Product and Process Evaluation of Huxley 3D Printer

Product and Process Evaluation of Huxley 3D Printer Product development for quality Ademola Adewoye Quality engineering, product and process evaluation Huxley 3D Printer Quality Gurus’; coursework Abstrat This article refers to a coursework of product development for quality to which answers are provided for questions as related to product development for quality coursework1. This report is dived into two: part A consists of question and answers for Huxley 3D printer and part B comprising quality gurus’ analyses. Aims To extend the masters’ student’s ability to apply design methodology and assessment techniques associated with quality engineering in broad context of managing the engineering and design process. Objectives The core objectives employed include the following. Teaming to assemble 3D Huxley printer Understanding and evaluating the design defect with comparative analyses Understanding quality, quality development, and quality design fundamentals. exploring the quality gurus philosophers Learning about quality operation and management Scope of the study This article is limited to answers to product development for quality coursework and evaluation of quality gurus; titled quality engineering, product and process evaluation. Significant of the study In context of technical skills, I had learnt new technical skills e.g. assemblage of disassemble machine as one worked upon; the 3D Huxley printer. I also worked with external experienced students in modelling and printing of different parts. The experience and knowledge gained is never quantified hence this study is significant to helping students developing a practical technical skills. Chapter one Part A 1.0 brief introduction A Huxley 3D printer is a robust three dimensional rapid prototyping machine developed by Erik Debruijn and other and named after a biologist Thomas henry Huxley. It is a mechatronic machine consisting of mechanical components such as timing belt, nuts, bolts, bearings, extruder, x, y and z axis frames and electrical component such as electric motor, microprocessor, and converter. This machine is controlled by a firmware and a host software configured to convert a 3D design from any CAD related software into a physical design called rapid prototype printing. This 3D printer are flexible, fast, trendy and easy to use. Chapter two 2.0 Assemble the Huxley 3D printer using the supplier online instruction and once complete demonstrate the machine as a working systems. 2.0 Answer The 3D Huxley printed was assembled by my group and was functionally demonstrated. 3.0 Compare the following aspect of your completed machine with one completed another machine built by your peer groups. Report on what do you observe to be the factors affecting the following; Individual component quality System consistency when compared to other completed ‘Huxley 3D printers’ Ambiguity and opportunity for error in the instruction set 3.0 Answer The following observations were made in comparison with other peer groups in terms of quality. Coupling or assemblage accuracy and orientation are factors that affects the output of the printout in terms of quality as was observed during testing of peer A and peer B machine. One peer machine produce better surface finish than the other observed to be as a result of poor orientation of vertical and horizontal frame parts. The plastic frames were also observed not properly fillet with no allowance which bars performance and quality of printing. Electronic components such as the electric motor positioning was observed not labelled and diagrammatized. Generally, the individual components of the ‘Huxley 3D printer’ was affected by lack of surface finish and inaccurate labelling. The following observations were made in comparison with other peer in term of system consistency All the electric component e.g. electric motor provided the was observed consistent in both peers Major mechanical components such as bearings, x-y-z rods, axis-belt drive, pulley and shaft, provided by supplier was observed consistent. All major frame components Generally, the factors which affects systems consistency are labelling and specifications. Mechanical components parts such as nut were not threaded with precision; Part was observed to be excess. The following was observed a major factors responsible for systems ambiguity and opportunity for error in comparison with other peers. Too many component parts Part dimensional inaccuracy Poor labelling Too many axes Poor surface finish of parts. 4.0 Based on your observations suggest how the quality of the system as well the user experience could be improved. 