ORPP logo
Image from Google Jackets

Forensic Systems Engineering : Evaluating Operations by Discovery.

By: Material type: TextTextSeries: Wiley Series in Systems Engineering and Management SeriesPublisher: Newark : John Wiley & Sons, Incorporated, 2018Copyright date: ©2018Edition: 1st edDescription: 1 online resource (371 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781119422761
Subject(s): Genre/Form: Additional physical formats: Print version:: Forensic Systems EngineeringDDC classification:
  • 620.00452
LOC classification:
  • TA169.5 .S755 2018
Online resources:
Contents:
Intro -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 What Is Forensic Systems Engineering? -- 1.1 Systems and Systems Engineering -- 1.2 Forensic Systems Engineering -- References -- Chapter 2 Contracts, Specifications, and Standards -- 2.1 General -- 2.2 The Contract -- 2.2.1 Considerations -- 2.2.2 Contract Review -- 2.3 Specifications -- 2.4 Standards -- Credits -- References -- Chapter 3 Management Systems -- 3.1 Management Standards -- 3.1.1 Operations and Good Business Practices -- 3.1.2 Attributes of Management Standards -- 3.2 Effective Management Systems -- 3.2.1 Malcolm Baldrige -- 3.2.2 Total Quality Management -- 3.2.3 Six Sigma -- 3.2.4 Lean -- 3.2.5 Production Part Approval Process -- 3.3 Performance and Performance -- 3.4 Addendum -- Credits -- References -- Chapter 4 Performance Management: ISO 9001 -- 4.1 Background of ISO 9000 -- 4.1.1 ISO 9001 in the United States -- 4.1.2 Structure of ISO 9000:2005 -- 4.1.3 The Process Approach -- 4.2 Form and Substance -- 4.2.1 Reference Performance Standards -- 4.2.2 Forensics and the Paper Trail -- Credits -- References -- Chapter 5 The Materiality of Operations -- 5.1 Rationale for Financial Metrics -- 5.1.1 Sarbanes-Oxley -- 5.1.1.1 Title III: Corporate Responsibility -- 5.1.1.2 Title IV: Enhanced Financial Disclosures -- 5.1.2 Internal Control -- 5.1.3 The Materiality of Quality -- 5.2 Mapping Operations to Finance -- 5.2.1 The Liability of Quality -- 5.2.2 The Forensic View -- Credits -- References -- Chapter 6 Process Liability -- 6.1 Theory of Process Liability -- 6.1.1 Operations and Process Liability -- 6.1.2 Process Liability and Misfeasance -- 6.2 Process Liability and the Law -- Credits -- References -- Chapter 7 Forensic Analysis of Process Liability -- 7.1 Improper Manufacturing Operations -- 7.1.1 Verification and Validation.
7.1.1.1 Nonstandard Design Procedures -- 7.1.1.2 Unverified or Unvalidated Design -- 7.1.1.3 Tests Waived by Management -- 7.1.1.4 Altered Test Procedures and Results -- 7.1.2 Resource Management -- 7.1.2.1 Unmonitored Outsourcing -- 7.1.2.2 Substandard Purchased Parts -- 7.1.2.3 Ghost Inventory -- 7.1.2.4 Ineffective Flow Down -- 7.1.3 Process Management -- 7.1.3.1 Forced Production -- 7.1.3.2 Abuse and Threats by Management -- 7.2 Management Responsibility -- 7.2.1 Effective Internal Controls -- 7.2.2 Business Standards of Care -- 7.2.3 Liability Risk Management -- 7.2.4 Employee Empowerment -- 7.2.5 Effective Management Review -- 7.2.6 Closed-Loop Processes -- References -- Chapter 8 Legal Trends to Process Liability -- 8.1 An Idea Whose Time Has Come -- 8.2 Some Court Actions Thus Far -- 8.2.1 QMS Certified Organizations -- 8.2.2 QMS Noncertified Organizations -- References -- Chapter 9 Process Stability and Capability -- 9.1 Process Stability -- 9.1.1 Stability and Stationarity -- 9.1.2 Stability Conditions -- 9.1.3 Stable Processes -- 9.1.4 Measuring Process Stability -- 9.2 Process Capability -- 9.2.1 Measuring Capability -- 9.2.2 A Limit of Process Capability -- 9.3 The Rare Event -- 9.3.1 Instability and the Rare Event -- 9.3.2 Identifying the Rare Event -- 9.4 Attribute Testing -- References -- Chapter 10 Forensic Issues in Product Reliability -- 10.1 Background in Product Reliability -- 10.2 Legal Issues in the Design of Reliability -- 10.2.1 Good Design Practices -- 10.2.2 Design Is Intrinsic to Manufacturing and Service -- 10.2.3 Intended Use -- 10.2.4 Paper Trail of Evidence -- 10.2.5 Reliability Is an Implied Design Requirement -- 10.3 Legal Issues in Measuring Reliability -- 10.3.1 Failure Modes -- 10.3.2 Estimation of MTTF -- 10.3.3 The More Failure Data the Better -- 10.3.4 The Paper Trail of Reliability Measurement.
