15 An approach to knowledge representation and performance measurement for a Quality Engineering System J. A. Heredia *, I.-S. Fan**, F. Romero *, P. Lowenthal** *Departamento de Tecnologia. Universitat Jaume I. Campus Penyeta Roja, 12071 Castellon. Spain. Tel. 34-64-345680 Fax. 34-64-345646 e-mail: heredia@ tec.uji .es **The CIM Institute. Cranfield University. United Kingdom. Abstract This paper presents a methodology which can assist an organisation to identify and to represent the knowledge and information required by a Quality Engineering System. The structure of integrated knowledge representation for product and processes to support Quality Engineering is described. Integrated object oriented modelling and simulation is identified as a valuable tool for knowledge management. The relationship between Quality Engineering and the Performance Measures of Quality Loss, Cycle Time and Production Cost is explained. The continuous management of knowledge and information, recording, filtering and applying the lessons learnt leads to an increase in manufacturing performance both in the long term and short term. 1 INTRODUCTION The Quality System conceived by Taguchi is an integrated system in which all the company activities are involved to improve business performance: "Ideally, an integrated system of overall quality control, in which all activities interact to produce products with minimum deviations from target values, will minimise quality costs and make the most economic use of human and other company resources" (Taguchi, 1989). Within the domain of manufacturing the more commonly accepted competitive dimensions which lead to measures of manufacturing performance are Quality, Time and Cost. The Quality Engineering System we envisage consist of a set of integrated techniques and methods that support Quality Control and Maintenance activities both on-line and off-line. The aim is to improve manufacturing performance in these three ways: decreasing production costs, cycle time and providing the desired quality to the customer. An important element in achieving superior manufacturing performance is the requirement for the systematic use of knowledge available within an organisation and a structured practice of acquiring and generating new knowledge. As Zeleny (Zeleny, 1989) states, "knowledge has become a primary form of capital" . Although knowledge is often the most important form of capital, it is generally hidden under the concept of intangible assets and is poorly managed. This occurs despite the L. M. Camarinha-Matos et al. (eds.), Balanced Automation Systems II © Springer Science+Business Media Dordrecht 1996