ukfm qrms 11eb02 yuvanesan muthukumaresan

8/2/2019 UKFM QRMS 11EB02 Yuvanesan Muthukumaresan

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Quality, Reliability and Maintenance page 1

Yuvanesan Muthukumaresan

I have read and understood the rules on cheating, plagiarism and appropriatereferencing as outlined in my handbook and I declare that the work contained in thisassignment is my own, unless otherwise acknowledged.No substantial part of the work submitted here has also been submitted by me in otherassessments for my degree course, and I acknowledge that if this has been done an

appropriate reduction in the mark I might otherwise have received will be made

Signed: Yuvanesan Muthukumaresan

(for on-line submission it is only necessary to type your name in this space)

MODULE TITLE: Quality Reliability and Maintenance

MODULE CODE: UKFM-QRMS 11EB02

MODULE DATE: 28th November 2nd December 2011

NAME/NUMBER: Yuvanesan Muthukumaresan (1161046)

GROUP: EBM -J


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THE UNIVERSITY OF WARWICK

WMG

MSc PROGRAMMES

POST MODULE ASSIGNMENT

QUALITY, RELIABILITY AND MAINTENANCE

This assessment is worth 70% of the overall mark for this module. Themarks will be awarded as follows:It is marked out of 70 with 60 marks for the technical aspects (distributedas shown below) and 10 marks are available for overall presentation and

effort.

1) You have been employed as the six sigma champion to introducethe six sigma methodology into a company. The board has askedyou to produce a plan of how you would do this. (You can chooseany industry and any size of company.)

The plan should include information about training, choosingsuitable projects, measuring performance, human factors, and

timescales. It should also discuss the risks associated with thisimplementation and how they could be mitigated. The benefits ofintroducing the methodology should be also highlighted in thisreport.

25 marks

2) Discuss how design for six sigma (DFSS) can be used in a newproduct development programme.

15 marks

3) Suggest a suitable reliability plan for a product (choose a relevantproduct). This plan should contain timescales, reliability tasks tobe performed with description and justification of the tasks.

20 marks

In these questions you should refer to data and information from journals

or books to support your answer. The word limit for this PMA is 5000words.


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TABLE OF CONTENTS

CHAPTER Page No.

1. QUESTION 1.. 5

1.1 Introduction 5

1.2 Why six-sigma 5

1.3 Company Overview 6

1.4 The six-sigma approach 7

1.5 Deployment 9

1.6 Methodology 12

1.6.1 Define Phase 12

1.6.2 Measure Phase 13

1.6.3 Analyse Phase 13

1.6.4 Improve Phase 13

1.6.5 Control Phase 14

1.7 Conclusion 14

2. QUESTION 2.... 15

2.1 Introduction 15

2.2 Necessity of Design for Six Sigma 15

2.3 New Product Development 16

2.4 Integrating DFSS in New Product Development 18

2.4.1 Identify Phase 19

2.4.2 Design Phase 19

2.4.3 Optimize phase 19

2.4.4 Validate Phase 19

2.5 Conclusion 20


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3. QUESTION 3................... 21

3.1 Introduction to reliability 21

3.2 Measuring reliability 21

3.2.1 Requirement of reliability in laptop manufacturing 22

3.2.2 The approach in reliability measurement 23

3.3 Failure analysis 25

3.4 Reliability time scale 25

3.5 Conclusion

BIBILIOGRAPHY........ 26


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QUESTION 1: You have been employed as the six-sigma champion to introduce the

six-sigma methodology into a company. The board has asked you to produce a plan

of how you would do this.

1.1 Introduction

Introducing six-sigma methodology into a company is a critical process, which

involves training, selection of projects, measuring performance and other human

factors to be considered in order to benefit from the six-sigma implementation. The

implications of six-sigma principles in organizations are extreme. To specify an

example, General Electric Company has spent over half a billion in 1999 to initiate

six-sigma and successfully managed to receive over two billion in benefits for the

financial year (Pande et al., 2000). The importance of six-sigma for organizations is

growing rapidly due to its nature of use of statistical tools and techniques that

improve the quality of the work and reduce defects. Moreover, six-sigma concepts

are widely applicable across all types of industries worldwide.

