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.

This chapter is a brief bibliography of content sources that provide information related to the subject matter of the book.

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.

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.

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.

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.

This chapter discusses the processes and guidelines for selecting a supplier and for specifying and purchasing steel castings. It details the information that is most useful to the casting supplier and purchaser.

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 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.

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 rise of steel minimills in the late 1960s through the leadership of F. Kenneth Iverson and Gerald Heffernan. The discussion covers the development of processes for flat products, flanged beams, and railroad rails. The chapter also covers the growth of the minimill industry along with the consolidation of the industry into large corporations. The chapter ends by providing information on novel processes developed for making iron.

Statistics, data analysis, root cause analysis, and problem-solving processes play a key role in failure investigations. This chapter explains how to collect failure investigation data, how to build and maintain a database for company-related failures, and how to use corresponding statistics including type of failure, material, and root cause. It describes the purpose and benefits of conducting a root cause analysis and the factors, namely relative failure importance and company value, that determine when an investigation should be performed. The chapter also discusses the four-step problem-solving process as it applies to failure investigation, how to assemble an investigation team, and the details of organization and planning. It concludes with a case history of the Firestone 500 steel-belted tire failure, stressing the importance of a systematic approach to failure investigations.

Semiconductor memories are superb drivers for process yield and reliability improvement because of their highly structured architecture and use of aggressive layout rules. This combination provides outstanding failure signature analysis possibilities for the entire design, manufacturing, and test process. This article discusses five key disciplines of the signature analysis process that need to be orchestrated within the organization: design for test practices, test floor data collection methodology, post-test data analysis tools, root cause theorization, and physical failure analysis strategies.

This chapter is an account of the various events that led to the decline of the integrated steel industry during the 1950s. These include the steel strike of 1959, the improvements in technology and increase in imports since 1950s, widespread closures of steel companies, the decline of the minimill industry, and the rapid growth of Mittal Steel.

This chapter focuses on the evolution of steel production from 1870 to 1900. It begins with a review of the life of the inventor of the air-boiling process, William Kelly. This is followed by a discussion on how Bessemer's air-blowing process entered the steel production industry and the development of the Kelly-Bessemer process by Alexander Holley. The chapter then discusses how Andrew Carnegie lowered the cost to produce steel, how he entered the iron and steelmaking industry, and how Captain Billy Jones joined Carnegie to expand Carnegie steel. The chapter further provides information on the great strike of 1892 at Homestead and the rapid growth in steel markets. It ends with a discussion about the factors that led Carnegie to sell his steel empire.

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.