10.4 Legal Issues in Testing for Reliability -- 10.4.1 Defined and Documented Life Test Procedures -- 10.4.2 Life Test Records and Reports -- 10.4.3 Test Procedures -- 10.5 When Product Reliability Is not in the Contract -- 10.5.1 Product Liability -- 10.5.2 ISO 9001 and FAR -- 10.6 Warranty and Reliability -- References -- Chapter 11 Forensic View of Internal Control -- 11.1 Internal Controls -- 11.1.1 Purpose of Control -- 11.1.2 Control Defined -- 11.1.3 Control Elements in Operations -- 11.2 Control Stability -- 11.2.1 Model of a Continuous System -- 11.2.2 Transfer Functions -- 11.3 Implementing Controls -- 11.4 Control of Operations -- 11.4.1 Proportional (Gain) Control -- 11.4.2 Controlling the Effect of Change -- 11.4.2.1 Integral Control -- 11.4.2.2 Derivative (Rate) Control -- 11.4.3 Responsibility, Authority, and Accountability -- References -- Chapter 12 Case Study: Madelena Airframes Corporation -- 12.1 Background of the Case -- 12.2 Problem Description -- 12.2.1 MAC Policies and Procedures (Missile Production) -- 12.2.2 Missile Test -- 12.3 Examining the Evidence -- 12.3.1 Evidence: The Players -- 12.3.2 Evidence: E-mails -- 12.4 Depositions -- 12.4.1 Deposition of the General Manager -- 12.4.2 Deposition of the Senior Test Engineer -- 12.4.3 Deposition of the Production Manager -- 12.4.4 Deposition of the Chief Design Engineer -- 12.4.5 Deposition of the Test Programs Manager -- 12.5 Problem Analysis -- 12.5.1 Review of the Evidence -- 12.5.2 Nonconformities -- 12.5.2.1 Clause 7.3.1(b) Design and Development Planning -- 12.5.2.2 Clause 7.3.5 Design and Development Verification -- 12.5.2.3 Clause 7.3.6 Design and Development Validation -- 12.5.2.4 Clause 8.1 General Test Requirements -- 12.5.2.5 Clause 8.2.4 Monitoring and Measurement of Product -- 12.5.2.6 Clause 4.1 General QMS Requirements.
12.5.2.7 Clause 5.6.1 General Management Review Requirements -- 12.6 Arriving at the Truth -- 12.7 Damages -- 12.7.1 Synthesis of Damages -- 12.7.2 Costs of Correction -- References -- Chapter 13 Examining Serially Dependent Processes -- 13.1 Serial Dependence: Causal Correlation -- 13.2 Properties of Serial Dependence -- 13.2.1 Work Station Definition -- 13.2.2 Assumptions -- 13.2.2.1 Assumption 1 -- 13.2.2.2 Assumption 2 -- 13.2.2.3 Assumption 3 -- 13.2.3 Development of the Conditional Distribution -- 13.2.4 Process Stability -- 13.3 Serial Dependence: Noncausal Correlation -- 13.4 Forensic Systems Analysis -- Credits -- References -- Chapter 14 Measuring Operations -- 14.1 ISO 9000 as Internal Controls -- 14.2 QMS Characteristics -- 14.3 The QMS Forensic Model -- 14.3.1 Estimating Control Risk -- 14.3.2 Cost of Liability -- 14.4 The Forensic Lab and Operations -- 14.5 Conclusions -- Credits -- References -- Chapter 15 Stability Analysis of Dysfunctional Processes -- 15.1 Special Terms -- 15.1.1 Dysfunction -- 15.1.2 Common and Special Causes -- 15.1.3 Disturbances and Interventions -- 15.1.4 Cause and Effect -- 15.2 Literature Review -- 15.3 Question Before the Law -- 15.4 Process Stability -- 15.4.1 Internal Control -- 15.4.2 Mathematical Model for Correlation -- 15.5 Conclusions -- Credits -- References -- Chapter 16 Verification and Validation -- 16.1 Cause and Effect -- 16.1.1 An Historical View -- 16.1.2 Productivity versus Quality -- 16.2 What Is in a Name? -- 16.2.1 Verification and Validation Defined -- 16.2.2 Inspection and Test -- 16.2.3 Monitor and Measure -- 16.2.4 Subtle Transitions -- 16.3 The Forensic View of Measurement -- 16.3.1 Machine Tools and Tooling -- 16.3.2 Measurement -- 16.3.3 Control Charting -- 16.3.4 First Pass Yield -- 16.3.5 First Article Inspection -- 16.3.6 Tool Try -- References.
Chapter 17 Forensic Sampling of Internal Controls -- 17.1 Populations -- 17.1.1 Sample Population -- 17.1.2 Homogeneity -- 17.1.3 Population Size -- 17.1.4 One Hundred Percent Inspection -- 17.2 Sampling Plan -- 17.2.1 Objectives -- 17.2.2 Statistical and Nonstatistical Sampling -- 17.2.3 Fixed Size and Stop‐or‐Go -- 17.2.4 Sample Selection and Size -- 17.3 Attribute Sampling -- 17.3.1 Internal Control Sampling -- 17.3.2 Deviation Rates -- 17.3.2.1 Acceptable Deviation Rate -- 17.3.2.2 System Deviation Rate -- 17.3.3 Sampling Risks -- 17.3.3.1 Control Risk -- 17.3.3.2 Alpha and Beta Risks -- 17.3.4 Confidence Level -- 17.3.5 Evaluation -- 17.4 Forensic System Caveats -- References -- Chapter 18 Forensic Analysis of Supplier Control -- 18.1 Outsourcing -- 18.2 Supply Chain Management -- 18.3 Forensic Analysis of Supply Systems -- 18.3.1 Basic Principles of Supplier Control -- 18.3.2 The Forensic Challenge -- 18.3.2.1 Ensure that Purchased Units Conform to Contracted Specifications -- 18.3.2.2 Assessment of the Supplier Process -- 18.3.2.3 Tracking -- 18.3.2.4 Customer Relations -- 18.3.2.5 Verification and Storage of Supplies -- 18.3.2.6 Identification and Traceability -- 18.4 Supplier Verification: A Case Study -- 18.4.1 Manufacture -- 18.4.2 V50 Testing -- 18.4.3 V50 Test Results -- 18.5 Malfeasant Supply Systems -- References -- Chapter 19 Discovering System Nonconformity -- 19.1 Identifying Nonconformities -- 19.1.1 Reporting Nonconformities -- 19.1.2 Disputes -- 19.2 The Elements of Assessment -- 19.2.1 Measures of Performance -- 19.2.2 Considerations in Forensic Analysis of Systems -- 19.3 Forming Decisions -- 19.4 Describing Nonconformities -- 19.5 A Forensic View of Documented Information -- 19.5.1 Requirements in Documented Information -- 19.5.2 The Quality Manual -- 19.5.3 Documented Information Control -- 19.5.4 Records -- Acknowledgment.
References.
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
No physical items for this record