1.2 Why six-sigma

Jalali et al. (2008) believed that there are three significant purposes forimplementing six-sigma. They are to achieve customer satisfaction, minimizing the

process time and defectiveness. On the other hand Bolze (1998) defied six-sigma as

a formal methodology for measuring, analysing, improving and then controlling or

locking in processes. However, six-sigma is not only about achieving high quality

standards or process developments. The ultimate goal of six-sigma is all about

increasing the profitability to the business although quality improvement is the

immediate consequence of six-sigma. The major principal behind six-sigma is

reducing variation in the products. The quality of the next output becomes unsure if

there is variation in the quality. Another major concern of six-sigma is reducing

defects. The number of defective products can be extremely minimized by applying

six-sigma philosophies in a production company. Six-sigma is also applicable for

service companies in serving quality information to the customer. Using six-sigma,

the predictability can be improved which is a resultant of reducing variation and

defective units.


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Six-sigma is more of data driven using numbers to come up with ways to

solve problems rather than solving problems with value stream mapping (VSM) or

spaghetti diagram for the betterment of the company. Problem-solving methods such

as DMAIC (Define, Measure, Analyse, Improve and Control) are used in six-sigma

implementation process which approaches in achieving and sustaining organization

success by making customer satisfaction and decreasing defects or waste in

organization (Furtere, 2009).

1.3 Company Overview

Cognizant Technology Solutions (CTS) situated at Chennai, Indian, is an IT

service and consultant company, which has been carrying out projects for several

businesses of Aces international in the United States. CTS were initially established

on 1995 and projects on Finite Element Analysis (FEA), Computer Aided Designing

(CAD) and Engineering Design have been carried out successfully for Aces

International. Over 650 well-trained employees support the company. The long-term

association with Aces International has now impacted CTS in understanding the

importance of high quality standards and necessity of higher grade in customer

satisfaction. This awareness initiated the company in taking progress with the quality

improvement, thereby implementing six-sigma. Since 1998, the company has

accomplished over 10 projects in six-sigma. Some of the finished six-sigma projects

to be noted are,

Quality Compliance

Input Quality

Design Improvement

Error Reduction

Cycle Time Reduction

Improvement of Schedule Compliance


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In order to achieve high quality standards and maximize the level of customer

satisfaction, Cognizant Technology Solutions has to adopt six-sigma philosophy into

their organization. The six-sigma project has to be carried out for productivity

improvement and defect prevention. Any causes that would bring dissatisfaction to

the customers are considered as a defect in terms of implementing six-sigma. The

goal of the new six-sigma project is to reduce Defects per Million Opportunities

(DPMO) by more than 50% and improve the long-term process capability from the

existing level 3.5 to 4 or above.

1.4 The Six-Sigma approach

Six-sigma is a management strategy to use strategic tools and project works

to achieve breakthrough profit and gain quality. -Sigma is a statistical term, which

refers to the standard deviation of a process about its mean. For 3.0-sigma

process, 99.73% of measurements will fall within a normally distributed process.

Sigma Level Defects (in parts per million)

6 sigma 3.4 ppm

5 sigma 233 ppm

4 sigma 6,210 ppm

3 sigma 66,810 ppm

2 sigma 308,770 ppm

1 sigma 697,672 ppm

Table 1.1 Defect levels

Over a period of time, the defects and wastes can be minimized in a

recognized pattern as shown in figure 1.2. The improvement stage represents the

successful output of six-sigma and reaches breakthrough stage, thereby achieving a

specific sigma level.


