Operations Management: Processes and

Supply Chains
Thirteenth Edition, Global Edition

Chapter 3
Quality and Performance

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Learning Objectives (1 of 2)
3.1 Define the four major costs of quality and their relationship to
the role of ethics in determining the overall costs of delivering
products and services.
3.2 Explain the basic principles of Total Quality Management (T
QM) and Six Sigma.
3.3 Understand how acceptance sampling and process
performance approaches interface in a supply chain.
3.4 Describe how to construct process control charts and use
them to determine whether a process is out of statistical control.

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Learning Objectives (2 of 2)
3.5 Explain how to determine whether a process is capable of
producing a service or product to specifications.
3.6 Describe International Quality Documentation Standards and
the Baldrige Performance Excellence Program.
3.7 Understand the systems approach to Total Quality
Management.

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Costs of Quality (1 of 3)
• Many companies spend significant time, effort, and expense on
systems, training, and organizational changes to improve the
quality and performance of processes.
• Defect
– Any instance when a process fails to satisfy its customer

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Costs of Quality (2 of 3)
• Prevention costs
– Costs associated with preventing defects before they
happen
• Appraisal costs
– Costs incurred when the firm assesses the performance
level of its processes
• Internal Failure costs
– Costs resulting from defects that are discovered during the
production of a service or product

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Costs of Quality (3 of 3)
• External Failure costs
– Costs that arise when a defect is discovered after the
customer receives the service or product
• Ethical Failure costs
– Societal and monetary cost associated with deceptively
passing defective services or products to internal or
external customers such that it jeopardizes the well-being
of stockholders, customers, employees, partners, and
creditors

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Total Quality Management and Six Sigma
• Total Quality Management
– A philosophy that stresses three principles for achieving
high levels of process performance and quality (1)
customer satisfaction, (2) employee involvement and (3)
continuous improvement in performance
• Six Sigma
– A comprehensive and flexible system for achieving,
sustaining, and maximizing business success by
minimizing defects and variability in processes

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Total Quality Management (1 of 5)
Figure 3.1 TQM Wheel

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Total Quality Management (2 of 5)
• Customer Satisfaction
– Conformance to Specifications
– Value
– Fitness for Use
– Support
– Psychological Impressions

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Total Quality Management (3 of 5)
• Employee Involvement
– Cultural Change
▪ Quality at the Source
– Teams
▪ Employee Empowerment
– Problem-solving teams
– Special-purpose teams
– Self-managed teams

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Total Quality Management (4 of 5)
• Continuous Improvement
– The philosophy of continually seeking ways to improve
processes based on a Japanese concept called kaizen
• Plan-Do-Check-Act Cycle
– A cycle, also called the Deming wheel, used by firms
actively engaged in continuous improvement to train their
work teams in problem solving

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Total Quality Management (4 of 4)
Figure 3.2 Plan-Do-Check-Act-Cycle

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Six Sigma (1 of 2)
Figure 3.3 Six Sigma Approach Focuses on Reducing Spread and Centering
the Process

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Six Sigma (2 of 2)
• Goal of achieving low rates of defective output by developing
processes whose mean output for a performance measure is
+ /  6 standard deviations (sigma)
from the limits of the design specifications for the service or
product.

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Acceptance Sampling (1 of 2)
• Acceptance Sampling
– The application of statistical techniques to determine if a
quantity of material from a supplier should be accepted or
rejected based on the inspection or test of one or more
samples.
• Acceptable Quality Level (AQL)
– The quality level desired by the consumer.

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Acceptance Sampling (2 of 2)
Figure 3.4 Interface of Acceptance Sampling and Process Performance
Approaches in a Supply Chain

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Statistical Process Control (SPC) (1 of 9)
• S PC
– The application of statistical techniques to determine
whether a process is delivering what the customer wants.
• Variation of Outputs
– No two services of products are exactly alike because the
processes used to produce them contain many sources of
variation, even if the processes are working as intended.

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Statistical Process Control (SPC) (2 of 9)
• Performance Measurements
– Variables - Service or product characteristics that can be
measured
– Attributes - Service or product characteristics that can be
quickly counted for acceptable performance

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Statistical Process Control (SPC) (3 of 9)
• Complete Inspection
– Inspect each service or product at each stage of the process
for quality
• Sampling
– Sample Size
– Time between successive samples
– Decision rules that determine when action should be taken

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Statistical Process Control (SPC) (4 of 9)
Figure 3.5 Relationship Between the Distribution of Sample Means and the
Process Distribution

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Statistical Process Control (SPC) (5 of 9)
The sample mean is the sum of the observations divided by the
total number of observations.
n
 Xi
i 1
x
n
where
xi = observation of a quality characteristic (such as time)
n = total number of observations
x = mean

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Statistical Process Control (SPC) (6 of 9)
The range is the difference between the largest observation in a
sample and the smallest. The standard deviation is the square root
of the variance of a distribution.
An estimate of the process standard deviation based on a sample
is given by:
2
 x  n
 i 
n n
 i 1 
  xi  x 
2 2
 xi 
  i 1
or   i 1 n
n 1 n 1
where
σ = standard deviation of a sample
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Statistical Process Control (SPC) (7 of 9)
• Categories of Variation in Output
– Common cause - The purely random, unidentifiable
sources of variation that are unavoidable with the current
process
– Assignable cause - Any variation-causing factors that can
be identified and eliminated

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Statistical Process Control (SPC) (8 of 9)
• Control Chart
– Time-ordered diagram that is used to determine whether
observed variations are abnormal
– Control charts have a nominal value or center line,
Upper Control Limit (UCL), and Lower Control Limit
(LCL)

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Statistical Process Control (SPC) (9 of 9)
• Steps for using a control chart
1. Take a random sample from the process and calculate a
variable or attribute performance measure.
2. If a statistic falls outside the chart’s control limits or
exhibits unusual behavior, look for an assignable cause.
3. Eliminate the cause if it degrades performance;
incorporate the cause if it improves performance.
Reconstruct the control chart with new data.
4. Repeat the procedure periodically.

