Question 1 Flowchart
a.
i.i. Quality Control system Flowchart
Quality is an important capability that businesses should have. It is needed to maintain the good relationship between a company and its clients.
Quality Assurance system flowchart
Control chart
b. Computing the sample standard deviation and sample average
11.95
12.03
12.01
11.97
12.00
11.98
12.00
12.00
12.00
12.02
12.00
12.02
12.00
11.98
12.01
11.98
12.01
12.01
12.02
12.00
12.03
11.96
11.97
12.00
12.02
12.00
12.03
12.04
11.96
11.97
11.98
12.00
11.98
12.03
12.03
12.01
12.00
12.00
12.00
12.05
12.01
11.98
12.00
11.99
12.02
11.99
11.98
12.02
11.98
12.00
The sample average is 12.0004. It is computed by adding all the figures and dividing it with the total number of the figure. The sample standard deviation is 0.021849. It is computed to determine how the values in a data set are widely spread.
Question 2 trilogy
is principally remembered as an evangelist for quality and quality management. sees three universal processes that drive and inform management for quality: quality planning, quality control, and quality improvement (2000). Quality planning focuses on creating a process that will from the start have a very low cost of poor quality. Quality improvement strives to lower the cost of poor quality in existing processes, and quality control’s intention is to hold the gains and keep the process in control ( 1991). The figure below will give a visual description of the trilogy.
From h
Question 3 Pareto Diagram
Items
Number of Defects
Account Number
52
Transaction Number
23
Spelling of Names
38
Postal Code
18
Address
9
Telephone Number
11
Date
87
Basic Data
6
Others
4
Total
248
Pareto chart is a special type of bar chart where the values being plotted are arranged in descending order. The graph is accompanied by a line graph which shows the cumulative totals of each category, left to right. The Pareto chart aims to highlight the most important among a set of factors. The Pareto chart is one of the seven basic tools of quality control, which include the histogram, Pareto chart, check sheet, control chart, cause-and-effect diagram, flowchart, and scatter diagram. On the left vertical axis is frequency of occurrence. The right vertical axis is the cumulative percentage of the total number of occurrences. In quality control, the Pareto chart often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints, etc. The next figure will show the Pareto chart for the table above.
Question 4 Fishbone Diagram
A method used to analyze the cause and effect in the workplace is the Ishikawa diagram. The Ishikawa diagram is a visual list drawn up in a structured fashion. It illustrates the various causes affecting a process by sorting out and relating the causes to each other. For every effect there will be a number of causes and it is usual to group these in a number of major categories. This tool is used when an institution or a team needs to identify and explore the possible causes of a problem or look for the factors that could lead to an improvement. It is appropriate to brainstorm the causes and effects to create the diagram (2002). The next figure will illustrate an Ishikawa diagram based from the situation.
As shown in the diagram ineffective communication was caused by differences in people’s personality. Some people are friendly and are well like by people while some people are disliked and people get away from them. Some people can be easily dealt or communicated with while others cannot. The uniqueness of the personality of a person makes it difficult to know the insights and concerns of a person. Also shown in the diagram ineffective communication was brought by an instance wherein there are many choices that can be used to communicate but not all are used. This cause problems and difficulties since no understanding are made. Another reason for ineffective communication is the organization does not prioritize having an effective communication this leads to miscommunication. The business organization has other focus and it does not focus on encouraging communication. When no one wants to communicate with others a barrier is made thus ineffective communication takes place. Lastly the diagram shows that barriers to communication make people not wanting to communicate with others thus ineffective communication happens. People tend to lose hope when there are barriers to communication and they choose not to break that barrier thus no communication takes place.
Question 5
Traditional performance measures and controls implicitly assume that the individual or group being evaluated totally causes the observed performance. When managers assume that factors under the control of the individual completely determine performance, they tend to overlook the inherent nature of both input and process variability. Managers must recognize that most processes are subject to many sources of variation. Central to understanding variation is the concept of a state of statistical control. A process in statistical control is stable and predictable; that is, there is a predictable range of variation around a predictable average. The sources of variation in such a process are constant from observation to observation ( 1991). These sources of variation, which are part of the system, are referred to as common cause sources of variation. A process that is out of control is unstable and unpredictable owing to the presence of special cause sources of variation, in addition to the common cause sources of variation. A measure of performance, such as efficiency of the transformation process, may be determined by a transformation equation based on engineered standards. Period efficiency reports reveal the gross variance over a period of time between standard output and actual output for the inputs used. Small repetitive losses in efficiency, otherwise undetectable, become visible through accumulation over time and are reported in period variances to reflect aggregate deviations from standards. The aggregate variance number serves as a signal for management attention. Unfortunately, the signal provided management is deficient as a guide to managerial action for several reasons ( 1991). Statistical control enable the use of objective criteria for distinguishing background variation from events of significance based on statistical techniques. The process is in statistical control because there has been reduction in the time needed to produce the product.
Question 6
The process is not in statistical control because there are some uncertainties with the figure.
Question 7
Question 8
Question 9
5.0
5.1
5.1
5.3
5.4
4.9
5.1
5.3
4.9
5.1
5.0
5.0
5.0
5.4
5.0
5.2
5.3
5.4
5.5
5.7
4.5
4.7
5.4
5.0
5.0
4.2
5.0
5.0
5.0
5.1
4.9
4.8
4.7
4.9
4.9
5.0
5.1
4.9
4.9
5.0
5.1
5.2
5.0
5.0
5.0
5.3
5.3
5.5
5.6
5.7
A process is a unique combination of tools, materials, methods, and people engaged in producing a measurable output. All processes have inherent statistical variability which can be evaluated by statistical methods. The output of a process usually has at least one or more measurable characteristics that are used to specify outputs. The mean for the data is 5.080292716. Given that the UL is LSL = 4.0 and USL=6.0 the Cp is 1.7 and C pk is 1.5.
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