4.0 Answers Based on my experience gained and observations made during the course of the study I suggest the following for system quality improvement. parts should be simplified to improve design optimisation Nozzle could be modified to lower dimension of 0.3mm or less for high quality surface finish Increase the number of extruder to differentiate support materials from printing material when printing or prototyping complex design. Improve the slice setting Increase speed Accurate parts labelling for easy and better assemblage. Frame rigidity could be supported by other methods of joining e.g. riveting to provide frame structure a solid rigidity. Post treatment (rework) of Huxley 3D printer parts could help to ensuring part are produced to standards e.g. uniform dimensions of frame rods, bolt and nuts. Thermoplastic mini-spool (printing material holder) should be inclusive in design parts to store sufficient amount of filament when the machine in operation. The x-carriage mounted fan should be designed in two parts for effective and speedy cooling of printing parts. An additional nuttraps in substitute of self-tapping screw with metal screw should be used for the carriage for better quality finish. In regards to user experience the expressions below are suggested; More practical sessions should be allocated to students offering this module to facilitate their real know-how technical skills of the subject matter. The assembly of the machine should be individual with group analyses, suggestion and assessment to ensure an independent knowledge transfer. Exhibition, seminar should be held and best student compensated to motivate students to go extra-ordinary. Part B Discus your personal experience for this project making specific reference to ethos captured by the terms; ‘zero defect’ as used by Philip Crosby ‘Fitness for purpose’ as used by Joe Juran ‘constant improvement’ as advocated by Bill Conway Answer The quality guru Philip Cosby defines quality with his four principles of quality management as follows; ‘quality is conformance to requirements, ‘defect prevention is preferable to quality inspection’, ‘quality is measured in monetary terms’ and ‘Zero Defect (ZD) as quality standard’ as main focus as concerned this article. The need of technological advancement and commercialization of 3D printing for all is observed a genuine requirement for 3D development but substandard finished parts, poor labelling and other defects observed during the machine assembly in the course of the practical study was as a results of a ‘no zero defect’. This factor of no zero defect with the Huxley 3D printer can be blamed on management. Perhaps, its worker are not motivated and recognised accordingly toward a personal interest in their job and or lacks production procedures where for every final parts produced requires an inspection to ensuring quality. The lack of ‘no zero defect’ was clearly observed in the bolts and nuts, frame rod, and thermoplastics frame parts. furthermore, since Huxley produces large volume of components part (mass production) they should adopt the principle of ‘zero defect’ primarily focusing on preventive methodology; zero defect’ of its worker towards a constant, cautious, and right attitude of work within its organization to ensuring quality at every level of production. This methodology if adopted will impact great benefits to the company’s general growth, brand recognition and improved their profit maximisation. The American-Romanian quality guru; Joseph Moses an advocator of quality and total quality management defines quality in term of fitness for purpose as ‘evaluation of how well a product perfumes’ for its intended use’. Since the primary function of the Huxley 3D printer is to print 3D designs preconceived from any computer aided design software (CAD) and as observed during the course of the study, it perform this function to satisfactory printing various component parts; simple and complex it can then be established that the fitness for purpose postulated by Joseph Moses is satisfied hence Huxley would need to fine-tune and improve on its current standards for quality with fitness of purpose because â€Å"without standard there is no logical basis for making a decision in taking actions† (Philip 2008) to provide its teaming customers with not just a 3D printing machine but one that can stand global competitive market in quality and functions. Although, it is assumed that Huxley already adopt this methodology in its production and quality management structures but it would do the company more benefit fine-tuning to achieving a more global qualitative product. William Bill Conway advocates for continuous improvement in product development for quality; a concept that put the American ford company into world breaking record in operational effectiveness. Huxley 3D printer was made an open source on the internet to serves as empowering tool for product improvement, the need to train and retrain its staff is another way a strategy to continuous improvement of product for quality. A company growth depends on the ability of its management strengths for a consistent improvement which further translate to efficiency and effectiveness in operations. It is conceived that Huxley Company applied this methodology via internet open source with continuous research as well. In this way, a substantial improvement on the component parts of the worked on Huxley 3D printer has been updated and new model are produced. With maintaining this methodology and exploring other related method constants product improvement can be sustained with enormous benefits. References Roberts, T. (2014): product development for quality EEB_7_877 [lecture note] quality gurus, Huxley 3D printer, LR-313, London South Bank University, 25th March, 2014. Available from http//:www.blackboard.ac.uk Wikipedia article (2014) online [accessed 28th 04, 2014] available from: http:// www.reprapro.com Google image (2014) online [accessed 30th, 2014] available from: http//www.google.com/image google article (2014) online [accessed 4th, 2014] available from: http//www.google.com

London Ambulance Service Failure