Intro -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 What Is Forensic Systems Engineering? -- 1.1 Systems and Systems Engineering -- 1.2 Forensic Systems Engineering -- References -- Chapter 2 Contracts, Specifications, and Standards -- 2.1 General -- 2.2 The Contract -- 2.2.1 Considerations -- 2.2.2 Contract Review -- 2.3 Specifications -- 2.4 Standards -- Credits -- References -- Chapter 3 Management Systems -- 3.1 Management Standards -- 3.1.1 Operations and Good Business Practices -- 3.1.2 Attributes of Management Standards -- 3.2 Effective Management Systems -- 3.2.1 Malcolm Baldrige -- 3.2.2 Total Quality Management -- 3.2.3 Six Sigma -- 3.2.4 Lean -- 3.2.5 Production Part Approval Process -- 3.3 Performance and Performance -- 3.4 Addendum -- Credits -- References -- Chapter 4 Performance Management: ISO 9001 -- 4.1 Background of ISO 9000 -- 4.1.1 ISO 9001 in the United States -- 4.1.2 Structure of ISO 9000:2005 -- 4.1.3 The Process Approach -- 4.2 Form and Substance -- 4.2.1 Reference Performance Standards -- 4.2.2 Forensics and the Paper Trail -- Credits -- References -- Chapter 5 The Materiality of Operations -- 5.1 Rationale for Financial Metrics -- 5.1.1 Sarbanes-Oxley -- 5.1.1.1 Title III: Corporate Responsibility -- 5.1.1.2 Title IV: Enhanced Financial Disclosures -- 5.1.2 Internal Control -- 5.1.3 The Materiality of Quality -- 5.2 Mapping Operations to Finance -- 5.2.1 The Liability of Quality -- 5.2.2 The Forensic View -- Credits -- References -- Chapter 6 Process Liability -- 6.1 Theory of Process Liability -- 6.1.1 Operations and Process Liability -- 6.1.2 Process Liability and Misfeasance -- 6.2 Process Liability and the Law -- Credits -- References -- Chapter 7 Forensic Analysis of Process Liability -- 7.1 Improper Manufacturing Operations -- 7.1.1 Verification and Validation.

