...Statistical Process Control is a statistical procedure using control charts to detect and prevent poor quality of production. It is achieved by taking periodic samples from the process and plotting these sample points on a chart to see if the process is within statistical control limits. When a company is about to conduct SPC, they should train the employees on a continuing basis. SPC is a tool individuals can use to monitor production process for the purpose of making improvement. So employees have their own responsibilities for their own operation. The quality of a product itself can be evaluated using attribute of the product and variable measures. Attribute is a product characteristic that can be evaluated with a discrete response such as texture, color, taste. Variable measure is a product characteristic that is measured on a continuous scale such as length, weight, temperature, or time. Meanwhile, SPC for service process tend to use the quality characteristic and measurement such as customer satisfaction and time. Control charts are graphs that establish the control limit of a process and to monitor the process to indicate when it is out of control. The quality measures used in attribute control charts are discrete values reflecting a simple decision criterion. P – Chart uses the proportion of defective items in a sample as the sample statistic . C- Chart is used when it’s not possible to compute a proportion defective and the actual number of defects must be used. Variable...
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...CASE STUDY 5: Statistical Process Control Ikrom Abdullaev M0158958 Shamil Tlukashaev Chuan Lai Exercise A: Control Charts for Variables Step 1: Gather data Four samples of five observations (launches) each were arranged in tabular form. The mean and range for each sample determined and computed the mean of the means and the mean of the ranges. Data Table SampleNumber | Observation 1 2 3 4 5 | SampleMean x | Sample Range R | 1 | 7.2 | 8.1 | 8 | 8.5 | 9.2 | 8.20 | 2 | 2 | 8.4 | 8.2 | 7.6 | 9.3 | 10.1 | 8.72 | 2.2 | 3 | 10 | 9.1 | 7.4 | 7.9 | 9.4 | 8.76 | 2.6 | 4 | 10.1 | 9.2 | 7.8 | 7.3 | 10.4 | 8.96 | 3.1 | 2.475 2.475 8.66 8.66 (8.20+8.72+8.76+8.96)/4=8.66 (8.20+8.72+8.76+8.96)/4=8.66 (2+2.2+2.6+3.1)/4=2.475 (2+2.2+2.6+3.1)/4=2.475 Step 2: Develop an R-chart Using the data gathered and the appropriate and values, we computed the upper and lower three-sigma control limits for the range. Because the average range for Ｒis 2.475, to compute we used value for =2.115 according to the table given in the book. =2.115(2.475) =5.234 The result we got is 5.234 To compute we used formula given below =0(2.475) =0 According to table given in the book we already know that =0. So for now we know that =2.115(2.475) =5.234 =0(2.475) =0 We drew an R-chart, after we have tabulated all the numbers in the tables and equations...
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...IV. PROPOSAL In giving ease and comfort to students, one must consider working environment. The researchers saw the needs of BULSU-Sarmiento Campus like lack of classrooms,equipments and materials. This problem has been thoroughly analize and lead the researchers to come up with the following proposal. 4.1 Alternative 1: Construction of Additional rooms Mainly, as the researchers being students of civil engineering considered that additional rooms will be done. However, location of additional rooms will be studied carefully before constructing as different factors should be considered. 4.1.1 Advantages * Additional rooms will help giving comfort to students because of much better studying environment. * Environment as one of the factors that contributes the most when considering ones personality, will improve student’s performance during classes. 4.1.2 Disadvantages * Construction of additional room would mean greater cost * Construction time varies and most of the time will take month or two to finish 4.2 Alternative 2: Shifting of Schedules Shifting of schedules is a process wherein time will be analized considering rooms availability. 4.2.1 Advantage * Shifting of schedules if arranged or assigned properly will help the university utilize its rooms and facilities 4.2.2 Disadvantage * There is no disadvantage since shifting of schedules will be an option 4.3 Alternative 3: Purchasing of Equipments It is the university’s obligation...