The London Ambulance fiasco ? The London Ambulance Service (LAS) Computer Aided Despatch (CAD) system failed dramatically on October 26th 1992 shortly after it was introduced: †¢ †¢ †¢ The system could not cope with the load placed on it by normal use; The response to emergency calls was several hours; Ambulance communications failed and ambulances were lost from the system. ? A series of errors were made in the procurement, design, implementation, and introduction of the system.  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 1 London Ambulance Service ? ? Managed by South West Thames Regional Health Authority. Largest ambulance service in the world (LAS inquiry report) †¢ †¢ †¢ †¢ Covers geographical area of over 600 square miles Resident population of 6. 8 million people (greater during daytime, especially central London); Carries over 5,000 patients every day; 2,000-2,500 calls received daily, of which 1,3001,600 are emergency calls.  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 2 Computer-aided despatch systems ? Provide one or more of the following: †¢ †¢ †¢ Call taking; Resource identification; Resource mobilisation; Ambulance resource management. CAD software & hardware; Gazetteer and mapping software; Communications interface (RIFS). Radio system; Mobile data terminals (MDTs); Automatic vehicle location system (AVLS). ? Consist of: †¢ †¢ †¢ †¢ †¢ †¢  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 3 T he manual system to be replaced ? Call taking †¢ Recorded on form; location identified in map book; forms sent to central collection point on conveyor belt; Form collected; passed onto resource allocator depending on region; duplicates identified. Resource allocator decides on which resource to be mobilised; recorded on form and passed to dispatcher; Dispatcher telephones relevant ambulance station, or passes mobilisation instructions to radio operator if ambulance already on road; ? Resource identification †¢ ? Resource mobilisation †¢ ? Whole process meant to take < 3 minutes. Software Engineering Case Studies Slide 4  ©Ian Sommerville 2004 Concept/design of the CAD system ? Existing systems dismissed as inadequate and impossible to modify to meet LAS’s needs †¢ Intended functionality â€Å"greater than available from any existing system†. To consist of Computer Aided Dispatch; Computer map display; Automatic Vehicle Location System (AVLS); Must integrate with existing MDTs and RIFS (Radio Interface System). Near 100% accuracy and reliability of technology; Absolute cooperation from all parties including CAC staff and ambulance crews. ? Desired system: †¢ †¢ ? Success dependent upon: †¢ †¢  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 5 Problems: Procurement (i) ? Contract had to be put out to open tender †¢ Regulations emphasis is on best price; 35 companies expressed interest in providing all or part of the system †¢ Most raised concerns over the proposed timetable of less than 1 year until full implementation. ? Previous Arthur Andersen report largely ignored †¢ †¢ Recommended budget of ? 1. 5M and 19 month timetable for packaged solution. Both estimates to be significantly increased if packaged solution not available; Report never shown to new Director of S upport Services. ? Only 1 out of 17 proposals met all of the project team’s requirements, including budget of ? 1. 5M. Software Engineering Case Studies Slide 6 Ian Sommerville 2004 Problems: Procurement (ii) ? Successful consortium †¢ †¢ †¢ Apricot, Systems Options (SO), Datatrak; bid at ? 937k was ? 700k cheaper than the nearest bid; SO’s quote for the CAD development was only ? 35k †¢ Their previous development experience for the emergency services was only for administrative systems. Ambiguity over lead contractor. Systems manager: Career ambulance man, not an IT professional, already told that he was to make way for a properly qualified systems manager; Analyst: Contractor with 5 years experience working with LAS. ? 2 key members of evaluation team: †¢ †¢  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 7 Problems: Project management ? Lead contractor responsible †¢ †¢ Meant to be SO, but they quickly became snowed under, so LAS became more responsible by default; No relevant experience at LAS or SO. ? ? Concerns raised at project meeting not followed-up. SO regularly late in delivering software †¢ Often also of suspect quality, with software changes put through ‘on the fly’. ? ? Formal, independent QA did not exist at any stage throughout the CAD system development. Meanwhile, various technical components of the system are failing regularly, and deadlines missed. Software Engineering Case Studies Slide 8  ©Ian Sommerville 2004 Problems: Human resources & training (i) ? ? ? ? ? Generally positive attitude to the introduction of new technology. Ambiguity over consultation of ambulance crews for development of original requirements. Circumstantial evidence of resistance by crews to Datatrak equipment, and deliberate misleading of the system. Large gap between when crews and CAC staff were trained and implementation of the system. Inability of the CAC and ambulance staff to appreciate each others’ role †¢ Exacerbated by separate training sessions. Software Engineering Case Studies Slide 9  ©Ian Sommerville 2004 Problems: Human resources & training (ii) ? ? ? ? ? ? ? Poor industrial relations. Management ‘fear of failure’. CAD system seen as solution to management’s desire to reduce ‘outdated’ working practices. System allocated nearest resource, regardless of originating station. System removed flexibility in resource allocation. Lack of voice contact exacerbated â€Å"them and us†. Technical problems reduced confidence in the system for ambulance crews and CAC staff.  