...Layout, machine maintenance - Products/Services – The larger the # of products, increase changeover times, lower effective capacity - Human – Training, Skills, Experience - Planning & Operational - # of shifts per day, bottlenecks, inventory decisions, quality control, procedures, late deliveries, defective purchased material - External – Products standards (Quality & Performance), pollution standards, paper work required by government agencies Strategic Capacity Planning – deals with long term overall capacity levels - Process: Forecast demand 1-5 years ahead -> Determine capacity requirements -> Measure the capacity now and decide how to bridge the gap: (A) Generate feasible alternatives (b) Evaluate alternatives considering economic and non-economic aspects (c) choose best alternative & implement - Growth Patterns: Growth, Decline, Cyclical, Stable - Math – Calculate Annual Capacity, Total Processing Time needed/ Annual Capacity Break Even Analysis - P=TR-TC=Q*r-(FC+Q*v) - Q = (P+FC)/(R-v) – BEP is when P=0 Choosing Between Two Systems - Q(BEP) = [FC(1)-FC(2)] / [v(2)-v(1)], less = 1, greater = 2 Management of Quality Quality – the ability of a good or service to consistently meet or exceed customer expectations Quality Control – Monitoring, testing, and correcting quality problems after they occur Quality Assurance – Providing confidence that a product’s quality will be good by...
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...STATISTICAL CONTROL OF HOT SHOT PLASTIC KEYCHAINS TBD Webster University BUSN6110, Operation and Project Management [ 2/1/2015 ] Abstract This term paper examines a case study with Hot Shot Plastics company in which statistical process control (SPC) with variable measurements using X bar and R control charts is used to determine whether the process variability is in control. Sample data are utilized to demonstrate how to use X bar and R control charts to check if all the sample points are within the control limits. Patterns on the control charts are analyzed to understand the possible reasons that the process is out of control. Keywords: [control charts, statistical process control, patterns] Statistical Control of Hot Shot Plastic Keychains Hot Shot Plastics is a company that produces plastic keychains. During production of plastic keychains, Hot Shot Plastics first molds the plastic material and then trims it to the required shape. The edge quality of the keychains produced is determined by the curetimes during the molding process. The curetime is the time it takes for the plastic to cool. To ensure good quality plastic keychains, Hot Shot Plastics needs to maintain a process that yields accurate and precise curetimes. It is more desirable for the curetimes to be consistent among samples. When the curetimes are repeatable and there is less variability among samples’ curetimes, the process is deemed to be accurate. The R control chart is intended to show...
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...Quality Data Collection HCS/588 February 13, 2012 Pam Crocker Quality Data Collection Quality is considered a vague concept that can be subjective and unscientific. However, quality can become a definitive concept by collecting and analyzing data. Centers for Medicare and Medicaid Services (CMS) evidence based measures defines quality of care. For example, administering aspirin for acute myocardial infarction patients, making sure that pneumonia patients receive antibiotics in a timely manner, and ensuring smoking cessation programs while hospitalized and at discharge. Senior leadership is responsible for defining quality for the organization. When the leadership team is familiar with using quality measures, the health care team can do the right thing for the customer and increase financial responsibility for the hospital (Dlugacz, 2006). In this paper the subject to explore is potential improvement for the BayCare organization, the data needed to monitor improvement, data collection tools, and two tools that measure and display the quality improvement data. Potential Areas of Improvement Three areas of potential improvement for the BayCare organization are falls, hand hygiene, and improving team member satisfaction. Although the team goals for each of these are within the goal target, areas for improvement still exist. Monitoring Improvement Monitoring improvement for each potential area requires collecting specific data collection. Hand hygiene requires quality...
