10 tips solving problem

8/3/2019 10 Tips Solving Problem

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Ten Tips for Effective ProblemTen Tips for Effective ProblemSolvingSolving

Using Corporate Knowledge and the Laws OfUsing Corporate Knowledge and the Laws Of

Physics In ProblemPhysics In Problem--solvingsolving

Jay ZhouJay ZhouSenior Technical LeaderSenior Technical Leader

January 28, 2009January 28, 2009


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SynopsisSynopsis

Ten Tips for Effective Problem SolvingTen Tips for Effective Problem Solving

Apply conventional problemApply conventional problem--solving toolssolving toolsmore effectively by using the approachesmore effectively by using the approachesof science and engineering, with a healthyof science and engineering, with a healthydose of mathematics and a framework ofdose of mathematics and a framework ofcorporate knowledge.corporate knowledge.

Aim to properly scope out a problem,Aim to properly scope out a problem,analyze root causes, and prevent problemanalyze root causes, and prevent problemrecurrence.recurrence.


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All U.S.All U.S.--based Warranty Providers:based Warranty Providers:

Claims Paid WorldwideClaims Paid Worldwide

Source: Warranty Week from SEC data, http://www.warrantyweek.com/archive/ww20080326.html

Warranty Claims in Billion

$25.10

$27.00 $27.90

$28.30

$24.20

$20

$22

$24

$26

$28

$30

2003 2004 2005 2006 2007

$Billions


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All U.S. Manufacturers ClaimsAll U.S. Manufacturers Claims

Paid, 2007Paid, 2007

6%5%

18%

7%

3%

2%2%

2%

2%

5%

3%3%

2%

0%

40%

Auto OEM

Auto Parts

Aerospace

Computer

Telecom Equip

Semi & PCB

Consumer Elec

Medical & Sci Eq

Data Storage

Peripherals

Appl &HVAC

Homebuilders

Build Materials

Power Gen

Other

Auto OEM

Computer

Source: Warranty Week from SEC data, http://www.warrantyweek.com/archive/ww20080410.html


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Opportunities for Problem SolvingOpportunities for Problem Solving

and Problem Preventionand Problem Prevention

Do we need more effective problem solving?


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Examples of Tools and MethodsExamples of Tools and Methods

Six SigmaSix Sigma DMAICDMAIC

Six SigmaSix Sigma DFSSDFSS

8D Problem Solving8D Problem SolvingTaguchi Robust DesignTaguchi Robust Design

Shainin TechniquesShainin Techniques

TRIZTRIZ Inventive Problem SolvingInventive Problem Solving

Do we have enough tools for problem solving?


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Six SigmaSix Sigma -- DMAICDMAIC

Average: 1.11426StDev: 0.183334

N: 31

Anderson-Darling Normality TestA-Squared: 1.899

P-Value: 0.000

0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6

.001

.01

.05

.20

.50

.80

.95

.99

.999

Probability

ATC-R-S1

Normal Probability Plot

0.001(ohm)

Y.S.Lian

Apr.1,'0 3

Resistance Mater

Misc:

Tolerance:

Reported by:

Date of study:

Gage name:

1.6

1.5

1.4

1.3

21

Xbar Chart by Operators

SampleMean

Mean=1.453UCL=1.458LCL=1.448

0.010

0.005

0.000

21

R Chart by Operators

SampleRange

R=0.0028

UCL=0.009148

LCL=0

21

1.6

1.5

1.4

1.3

Operators

By Operators

543215432121

1.6

1.5

1.4

1.3

PartsOperators

By Parts (Operators)

%Contribution

%Study Var

%Tolerance

Part-to-PartReprodRepeatGageR&R

200

100

0

Components of Variation

Percent

Gage R&R of Resistance Mater(With Temperature Compensation)DefineDefine

MeasureMeasure

AnalyzeAnalyzeImplementImplement

ControlControl

A Proven Technique Aimed at Process Improvement


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Engineers and EngineeringEngineers and Engineering

"Engineers apply the principles of science"Engineers apply the principles of science

and mathematics to develop economicaland mathematics to develop economical

solutions to technical problems".solutions to technical problems". U. S.U. S.

