What does quality mean to you? How have you been involved with product/project quality in
your professional and personal life?
In my service with the United States Navy for twenty years, quality most often followed
the definition found in the Project Management Body of Knowledge (PMBOK), which defines
quality as, “The degree to which a set of inherent characteristics fulfills requirements.” (PMBOK
guide, 2017). Serving my time in both the Nuclear Field and on Submarines meant that I
sometimes had two guiding entities regarding the quality of the maintenance that was being
performed whether it be preventative or repair. Our standard maintenance practices aboard the
ship required maintenance workers to be qualified to perform the work while following strict
adherence to maintenance standards and requirements.
Some work involving Submarine Safety (SUBSAFE) or work on SUBSAFE boundary
components required that an additional person qualified as a Quality Assurance Inspector be
present for certain inspection points delineated in the work procedure. These inspection points
may be for ensuring the correct material was placed into the system or could be for something as
simple as verifying the maintenance person took each fastener to the correct torque specification
required.
The Nuclear Field side of my life consisted of its own standards and requirements that
had to be strictly adhered to during maintenance both to ensure the systems performed their
operations as designed and to ensure that no radiological contamination would leave the system
during maintenance in an uncontrolled manner. Minimizing the spread of contamination and the
exposure to radiation to both yourself, the crew, and the environment was vitally important.
There were times when maintenance had to be conducted on a component or system that
both required SUBSAFE and Nuclear Quality Control efforts be in effect. With the safety of
personnel and the ship at the forefront of our tasks there was a popular mantra codified into the
essence of all that we did; that is “First Time Quality”.
Many if the components and each bit of material they were comprised of were subjected
to rigorous tests before approved for use in these systems. Quality is not something taken lightly
when you or your loved one’s endeavor to embark onboard a ship that is powered by a nuclear
reactor, houses nuclear warhead equipped ballistic missiles, and sinks on purpose. Quality
becomes synonymous with safety and reliability.
Ludwig, (2021) states,
The United States Navy’s (USN) Submarine Force maintains two safety programs
repeatedly cited as programs to emulate for both safety and reliability. The Submarine
Force operates nuclear reactors as part of the Naval Nuclear Propulsion Program (NNPP)
and designs, builds, maintains, and operates its nuclear submarines within the parameters
of the Submarine Safety (SUBSAFE) Program.
And it is this culture of quality control and assurance that has helped shape who I am and how I
perform my work on or off the submarine. Jesus tells us, “Give, and it will be given to you. A
good measure, pressed down, shaken together, and running over will be poured into your lap. For
with the measure you use, it will be measure back to you.” (Berean Study Bible, 2020, Luke
6:38). And in Galatians we read, “The entire law is fulfilled in a single decree: ‘Love your
neighbor as yourself.’” (Berean Study Bible, 2020, Galatians 5:14). Combining these two verses
I find that if I would like quality workmanship, maintenance, management, etc., then I should
give that same measurement of quality to others.
References
A guide to the project management body of knowledge (PMBOK guide). (2017). (pp. 718).
Project Management Institute
Galatians 5. (2020). In Berean Study Bible. BSB Publishing, LLC.
Ludwig, M. T. (2021) A Sustained Culture of Safety in a High Reliability Organization: A Delphi
Study of the United States Navy Submarine Force. ProQuest Dissertations & Theses
Global. http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com
%2Fdissertations-theses%2Fsustained-culture-safety-high-reliability%2Fdocview
%2F2537966315%2Fse-2%3Faccountid%3D12085
Luke 6. (2020). In Berean Study Bible. BSB Publishing, LLC.
Reply1
(650 wds need >910 wds)
Brent, it is good to see you again, we had a class together last semester. Your posts are always
insightful and bring a good perspective to the discussion. I agree with your statement that quality
an reliability go hand in hand. And I like the connection you made, within your own industry, for
safety depending heavily on quality. There really is no room for cutting corners. As I was reading
your post, I was reminded of Colossians 3, “Whatever you do, work at it with your whole being,
for the Lord and not for men, because you know that you will receive an inheritance from the
Lord as your reward. It is the Lord Christ you are serving.” (Berean Study Bible, 2020,
Colossians 3:23-24). And how Kirkpatrick and Eason (2020) state,
Once exposed to Gospel-centered professionalism standards, business students can see
that their future career goals can be about more than just financial gain and occupational
success. Rather, the quality of how they go about their daily work can be the goal and be
seen as a form of worship unto the Lord and a witness to the world around them.