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...TABLE OF CONTENTS Abstract..………………………………………………………………………………………… 2 Introduction………………………………………………………………………………............ 3 • Product………………………………………………………………………………… 3 • Problems to Investigate………………………………………………………………... 3 • Assumptions Made……………………………………………………………………. 3 • Types of Analysis……………………………………………………………………… 3 Objectives……………………………………………………………………………………….. 3 • Histogram……………………………………………………………………………… 4 • Cause-and-Effect Diagram……………………………………………………………... 4 • Control Charts…………………………………………………………………………. 4 • Hypothesis Testing………………………………………………………………….…. 4 Methodology…………………………………………………………………………………….. 4 • Sampling Plan……………………………………………………………………….… 4 • Instruments & Materials……………………………………………………………..…5 • Procedure…………………………………………………………………………...…. 5 Analysis………………………………………………………………………………………… 6 • Histogram……………………………………………………………………………… 6 • Cause-and-Effect Diagram………………………………………………………...…… 6 • Control Chart……………………………………………………………………..……. 7 • Hypothesis Testing....…………………………………………………………….……. 7 Conclusion & Recommendations…………………………………………………….……..…… 7 Appendix A: Visual Representation of Data Collection……………………………………….…8 Appendix B: Collected Data………………………………………………………………………9 Appendix C: Histogram……………………………………………………………………….…10 Appendix D: Cause-and-Effect Diagram…………………………………………………...……11 Appendix E: Control Chart Data…………………………………………………………………12 Appendix F: Control Charts……………………………………………………………………… Appendix G: Reference Documents……………………………………………………………… ...
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...sets a target of 41 pounds per bag to ensure under filling due to natural variations still remain above the 40 pound threshold. Historically, they have operated with a single production shift, but have recently added a second shift to meet their growing demand. Management is interested in a full analysis of their process to ensure that the control limits and capabilities are within reason, and to ensure that the addition of a second shift isn’t causing issues to their process. To accomplish this, a data set was constructed. Ten bags were tested every hour during each of the two separate eight hour shifts. This continued for five days to give us 800 observations, 400 from each shift. The samples provided were analyzed for management using statistical process control methods, control charts for attributes, and capability analysis. This included X & R control charts, P-charts, C-charts, and capability analysis. The interesting finding was that all the control charts displayed variations and fill levels completely within the limits. Also, defective bags, defined as those filled to less than 40 pounds, occurred within acceptable limits. Despite all this, the capability analysis with our chosen bounds of 40 pounds to 42 pounds failed to meet the 3σ threshold. Upon this determination, we returned to re-analyze our findings, much of which is discussed in the following pages. One item of particular note was the R chart for the second shift. This shift showed a steady rise...
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...UTS: ENGINEERING Assignment Cover Sheet STANDARD and BLOCK Mode SUBJECT NAME: QUALITY PLANNING AND ANALYSIS SUBJECT NUMBER: 49309 ASSIGNMENT NUMBER: ASSIGNMENT 1 STUDENT LAST NAME: LUU STUDENT FIRST NAME: THIET XIEU STUDENT ID: 11311848 Declaration of Originality: The work contained in this assignment, other than that specifically attributed to another source, is that of the author(s) and has not been submitted in any other subject or published elsewhere before. It is recognised that, should this declaration be found to be false, disciplinary action could be taken and penalties imposed in accordance with University policy and rules. Signature: __________________________________ THIET XIEU LUU - 11311848 2012 TABLE OF CONTENTS 1. 2. Introduction ................................................................................................................... 3 Customer satisfaction ..................................................................................................... 5 2.1 2.2 2.3 Stakeholder identification ................................................................................................... 5 Methods for capturing customer needs................................................................................ 6 Customer needs identification ............................................................................................ 9 3. Design requirements ..............................
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...The work of Starwood's Six Sigma Black Belts centers on the creation of the Sheraton Service Promise program. This program was developed in response to low guest satisfaction scores dealing with problem resolution during a guest's stay. Black Belts applied the Six Sigma DMAIC model (Define, Measure, Analyze, Improve, and Control) to devise the best solution (Krajewski, Ritzman & Malhotra, 2011, pp.215): ♣ Define - three key factors are needed in problem resolution: speed, empathy, and efficiency ♣ Measure - call logs were established to track speed, empathy of associate handling the call, and efficiency of the staff charged with fixing the problem. ♣ Analyze - Pareto charts and other techniques were used for the analysis of 15-minute resolution standard. ♣ Improve - specific processes that affected performance: telephone operators' handling of requests, procedures for determining who to call, engineering workloads, and so on. ♣ Control and monitoring - 12 to 18 months tracking, with monthly feedback to the manager or department head responsible for the improvement of the Sheraton Service Promise program. Top-Down Commitment: The Six Sigma initiative is supported from the top of the organization down. At Starwood, processes and programs are driven by the work of its team of Six Sigma experts, called Black Belts. Implementation of such a program is expensive, with well-paid managers deployed throughout United States and Canada, and internal training programs for Black Belts...