Department of Labor , Bureau of LaborDepartment of Labor , Bureau of Labor

StatisticsStatistics

We need to get back to the basics and physicsWe need to get back to the basics and physics


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Ten Tips for Problem SolvingTen Tips for Problem Solving

1.1. What is the problem?What is the problem?

2.2. Where is the problem?Where is the problem?

3.3. When was the problem?When was the problem?

4.4. How big is the problem?How big is the problem?5.5. Understand the systemUnderstand the system

6.6. Understand the physicsUnderstand the physics

7.7. Find the experts & expertiseFind the experts & expertise

8.8. Find the existing solutionsFind the existing solutions9.9. Verify and validate the solutionsVerify and validate the solutions

10.10. Prevent problem recurrencePrevent problem recurrence

Science

Mathematics

Engineering Tools and

Methods

Knowledge

Apply conventional problemApply conventional problem--solving tools more effectively bysolving tools more effectively byusing the approaches of science & engineering, with a healthyusing the approaches of science & engineering, with a healthydose of mathematics and a framework of corporate knowledgedose of mathematics and a framework of corporate knowledge


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1. What Is the Problem?1. What Is the Problem?

ConsiderConsider

GeometriesGeometries11

PropertiesProperties11

DefectsDefects11

EnergyEnergy11

DesignDesignManufacturing ProcessesManufacturing Processes

1 & 2 - ASQ Automotive Excellence, 2008

WhyAsk Why When You Should Ask What 2


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1. What Is the Problem?1. What Is the Problem?

Problem TypeProblem Type ExamplesExamples

GeometryGeometry Roundness, Concentricity;Roundness, Concentricity;

Length, width, heightLength, width, heightPropertyProperty Elastic buckling, Viscosity,Elastic buckling, Viscosity,

Fracture Strength, ShearFracture Strength, Shear

Strength, Tensile StrengthStrength, Tensile Strength

DefectDefect Contamination, dirt, scratchesContamination, dirt, scratches

EnergyEnergy Impact failureImpact failure

Understanding the problem type helps to select a proper tool


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More Examples of FailureMore Examples of Failure

SAE 961794


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2. Where Is the Problem?2. Where Is the Problem?

ConsiderConsider

Location of the problemLocation of the problem

Climate and seasonClimate and seasonCustomer demographicsCustomer demographics

Commercial vs. retailsCommercial vs. retails

Determine the problem space and isolate the problem


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Consider the locations of:Consider the locations of:

Product assemblyProduct assembly

Material processMaterial processComponent manufacturingComponent manufacturing

Determine the problem space and further isolate the problem


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Consider the logistics of:Consider the logistics of:

TransportationTransportation

Inspection centersInspection centersDealers, shopsDealers, shops

Determine the problem space and further fence around theproblem


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Component Supplier Transportation

Transportation

Product Assembly

Transportation

Sea ShipPort

Port Happy Customer


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3. When Did the Problem Happen?3. When Did the Problem Happen?

Consider the time whenConsider the time when

Material was processedMaterial was processed

Product was assembledProduct was assembledComponent was manufacturedComponent was manufactured

Determine the start and end points of the problem andsegregate any product produced during that time


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3. When Did the Problem Happen?3. When Did the Problem Happen?

Consider the time ofConsider the time of

TransportationTransportation

Sale or registrationSale or registrationProblem occurringProblem occurring

Problem Occur

Product Built

Component Built

Sold at

Dealer

Transportation

Materials Processed

Time

Define the Problem Timeline: component vs product


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4. How Big Is the Problem?4. How Big Is the Problem?

Quantify the problem:Quantify the problem:

By problem/100 (/1000)By problem/100 (/1000)

By time in serviceBy time in serviceBy production monthBy production month

By sale monthBy sale month

By regionBy regionBy seasonBy season

It helps to determine the root causes


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P/1000 vs Months In Service

0

20

40

60

80

100

120

140

160

0 2 4 6 8 10 12 14 16 18 20 22 24

Month In Service

P/1000

It helps to determine the effect of the product age


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P/1000 vs. MOP aligns product/process changes to MOP

P/1000 vs Month of Production

0

5

10

15

20

25

J F M A M J J A S O N D

Month of Production

P/1000

Tie physical changes (design or process) to P/1000


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4. How Big Is the Problem4. How Big Is the Problem

P/1000 vs. MOS determines if seasonality effects exist

P/1000 vs Month of Sale

0

5

10

15

20

25

30

35

J F M A M J J A S O N D

Month of Sale

P/1000

Tie P/1000 to the Seasonality


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Example of Failure RateExample of Failure Rate

Consider failure rate:Consider failure rate:

DecreasingDecreasing

ConstantConstantIncreasingIncreasing

DetermineDetermine

InfantInfant

RandomRandom

Wear outWear outt

H(t)

DFR

CFRIFR

Failure rate helps to determine a problem type


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5. Understand the System5. Understand the System

What kind of system?What kind of system?