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Fig 1.2 Six-sigma breakthrough

(Source: http://www.sixsigmaengineering.com)

To state a six-sigma project to be successful, at least one of the following is attained:

For projects starting with less than one sigma, an improvement of one sigma

in the process capacity is to be obtained

For projects starting with three sigma must achieve 50% reduction in defects

A Return on Investment (ROI) of 20% should be obtained

Johnson (2002) listed the factors that are most important for the success of six-

sigma. They are,

1. Full commitment and leadership should be provided from the people at top level

of the organization.

2. The project selection and management process should involve diligent project

administrating commitment management, cost control, schedule, changes,

production, quality assurance, and configuration management.

3. The value of customers proposition must be recognized at the earliest stage of

the process.

4. The performance should be tracked and proved using available metrics.

5. A common language for improvement must be learned and used.

6. Sufficient funds must be made available and maintained for the improvementefforts.


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1.5 Deployment

Initially, all the employees are trained about the six-sigma philosophy to

create consciousness of the methodology and quality levels. This will ensure the

employees understanding over six-sigma processes and tools that they will have to

adopt themselves while executing the project. A new team has to be formed to

introduce six-sigma into the organization. This team will take the responsibility on

improving the quality within the organization by applying six-sigma. An organization

structure has to be formed within the team to assign roles for each six-sigma player.

The team has different levels of six-sigma players who play an active role in a

structured approach. Figure 1.1 indicates the key six-sigma players in an inverted

pyramid shape.

Figure 1.3 Key six-sigma players

Customer

GreenBelts

BlackBelts

MasterBlackBlets

Champions

ExecutiveLeadership


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The base of the inverted pyramid indicates executive leadership, who are very

small in number but very critical in terms of successful implementation by applying

the fundamentals to carry out the project. The executive leadership will introduce six-

sigma to the top management from a strategic point of view to gain support for

undertaking the six-sigma implementation.

The executive leaders will select the six-sigma champions who will be

responsible for identifying developments in opportunities and take control of the

project. The centre manager who promotes the execution of six-sigma philosophy

into the management would take charge of the six-sigma champion position for

Cognizant Technology Solutions. The role of champion is to define the route to

obtain quality at six-sigma level, thereby creating vision and keeping track of the

progress made in the implementation of six-sigma by frequent measurement of work

and justifying improvements. Champions have a large role in establishing six-sigma

methodology within the organization. According to Harry (2009), the four major areas

for champions to be competent are,

1. Business and operations interface

2. Project selection

3. Pace mediation

4. Results implementation

Harry (1998) stated, Ratio of one Black Belt per 100 employees can provide

a 6% cost reduction per year. For every 100 Black Belts, there is usually one Master

Black Belt in large companies. The six-sigma Black Belt plays a vital role of

supervising Green Belts and Yellow Belts. For Cognizant Technology Solutions, 6

Black Belts and 30 Green Belts would be sufficient to run the six-sigma project. The

Master Black Belt will act as the six-sigma network developer, providing training

programs on six-sigma tools and strategies and supervising the overall project.


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Under the Master Black Belt, there are Black Belts and Green Belts working

as team on process improvement and training the other team members. The Black

Belts devote full-time whereas the Green Belts will work part-time on the six-sigma

project. The Green Belts will work on other projects during the rest of the time. The

progress is reported from the Green Belts to the Black Belts and the information from

the Black Belts is carried forward to the Master Black Belts. The organization

structure for the six-sigma project is illustrated in Figure 1.4 below.

Figure 1.4 Organization structure for six-sigma project

Champion

(CenterManager)

MasterBlackBelt

BlackBelt

GreenBelt

BlackBelt

GreenBelt

BlackBelt

GreenBelt

BlackBelt

GreenBelt

BlackBelt

GreenBelt

BlackBelt

GreenBelt


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1.6 Methodology

The six-sigma DMAIC process is used to improve existing business

processes in an organization. It is widely applicable for various organizations as an

approach to problem solving. The DMAIC methodology follows the phases: define

measure, analyse, improve and control (Antony et. al, 2001). The five phases of

DMAIC are shown in figure 1.5.