You have set great goals for the projects you are involved in, and your reasoning is solid, noble
and honorable. I would like to take this moment to encourage you to continue with those goals
and be reminded of how working as unto the Lord can be a form of worship and truly is an
opportunity to present a good witness to those around you. I know we discussed in other classes
the importance of customer value and having customer centered focus with our business
practices, and I believe that viewing the Lord as our customer as we perform our work as though
it were for Him will compel us to continue to strive for the highest quality we can achieve. As
Bamber and Borchers (2020) conclude, “Christians have a duty to pursue a higher calling of
business as an instrument of healing and redemption that looks beyond that simplistic measures
of profit to a more holistic view of business.”
References
Bamber, J., & Borchers, A. (2020) Revisiting the purpose of business. Journal of Biblical
Integration in Business, 23(1), 47-57. https://cbfa-
jbib.org/index.php/jbib/article/view/556/559
Colossians 3. (2020). In Berean Study Bible. BSB Publishing, LLC.
Kirkpatrick, N., & Eason, C. C. (2020) Gospel-centered professionalism standards for Christian
business programs. Christian Business Academy Review, 15(1), 105-116. https://cbfa-
cbar.org/index.php/cbar/article/view/540
Reply 2
(1060 wds need >1310 wds)
Logan, thank you for your post and thank you for your service, I appreciate the point of view
you’re bringing to our discussions in this class. You make a compelling point in that quality can
mean something different in different industries and applications, as you pointed out that
example of purposely designing an item of lower quality because it is intended to be disposable.
And I agree with another of your points that customers often associate quality with price as I am
guilty of this expectation as well.
I also worked in an industry within the US Navy’s Nuclear field where the standards of
workmanship, maintenance, and component and material makeup were often higher than
standards in other areas. And I did learn to value the measurement that those standards brought
as a tool to judge the quality or the product or work against. In regard to initial quality and
improvements down the line, I like what Cafferky (2018) has to say, “Process improvement and
quality improvement efforts in operational departments must be based on observable, measurable
reality, not someone’s biased private opinions.”
You referenced Isaiah 47 and emphasized the teamwork aspect of this verse and I was reminded
of Romans 12 where Paul states, “Just as each of us has one body with many members, and not
all members have the same function, so in Christ we who are many are one body, and each
member belongs to one another.” I like that Isaiah emphasizes the communication between the
different groups which is inherently vital to teamwork. Iheanyi-Igwe and Veach (2019) discusses
changing trends amongst the workforce with the newer generations placing, “a higher value on
relationships within the workplace and appreciate engagement with colleagues and leaders more
than older generation employees.” While teamwork is important, each of us needs to have a
definition of quality that is in line with the company’s definition, at a minimum.
References
Cafferky, M. E. (2018). The fusiuon of religion and business. Journal of Biblical Integration in
Business, 21(1), 5-8. https://cbfa-jbib.org/index.php/jbib/article/view/487/495
Iheanyi-Igwe, A., & Veach, T. (2019). Business stakeholder trends as kingdom opportunities in a
secularizing world. Christian Business Academy Review, 14(1), 77-86. https://cbfa-
cbar.org/index.php/cbar/article/view/509
Romans 12. (2020). In Berean Study Bible. BSB Publishing, LLC.
Designing for quality goods and services as part of project creation is vital to
understand and build in the cost & benefits of quality in the project. Apply the 6
steps of the Juran quality model to a current or past project you've been involved in.
What quality gaps did you/are you experiencing?
Why do you think those gaps exist?
What is the path to closing those gaps?
A project that I am currently working on is still in the early stages of planning. The quality gap
that we are experiencing is the Understanding Gap. As we have learned from our reading, there
can exist a difference between what the customer has expressed in terms of expectations and
what the customer needs. Farlik (2020) states, “Failure to grasp the difference between stated
needs and real needs can undermine the salability of the product in design.” Farlick goes on to
give examples of questions to ask and answer, while warning not to “dismiss the customers’
statements and substitute [the planners’] own superior technical understanding as being the
customers’ real needs.” (Farlik, 2020).