7.1.1.1 Nonstandard Design Procedures -- 7.1.1.2 Unverified or Unvalidated Design -- 7.1.1.3 Tests Waived by Management -- 7.1.1.4 Altered Test Procedures and Results -- 7.1.2 Resource Management -- 7.1.2.1 Unmonitored Outsourcing -- 7.1.2.2 Substandard Purchased Parts -- 7.1.2.3 Ghost Inventory -- 7.1.2.4 Ineffective Flow Down -- 7.1.3 Process Management -- 7.1.3.1 Forced Production -- 7.1.3.2 Abuse and Threats by Management -- 7.2 Management Responsibility -- 7.2.1 Effective Internal Controls -- 7.2.2 Business Standards of Care -- 7.2.3 Liability Risk Management -- 7.2.4 Employee Empowerment -- 7.2.5 Effective Management Review -- 7.2.6 Closed-Loop Processes -- References -- Chapter 8 Legal Trends to Process Liability -- 8.1 An Idea Whose Time Has Come -- 8.2 Some Court Actions Thus Far -- 8.2.1 QMS Certified Organizations -- 8.2.2 QMS Noncertified Organizations -- References -- Chapter 9 Process Stability and Capability -- 9.1 Process Stability -- 9.1.1 Stability and Stationarity -- 9.1.2 Stability Conditions -- 9.1.3 Stable Processes -- 9.1.4 Measuring Process Stability -- 9.2 Process Capability -- 9.2.1 Measuring Capability -- 9.2.2 A Limit of Process Capability -- 9.3 The Rare Event -- 9.3.1 Instability and the Rare Event -- 9.3.2 Identifying the Rare Event -- 9.4 Attribute Testing -- References -- Chapter 10 Forensic Issues in Product Reliability -- 10.1 Background in Product Reliability -- 10.2 Legal Issues in the Design of Reliability -- 10.2.1 Good Design Practices -- 10.2.2 Design Is Intrinsic to Manufacturing and Service -- 10.2.3 Intended Use -- 10.2.4 Paper Trail of Evidence -- 10.2.5 Reliability Is an Implied Design Requirement -- 10.3 Legal Issues in Measuring Reliability -- 10.3.1 Failure Modes -- 10.3.2 Estimation of MTTF -- 10.3.3 The More Failure Data the Better -- 10.3.4 The Paper Trail of Reliability Measurement.

