• In a bulleted list, identify the out of control conditions that you see on each slide.
  • For these rules, I want you to focus in on just the following out of control conditions:
    • 1 point above the UCL or 1 point below the LCL
    • 7 points consecutive trending points
    • 7 consecutive points on the same side of the center line
    • 14 consecutive oscillating points.
• For both charts, which data points are common cause variation? Which are special cause variation?
• For Slide 2 - Control Chart - Percentage of Schedule Attainment, what do you think happened between 9/19 and beyond? Specifically, do you feel that something changed in that process? Explain
• For Slide 3 -Control Chart - March Painted Products, did the difference between the UCL and LCL from 8/13 and beyond get bigger or smaller? Is that change desirable or not? Explain

- You will see two control charts on the next two slides - Slide 2-Control Chart - Percentage of Schedule Attainment - This is an actual control chart showing the percentage of a production schedule for half-shaft assemblies that was achieved per day - The target value (set by the Executive Management) for daily schedule attainment was 85%, which from historical data showed that both unplanned overtime expense and premium freight expense would be avoided - Slide 3-Control Chart-March Paint Products - This is an actual control chart showing the daily output in units painted from March Paint Products - The target value for daily painted units was 30,000 per day. - On 8/13, they began using QAD schedules to schedule the units to be painted. QAD is a software, much like SAP, that has Material Requirements Planning (MRP) built into it, which enables scheduling of the painted units. Control Chart - Percentage of Schedule Attainment I Chart of \% Attain Control Chart - March Paint Products March Run Chart