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... 1. Why is DAV using SPC? What are the primary challenges in applying Statistical Process Control to a service industry compared with manufacturing? 2. How large should each sample be for the experiment Schoss and Kluck describe on page 7? Explain the tradeoffs behind choosing sample sizes in statistical control experiments. 3. The first 12 weeks of the data in Exhibit 4 represent the diagnostic period for the Policy Extension group. What are the 3-sigma control limits for the process? In which of the subsequent weeks is the process out of control (if any)? In general, what do we do when we find points outside the control limits? What would you do in the specific DAV situation? Explain. 4. Develop specific implementation plans for solving the problems facing Annette Kluck that are described on Page 9 of the case. What are other alternatives you might be using to improve the performance of the operation? Feel free to suggest creative alternatives that include the use of new information technologies. 5. Answer specifically for DAV how would you estimate on the costs of quality for their organization? Use approximate calculations for an estimate. Feel free to describe an approach you would have taken if you could obtain more data? 6. What are the merits of Total Quality Management and Statistical Process Control for Improving and Controlling Service Processes based on what you read and learnt from...
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...Yamile Macklin Course Project Week 7 Toyota Motor Company Managing Quality BSOP588 Managing Quality 02/03/14 Toyota Motor Company Quality Management Toyota Motor Corporation (TMC), is commonly known as Toyota in the stock markets was founded in 1933 By Kiichiro Toyoda. Toyota has enjoyed continuous growth in the automotive industry for decades as the largest automobile manufacturer and multinational automaker with an excess of five million vehicles per year, employing over 320,000 employees, and 14 plants in North America. After years of success in the auto industry as a credible and quality driven automaker, near the end of 2009 a horrifying car crash in Southern California led to the discovery of a major issue. With the assistance of the National Highway Traffic Safety Administration Toyota began recalling vehicles after reports that various vehicles experienced unintended acceleration. This 2009 recall was diagnosed as a possible incursion or incorrect or out-of-place front driver’s side floor mat, which can cause pedal entrapment. In October of 2009 Toyota begins sending out letters to owner notifying them of an unspecified upcoming recall to fix an unintended acceleration issue (Eugene). This recall was quickly followed by two massive recalls in early 2010 for related issues. The second recall occurred January 21, 2010 and was enacted after several vehicle accidents were declared to have no relation to the floor mat issue, but instead a new and more complex...
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...Process Improvement Plan Process Improvement Plan Process improvement helps with changes in a process to make, more efficient by eliminating wasted activities. The first step for improving time in getting prepared for work is deciding and establishing an outcome. This process will detail statistical controls that include control limits, seasonal factors, and confidence intervals based on the data. The data collected will show the timing of each step in getting ready for work. This is to determine if time is used efficiently and where it can be adjusted. In the collection of data, analyzing, and formulating is part of Statistical Process Control (SPC) (Chase, Jacobs, & Aquilano, 2006). Data collected will be viewed and explained with the means and range from the data. The table shows week two through week five and individual days of the week. Sample means are calculated by taking the sum of number of observations and dividing that by the number of observations. The sum of hitting the snooze button is 21 minutes with the range of 10 minutes. The sum of taken a shower is 53 minutes with the range of 25. The time to do her hair is 63 minutes with the range of 20. Doing makeup consisted of 67 minutes with the range of 40. Deciding on what clothes to wear was the sum 13 minutes with the range of five. In getting dressed took the sum of 37 minutes with a range of 35. Week two was an average of 46 minutes of getting ready with the median of 45. Week...
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...Management Pioneers Companies have to implement processes and procedures to ensure a high service level and quality product. Companies also use an inspection process to find faults in products and continuing improvements. This is referred to as quality management. There are four key elements that make up quality management. The four processes of quality management are known as: quality planning, quality control, quality assurance and quality improvement. Each one of these processes has a factor in the quality management process. W. Edwards Deming is one of the founding fathers of what companies refer today as quality management. He is the most prominent and well known of the founding pioneers. Quality Management Quality management is made up of the four processes mentioned in the previous paragraph. The first part of the four is quality planning, this is the process a company uses to plan out the type of product that the corporation will produce and later put out onto the market for the consumer. The second part of the process is referred to and known as quality control. This is when a company reviews something to ensure validity and check for flaws in the product or process. For instance, in my company, the merchandisers who work in the field have to submit valid photos to get paid for the job that he or she does for our company. The company that employs these merchandisers has a QC team in place to ensure that the photos are of validity. The next step in quality management...
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...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 in variability throughout each day, capping just below the control threshold. While this meets standards of our test, it still displays an area for improvement. Reducing variability will lower the...