Quesenberry (2019) suggests, “a storytelling framework found deeply rooted in our culture and
evident in the Bible as a best practice for effective marketing.” And while Quesenberry mainly
has a focus on marketing, he makes compelling points that I believe can be applied here as well;
an argument could be made that a customer expressing a need is in a sense their effort to market
the problem to the ones who can do something about it. Our customers have a story to tell in
expressing their needs, and while we can ask probing questions to further gain an understanding
learning to seek an understanding through the story being told is no different than the way we
often ought to read scripture. Quesenberry (2019) goes on to state,
In discussing faith, Luke often did not directly define it but rather told stories of people in
crisis and described how Jesus interpreted their reaction to determine if they had faith.
This method forces readers to interpret the stories themselves and requires the reader to
think deeper. (p. 13)
While everyone has a story to tell, not everyone is a great storyteller, and that, I believe, is where
Farlik’s prompting questions come in to help us in communicating with the customer to learn
their needs, both stated and real.
James tells us that we should be “quick to listen, slow to speak, and slow to anger.” (Berean
Study Bible, 2020, James 1:19). And proverb after proverb speaks to listening to instruction. In
Proverbs 18 we read, “A fool does not delight in understanding, but only in airing his opinions”
and then later, “He who answers a matter before he hears it- this is folly and disgrace to him.”
(Berean Study Bible, 2020, Proverbs 18:2 & 20). We have heard it said that communication early
and often is key. I would add to that good engaging communication and patience to listen and
hear what the customer’s needs are. We still may need to do some interpreting and apply our (or
the planners) superior technical understanding, but not at the cost of the customers’ stated
requests. Solomon told us, “Let the wise listen and gain instruction [or increase learning], and the
discerning acquire wise counsel [or guidance].” (Berean Study Bible, 2020, Proverbs 1:5).
Simply put, the path to closing our Understanding Gap is to enter into conversation with our
customers, provide probing questions if necessary, and listen to what they are telling us, both
stated and unstated.
References
Farlik, J. (2020). Project Quality Management. McGraw-Hill
Create. https://bookshelf.vitalsource.com/books/9781307591170
James 1. (2020). In Berean Study Bible. BSB Publishing, LLC.
Proverbs 1 & 18. (2020). In Berean Study Bible. BSB Publishing, LLC.
Quesenberry, K. A. (2019). Storytelling, the Bible, and marketing: An ancient framework for
modern practice. Journal of Biblical Integration in Business, 22(1), 5-17. https://cbfa-
jbib.org/index.php/jbib/article/view/513/518
Reply 1
Kaylie, I appreciate your post, the event sounds like it had great potential but ultimately failed to
reach it. This is truly unfortunate, as it sounds like a great way to inspire employees to bring
forth their ideas to make a difference in the company, though I can see where some could be
weary of sharing out of fear of rejection.
Farlik (2020) listed the four main quality gaps as understanding gap, design gap, process gap,
and operations gap. It appears that all four gaps existed in this project, no doubt stemming from
the first, understanding gap. In a project I am currently involved with, this is the gap we are
experiencing issues with. In the case of your project, the manager would be the customer. I have
felt what you described the project lead dealing with, the manager’s constant change of direction
and especially the manager’s making changes up to the day of the event.
I worked for a good manager during a time that I was serving in the capacity of lead supervisor
during my last shore duty with the US Navy. Because of our good working relationship, I was
able to implement a sort of work submission cut off for work that he felt needed to be done that
day. Most often the work didn’t need to be done right away and my employees developed
contempt due to receiving an hour’s worth of work an hour before quitting time. While this
shouldn’t seem unreasonable, it did not give proper time for my team to prepare for the work,
execute, and clean up afterwards. Once briefed, the job itself might only take an hour, but the
lead time and clean up time not being accounted for by my manager caused my team to want to
rush things and left them feeling undervalued. We discussed it, worked out some parameters for
adding work to an already planned for workday, and the moral of the group grew.
He was a good manager and truly cared for the team; when it was revealed to him how we could
improve moral and get better performance out of our employees, he was onboard. My role in the
matter allowed for me to show and share kindness, tenderheartedness, and forgiveness of the
bitterness that had grown, as Ephesians 4 says, “Get rid of all bitterness, rage and anger, outcry
and slander, along with every form of malice. Be kind to one another, forgiving each other just as
in Christ God forgave you.” (Berean Study Bible, 2020, Ephesians 4:31-32). The best part about
this circumstance was that it opened opportunities for me to share these principles from a
Biblical perspective and to witness and encourage my team from my own faith.