Figure 1.5 the DMAIC approach

1.6.1 Define Phase

In the define phase, the goals are defined which is consistent with the

customers demand. The customer could either be internal or external to theorganization. To begin with, a complete process mapping for the current process has

to be clearly illustrated. The work will be supported by number of members in

different levels within the organization. It includes the project leader, team leader,

quality leader and others holding down the six-sigma project. As discussed earlier,

any attributes that fails to meet the customer requirement is considered as defects.

Therefore, the next step is to define the measurement system. It consists of the

measure of attributes in the deliverables that are sent to the clients, which are not on

par to the actual requirements.

DEFINE

MEASURE

ANALYSEIMPROVE

CONTROL


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1.6.2 Measure Phase

In the measure phase, the key aspect of the current process is measured. For

Cognizant Technology Solutions, the major processes in the project life cycle that

affect the quality are to be identified. Any errors that are reported by the customers

are classified as defects that have occurred in each process. The input process

variables for each of these processes that affect the quality are to be identified. The

black belt will undertake this project of failure identification and measurement. To

prevent defects occurring in the project outcomes, the process control can be input

as a form of indexed list. This will ensure the precision of recorded data in this

phase.

1.6.3 Analyse Phase

Analyse phase is where the cause and the effect relationships are created.

These relationships are a result of analysis performed from the data means in

previous phase. This enables to identify the cause of process failure. A fish-bone

diagram of the product quality is used to identify and isolate the root problems.

Failure Modes and Effects Analysis (FMEA) project can derive methods for

preventing the cause of failure. FMEA is an analysis method to prevent failures by

anticipating its effects on customers and then the likelihood of occurrence. This

technical risk assessment tool primarily looks at design, process or machinery. For

the current project, the process failure can be analysed using the FMEA tool. An

effective Black Belt team should work on the analysis, as the output is dependent on

the effectiveness in the analysis.

1.6.4 Improve Phase

The data is optimized after determining the relationship between cause and

effect in the analysis phase. Output actions from FMEA conducted in the previous

phase will be applied in this phase. Each recommended actions are optimized and

handled individually by different Black Belts for improving the process. Frequent

feedback from the customers will ensure the quality of the process.


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1.6.5 Control Phase

After implementing the improvement processes, any deviations from the goals

are identified in the control phase. After the implementation phase, there will be

decrease in occurrence of field errors and an increase in the process capacity will be

attained. The project can be further carried out for continuous improvement in the

quality cycle. These further projects will be handled by the Green Belts. The outputs

of FMEA from the analyse phase of the six-sigma project can be effectively used in

the Green Belt projects to reduce the cost of reworking.

1.7 Conclusion

The project has projected the DPMO to reduce to 34 with the efforts of six-

sigma players. It is important for the organization to sustain the improvement

achieved or there could be fluctuations in the attained quality level in future. The cost

consideration is an important factor to be considered by the management before

choosing the suitable six-sigma project to be implemented. Further projects on six-

sigma may be carried out by the company to sustain and also improve quality in

other areas such as on-time deliveries.


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QUESTION 2: Discuss how design for six-sigma (DFSS) can be used in a new

product development programme.

2.1 Introduction

Six-Sigma is one of the most important management strategies, which is

widely implemented and fast growing business management system for several

years. Motorola initially advanced this business management in in the late 1980s.

However, Six Sigma was made as management philosophy after the business

strategy was central focused by GE in 1995. It is a systematic approach for the

improvement of the process and focuses on what customers are looking for.

Applying a range of statistical tools in an effective way and techniques, the tool

provides data rather than opinion, which furnish more clarity to the process. These

values indicate how often defects are likely to occur. Six-Sigma can be applied

widely in both engineering and non-engineering areas. The best application of Six

Sigma is to apply it in the designing of the product in the first place itself. Design for

Six Sigma is all about applying the Six Sigma methodologies into the new design.

