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How Chrysler assured quality, calculus or cards?, SPC, supplier surveys, and other quality topics from CudaPete
#quality #mopar #spc #measurement #classiccars #dodge
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0:04
hello and welcome to another episode of
0:07
motels I'm Dave's minion Cuda Pete and
0:10
we're back again for another episode
0:12
regarding design Supply and manufacture
0:15
of parts for Chrysler cars in the mid
0:18
1980s so in our first episode we looked
0:21
a little bit at what happened in the
0:23
engineering department and what was
0:25
provided to suppliers to make parts from
0:28
today we're going to look at how that
0:30
quality was maintained from outside
0:32
suppliers and what was required of them
0:35
so the first thing we want to do is we
0:37
want to Define quality and a lot of
0:39
people say well I have a high quality
0:41
product I have a lowquality product but
0:44
a lot of people think well quality is
0:47
not really an objective thing it's more
0:49
subjective like love I love my car I
0:52
love my family quality is quite
0:54
different quality is objective it is
0:57
meeting the requirements so you can
0:59
basically say the definition of quality
1:01
is meeting the requirements so if you
1:03
have an item that meets all the
1:05
requirements then you have a high
1:07
quality item if you have an item that
1:10
doesn't meet the requirements then you
1:11
have a lowquality item so but what does
1:14
meeting the requirements mean and
1:16
especially in regards to car parts well
1:19
in our first episode we looked at how we
1:22
establish those metrics using design of
1:24
experiments and once we did that then
1:28
statistical process control control was
1:30
used to measure the performance of the
1:33
parts so that gave an objective
1:35
measurement is the part high quality is
1:37
low quality does it need Improvement or
1:39
is it good to go as is so statistical
1:43
process control or SPC relies on math
1:46
and statistics to gain that metric so
1:50
back when I was starting out I was
1:52
working on one day my boss said hey Pete
1:55
can you see if this process is capable
1:57
so I start working on it and I'm
1:59
crunching numbers away and I'm trying to
2:00
get this done and of course as a young
2:02
engineer I'm trying to do a good job
2:05
when one of the old guys comes over he's
2:07
like chomping on a cigar as you could
2:09
smoke in the office back in those days
2:11
he goes hey Pete what are you doing oh
2:14
well the boss asked me to do this and
2:16
but Pete what are you doing well you
2:18
know I'm calculating goes no no no no no
2:21
you're doing it wrong he goes no no but
2:23
I said yeah and if you're familiar with
2:25
Statistics let bell curve a lot of that
2:27
is integral calculus and that's what I
2:28
was doing so he goes over to his desk
2:31
and he brings back this
2:32
card and it's a formula card and it has
2:35
everything already laid out on it and he
2:37
says here do this just make the
2:39
calculation nobody cares how you got it
2:41
just as long as it's correct and he said
2:43
one thing to remember if you're using
2:45
calculus to do something you're doing it
2:47
wrong there's absolutely no use for it
2:49
and to this day that's true I've been an
2:51
engineer 35 years and I've never had to
2:54
use it again and I've gotten along just
2:55
fine so that was a little bit of a
2:57
learning curve early on um so things
3:01
that were considered part of that was um
3:05
the range and attribute charts and the
3:08
CPK index and the CPK index was
3:10
measuring the capability of a process to
3:13
make sure the process was in control and
3:16
what that means is the process
3:17
repeatable is it eliable do you get
3:20
consistent results all the time meaning
3:22
are your specifications within a certain
3:24
range and are certain attributes being
3:27
met so that's what we were measuring so
3:29
we ALS Al had to rely on our suppliers
3:32
to do this too to get a quality part and
3:35
in order to do that we provided them
3:37
with what we called the supplier quality
3:39
assurance manual and in this manual it
3:43
would it defined to them what what what
3:45
does Chrysler expect from their
3:46
suppliers it provided an accepted
3:49
analytical methods and a way for
3:52
recordkeeping it provided a way for
3:54
drawing and change control to make sure
3:56
that the parts were being made to the
3:57
latest specifications in drawings it
4:00
also provided how to do lot control and
4:02
traceability in case there was a problem
4:04
you could go back and see when where
4:06
that problem occurred and it also had a
4:08
survey to make sure the supplier was
4:10
meeting the quality requirements and
4:12
that was where I came in I used to have
4:14
to go out to the supplier plants I used
4:17
have to review their records sit down
4:19
with them make sure everything was being
4:21
uh complied with make sure that all the
4:23
requirements were being Met look for
4:25
areas of improvement and we did this
4:28
with plants all across the country and
4:30
not only in the US but also in Canada
4:33
Germany Japan and Mexico um because
4:36
there was a global supply chain at that
4:38
point too so that's basically what was
4:41
required from suppliers and how Chrysler
4:45
uh kept track of them at the time to
4:47
make sure that a quality product was
4:48
being delivered if you like this video
4:51
be sure to like And subscribe and if you
4:53
have any comments please leave them
4:54
below thank you very much for watching
#Automotive Industry
#Business Services
#Manufacturing
#Quality Control & Tracking