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...S.P.C. Statistical Process Control: GMS-401 F2013 In GMS-401 we study 2 types: 1. Inspection for variables —there is typically one dimension most indicative of QUALITY or lack of Quality of an item being studied for compliance to a Quality Standard. Here it is a dimension such as the contents of a jar of fruit jam, the size of a pair of shoes etc. These are called X-bar and R charts. One calculates X-bar-bar and R-bar averages and these are the centre lines of the SPC run-charts that will be drawn. The charts MUST have these centre lines PLUS upper and lower control AND range limits. The points on these graphs MUST be joined so that a reader can follow the level of quality versus centre lines and control limits over time and look for trends and potential out-of-control conditions. The data will be in a set of readings typically taken at say one-hour intervals. The number of readings taken each hour is the sample size–for example 4 jars of jam in the exercise book. The sample size of 4 is used in calculating the control limits and for determining the value of the statistical constants used in these calculations such as A2, D3,D4. The “number of samples” is 10 but the “sample size” is 4. The 10 samples will be plotted on a graph but the number 10 in this case is NOT used in the calculation of control limits when looking up the A2,D3, and D4 values. In this type of SPC BOTH graphs must be drawn and examined. If a SINGLE POINT on either graph exceeds the upper or...
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...Suppliers, Cost, Price Tag, and Assurance Price and Cost “When you stop to think about what price is, are you talking about the price tag or are you talking about the cost, the total cost” (Dr. W. Edwards Deming as cited in Encyclopedia Britannica Education Corporation, 1984). “. . . [I]t is total cost that is important not the price tag on what you buy” (Dr. W. Edwards Deming as cited in Massachusetts Institute of Technology, 1982). These words, or others along these same lines, are probably some of Dr. Deming’s mostly quoted sayings. And why not, he was right. It is still not at all that uncommon of a practice for purchasing departments to select a supplier based on price alone. That is, the supplier with the lost price gets the job. In addition, in order to insure the lowest price, is obtained the performance appraisals of purchasers are often tied to the amount money they save the company. On the surface this may seem reasonable and rational. The problem arises when the part is used and downtime, rework, and scrap results. The cost of the initial part is what Dr. Deming refers as the “price tag,” this plus the cost of using the part, rework, scrap, etc. is the “total cost.” So what you want is ‘good’ quality parts from your suppliers. All we need to do then is tell them to implement TQM and everything will fine, right? Well it would be nice if were that simple. But if you think out about it a bit, if the supplier had the desire, or the capability to implement TQM, wouldn’t...
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...in 1951 (some references suggest 1950) in commemoration of the late Dr. William Edwards Deming who contributed significantly to Japan’s proliferation of statistical quality control after World War II.1 In July of 1950, Dr. Deming was invited to Japan by the Union of Japanese Scientists (JUSE) and Engineers to lecture his “Eight Day Course on Quality Control” at the Auditorium of Japan Medical Association in Kanda-Surugadai, Tokyo. In addition to his “Eight Day Course on Quality Control,” Dr. Deming’s taught a “One-Day Course on Quality Control for Top Management.”1 During his stay in Japan, Dr. Deming taught the essential fundamentals of statistical quality control to company executives, managers, engineers and researchers. His theories and teachings of quality control made a tremendous impact on the participants’ and began to form the foundation of Total Quality Management in Japan, which was in its beginning stages. The transcript of the “Eight Day Course on Quality Control” was compiled from stenographic records and distributed for a charge. Royalties from these recordings were donated to JUSE by Dr. Deming. In appreciation of his generosity, Kenichi Koyanagi (Managing Director of JUSE), proposed using the donations to fund a prize to celebrate Dr. Deming’s contribution to the continued development of quality control in Japan.1 After receiving Mr. Koyanagi’s proposal, the JUSE’s board of directors unanimously...
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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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...standards to what has been attained is not a solution to performance problems. On the other hand, a manager does need to lower standards when they are found to be unattainable due to resource limitations and factors external to the business. Control helps an organization adapt to changing conditions, limits the compounding of errors, helps an organization cope with complexity, and helps minimize cost. In today’s complex and turbulent environment, all organizations must contend with change. If managers could establish goals and achieve them instantaneously, control would not be needed. But between the time a goal is established and the time it is reached, many things can happen in the organization and its environment to disrupt movement toward the goal or even to change the goal itself. A properly designed control system can help managers anticipate, monitor, and to changing circumstances. Small mistakes and errors do not often seriously damage the health of an organization. With the passage of time, however, small errors may accumulate and become very serious. When a firm purchases only one raw material, produces but one product, has a simple structure, and enjoys constant demand for its product, its managers can probably maintain control with a note pad and pencil. But in an organization that produces many products from myriad raw materials, has a...
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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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