2.2 Necessity of Design for Six-Sigma (DFSS)

According to Mader (2002), "DFSS is a methodology that utilizes tools,

training and measurements to enable the organization to design products and

processes that meet customer expectation and can be produced at Six- Sigma

quality levels". Many companies struggle to achieve higher levels of sigma

performance. The hidden reason behind the failure to achieve is deign of the product

itself. This because the companies come up with raw issues of problems that cannot

be eliminated by implementing Six Sigma or adopting process improvement

techniques such as DMAIC in the production line. For these organizations, they

recognize that the concept of Six Sigma has to be taken into consideration at the

design stage of the product itself.


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Design for Six Sigma is the method to think about the sources of variations in

the sigma level and to address them at the development stage of the new product.

To do that, the Six Sigma tools are taken and manipulated on to the product

development processes. Cooper (2001) believed that DFSS as an approach to

design product in order to meet the customer requirement and exceed the

expectation. When the design is handed over to the production, the Six Sigma level

is already achieved without further problem solving or process improvement

techniques implicated in future.

2.3 New Product Development (NPD)

The new product development is a methodology practiced by industries for

successful launch of new products into the market. Cooper et.al (2000) has noted

the success factors that NPD strategy enables to the product. They are as follows

Ability to reduce Cycle-time

Improvements in efficiency

Fast time to market

High market share

Profitability Opening up new windows of opportunity

Technical success

The unaccounted feature of new product development process is that the

designed product may lack Six Sigma performance right at the design stage, during

production, during launch or at the customer end. In order to achieve a capable

product of robust design, Design for Six Sigma can be used with the processesinvolved in new product development.


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One of the most widely practiced methods of new product development is

Stage-Gate process. It is a process of introducing a new product from the generated

ideas undergoing a dynamic business process in an optimized pathway for the

successful launch. The product development plan is divided into discrete and

identifiable stages. The stages are of four, five or six in a Stage-Gate system. Each

stage is planned in order to accumulate the received information that is necessary to

carry the project ahead to next gate or decision point. The gates are located between

two stages, which are the decision points for transfer of information or termination

from one gate to another through pre-established checklists. These gates also serve

as the checkpoints for quality control. The formats of gates are Inputs, Criteria and

Outputs. The inputs are the outcomes of the operation of earlier stages and are sent

to the criteria stage to take decision of go or kill. The judgment is made based on the

questions, which the project is judged to prioritize.

Figure 2.1 Stage-gate Model for new product development

(source: Vellandi; 2008)


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2.4 Integrating DFSS in New Product Development

Douglas P Mader (1993) believed that Design for Six Sigma has been

accepted to be a design process for new products by many organizations, which is

actually not. With an existing new product development, the DFSS can be integrated

with the development stages thereby intensifying the structure and provide higher

quality way of managing the resources.

For a Stage-Gate process, Cooper (2008) classifies each stage to follow three

modes of information transfer. They are activities, integrated analysis and

deliverables. The project team initially gathers information and then integrated

analysis of the results of the activities is passed on. These results of integrated

analysis become the input of the preceding gate. By choosing the best matching

DFSS variant for the current design process, NPD can be successfully integrated to

achieve products at Six Sigma standard at the initial stage.

DFSS is generally accomplished with the road map called IDOV shown in

figure 2.2. The four-phase process IDOV is comprised of Identify, Design,

Optimization and Verify. At every stage, when the project team produces integrated

analysis of the results, they can adopt IDOV to refine the product development

process for assuring quality.

Figure 2.2 IDOV approach of Design for Six Sigma


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2.4.1 Identify phase

In the Identify phase, the specific customer needs has to be identified. This is

very essential for successful launching of a new product. The most important step

involved in this phase is identifying the customers for the product and the product

requirements. An appropriate business model is then established. Various Six Sigma

tools such as Quality Function Development (QDF), Integrated Product Delivery

System (IPDS), Supplier, Input, Product, Output, Customer product map (SIPOC),

Failure Means and Effects Analysis (FEME) can be used within this phase.