10.4 Legal Issues in Testing for Reliability -- 10.4.1 Defined and Documented Life Test Procedures -- 10.4.2 Life Test Records and Reports -- 10.4.3 Test Procedures -- 10.5 When Product Reliability Is not in the Contract -- 10.5.1 Product Liability -- 10.5.2 ISO 9001 and FAR -- 10.6 Warranty and Reliability -- References -- Chapter 11 Forensic View of Internal Control -- 11.1 Internal Controls -- 11.1.1 Purpose of Control -- 11.1.2 Control Defined -- 11.1.3 Control Elements in Operations -- 11.2 Control Stability -- 11.2.1 Model of a Continuous System -- 11.2.2 Transfer Functions -- 11.3 Implementing Controls -- 11.4 Control of Operations -- 11.4.1 Proportional (Gain) Control -- 11.4.2 Controlling the Effect of Change -- 11.4.2.1 Integral Control -- 11.4.2.2 Derivative (Rate) Control -- 11.4.3 Responsibility, Authority, and Accountability -- References -- Chapter 12 Case Study: Madelena Airframes Corporation -- 12.1 Background of the Case -- 12.2 Problem Description -- 12.2.1 MAC Policies and Procedures (Missile Production) -- 12.2.2 Missile Test -- 12.3 Examining the Evidence -- 12.3.1 Evidence: The Players -- 12.3.2 Evidence: E-mails -- 12.4 Depositions -- 12.4.1 Deposition of the General Manager -- 12.4.2 Deposition of the Senior Test Engineer -- 12.4.3 Deposition of the Production Manager -- 12.4.4 Deposition of the Chief Design Engineer -- 12.4.5 Deposition of the Test Programs Manager -- 12.5 Problem Analysis -- 12.5.1 Review of the Evidence -- 12.5.2 Nonconformities -- 12.5.2.1 Clause 7.3.1(b) Design and Development Planning -- 12.5.2.2 Clause 7.3.5 Design and Development Verification -- 12.5.2.3 Clause 7.3.6 Design and Development Validation -- 12.5.2.4 Clause 8.1 General Test Requirements -- 12.5.2.5 Clause 8.2.4 Monitoring and Measurement of Product -- 12.5.2.6 Clause 4.1 General QMS Requirements.

