81. Portraits Of Statisticians SHCHERBINA, Fedor Andreevich 18491936. SHANNON, Claude E 1916-. shewhart, walter A. SHRIKHANDE, Sharadchankar Shankar 1917-. SIMPSON, Thomas 1710-1761. http://www.clayton.k12.ga.us/schools/006/tgrafton/AP Stats/Home/portraits_of_sta

Portraits of Statisticians This page was recreated by Thad Grafton Return to the AP Statistics Home Page The original page was created by Peter M Lee and the original page is at the University of York, UK Click here for information about sources at the University of York Click here for information about the life and work of statisticians from the University of York A B C D ... Z Complementary information can be found at http://members.aol.com/jayKplanr/images.htm ABBE, Ernst ADAMS, John Couch ADRAIN, Robert ... ANDERSON, Oskar Nikolayevich 1887-1960 = ANDERSON, Oskar Johann Viktor ANDERSON, Roy Malcolm ANDERSON, Theodore Wilbur ANDERSON, Virgil ANSCOMBE, Frank J ... BECHHOFER, Robert with SOBEL, Milton (left) and GUPTA, Shanti S (right) BELLHOUSE, David A BENJAMIN, Bernard BERGER, James O BERNOULLI, Daniel ... BOSKOVIC, Rudjer Josip, S.J. 1711-1787 = BOSCOVICH, Ruggiero Giuseppe = BOSCOVICH, Roger Joseph BOWLEY, Sir Arthur Lyon BOX, George Edward Pelham BRADLEY, Ralph A BRAVAIS, Auguste ... CHEBYSHEFF, Pavnutii Lvovich 1821-1894 = TCHEBYCHEFF, Pafnuty Lvovitch = CEBYSEV, Pafnuty Lvovitch CHERNOFF, Herman

82. Quality For Business Reducing Variability walter shewhart. The idea of control as applied to variation was developed in the 1920s by walter shewhart in the Bell Telephone Laboratories. http://www.thedecalogue.com/Papers/thevoice.htm

Articles The Voice of the Process The aim of this article is to try and clarify what the prerequisites are for building Quality (with a capital Q). The first step is to understand what variation is. Once we have an understanding, we can recognize how the two approaches to variation – conformance to specifications versus consistency of processes – are irreconcilable. Quality means ( ) “On Target with Minimum Variance.” Walter Shewhart At the end of the eighteenth century, the fundamental problem the industrial revolution had to deal with was producing identical parts. This problem was (and still is) the source of enormous difficulties. We all know that no two things are exactly alike, so manufacturers had to settle for making things that were “similar enough”. The concept of “specification” thus arose from the need to define how similar two things had to be so they could be categorized as “good” (within specs) and “bad” (out of specs and therefore to be scrapped.) This distinction did not help manufacturers to make more parts within specs, nor did it help them understand the reason for non-conformities. The only thing this method allowed them to do was separate the wheat from the chaff at the end of the production line. The production process was more or less what you can see in figure 1.

83. Tomfolio.com: Business: Quality Control 2. shewhart, walter A. (with the editorial assitance of W. Edwards Deming) Statistical Method from the Viewpoint of Quality Control Publisher Washington, D. C http://www.tomfolio.com/bookssub.asp?catid=6&subid=1725

84. Six Sigma---Jan '98 Problem Of The Month Background walter A. shewhart, Ph.D. wrote an important book in 1931 called Economic Control of Quality of Manufactured Product this book is available from http://www.barringer1.com/jan98prb.htm

Problem Of The Month January 1998-Six Sigma Every time you turn around someone is talking about six sigma What is six sigma Why is it important to know about the subject? How is it used? You can: 1) Page down for this month's problem statement. 2) Return to the list of monthly problems by clicking here 3) Bypass the background information and go directly to the problem statement by clicking here Background Walter A. Shewhart , Ph.D. wrote an important book in 1931 called "Economic Control of Quality of Manufactured Product" -this book is available from ASQ and the republished book contains a forward from Dr. W. Edwards Deming. Shewhart's book established the concepts for statistical process control (SPC). Shewhart argued in the preface that "...the object of industry is to set up economic ways and means of satisfying human wants and in so doing to reduce everything possible to routines requiring a minimum amount of human effort". Shewhart argued for a routine for manufacturing and established a criteria for knowing when you must take action to redirect the process.