MechanicalMechanical

ElectricalElectricalHydraulicHydraulic

ThermalThermal

ChemicalChemicalMagneticMagnetic

A ParameterDiagram helps


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Parameter DiagramParameter Diagram

SystemInputIdeal

Function

NoiseFactors

ControlFactors

FailureModes

Its essential to understand these parameters


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Input and Ideal FunctionInput and Ideal Function

SystemsSystems InputInput Ideal FunctionIdeal Function

MechanicalMechanical ForceForce VelocityVelocity

TorqueTorque Angular velocityAngular velocity

ElectricalElectrical VoltageVoltage CurrentCurrent

HydraulicHydraulic PressurePressure Volume flow rateVolume flow rate

ThermalThermal TemperatureTemperature Entropy change rateEntropy change rate

PressurePressure Volume change rateVolume change rateChemicalChemical Chemical potentialChemical potential Mole flow rateMole flow rate

EnthalpyEnthalpy Mass flow rateMass flow rate

MagneticMagnetic MagnetoMagneto--motive forcemotive force Magnetic fluxMagnetic flux


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Function vs. TimeFunction vs. Time

Time

Function

Ideal Function

No Function

0 %

100%

Function

Ideal Function

Partial Function

0 %

100%

Over Function

80%

120%

Time

No FunctionNo Function Over or Partial FunctionOver or Partial Function


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Function vs. TimeFunction vs. Time

Function

Ideal Function

Degraded Function b)

0 %

100%

Degraded Function a)

Time Time

Function

Ideal Function

Intermittent Function

0 %

100%

Degraded FunctionDegraded Function Intermittent FunctionIntermittent Function


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6. Understand the Physics6. Understand the Physics

What kind of physics behind?What kind of physics behind?

KineticKinetic

DynamicDynamicChemical reactionChemical reaction

Thermal dynamicThermal dynamic

Electrical and electronicsElectrical and electronicsFluid mechanicsFluid mechanics

Determine which discipline of science is in work


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6. Understand the Physics6. Understand the Physics --

ExampleExample

PhysicsPhysics: Air is: Air is

compressible. Water iscompressible. Water is

not compressible.not compressible.

Potential problemPotential problem: an: an

engine connecting rodengine connecting rod

may bend when watermay bend when water

enters a cylinder.enters a cylinder.


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6. Understand the Physics6. Understand the Physics --

ExampleExample


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6. Understand the Physics:6. Understand the Physics:

ExampleExample

PhysicsPhysics: the air pressure: the air pressure

increases within anincreases within an

automotive lamp w/oautomotive lamp w/o

vents when temperaturevents when temperatureincreases.increases.

Potential problemPotential problem: the: the

adhesive may fail andadhesive may fail and

leaks may happen.leaks may happen.


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7. Find the Experts and Expertise7. Find the Experts and Expertise

Tap the experts throughTap the experts through

NetworkingNetworking

Technical ClubsTechnical ClubsCorporate Yellow PagesCorporate Yellow Pages

Technical Specialist DatabaseTechnical Specialist Database

Office of Technical FellowsOffice of Technical Fellows

Utilize Corporate Knowledge


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7. Find the Experts7. Find the Experts -- ExampleExample

____________________________________________________________________________________________

From:From: Wright, Philip (P.A.)Wright, Philip (P.A.)Sent:Sent: Tuesday, November 25, 2008 1:37 AMTuesday, November 25, 2008 1:37 AMTo:To: Cavallaro, Andrea (A.); Zhou, Jay (J.)Cavallaro, Andrea (A.); Zhou, Jay (J.)

Subject:Subject: RE: Glass ScratchesRE: Glass Scratches

Jay, do you know if any of the TS's have expertise in this?.Jay, do you know if any of the TS's have expertise in this?.