2.4.2 Design phase

In the design phase, the Critical-To-Quality factors that are identified during

the Identify phase are used to select the most appropriate business process.

Advanced tools can be used for simulation to identify probable risks and to confirm

the design parameters. The tools that are suitable for the design phase include

Design of Experiments (DOE), FEME, material selection, risk assessment, analysis

tools, analysis and systems engineering.

2.4.3 Optimize phase

Optimize phase utilized Critical-To-Quality factors to obtain tolerance level for

the chosen business process by means of advanced simulation tools. The existing

design can then be modified to optimal new design parameters and establish error

proofing and tolerance measurements. The tools suitable for the optimization phase

are, Design for manufacturability, tolerance measurements, Design for

Manufacturing and Assembly (DFMA) and Six Sigma tools.

2.4.4 Validate phase

The final phase of IDOV is testing and validating the chosen design. The final

changes to the designs are made and prototypes are tested and validated for

assuring reliability, performance and risks for the product.


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2.5 Conclusion

From the existing product development processes, new strategies and tools

are employed by the DFSS to enhance the new product development programme.

Design for Six Sigma can be incorporated into the existing new product development

process in an organization right from the concept to the final commercialization of the

product. By effectively integrating the concept of DFSS in a new product

development programme, the success rate of new product launch can be improved

by providing value to the customer on basis of quality. Adapting DFSS technique in

the development process can fulfil certain limitations of new product development

thereby making the new product successful in the market.


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QUESTION 3: Suggest a suitable reliability plan for a product (choose a relevant

product). This plan should contain timescales, reliability tasks to be performed with

description and justification of the tasks.

3.1 Introduction to Reliability

In an information world, Laptop is delivered to the market in an unprecedented

speed. In order to be adaptive in the fast and complex changing world, reliability of

the product in both quality and quantity aspects has become more critical to the

companies. Reliability of products is introduced in manufacturing to be related to

unexpected failures of products. The main reason of the failures includes products

wear-out, products misused, products overstressed etc. In this paper, reliability of

software would be analysed in both measuring reliability and design reliability and

evaluated with life circle of products.

3.2 Measuring reliability

3.2.1 Requirement of reliability in laptop manufacturing

In the aspect of laptop reliability, most of customers will come up with different

requirement. Most of researches attempt to unify the customers need in order to

achieve reliability standard for manufacturing. Therefore, a clear statement of

reliability is given in three critical factors: defining failure, environmental specification

and statement of reliability requirement. Specifically, a case of laptop manufacturing

is showed to see how the company achieve requirement of reliability that bring great

business benefit.

A report on 30,000 newly purchased laptop customers from Square Trade,

showed that Toshiba was assessed as one of the most reliable laptop manufactures.

In terms of defining failure, the manufactures targeted hardware functional problems

like laptop theft and accidental damages. In the next aspect, Toshiba laptop was fully

tested to meet standard at extremely environment, which the laptop may be operated

or stored in. The extreme environment would include harsh temperature; heavily jolt;

high pressure etc. At last, the statement of reliability requirement in Toshiba laptop

was clarified. One of its main pieces of statement was the implementation of The

Perfect Promise to the customers. The Perfect Promise statement was based on

the norm that no product is perfect. Since failures exist, the company identified

various issues customers may experience under certain conditions, and then offered


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free repair service to help users fix the problems therefore gain great trust from the

customers.

3.2.2 the approach in reliability measurement

The bathtub curve is introduced in most of reliability analysis to observe the

reliability performance of both components and non-repaired part of laptop. In laptop

development, certain life cycle is identified in to three aspects: the infant mortality,

time and wear out. In the infant mortality, laptop experience a debugging period

which weak component and failure are corrected or weeded out. After then, the

hazard function declines, which indicate the remaining populating, become stable.