85. IE T 215 Syllabus shewhart, walter, Economic Control of Quality of Manufactures Product, American Society for Quality Shingo, Shigeo, A Study of the Toyota Production System http://www.yk.psu.edu/~dec147/iet215/syllabus.htm

86. Laatu, Laatutekniikan Kirjat, Suomenkielinen Laatukirjallisuus, Laatujulkaisut 219,24, shewhart, walter A. Economic Control of Quality of Manufactured Product, 68,00, 73,44, shewhart, walter A. Statistical Method http://kori.laatutieto.fi/haku.php?hakusana=*

87. Laatu, Laatutekniikan Kirjat, Suomenkielinen Laatukirjallisuus, Laatujulkaisut 32, shewhart, walter A. Statistical Method from the Viewpoint of Quality Control, 20,00, 21,60, Laatutyökalut ja ongelmanratkaisu. Brassard http://kori.laatutieto.fi/haku.php?hakusana=*&tyyppi=2

88. A Guide To The Mathematical Association Of America. History Of American Mathemat shewhart, walter A., Report as of June 8, 1946 of Chairman of the Subcommitee on Statistical Quality Control of the National Research Council Committee on http://www.lib.utexas.edu/taro/utcah/00210/00210b.html

A Guide to the Mathematical Association of America. History of American Mathematics in World War II Committee Records, 1944-1967, 1978-1981 Descriptive Summary Creator Mathematical Association of America. History of American Mathematics in World War II Committee. Title Mathematical Association of America. History of American Mathematics in World War II Committee Records Dates: Abstract Records of the Committee's work in documenting the history of American mathematics in World War II. Accession No. Extent 10 in. Language English. Repository Center for American History,The University of Texas at Austin Historical Note This committee, formed in January 1980, was charged with planning a project whose initial goals were to identify published works and issue bibliographies as well as to locate unpublished sources and to encourage their preservation and their proper description. In addition It recognized the need for new personal memoirs and oral history interviews. More information on the history of this committee can be found in its minutes. Members were: J. Barkley Rosser (Chairman), Maynard J. Brichford, Churchill Eisenhart, Albert C. Lewis, G. Baley Price, Mina Rees, and Nathan Reingold. Scope and Contents Records of the Committee's work in documenting the history of American mathematics in World War II. The material consists largely of letters from mathematicians active during World War II concerning historically valuable material in their possession, and of reports concerning mathematical research conducted during World War II. Included are letters, minutes, brief memoirs, reports, reprints, photographs, cassette tapes.

89. Glossary Of Manufacturing: Page 'S' Of A Glossary Describing 1500 Terms Encounte shewhart, walter (1891 1967) The originator of statistical process control in 1924 at Bell Telephone Laboratories, NJ. Shipping http://www.glossaryofmanufacturing.com/s.html

S A B C D E F G H I J K L M N O P Q R S T U V W X Y Z GO TO Si Sr Sto see SSSSS see Sales and Operations Planning S Curve see below SAB: Starting available balance , a term sometimes used in materials planning to mean what it says - ie stock on-hand which is available for immediate use (as opposed, say, to stock on-hand which has been allocated to a specific job). Safety Stock: see Stock (Safety) Safety Time: (1) one meaning is the duration of time that materials are planned to arrive before their need date - for example, a safety time of 5 days might be placed on a raw material required date, hopefully to make sure the material really will be available when it is needed. The concept of safety time is rightly looked down on by companies that pride themselves on OTIF deliveries. (2) the length of time it is estimated that safety stock will last. Sale of Goods Act 1893: "Organised common sense!" Towards the end of the month, the old master schedule must be replaced by a new one taking account of the passage of time, new sales forecasts and other revised facts and figures. Formulation of the new master schedule takes place in two stages. Stage I is referred to as The Manufacturing Manager , Section 6.3

90. PDCA reference 1. 4. walter shewhart The Godfather of Total Quality Management, www.pathmaker.com/resources/leaders/shewart.asp. 5 http://www.toledo-asq.org/PDCA.htm

//Top Navigational Bar III v3.4.1 (By BrotherCake @ cake@brothercake.net) //Permission granted/modified by Dynamicdrive.com to include script in archive //For this and 100's more DHTML scripts, visit http://www.dynamicdrive.com Re-Printed from Quality Progress May The Benefits of PDCA Use this cycle for continual process improvement by Corinne N. Johnson, editorial assistant The plan-do-check-act (PDCA) cycle is a well-known model for continual process improvement (CPI). It teaches organizations to plan an action, do it, check to see how it conforms to the plan and act on what has been learned. The PDCA cycle is made up of four steps for improvement or change ( see Figure 1) 1. Plan: Recognize an opportunity, and plan the change. 2. Do: Test the change. 3. Check: Review the test, analyze the results and identify learnings. 4. Act: Take action based on what you learned in the check step. If the change was successful, incorporate the learnings from the test into wider changes. If not, go through the cycle again with a different plan. A brief history The PDCA cycle is also known by two other names, the Shewhart cycle and the Deming cycle.