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 10 System problems Need for near perfect information †¢ Without accurate knowledge of vehicle locations and status, the system could not allocate optimum resources. There were numerous possible reasons for incorrect information being passed back to the system. Numerous technical problems with the system, including: †¢ Failure to identify all duplic ated calls; †¢ Lack of prioritisation of exception messages; †¢ Exception messages and awaiting attention queues scroll off top of screen. ? Poor interface between crews, MDTs & the system †¢ ? Unreliability, slowness and operator interface †¢  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 11 Configuration changes ? Implementation of the system on 26 October involved a number of significant changes to CAC operation, in particular: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Re-configuring the control room; Installing more CAD terminals and RIFS screens; No paper backup system; Physically separating resource allocators from radio operators and exception rectifiers; Going ‘pan London’ rather than operating in 3 divisions; Using only the system proposed resource allocations; Allowing some call takers to allocate resources; Separate allocators for different call sources. Ian Sommerville 2004 Software Engineering Case Studies Slide 12 So, what happened? ? ? Changes to CAC operation made it extremely difficult for staff to intervene and correct the system. As a consequence, the system rapidly knew the correct location and status of fewer and fewer vehicles, leading to: †¢ †¢ †¢ †¢ Po or, duplicated and delayed allocations; A build up of exception messages and the awaiting attention list; A slow up of the system as the messages and lists built up; An increased number of call backs and hence delays in telephone answering.  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 13 Why did it fail? ? Technically, the system did not fail on October 26th †¢ †¢ Response times did become unacceptable, but overall the system did what it had been designed to do! Failed 3 weeks later due to a program error – this was a memory leak where allocated memory was not completely released. Management; Union; System manager; Government. ? It depends who you ask! †¢ †¢ †¢ †¢  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 14 Lessons learned ? Inquiry report makes detailed recommendations for future development of the LAS CAD system, including: †¢ †¢ †¢ †¢ †¢ †¢ Focus on repairing reputation of CAD within the service; Increasing sense of ‘ownership’ for all stakeholders; They still believe that a technological solution is required; Development process must allow fully for consultation, quality assurance, testing, training; Management and staff must have total, demonstrable, confidence in the reliability of the system; Any new system should be introduced in a stepwise approach.  ©Ian Sommerville 2004 Software Engineering Case Studies Slide 15

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The Problem Of The Cancer War - 1480 Words

It is said that three in five Americans will develop the horrible disease called cancer. Any living thing on this planet has the possibility of developing this uncontrollable disease. This includes scientists, medical doctors, regulators, owners of drug companies, along with their loved ones, meaning that they aren’t immune to cancer (â€Å"Big†). Many people in our society claim that the medical industry, along with the government, is keeping the cure to cancers suppressed. In figure 2 we see a perfect example of how society sees the scientists and doctors involved. This conspiracy has been around for quite some time and it’s mostly because some believe that the cancer war is just one big fraud (Michael Higgins). Such a conspiracy, is very†¦show more content†¦They can get cancer as easily as any nonmedical person would. As a result, there is no way these doctors would keep quiet if the cure to cancer was out there due to the fact they aren’t hea rtless robots who would let a loved one die knowing that they could get their hands on the one thing that could save them. There are many oncologists who are in the business to honestly help and make a difference in the world. Michael Higgins, a cancer patient, states in an interview â€Å"I have been fortunate because almost all of them have been remarkably compassionate and caring people. At least one of them was motivated to pursue cancer research by the loss of a close relative.† This makes it evident that there are doctors who have dedicated their career to working hard, conducting research, and trying to find the end to this horrible disease. If the cure was really out there, then there wouldn’t be so much effort given by doctors. Instead the industry would be more laid back and nonchalant but, that isn’t the case. Just like there’s evil in this world, there is also good (Michael Higgins). While it seems to be that the conspiracy cannot be true, it is very evident why some had hope that the conspiracy was true. The main reason some believe this conspiracy is true is because cancer is a multi-billion dollar industry. Many are wrapped up in this idea that the medical industry, along with the government, is only out to get money. There are many who