. Combining distance learning with one-on-one instruction, CNU degree programs provide maximum flexibility for maximum
growth. The Bachelor of Quality Assurance Science prepares the individual to be able to manage, plan, procure, design, and maintain an effective
Quality Assurance Program within a company. The Master of Engineering Management provides the individual with the breadth of knowledge required
for succesful project management, and with the ability to integrate knowledge from diverse disciplines.
CNU also offers seven other degree programs and courses by extension for those who prefer to begin their continued education gradually.

Let CNU help you take it to the next level.

Contact one of our admissions representatives at 800-782-2422 or e-mail cnuadms@mail.cnuas.edu.

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To purchase visit: www.amazon.com
Call: 847-884-1900 (or) 800-680-0700
Visit us at: www.qtcom.com
McRINK FAR EAST SERVICES
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We offer fast, efficient, and
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Tel: 852-2389-3770
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eLearning programs on
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Kailash S. Purohit, Ph. D.
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James Highlands,
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• Management Reviews
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Entwining ISO, Lean, & 6σ
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• Lean & 6σ as ISO Procedures Past
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QualityQuest, Inc.
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PH: 847-870-0822, Fax: 847-870-0872
mike@mikemick.com; www.mikemick.com
200+ Custom / Std. Workshops
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QUALITY PROGRESS I JUNE 2007 I 83

 For information on placing an ad,

Professional Services contact Ramona Garcia at 800-248-1946,

or 414-272-8575, or e-mail rgarcia@asq.org

DBS QUALITY MANAGEMENT

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Introduction to N C M
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84 I JUNE 2007 I www.asq.org

 For information on placing an ad,

Professional Services contact Ramona Garcia at 800-248-1946,

or 414-272-8575, or e-mail rgarcia@asq.org

Process Characterization
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TM

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QUALITY PROGRESS I JUNE 2007 I 85

 For information on placing an ad,

Professional Services contact Ramona Garcia at 800-248-1946,

or 414-272-8575, or e-mail rgarcia@asq.org

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86 I JUNE 2007 I www.asq.org


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The Department of Engineering Management and Systems Engineering (EMSE) at the University
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QUALITY PROGRESS I JUNE 2007 I 87
ONE GOOD
IDEA
Indirect Measurement—Exchanging
Certainty for Dividends
T
he indirect route is often the best
way to go.
Direct measurement applies a
standard directly to a characteristic to
measure it. Indirect measurement
involves sizing up some other charac-
teristic that happens to be statistically
dependent on the characteristic of
interest. Measuring the other charac-
teristics provides an estimate on the
first characteristic—indirectly.
Indirect methods often provide suf-
ficient measurement certainty for the
application and cost much less than
direct measurement options.
For example, to calculate the area of a
plot of land, you could use a steel tape
to directly measure its length and
width. Or indirectly, you could obtain a
rough approximation by simply count-
ing your paces across the parcel to mea-
sure the plot’s dimensions in yards.
The number of paces is proportional to
the plot’s dimensions—the larger the
plot, the more paces required to cross it.
In this example, you’re essentially
exchanging measurement certainty for
a quicker, less expensive estimate. If
your reason for knowing the land’s area
is to purchase the proper amount of fer-
tilizer to spread over it, the added cer-
tainty gained by measuring it directly is
unnecessary. This same exchange is
possible in many of the measurement
problems engineers face.
PEX Example
A team of engineers at Mercury
Plastics in Middlefield, OH, recently
developed a method for indirectly mea-
suring the percentage of crosslinked
polyethylene (PEX) in the plastic tub-
ing it manufactures for the plumbing
and appliance industries.
PEX tubing is manufactured by first
extruding the polyethylene, then
crosslinking it by passing it through
an electron beam accelerator. The
accelerator crosslinks the material by
breaking up the long molecular chains
in the polyethylene, causing them to
form a more stable, crystalline struc-
ture. The resulting material has
numerous benefits over the un-
crosslinked polyethylene.
I
88 JUNE 2007 I www.asq.org
by Ray Harkins
Regardless of the amount of expo-
sure to the accelerator, a portion of the
polyethylene remains uncrosslinked.
Various industry standards require
some minimum percentage of
crosslinked material in the PEX tub-
ing, typically determined using a sol-
vent extraction method.1
Following this method, a sample of
Sometimes, rough
measurement
approximations
can be enough.
the crosslinked plastic is weighed and
then immersed in a bath of boiling sol-
vent for up to 12 hours. This process
dissolves the uncrosslinked polyethyl-
ene from the sample, leaving only the
crosslinked material. The specimen’s
crosslinked percentage is calculated by
dividing its weight after the process
with its weight before the process.
While this method is considered the
gold standard for estimating the
crosslinked percentage of PEX, it is
time consuming and expensive. By
examining a range of physical prop-
erties at varying degrees of exposure
to the accelerator, the Mercury
Plastics team found the strongest cor-
relation between the material’s
crosslinked percentage and its elon-
gation at elevated temperatures.
When plotted against crosslinked
percentage, this hot elongation trends
downward with a reasonably narrow
variation (Figure 1). The regression
formula generated from the test data
serves as an estimator of a sample’s
crosslinked percentage given its hot
elongation.
Using their results as a baseline, the
engineers designed a test apparatus
that applies a standard load and tem-
perature to a PEX tubing sample and
then measures its elongation. Samples
that elongate beyond the distance asso-
ciated with a minimum crosslinked
FIGURE 1 Crosslink vs.
Elongation
Percentage
500
Elongation percentage
Y = 766.244 – 7.68605X
R – Sq = 0.976
400
300
200
100
40 50 60 70 80 90
Crosslink percentage
percentage trip a limit switch notifying
the inspector of the failure. Likewise,
the apparatus passes samples that
remain within the elongation limit for
a predetermined test time. The test is
completed in less than five minutes—a
fraction of the time required for the
solvent extraction method.
Although the loss of measurement
certainty is an obvious drawback, it is
within acceptable limits for this appli-
cation. Using indirect measurement
can be justified considering the signif-
icant safety, cost and throughput ben-
efits. A similar trade-off might be
possible for your difficult or time con-
suming measurement problem.
REFERENCE
1. ASTM, D2765-01 Standard Test Methods for
Determination of Gel Content and Swell Ratio of
Crosslinked Ethylene Plastics, 2001.
BIBLIOGRAPHY
Griffith, Gary K., The Quality Technician’s Handbook,
fourth edition, Prentice Hall, 2000.
RAY HARKINS is the
quality manager of
Mercury Plastics Inc. in
Middlefield, OH. He
earned a bachelor’s degree
in engineering technology
from the University of
Akron. Harkins is a
senior member of ASQ
and a certified calibration technician and quali-
ty technician.
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