References
Ephesians 4. (2020). In Berean Study Bible. BSB Publishing, LLC.
Farlik, J. (2020). Project Quality Management. McGraw-Hill
Create. https://bookshelf.vitalsource.com/books/9781307591170
Reply 2
Zachary, I appreciate your post and was intrigued by the project of developing the training plan
for your students in response to the crosstalk with operational units. I recently finished up 20
years with the US Navy in the Nuclear Field, Submarines. I appreciated the opportunity to share
with a few admirals what I thought could be focused on in our ever-developing training pipeline.
While I never quite saw any of my suggestions come to fruition, I did have the opportunity to
help develop a more robust qualification standard on board my last submarine. I wasn’t aware of
how lasting of an impact I’d had until recently. I left that ship over 6 years ago, my neighbor now
serves there. He’s only been living next door for a short time and he recently made the
connection with my last name as the name attached to many of the training aids still in use for
both training the nuclear qualified mechanics, engineering department, and the newly reported
personnel throughout the sub.
Situational Awareness has its application below the horizon as much as above. Every submariner
trains not only for the assigned duty, but also for a level of knowledge of the submarine and it’s
working forward to aft, and to be ready and able to respond to a multitude of casualties, fire and
flooding being the bigger of the possible undersea calamities.
I agree with the difficulty you mentioned with developing the features. As Farlik (2020)
described the quality gaps as broken into four main gaps of understanding, design, process, and
operations; it seems the quality gap you are describing here is almost a mix between the design
gap and the process gap. Grading qualitatively for core competences does becomes difficult. I
had a difficult time transitioning our engineering department from a hard a fast grading system
based on key words and tricky phrases for our written exams to one that could allow for
understanding of theories and applications. Our hands on approach was similar to yours in that
we could insert simulated anomalies in our operational training to test the response of the
individuals to dynamic and unexpected scenarios.
I referenced James 1:12 in my post, but this discussion reminiscent how earlier in the chapter
James says, “Consider it pure joy, my brothers, when you encounter trials of many kinds,
because you know that the testing of your faith develops perseverance. Allow perseverance to
finish its work, so that you maybe mature and complete, not lacking anything.” (Berean Study
Bible, 2020, James 1:2-4). Thinking of your pilot training and my submarine training reminds
me of how scripture tells us we’re not wrestling against flesh and blood, but against principalities
[some translations – spiritual forces of evil in the heavenly places] (Berean Study Bible, 2020,
Ephesians 6:12). Linking these two scripture references and thinking of training people for
situational awareness really helps me to be able to “consider it pure joy” when I am encountering
trials, I hope it helps you as well.
References
Ephesians 4. (2020). In Berean Study Bible. BSB Publishing, LLC.
Farlik, J. (2020). Project Quality Management. McGraw-Hill
Create. https://bookshelf.vitalsource.com/books/9781307591170
James 1. (2020). In Berean Study Bible. BSB Publishing, LLC.
Read chapters 5, 6 and 7 of your create text
How do the authors combine the methodology of Lean Six Sigma and Project
Management to produce a system for continuous innovation within an
industry/project environment of your choice
While Lean Six Sigma (LSS) focusses on process improvement and removing waste, Design for
Six Sigma (DFSS) combines methodologies from LSS and Project Management (PM) leading to
uncovering hidden customer needs and resulting in higher-quality products and services and a
system for Continuous Innovation (CI) (De Feo and Early, 2020). Sithole et al. (2021) mirror this
when they state, “DFSS combines proven improvement methods and tools from Six Sigma and
system development techniques to provide innovative process improvements.”(p.798-799). With
DFSS the first three letters of the acronym stand for the same words, Define, Measure, and
Analyze, however the definitions and explanations of these three are different from DMAIC used
for Six Sigma and LSS. The final two letters of the acronym, D and V, stand for Design and
Verify.
Yang et al. (2018) claim, “Unlike traditional DMAIC approach for Six Sigma improvement,
DFSS has not formed a well-structured roadmap because of the complexity and diversity of
design process in different industries.”. In dealing with CTQs, or what the customer defines as
critical to quality, DFSS is capable of handling many CTQs while LSS is limited to focusing on
one at a time. DMAIC also seems to focus on remedying customer dissatisfaction and DFSS, on
the other hand, aims to deliver good and services free of failed features and defects.