CheersCheers

Phil WrightPhil Wright

Quality DirectorQuality DirectorAsia Pacific and AfricaAsia Pacific and Africa


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Located Tech Specialists, Karry Roberts, TomLocated Tech Specialists, Karry Roberts, TomPearson, and Frank Maslar, who helped out.Pearson, and Frank Maslar, who helped out.____________________________________________________________________________________________

From:From: Wright, Philip (P.A.)Wright, Philip (P.A.)Sent:Sent: Tuesday, November 25, 2008 9:33 PMTuesday, November 25, 2008 9:33 PMTo:To: Zhou, Jay (J.)Zhou, Jay (J.)Subject:Subject: RE: Glass ScratchesRE: Glass Scratches

Thanks Jay, great response.Thanks Jay, great response.

I need you use your contacts more.I need you use your contacts more.

cheers.cheers.

Phil WrightPhil Wright

7. Find the Experts7. Find the Experts -- ExampleExample


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7. Find the Experts and Expertise7. Find the Experts and Expertise --

ExamplesExamples

Fatigue experts for durability problemsFatigue experts for durability problems

NVH experts for wind noise problemsNVH experts for wind noise problems

Glass experts for scratch problemsGlass experts for scratch problemsSPC experts for process control problemsSPC experts for process control problems

CAE experts for computer aidedCAE experts for computer aided

verificationverificationReliability specialists for failure modeReliability specialists for failure mode

avoidanceavoidance


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8. Find the Existing Solutions8. Find the Existing Solutions

Consider if there are any existing solutionsConsider if there are any existing solutions

8D database8D database

Six Sigma databaseSix Sigma database

Robust Design databaseRobust Design database

FMEA databaseFMEA database

DV/PV databaseDV/PV database

Control Plan databaseControl Plan database

Product Creation DomainProduct Creation Domain

Utilize Corporate Knowledge


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Six Sigma Database: GlassSix Sigma Database: Glass

ScratchesScratches


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G8D Database: Glass ScratchesG8D Database: Glass Scratches


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9. Verify and Validate the Solutions9. Verify and Validate the Solutions

ConsiderConsider

Using CAE when possibleUsing CAE when possible

Correlation to operating conditionsCorrelation to operating conditionsUsing accelerated test when possibleUsing accelerated test when possible

Comparison of new design to old designComparison of new design to old design

Reliability Verification (Weibull Analysis)Reliability Verification (Weibull Analysis)Process Capability DemonstrationProcess Capability Demonstration

Make sure it works before implementing it.

SAE2009-01--0561


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Computer Aided VerificationComputer Aided Verification

System Design ReliabilityAnalysisFEA Analysis

Strength, S

Q,S

Random Variables

Load Material Property Gage. . .

Redesign If Reliability Requirement Is Not Met.

Stress,

Q

SAE 961794


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Example: CAE Analysis for Trans.Example: CAE Analysis for Trans.

Mount BracketMount Bracket

2.6 mm Upgage and HSS Matl

Baseline w/ Cold Weld


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9. Verify Solutions9. Verify Solutions -- ExampleExample

Sample #Sample # Old DesignOld Design New DesignNew Design

11 69006900 5693056930

22 45554555 7239672396

33 63606360 5526655266

44 39393939 6905069050

55 59535953 5987759877

66 47574757 4837048370

77 59225922 7842378423

88 50795079 6774667746

99 39023902 6071060710

1010 86908690 6342063420

1111 5283752837

Test Accelerated: Cycles @ 500/-250 lbs loading


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Proposed New

Design

9. Verify Solutions9. Verify Solutions -- ExampleExample

Old Design

New Design

100000100001000

99

9590

80

7060 50

40

30

20

10

5

3

2

1

Cycles to Failure

Percent

Probability Plot f or Old-New

Weibull Distribution - ML Estimates - 95.0% CI

Complete Data

Shape Scale AD* F/C

4

.13

16 615

8.8 1.3

0 10/07.8020 66076 1.12 11/0

B10 (old)=3572 B10 (new)=49519

SAE2009-01--0561


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9. Validate Solutions9. Validate Solutions --

Process ExampleProcess Example

#1

11.30

11.80

12.30

12.8013.30

13.80

14.30

14.80

15.30

15.80

16.30

16.80

17.30

3/30

3/31

3/31 5/3 5/7 5/1

55/2

15/2

7 6/3 6/5 6/9 6/23

6/28 7/1 7/7 7/2

7 8/3 8/9 8/10

8/12

SPEC:14.31.5LHRH


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10. Prevent Problem Recurrence10. Prevent Problem Recurrence