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...Solution: • No matter how carefully a production process is controlled, these quality measurements will vary from item to item, and there will be a probability distribution associated with the population of such measurements. • If all important sources of variations are under control in a production process, then the slight variations among the quality measurements usually cause no serious problems. • Such a process should produce the same distribution of quality measurements no matter when it is sampled, thus this is a “stable system.” • Objective of quality control is to develop a scheme for sampling a process, making a quality measurement of interest on sample items, and then making a decision as to whether or not the process is in the stable state, or “in control.” • If the sample data suggests that the process is “out of control,” a cause is for the abnormality is sought. • A common method for making these decisions involves the use of control charts. • These are very important and widely used techniques in industry, and everyone in the industry, even if not directly related to quality control, should be aware of these. • Attributes – A performance characteristics that is either present or absent in the product or service under consideration. • Examples: Order is either complete or incomplete; an invoice can have one, two, or more errors. • Attributes data are discrete and tell whether the characteristics...
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...Information |[pic] | |[pic] TOTAL QUALITY MANAGEMENT AND REINVENTING GOVERNMENT I. What is TQM? TQM is a new paradigm of management! TQM is both a philosophy and methodology for managing organizations. TQM includes a set of principles, tools, and procedures that provide guidance in the practical affairs of running an organization. TQM involves all members of the organization in controlling and continuously improving how work is done. Government agencies that use TQM agree that it is fundamentally different from traditional management. II. History of TQM! TQM Japanese Management? Yes and No! The American Walter A. Shewhart of Bell Laboratories developed a system of measuring variance in production systems known as statistical process control (SPC). Statistical process control is one of the major tools that TQM uses to monitor consistency, as well as to diagnose problems in work processes. His student W. Edwards Deming, a mathematical physicist and U.S Department of Agriculture and Census Bureau research scientist, was hired to teach SPC and quality control to the U.S. Defense industry. These methods were considered so important to the war effort that they were classified as military secrets known as Z1. Ironically, after WWII most U.S. companies stopped using SPC and TQM type quality control procedures. After WWII U.S. occupation forces in conjunction with the Japanese Union of Scientists and Engineers (JUSE) invited W. Edwards Deming to lecture throughout Japan on SPC and quality...
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...tusharUTS: ENGINEERING Assignment Cover Sheet STANDARD Mode SUBJECT NAME: Quality Planning and Analysis SUBJECT NUMBER: 49309 ASSIGNMENT NUMBER: 1 STUDENT LAST NAME: PATEL STUDENT FIRST NAME: SANJAYKUMAR NATVERBHAI STUDENT ID: 10911497 Declaration of Originality: The work contained in this assignment, other than that specifically attributed to another source, is that of the author(s) and has not been submitted in any other subject or published elsewhere before. It is recognised that, should this declaration be found to be false, disciplinary action could be taken and penalties imposed in accordance with University policy and rules. Signature: Sanjaykumar Natverbhai Patel Table of Contents: * Introduction……………………………………………………………………………………………….2 1.1 Introduction about product and its key feature and characteristics……….3 2 Customer satisfaction………………………………………………………………………………..4 2.1 Identify Stockholders and their expectations………………………………………..5 2.2 Method of capturing customers’ needs…………………………………………………6 2.3 Kano analysis on capturing customer needs………………………………………….7 3 Design Requirements…………………………………………………………………………………8 4.1 Quality Function Deployment of identified customer needs…………………9 3.2 Failure Mode and Effect Analysis of top five customer needs………………10 4 Supplier selection and Evaluation……………………………………………………………..11 5.2 Identify components , parts ………………………………………………………………...
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...ONES-BLAIR® has been assessed by... AJA Registrars and registered against the requirements of ISO 9001:2008 for design and manufacturer of paints and coatings for sale to the industrial and construction markets. ISO 9001:2008 specifies requirements for a quality management system where an organization * needs to demonstrate its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements, and * aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements. Providing the Highest Quality Products... JONES-BLAIR Company is a fully integrated research, manufacturing and marketing organization headquartered in Dallas, Texas. We consist of two divisions: (1) JONES-BLAIR High Performance Coatings for industrial OEM, maintenance applications and corporate re-imaging coatings, and (2) NEOGARD surface-applied waterproofing, seamless epoxy flooring, elastomeric roofing and wall coating systems. Since 1928 our mission has been to provide the business community with the highest quality products accompanied by unparalleled customer service. Our record of longevity and growth speaks volumes about our accomplishment of these simply stated goals; however, you deserve to know the business philosophy that drives our success. After all, any product, sold to...