When it comes to creating a system capable of continuously innovating, DFSS is like an empty
box, a template, or a compass (Frizziero et al., 2019). Frizziero et al. (2019) suggests, “[DFSS]
indicates the right way to go and the ‘to do’ list to be done.” Liverani et al. (2019) claim, “Design
for Six Sigma aims to better meet customer demands and expectations by minimizing defects and
contraindications found in products on the market and by focusing on the full understanding of
customer needs, so as to obtain a new one that is more satisfying and innovative.”
Looking at how De Feo and Early (2020) describe the two types of innovation, we can clearly
see type I, something completely new, in the creation account recorded for us in Genesis. Type II
innovation, described as making something that currently exists smaller or larger, or else
combining existing things together, can be seen in what God is doing in us when He says,
“Behold, I am about to do something new;” (Berean Study Bible, 2020, Isaiah 43:19). It could be
argued the way He is continually working in us to make us more like what He intends us to be
that is, in essence, CI. He is combining something that exist, us, with something else that exist,
Jesus, to “create dramatic breakthroughs and change the way we live” as De Feo and Early claim
type II innovations to do.
We know that Jesus is “the author and perfecter of our faith” (Berean Study Bible, 2020,
Hebrews 12:2). And it is clear that God is creator, designer, and customer with you and I as the
products. In such a unique position I am not suggesting that God uses some form of DMADV, it
would be silly to suggest He would need such a process. However, in our quest to better
understand customer needs and to develop a product, good, or service to meet the customer
needs translated into CTQs, Design for Six Sigma provides a reliable, repeatable process and
guide.
References
De Feo, J. A., & Early, J. F. (2020). Juran’s quality handbook: The complete guide to
performance, excellence. McGraw-Hill
Create. https://bookshelf.vitalsource.com/reader/books/9781307591170/pageid/190
Frizziero, L., Liverani, A., & Nannini, L. (2019). Design for Six Sigma (DFSS) applied to a new
eco-motorbike. Machines, 7(3), 52. https://doi.org/10.3390/machines7030052
Hebrews 12. (2020). In Berean Study Bible. BSB Publishing, LLC.
Isaiah 43. (2020). In Berean Study Bible. BSB Publishing, LLC.
Liverani, A., Calgliana, G., Friziero, L., Francia, D., Donnici, G., & Dhaimini, K. (2019). Design
for Six Sigma (DFSS) for additive manufacturing applied to an innovative
multifunctional fan. International Journal on Interactive Design and Manufacturing, 13.
https://doi.org/10.1007/s12008-019-00548-9
Sithole, C., Gibson, I., & Hoekstra, S. (2021). Evaluation of the applicability of design for six
sigma to metal additive manufacturing technology. Procedia CIRP, 100, 798-803.
https://doi.org/10.1016/j.procir.2021.05.041
Yang, X., Gao, S., He, Z., & Zhang, M. (2018). Application for Design for Six Sigma tools in
telecom service improvement. Production Planning & Control: The Management of
Operations, 29(12). https://doi.org/10.1080/09537287.2018.1486469
Reply 1
Molly, thank you for your post for this discussion thread. I found it helpful, and it furthered my
understanding of Lean Six Sigma (LSS) and Project Management (PM). I agree with the insights
from Tenera and Pinto (2014, p. 919), however I think their integration of the improving and
controlling phases of DMAIC were somewhat lacking. Perhaps a better approach would be to
apply the Design for Six Sigma (DFSS) method, a combination of LSS and PM providing
innovative process improvements (Sithole et al., 2021), and utilize the DAMDV approach cycle.
The first three phases of DMADV are very similar to the DMAIC approach cycle of LSS. The
final two phases, Design and Verify, the product or services are developed, and project goals are
verified to be met (De Feo and Early, 2020). With the DMADV approach cycle, DFSS provides
an empty box or template capable of continuous innovation from project to project (Frizziero et
al, 2019).
I do like your incorporation of John 6:12 into your discussion, “so that nothing be wasted.”
(Berean Study Bible, 2020, John 6:12). I find it interesting how God defines waste differently
than we might; there is no waste with God, everything has a plan and a purpose. In Leviticus 19
we read about the instructions given not to reap right up tot the edge of the field nor to strip
vineyards bare, but in leaving those fragments behind God was purposing them for the poor and
the travelers. I wonder if we would think to do the same when applying DMAIC or DMADV? Or
would our response be more like that of the disciples in Matthew 26 who proclaimed, “Why this
waste?” (Berean Study Bible, 2020, Matthew 26:8) when seeing the woman with the alabaster jar
pouring perfume on Jesus feet? Even in that instance, Jesus gently corrected their perspective.