Find the escape points:Find the escape points:

Standards (requirements)Standards (requirements)

DesignsDesignsVerification and ValidationVerification and Validation

Material ProcessMaterial Process

Component ManufacturingComponent ManufacturingProduct AssemblyProduct Assembly

Determine the root cause of the root cause


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10. Prevent Problem Recurrence10. Prevent Problem Recurrence

Failure Modes

Prevent the Failure Modes from Escaping


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Implement Preventive ActionsImplement Preventive Actions

PreventivePreventive

ActionsActions

ProductProductAA

ProductProductBB

ProductProductCC

ProductProductDD

ProductProductEE

ProductProductFF

StandardsStandards(Requirements)(Requirements)

DesignsDesigns

Verification &Verification &ValidationValidation

Material ProcessMaterial Process

ComponentComponentManufacturingManufacturing

ProductAssemblyProductAssembly

Preventing is the most effective problem solving


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Ten Tips for Problem SolvingTen Tips for Problem Solving

1.1. What is the problem?What is the problem?

2.2. Where is the problem?Where is the problem?

3.3. When was the problem?When was the problem?

4.4. How big is the problem?How big is the problem?

5.5. Understand the systemUnderstand the system

6.6. Understand the physicsUnderstand the physics

7.7. Find the experts & expertiseFind the experts & expertise

8.8. Find the existing solutionsFind the existing solutions9.9. Verify and validate the solutionsVerify and validate the solutions

10.10. Prevent problem recurrencePrevent problem recurrence

Science

Mathematics

Engineering Tools and

Methods

Knowledge

Apply conventional problemApply conventional problem--solving tools more effectively bysolving tools more effectively byusing the approaches of science & engineering, with a healthyusing the approaches of science & engineering, with a healthy

dose of mathematics and a framework of corporate knowledgedose of mathematics and a framework of corporate knowledge


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SummarySummary

11 Whats the problem?Whats the problem? Energy, geometry, properties, defectsEnergy, geometry, properties, defects

22 Wheres the problem?Wheres the problem? Plants. Transportation. Customer Plants. Transportation. Customer

applicationapplication

33 When did the problem happen?When did the problem happen? Production date, transportation date,Production date, transportation date,

sale date, and application datessale date, and application dates44 How big is the problem?How big is the problem? By MOP, MOS, Age, Region, SeasonBy MOP, MOS, Age, Region, Season

55 Understand the SystemUnderstand the System What type of system?What type of system?

66 Understand the PhysicsUnderstand the Physics What kind of physics?What kind of physics?

77 Find Experts and ExpertiseFind Experts and Expertise Who are the experts in this field?Who are the experts in this field?

88 Find Existing SolutionsFind Existing Solutions Are there existing solutions to theAre there existing solutions to thesimilar problems?similar problems?

99 Verify the SolutionsVerify the Solutions Can CAE be used for verification?Can CAE be used for verification?

1010 Prevent Problem RecurrencePrevent Problem Recurrence Where is the escaping point?Where is the escaping point?


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Lean Problem Solving LeadershipLean Problem Solving Leadership

and Competencyand Competency


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ReferencesReferences

Maxson, W. Using Energy to Solve TechnicalMaxson, W. Using Energy to Solve TechnicalProblems, ASQ Automotive Excellence, Spring 2008Problems, ASQ Automotive Excellence, Spring 2008

Vallee, C. Why ask why when you should be askingVallee, C. Why ask why when you should be askingwhat? ASQ Automotive Excellence, Spring 2008what? ASQ Automotive Excellence, Spring 2008

Zhou, J, and Goel, PS, "A Framework for Reliable andZhou, J, and Goel, PS, "A Framework for Reliable andDurable Product Design", SAE paper #961794,Durable Product Design", SAE paper #961794,International OffInternational Off--Highway & Power Plant Congress &Highway & Power Plant Congress &Exposition, Indianapolis, Indiana, August 1996Exposition, Indianapolis, Indiana, August 1996

Zhou, J. and Li, D.J., Reliability Verification: Plan,Zhou, J. and Li, D.J., Reliability Verification: Plan,Execution, and Analysis, SAE paper #2009Execution, and Analysis, SAE paper #2009--0101--05610561


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