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...customer perception of quality, Translating needs into requirements, customer retention. Dimensions of product and service quality. Cost of quality. UNIT II PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 9 Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. UNIT III STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY 9 Meaning and significance of statistical process control (SPC) – construction of control charts for variables and attributed. Process capability – meaning, significance and measurement – Six sigma concepts of process capability. Reliability concepts – definitions, reliability in series and parallel, product life characteristics curve.Total productive maintenance (TMP) – relevance to TQM, Terotechnology. Business process re-engineering (BPR) – principles, applications, reengineering process, benefits and limitations. UNIT IV TOOLS AND...
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...don’t work, e-mail outreach@studentsofferingsupport.ca to see if there is a trip that can work! Interested in an Outreach Trip? • • • • • Come to an information session: Tuesday, November 5th at 10pm P1019 Wednesday, November 6th at 10pm in P1019 More information/ register for a trip: http://laurier.soscampus.com/outreach/ • Questions? • e-mail us: outreachlauriersos@gmail.com • (trips offered in first two weeks of May 2014 and last two weeks of August 2014) 4 JOIN US TODAY! Agenda • Capacity Planning Chapter 5 • Quality Management Chapter 9/10 • Acceptance Sampling Supplement 7 Chapter 5 • Capacity is the upper limit on the load that an operating unit can handle • For instance…a certain machine can only process 500 parts an hour 8 Long-Term Capacity • Impacts the ability to meet future demands (can’t complete an order – loss of profits) • Affects operating costs (if operating at less than capacity, more fixed costs allocated to each product) • Major determinant of initial costs • Involves long-term commitment (purchase of equipment that can only handle so much) • Affects competitiveness (if you can’t fill an 9 order it goes to your competitor) Measuring Capacity • Design Capacity – Max output in ideal conditions • Effective Capacity – Max capacity given delays, product mix, etc....
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... o Lock * discussion * history * notify me Details last edit by willzhouchuan willzhouchuan Oct 10, 2006 8:26 pm - 23 revisions hide details Tags * none Protected COVERPAGE- NAMES, id#s AND NAME OF CASE(Please add your student number after your name/thanks) Professor: Dr. Giovani J.C. da Silveira Lodge Karen Koupal Ondrej Miller Alana Ogunsola Oluseun Will Chuan Zhou (328253) Name: Case Analysis of Deutsche Allgemeinversicherung Coverletter?- Addressed to kluck, from consultants If someone can find a sample cover letter for case analysis then I can make it longer Dear Mr. Kluck; We are a 5 member consulting team from University of Calgary, Haykayne Business School and we did a very comprehensive study on Deutsche Allgemeinversicherung's PMV project and its problems, including the problem's background, the competition the company is facing, the firm's current state, Suitability of SPC use in the service industry, Measurement Issues faced at DAV and specific recommendations, the following is our analysis. Cheers Group 4 TABLE OF CONTENTS SYNOPSIS Deutsche Synpnosis Deutsche Allgegeinversicherung, the second largest insurance firm in Germany, had decided to adopt a new quality improvement initiative: PMV in order...
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...Management What does total mean? Entire organization; All products and processes; All aspects (management, design, control) Not a flavor of the month (i.e. typical management fad) – Long-term perspectives, Consider the Japanese The Quality Challenge Today's economic reality: Intense global competition for sales, profits, contracts and jobs. Competition equally challenging in manufacturing and service organisations. Emphasis on controlling people has not worked. The emerging strategy: Augment TQM with Six Sigma Why is quality so difficult to deliver? Ambient temperature, vibration, humidity, supply, voltage, etc. Labor Training level Control variables Points for temperature, cutting speed, raw material specs, recipe, etc. The Process Variation in Output Quality of finished Product; Level of Customer Satisfaction Raw materials quality/quantity State Variables measured here Traditional Management Focus on short-term profits, stock price No clear strategic position in target sectors (poor competitive positioning) Clamping down on costs while...
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