91. Siqueira Campos Associados Translate this page Parece que o futuro chegou, pelo menos a previsão do matemático walter shewhart, o criador dos gráficos de controle, está se concretizando. http://www.siqueiracampos.com/gloss.asp

“A contribuição de longo prazo da estatística depende em não ter somente estatísticos altamente treinados para a indústria, mas criar uma geração de físicos, químicos, engenheiros e outros que pensem estatisticamente, os quais estarão desenvolvendo os processos de produção do futuro.” Walter A. Shewhart, Bell Labs, 1939 Parece que o futuro chegou, pelo menos a previsão do matemático Walter Shewhart, o criador dos gráficos de controle, está se concretizando. A qualidade Seis Sigma coloca em voga muitos conceitos propagados por décadas por Walter Shewhart e W. E. Deming. Qualidade Seis Sigma é uma forma prática de aplicar métodos estatísticos na redução da variabilidade por toda a organização e consequentemente na redução de falhas e custos. Com o enfoque Seis Sigma, vários termos tornam-se populares, alguns novos e outros que estavam adormecidos:

92. Austrian Literature Online - Kataloge Translate this page SHEWANDROW, N,D. Deutsche Namensform. SHEWANDROW, N,D. Deutsche Namensform -. shewhart, walter Andrew - 1931. Auf EinzelsignaturenSHEW. Auf EinzelsignaturenSHEW -. http://webapp.uibk.ac.at/alo/cat/?id=5020462

93. Statistics Group Report Two Types Of SPC There Is A Lot Of walter shewhart, Don Wheeler, and the BDA booklets Why SPC? and How SPC? say one thing. Almost all other books on SPC say something else. http://www.ucl.ac.uk/~uczcw11/quality/5

Statistics Group Report Two types of SPC There is a lot of confusion about SPC. Walter Shewhart, Don Wheeler, and the BDA booklets "Why SPC?" and "How SPC?" say one thing. Almost all other books on SPC say something else. The reason for the disagreement is not that the other books are completely wrong in everything they say. (They are wrong in some things). The main difference is that the aim of SPC as intended by Walter Shewhart, and as described by most other writers, are completely different. The two aims are: Adjustment: To detect quickly when a process needs readjust- ment or repair. Improvement: To find the most urgently needed improvement in the system itself. Adjustment is all most books cover. It has some use, because it prevents things getting worse. The point of making the adjustment is to try to keep the product "within specification". This makes the statistical methods quite complicated. To be sure that most of the individual results are within specification, when we only have measured a few samples, we have to know that the process is stable, and that the individual measurements are "normally distributed". Otherwise we can not predict the proportion of the product within specification. Unfortunately, as Henry Neave has shown by computer simulation studies, even if these assumptions are true, the predictions this method makes can be wildly wrong. What is worse, we know in practice that the assumptions never are true. Improvement is what Dr Shewhart and Dr Deming are talking about, but hardly any books mention: or if they do, they are more concerned with the first problem, and so suggest rather ineffect- ive ways of finding improvements. Adjustment is needed too, but it takes second place, instead of being the sole aim. The reason why the approach has to be different is that some "signals" that you can pick up from a control chart tell you little about the nature of the underlying reason for going out of control. For example, a slow drift in the mean can rarely point straight to a cause of change, whereas an isolated point quite unlike the points on either side of it usually tells you all you need to know. At least, it does if the process operators themselves are keeping the chart: they will usually know just what happened at that point. By comparison, a slow drift may result from something that started to go wrong long before. Naturally, if all you are going to do is to alter the controls to bring the mean back into line, you want to detect a slow drift or change as soon as possible, and put it right. This is why many books suggest such a wide range of "out of control" signals, such as runs above the mean, or runs in the same direction. On the other hand, if you want to trace the underlying cause, and do something permanent about it, these signals are usually nothing but a nuisance. The process gets readjusted before you can trace the cause. So in the Deming-Shewhart approach, the only signal worth much is the simple q3SD from the mean. The distrib- ution, normal or otherwise rarely matters at all. And of course, we do not have to start with a process that is "under control". The aim is to find out why it is not: or if it is, to see clearly the effect of experimental improvements. Instead of emphasising complicated rules for detecting drift or a change of mean, what is needed is great care to see that the information about factors which might affect the process, and knowledge of changes, is immediately available to someone who can see the connections, and can get things done. In this approach control charts on inputs to the process, such as raw materials, temperatures, pressures, and so on, are as important, or more important, than control charts on the final product. For adjust- ment, only the final product matters. Obviously improvement is better in the long run, from all points of view. If simply adjusting the process is enough to meet specifications, improvement will meet them many times over. And the general effects on the system which result from improvement will have good effects that spread far and wide. The statistical methods used in improvement are also much easier to understand and use. The drawback, in many companies, is that short-term thinking rules, and no-one has the power to change the system.