We should absolutely endeavor to eliminate waste from our projects, but not by our own
understanding, rather, trusting the guidance of the Holy Spirit.
References
De Feo, J. A., & Early, J. F. (2020). Juran’s quality handbook: The complete guide to
performance, excellence. McGraw-Hill
Create. https://bookshelf.vitalsource.com/reader/books/9781307591170/pageid/190
Frizziero, L., Liverani, A., & Nannini, L. (2019). Design for Six Sigma (DFSS) applied to a new
eco-motorbike. Machines, 7(3), 52. https://doi.org/10.3390/machines7030052
John 6. (2020). In Berean Study Bible. BSB Publishing, LLC.
Leviticus 19. (2020). In Berean Study Bible. BSB Publishing, LLC.
Matthew 26. (2020). In Berean Study Bible. BSB Publishing, LLC.
Sithole, C., Gibson, I., & Hoekstra, S. (2021). Evaluation of the applicability of design for six
sigma to metal additive manufacturing technology. Procedia CIRP, 100, 798-803.
https://doi.org/10.1016/j.procir.2021.05.041
Tenera, A., & Pinto, L. C. (2014). A Lean Six Sigma (LSS) project management improvement
model. Procedia – Social and Behavioral Sciences, 119, 912-920.
https://doi.org/10.1016/j.sbspro.2014.03.102
Reply 2
Jose, I enjoyed reading your post on this discussion thread. I agree with the points you are
making regarding Lean Six Sigma (LSS) and the DMAIC process. However, it seems that the
DMAIC approach cycle focus more on correcting problems after they have been identified or
even occurred, while the Design for Six Sigma (DFSS) method with its own five phase approach
aims to prevent those problems by design before the project starts (De Feo and Early, 2020).
With DFSS the five phases, or the DMADV process, are Define, Measure, Analyze, Design, and
Verify (De Feo and Early, 2020).
The first three phases are similar, between DMAIC and DMADV, though DFSS is able to
focus on multiple CTQs whereas LSS typically only focusses on one CTQ that has already
created a customer dissatisfaction (De Feo and Early, 2020). Likewise, the Design and Verify
phases are drastically different from Improve and Control, in that they are not responding to an
existing problem, but rather are final products and services are developed, with respect to
critical-to-process variables, and project goals are verified, ensuring the customer receives the
expected values measured by the CTQs (De Feo and Early, 2020).
By designing for Six Sigma before the project begins, a sort of template is created
through the use of DMADV that can be used on future projects and this in turn creates a system
of continual innovation (Frizziero et al., 2019). DFSS focusses on the fully understanding the
customer’s needs, even hidden ones, and therefore aims to better meet customer expectations
(Liverani et al., 2019).
Jeremiah 1 tells us that before we were formed in the womb, He knew us. As well,
Ephesians 2 says, “For we are God’s workmanship, created in Christ Jesus to do good works,
which God prepared in advance as our way of life.” (Berean Study Bible, 2020, Ephesians 2:10).
Just as our Creator Father planned everything out before starting this project we call life, we too,
as image bearers, should plan out our projects before we begin them.
References
De Feo, J. A., & Early, J. F. (2020). Juran’s quality handbook: The complete guide to
performance, excellence. McGraw-Hill
Create. https://bookshelf.vitalsource.com/reader/books/9781307591170/pageid/190
Ephesians 2. (2020). In Berean Study Bible. BSB Publishing, LLC.
Frizziero, L., Liverani, A., & Nannini, L. (2019). Design for Six Sigma (DFSS) applied to a new
eco-motorbike. Machines, 7(3), 52. https://doi.org/10.3390/machines7030052
Jeremiah 1. (2020). In Berean Study Bible. BSB Publishing, LLC.
Liverani, A., Calgliana, G., Friziero, L., Francia, D., Donnici, G., & Dhaimini, K. (2019). Design
for Six Sigma (DFSS) for additive manufacturing applied to an innovative
multifunctional fan. International Journal on Interactive Design and Manufacturing, 13.
https://doi.org/10.1007/s12008-019-00548-9
