4. Consider the perfect order calculation for Bartley Company (Example 12.4). Recalculate the percentage of perfect orders if all performance results remained the same except

a. (*) 25,000 are delivered late, and total failures are now spread across 85,000 orders.

b. (*) 25,000 are delivered late, but total failures are still spread across 90,000 orders.

c. (**) According to the logic of the perfect order measure, does an incorrectly billed order have the same impact as a damaged order? Does this seem reasonable? What are the implications for interpreting this measure?