94. Encyclopedia Of Social Measurement: Article List Quetelet, Adolphe Alain Desrosières. Rasch, Georg David Andrich. SellinWolfgang Scale of Severity Paul E. Tracy. shewhart, walter Mark Wilcox. http://208.164.121.55/reference/SOME/measarts.htm

Click Here to View Other Parts of the Encyclopedia Home Overview Editors Subjects ... To order the Encyclopedia, click here! Topic List Encyclopedia of Social Measurement article list last revised May 20, 2004 Click here to view a sample article. Articles are published in alphabetical order Articles discuss: Evolution Major contributions Contributors Current status Plausible directions for the future Articles vary between five to ten printed pages in length, depending on subject matter. Each article mentions data sets, web sites, and at least one application. Many provide multidisciplinary applications. Article outlines are available to view via a hyperlink. Simply click on the article title to view the outline. Please view the many personal web pages hyperlinked to authors' names. For an alphabetical list of authors, click here 1. Social Science Aggregative Macro Models, Micro-Based Macro Models, and Growth Models David C. Black and Michael R. Dowd Anthropology, Psychological Steven Piker Archaeology Patricia A. Urban and E. Christian Wells Artificial Societies [J.

95. Qualité On Line http://www.qualiteonline.com/fiches_et_dossiers/dossiers_thematiques/dossier_1/g

LES GOUROUS DE LA QUALITE Walter A. SHEWHART Il est né en 1891 à New-Canton dans l'Illinois. Il devient Docteur en science à l'Université de Berkeley et entre en 1918 à Western Electric en tant qu'ingénieur sous les ordres du Dr Reginald Jones. En 1925 il est transféré à la direction technique des Bell Labs de Hawthorne Works vers Chicago où il devient ingénieur-statisticien et a pour but d'améliorer la qualité et la productivité. Il y perfectionnera sa théorie de la carte de contrôle. Il produit deux ouvrages sur ce sujet en 1931 et en 1939. Entre 1935 et 1944 il est conseiller du ministre de la Guerre, son rôle est d'améliorer la fiabilité des armements. Sa carrière se termine par des collaborations diverses, notamment avec les universités de Harvard, Princeton, et Rutgers. Il préside l'Institut de Statistiques Mathématiques et l'Association Américaine de Statistiques. Il décède en 1968.

96. Shewhart http://coproweb.free.fr/gbearemi/qualite/shewhart.htm

Walter Shewhart Walter

97. Luigi Bigagnoli - Il Miglioramento Continuo shewhart http://utenti.lycos.it/aquality/mcont/mcon01.htm

Luigi Bigagnoli agronomo Verona Home news consulenza offerta ISO 9001 ... Scrivi all'autore Il miglioramento continuo Introduzione non passa giorno senza che si produca qualche miglioramento all'interno dell'azienda Lavorare in un'ottica di miglioramento continuo richiede necessariamente il coinvolgimento di tutto il personale (l'unico che conosce a fondo il proprio lavoro) ed un approccio scientifico basato su un metodo e sull'analisi dei dati di fatto. Il giusto approccio al miglioramento Il concetto di causa ed effetto Un esempio tratto dall'esperienza della Toyota (da 5) aiuta a spiegare meglio la tecnica:" Il ciclo di Deming Pianificazione di una modifica di un metodo di lavoro esistente o dell'esecuzione di una prova, decidendo quali osservazioni compiere e come impiegarle; Esecuzione della modifica o del test previsto, preferibilmente su piccola scala; Osservazione degli effetti del cambiamento o della prova; Studio dei risultati e formulazione di conclusioni, miglioramento del sistema, con adozione del nuovo metodo; Ripetizione della fase 1 con le conoscenze accumulate;

98. ·j´Mµ²ªG¸Ô²Ó¸ê®Æ The summary for this Chinese (Traditional) page contains characters that cannot be correctly displayed in this language/character set. http://probstat.nuk.edu.tw/stat_people/rst_002.asp?nok=s05

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