Congratulations! You

ve just been hired by a company as their new Quality Manager. They are a large

manufacturer of parts for the aerospace industry. The boss sits you down on the first day and indicates

that

quality seems to be all over the place.

He asks you to analyze the various parts of the process and

provide some details and recommendations. He says:

You

ve got your job cut out for you

...

good luck!

He gives you the following data for # of bad parts produced per day for the last month and the bad parts

produced per machine in the last month:

As a newly trained Quality Assurance Manager, you know that proper data analysis will be the first step.

You go visit Ray, the Production Supervisor, for an overview of the process. He says:

Well, we get the

raw material from our suppliers. As it comes in, we do an inspection and if product is good, it goes to the

inventory area. However, if it

s bad it goes into our quarantine area to go back to the supplier. We get an

order to make new parts, so we will pull the stock from inventory to one of our 5 machines. The lead

operator sets up the machine and then needs to get authorization the setup is ok. If it

s ok, then we will

run the order. If it

s not, they redo it again until it is. Once the order is running, they will inspect 1 in

every 10 pieces. They assess this sample to make sure its ok to keep running. If the inspection is bad,

they go back to working on the setup. Once the order is done, it

s sent to shipping. They wrap the order

and send it to the customer. Pretty easy, really.

You also find out they hired a consultant before you but she left before she was able to properly analyze

the data and determine Upper and Lower control limits. However, the company, based on feedback from

their customers, wants to see a goal of zero defects to a maximum of 10 per day.

Day Defects Day Defects Day Defects

1 17 11 28 21 27

2 15 12 15 22 22

3 29 13 26 23 16

4 20 14 14 24 17

5 22 15 22 25 23

6 18 16 18 26 20

7 22 17 22 27 24

8 19 18 14 28 16

9 16 19 16 29 22

10 23 20 22 30 19

Machine Defects per month

1

30

2

103

3

136

4

250

5

85

As you continue your investigation, you find out there has been a brainstorming session before you

arrived so they could try to understand the recent quality issues. They put together the ideas in the

minutes but haven

t done any other analysis with them so far. They are:

1.

Our raw stock over the last few months seems to be getting worse

2.

We got a lot of new operators over the last few months who

ve been pushed to the floor quickly

3.

The dial on Machine No 4 is worn out and very hard to read

4.

We

ve been using the same specifications since I started here 10 years ago

5.

I really don

t know how they expect us to check the samples when half the lights are burnt out

above the machine

...

I can

t see anything!

6.

I don

t know what the issue is

I follow the standard procedures, same as John on Machine 1.

Not my fault the other guys do things their own way.

7.

I don

t know how they expect the glue to hold when it

s so cold in the warehouse

8.

Machine No 3 has some very old parts that are loose

9.

Bill is the only one who seems to know how to do the proper checks and he

s off on sick leave

10.

I

m told to do a different type of quality check by the designers, the supervisor and even the boss!

11.

When setting up our dies, the wood used on the dies is brittle and can crack causing issues

12.

I

ve tried to check the depth of the finished goods, but the tape measures are all different

Digging further, you determine that the organization has set up an AQL for their inspections as per below:

Major Issue

AQL of 0.1

with a lot size of 25,000 pieces and using General Level 2

Medium Issue

AQL of 0.65

with a lot size of 25,000 pieces and using General Level 2

Minor Issue

AQL of 6.5

with a lot size of 25,000 pieces and using General Level 2

Finally, you are given the following quality costs for the last year:

Qualifications of Supplier Products $675

Laboratory Support

$575

Process Control measurements

$1960

Field Performance Evaluation

$2555

Depreciation Allowance

$2354

Review of Test and Inspection Data $265

Measurement Equipment

$585

Inspection and Test Materials

$554

Purchasing Appraisal Costs

$155

Maintenance & Calibration labor

$4558

Retrofit Costs

$360

Warranty Claims

$39,890

Recall Costs

$28,000

Disposition Costs

$250

Troubleshooting costs

$38,675

Scrap Costs

$22,000

Material Review and CAR Costs

$4,560

Supplier Reviews

$1,200

Operator Quality Education

$50

Contract Review

$225

Quality Administration

$550

Now that you have everything, it

s time to get to work!

For this assignment, you must do the following:

Analyze the quality costs, separate each one into each cost type and determine % in

each cost type. Do not round up or down show to two decimal points (i.e.:

00.00%).

Create an Ishikawa Diagram of the brainstorm session

Create a detailed flowchart of the process

Create a control chart of the appropriate data

you must show your calculations and

do not round up or down

show to two decimal points (i.e.: 00.00).

Create a pareto chart of the appropriate data

Calculate what the AQL information is

Finally, on minimum two full pages to maximum three full pages (font size 12,

single spaced), provide a summary of your observations and recommendations based

on each of the data metrics you have analyzed (

except

the AQL data)

No bibliography is required

Grading Criteria

Quality Cost Analysis

10%

Ishikawa Diagram

10%

Flowchart of Process

10%

Control Chart

10%

Pareto chart

10%

AQL Calculation

Observations & Recommendations

10%

40%

Total Grade

100%