The aim of every extrusion plant is the efficient production of competitive products that meet the appropriate quality requirements. This chapter discusses the processes involved in the selection and introduction of a quality management system, along with its application, advantages, and disadvantages. It describes the process chain for order processing within the quality circle and provides information on product liability legal issues. In addition, the chapter discusses the processes involved in quality control, along with its organization, responsibilities, audits, and testing.

This chapter provides an introduction to statistical process control and the concept of total quality management. It begins with a review of quality improvement efforts in the extrusion industry and the considerations involved in developing sampling plans and interpreting control charts. It then lays out the steps that would be followed in order to implement statistical testing for billet casting, die performance, or any other process or variable that impacts extrusion quality. The chapter concludes with an overview of the fundamentals of total quality management.

A product pedigree describes its design and how it was built and shows that it was built in accordance with the drawings and other documentation defining the product configuration. Evaluating the pedigree of a failed product can help to rule in or rule out hypothesized failure causes. This chapter describes various areas that can be examined by the failure analysis team to assess the pedigree of the failed system. If the failure analysis team suspects product pedigree anomalies it should confirm conformance through independent means.

This chapter provides guidelines for conducting metallographic evaluations and offers suggestions on how to effectively report the results. It explains how the approach depends on the objective of the evaluation, which is usually to measure a structural feature, test a hypothesis, or investigate structure-related effects. The chapter addresses each case, tailoring its guidelines and suggestions accordingly.

The management of a failure analysis (FA) laboratory requires a broad range of activities to optimize the efficiency of the operation. The purpose of this article is to stimulate readers to consider the various aspects of FA laboratory operations and their respective business management requirements. The various aspects include: staffing, laboratory organization, lab design and operations, strategic development, financial management, and metrics and measurements. References for further reading and examples of resource materials are also included.

The hidden factory refers to the activities associated with scrap and rework. This chapter presents a rudimentary understanding of what sorts of things the hidden factory is doing, focusing on how to get one's arms around the rejections that occur most frequently or have the highest cost. It provides information on the use of Pareto analyses from both frequency-of-occurrence and cost perspectives to target specific areas for improvement.

Designs and materials continue to become more complex, with novel technologies developed to create them, and novel instruments invented to analyze them. Engineers at all stages of the design and manufacturing process should appreciate the reasons why formal failure analysis is performed. This chapter describes why failure analysis is conducted and outlines the responsibilities of the failure analyst.

This chapter is a brief account of various factors pertinent to the development of an engineering component. The discussion covers the disciplines and interactions of design development, engineering of component design, validation of design and process analysis, and matrix of design and manufacturing elements.

At the conclusion of a systems failure analysis, the people involved should have a much more in-depth understanding of how the system is supposed to work. The analysis should help understand shortfalls in the design, production, testing, and use of the system. The failure analysis team will have identified other potential failure causes and actions required to preclude future failures. This is valuable knowledge, and it should not be set aside or ignored when the failure analysis team concludes its activities. This chapter is a brief account of the creation of failure analysis libraries, of process guidelines based on previous failure analyses, and of troubleshooting and repair guidelines. Also provided is a listing of the various steps that should be included in a failure analysis procedure.

In the second step of the four-step problem-solving process, the failure analysis team should identify all potential failure causes. This chapter discusses the steps involved in five such techniques for identifying potential causes of failure, namely brainstorming, mind mapping, Ishikawa diagrams, the “five whys” technique, and flow charting.

This chapter is a detailed account of various factors pertinent to the development and launch of a product. It begins by describing the five phases in the product launch process, namely product design and development, process design and development, product and process validation, product launch, and continuous improvement. This is followed by sections covering product-process flow diagrams and also the process elements considered for process failure mode and effects analysis. Some of the aspects covered by the engineering specifications to meet the product performance requirements are then reviewed. Details on product validation requirements and definitions of parameters related to the launch process are also provided. The chapter discusses the purpose of manufacturing control plan, along with an illustration of a manufacturing control plan outlined for a safety-critical suspension casting. It ends with an overview of the contents of a program launch manual.

Casting quality and consistency need to be carefully controlled. This chapter discusses the procedures that describe the process and product quality controls. In addition, it provides information on quality assurance programs.

This chapter provides an overview of key elements in controlling the casting process, systems to confirm the quality of outgoing components, and the steps needed to launch a novel product. The discussion also provides information on process control tools and techniques; incoming material control; process control of sand preparation and system maintenance; metallic charge materials; product quality control; and melting, metallurgical, and mechanical testing.

This chapter defines near-net shape forging as the process of forging parts close to their final dimensions such that little machining or only grinding is required as a final step. It then describes the causes of dimensional variations in forging, including die deflection, press deflection, and process inconsistencies, and discusses related innovations.

This chapter discusses the importance of failure analysis and the role it plays in a society driven by technological advancement. It explains why failure rates are highest in the early and later stages of the life of any product and shows the extent to which failure rates increase when products are subjected to an aggressive operating environment.

A system failure occurs when a system does not do what it is supposed to do when it is supposed to do it, or it does something it is not supposed to do. This chapter provides a basic understanding of how failures occur, how systems operate, and the types of failures, namely intermittent and inadvertent system failures.

Failure mode assessment and assignment (FMA&A) is a tool designed to help organize the evaluation of hypothesized failure modes. This chapter begins by describing the process of preparing an FMA&A. It then describes the follow-on activities to evaluate the hypothesized failure cause. The chapter also provides information on evaluating the hypothesized potential causes.

This chapter focuses on what can cause a system to fail and addresses the challenge in approaching a system failure. It then examines the steps involved in the four-step problem-solving process: defining the problem, identifying all potential failure causes and evaluating the likelihood of each, identifying the potential solutions, and identifying the best solution. The chapter concludes by describing the responsibilities of a failure analysis team.

This chapter concentrates almost exclusively on inspection techniques related to pressure vessels and pipework. The discussion covers the general aspects associated with inspection and the key factors relevant to it. In addition, the chapter addresses processes involved in data collection and management, namely data acquisition, reporting, trending, reviewing, and auditing. Capabilities and limitations of in-service inspection techniques are discussed in the Appendix to this chapter.