12.5.2.7 Clause 5.6.1 General Management Review Requirements -- 12.6 Arriving at the Truth -- 12.7 Damages -- 12.7.1 Synthesis of Damages -- 12.7.2 Costs of Correction -- References -- Chapter 13 Examining Serially Dependent Processes -- 13.1 Serial Dependence: Causal Correlation -- 13.2 Properties of Serial Dependence -- 13.2.1 Work Station Definition -- 13.2.2 Assumptions -- 13.2.2.1 Assumption 1 -- 13.2.2.2 Assumption 2 -- 13.2.2.3 Assumption 3 -- 13.2.3 Development of the Conditional Distribution -- 13.2.4 Process Stability -- 13.3 Serial Dependence: Noncausal Correlation -- 13.4 Forensic Systems Analysis -- Credits -- References -- Chapter 14 Measuring Operations -- 14.1 ISO 9000 as Internal Controls -- 14.2 QMS Characteristics -- 14.3 The QMS Forensic Model -- 14.3.1 Estimating Control Risk -- 14.3.2 Cost of Liability -- 14.4 The Forensic Lab and Operations -- 14.5 Conclusions -- Credits -- References -- Chapter 15 Stability Analysis of Dysfunctional Processes -- 15.1 Special Terms -- 15.1.1 Dysfunction -- 15.1.2 Common and Special Causes -- 15.1.3 Disturbances and Interventions -- 15.1.4 Cause and Effect -- 15.2 Literature Review -- 15.3 Question Before the Law -- 15.4 Process Stability -- 15.4.1 Internal Control -- 15.4.2 Mathematical Model for Correlation -- 15.5 Conclusions -- Credits -- References -- Chapter 16 Verification and Validation -- 16.1 Cause and Effect -- 16.1.1 An Historical View -- 16.1.2 Productivity versus Quality -- 16.2 What Is in a Name? -- 16.2.1 Verification and Validation Defined -- 16.2.2 Inspection and Test -- 16.2.3 Monitor and Measure -- 16.2.4 Subtle Transitions -- 16.3 The Forensic View of Measurement -- 16.3.1 Machine Tools and Tooling -- 16.3.2 Measurement -- 16.3.3 Control Charting -- 16.3.4 First Pass Yield -- 16.3.5 First Article Inspection -- 16.3.6 Tool Try -- References.

Chapter 17 Forensic Sampling of Internal Controls -- 17.1 Populations -- 17.1.1 Sample Population -- 17.1.2 Homogeneity -- 17.1.3 Population Size -- 17.1.4 One Hundred Percent Inspection -- 17.2 Sampling Plan -- 17.2.1 Objectives -- 17.2.2 Statistical and Nonstatistical Sampling -- 17.2.3 Fixed Size and Stop‐or‐Go -- 17.2.4 Sample Selection and Size -- 17.3 Attribute Sampling -- 17.3.1 Internal Control Sampling -- 17.3.2 Deviation Rates -- 17.3.2.1 Acceptable Deviation Rate -- 17.3.2.2 System Deviation Rate -- 17.3.3 Sampling Risks -- 17.3.3.1 Control Risk -- 17.3.3.2 Alpha and Beta Risks -- 17.3.4 Confidence Level -- 17.3.5 Evaluation -- 17.4 Forensic System Caveats -- References -- Chapter 18 Forensic Analysis of Supplier Control -- 18.1 Outsourcing -- 18.2 Supply Chain Management -- 18.3 Forensic Analysis of Supply Systems -- 18.3.1 Basic Principles of Supplier Control -- 18.3.2 The Forensic Challenge -- 18.3.2.1 Ensure that Purchased Units Conform to Contracted Specifications -- 18.3.2.2 Assessment of the Supplier Process -- 18.3.2.3 Tracking -- 18.3.2.4 Customer Relations -- 18.3.2.5 Verification and Storage of Supplies -- 18.3.2.6 Identification and Traceability -- 18.4 Supplier Verification: A Case Study -- 18.4.1 Manufacture -- 18.4.2 V50 Testing -- 18.4.3 V50 Test Results -- 18.5 Malfeasant Supply Systems -- References -- Chapter 19 Discovering System Nonconformity -- 19.1 Identifying Nonconformities -- 19.1.1 Reporting Nonconformities -- 19.1.2 Disputes -- 19.2 The Elements of Assessment -- 19.2.1 Measures of Performance -- 19.2.2 Considerations in Forensic Analysis of Systems -- 19.3 Forming Decisions -- 19.4 Describing Nonconformities -- 19.5 A Forensic View of Documented Information -- 19.5.1 Requirements in Documented Information -- 19.5.2 The Quality Manual -- 19.5.3 Documented Information Control -- 19.5.4 Records -- Acknowledgment.

References.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

There are no comments on this title.

to post a comment.

© 2024 Resource Centre. All rights reserved.