The product moves to the second stage-time. In the time period the product reaches

relatively constant hazard function. The final stage of the bathtub curve is wear-out,

in which stage the failure increased with time.

Figure 3.1 the bathtub curve

(Source: Gary, 2003)


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If we take a further look on the distribution of the measurements, three types

of continuous life distributions are identified: the Exponential Distribution; the Weibull

Distribution and the Lognormal Distribution. Specifically, the Exponential Distribution

deal with items that the numbers of failure, which happen in random intervals, remain

same for a long period. The Weibull Distribution is subject to non-constant hazard

function. It seems that the Weibull Distribution fits laptop life distribution well since

laptop manufacturing has a long debugging time. Moreover, after relatively stable

period of laptop use, failure in both software and hardware part increased with time.

The Lognormal Distribution is also very important toward reliability management. It

widely used in situations that the population of failure goes higher.

3.3 Failure Analysis

Failure analysis techniques are widely used in safety related and safety

critical applications. In the present years, there are also widely applied for non-safety

related applications including laptops. Failure analysis system allows inspecting the

system exhaustively. This is a typical advantage of failure analysis that is not

possible through testing methods but could be designed for better testing

techniques. The main advantage of failure analysis to be remarked is that it allows

finding dangerous failures at the earliest stage of the design process. There are

three types of failure analysis. They are

1. FMEA Failure Modes and Effects Analysis

2. FMECA Failure Modes, Effects and Critical Analysis

3. FMEDA Failure Modes, Effects and Detection Analysis

In all the Failure analysis types, the basic approach followed is similar. It

begins with applying failure modes and defects analysis to the hardware design to

obtain the device failure modes. The flow of information in FMEA is shown in figure

3.2. From the obtained results, the existing design can be improved or redesigned to

increase the reliability of the product.


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Figure 3.2 Failure Modes and Effects Analysis

FMECA is a quantitative analysis and it requires the component data as input

to support the output with device failure mode. The probability of the device failure

can provide the device lifetime, which is important to specify with the product.

FMEDA is similar to FMECA with diagnostic coverage as shown in figure 3.3. This is

the most widely used type of failure analysis as diagnostic coverage is widely used

for non-safety related products.

Figure 3.3 Failure Modes, Effects and Detection Analysis

Hardware

Design FMEA

DeviceFailure

Modes

Hardware

Design&Component

data

FMECA

DeviceFailuremodes

ProbabilityofDeviceFailure

Devicelifetime

Diagonasticcoverage


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3.4 Reliability time scale

Robert G (2001) came up with a common timescale of reliability plan for most

of the general products. According to his research, 9 months of concept phase, 9

months of design phase and further 12 months of development phase would be ideal

for a good reliability plan. All these time period are to be spent on the reliability

planning before the product is made available in the market. Therefore, 30 months of

reliability plan should be spent on focusing the reliability for any general product.

With respect to laptop, 30 months is a long period of time, which will result in,

outdate of the product by the time the product hits the market. Hence the time scale

should be shrined by using previously performed work on similar products. However,

for designing a very unique product, the time scale will naturally be longer.

3.5 Conclusion

The ultimate goal of reliability plan is to design and develop a reliable product,

which would attain customer satisfaction to the most. A product with high quality is

alone not enough to compete in the laptop market. Reliability plays larger importance

for expensive products. The reliability measures and holding designs and safeties at

high standards that include the United States Military Standards (MIL-STD 758B) will

highlight the product to the customers. Hence, the product life cycle will be extended

and result in high profit to the business.


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References

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PeriodicalsJordan Newspaper

3. Bolze, S. (1998), A six sigma approach to competitiveness. Transmission and

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5. Cooper, G., & Elko J.,(2000), New Product Performance: What distinguishes the

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9. Harry, M. J. (1998). Six Sigma: A breakthrough strategy for profitability. Quality

Progress, pp.60-64

10. Jalali, M., et al,(2008). Using Knowledge Management in DMAIC Methodology of

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