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Control Charts (1 of 7)
Figure 3.7 How Control Limits Relate to the Sampling Distribution:
Observations from Three Samples

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Control Charts (2 of 7)
(a) Normal – No action
Figure 3.8 Control Chart Examples

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Control Charts (3 of 7)
(b) Run – Take action
Figure 3.8 [continued]

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Control Charts (4 of 7)
(c) Sudden change – Monitor
Figure 3.8 [continued]

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Control Charts (5 of 7)
(d) Exceeds control limits – Take action
Figure 3.8 [continued]

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Control Charts (6 of 7)
• Type I error
– An error that occurs when the employee concludes that the
process is out of control based on a sample result that fails
outside the control limits, when in fact it was due to pure
randomness
• Type II error
– An error that occurs when the employee concludes that the
process is in control and only randomness is present, when
actually the process is out of statistical control

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Control Charts (7 of 7)
• Control Charts for Variables
– R-Chart– Measures the variability of the process
– x -Chart – Measures whether the process is generating
output, on average, consistent with a target value
• Control Charts for Attributes
– p-Chart – Measures the proportion of defective services or
products generated by the process
– c-Chart – Measures the number of defects when more than
one defect can be present in a service or product

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Control Charts for Variables (1 of 6)

R-Chart
UCLR = D4R and LCL R = D3R
Where

R = average of several past R values and the central line of

the control chart
D3, D4 = constants that provide three standard deviation (three-
sigma) limits for the given sample size

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Control Charts for Variables (2 of 6)

X -Chart
UCL x = x + A2 R and LCL x = x  A2 R

Where

x = central line of the chart, which can be either the average

of past sample means or a target value set for the process
A2 = constant to provide three-sigma limits for the sample
mean

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Control Charts for Variables (3 of 6)
Table 3.1 Factors for Calculating Three Sigma Limits for the x -Chart
and R-Chart
Size of Factor for UCL and LCL Factor for LCL for R- Factor for UCL for
Sample (n) for x -Chart (A2)
x-bar Chart (D3) R-Chart (D4)
2 1.880 0 3.267
3 1.023 0 2.575
4 0.729 0 2.282
5 0.577 0 2.115
6 0.483 0 2.004
7 0.419 0.076 1.924
8 0.373 0.136 1.864
9 0.337 0.184 1.816
10 0.308 0.223 1.777

Source: NIST/SEMATECH e-Handbook of Statistical Methods,

https://www.itl.nist.gov/div898/handbook/pmc/section3/pmc321.htm.
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Control Charts for Variables (4 of 6)
Steps to Compute Control Charts:
1. Collect data.
2. Compute the range.
3. Use Table 3.1 (see slide 34) to determine R-Chart control limits.
4. Plot the sample ranges. If all are in control, proceed to step 5.
Otherwise, find the assignable causes, correct them, and return to
step 1.
5. Calculate
x for each sample and determine the central line of
the chart, x.

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Control Charts for Variables (5 of 6)
6. Use Table 3.1 (see slide 34) to determine the parameters for U
CL and LCL for . x - Chart
7. Plot the sample means. If all are in control, the process is in
statistical control. Continue to take samples and monitor the
process. If any are out of control, find the assignable causes,
address them, and return to step 1. If no assignable causes are
found after a diligent search, assume the out-of-control points
represent common causes of variation and continue to
monitor the process.

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Example 1 (1 of 5)
The management of West Allis Industries is concerned about the production of
a special metal screw used by several of the company’s largest customers. The
diameter of the screw is critical to the customers. Data from five samples
appear in the accompanying table. The sample size is 4. Is the process in
statistical control?

Sample Observation Observation Observation Observation

Number 1 2 3 4 R x
x-bar
1 0.5014 0.5022 0.5009 0.5027 0.0018 0.5018

2 0.5021 0.5041 0.5024 0.5020 0.0021 0.5027

3 0.5018 0.5026 0.5035 0.5023 0.0017 0.5026
4 0.5008 0.5034 0.5024 0.5015 0.0026 0.5020
5 0.5041 0.5056 0.5034 0.5047 0.0022 0.5045

Blank Blank Blank Blank Average 0.0021 0.5027

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Example 1 (2 of 5)
Compute the range for each sample and the control limits

UCL R = D4R = 2.282(0.0021) = 0.00479 in.

LCLR = D3R = 0(0.0021) = 0 in.

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Example 1 (3 of 5)
Figure 3.9 Range Chart from the OM Explorer x and R-Chart Solver,
Showing that the Process Variability Is In Control

Process variability is in statistical control.

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Example 1 (4 of 5)
Compute the mean for each sample and the control limits.

UCL x = x + A2 R = 0.5027 + 0.729(0.0021) = 0.5042 in.

LCL x = x  A2 R = 0.5027  0.729(0.0021) = 0.5012 in.

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Example 1 (5 of 5)
Figure 3.10 The x - Chart from the OM Explorer x and R-Chart Solver
for the Metal Screw, Showing that Sample 5 Is Out of Control

Process average is NOT in statistical control.

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Control Charts for Variables (6 of 6)
If the standard deviation of the process distribution is known,
another form of the x - chart may be used:

UCL x = x + zσ x and LCL x = x  zσ x

where

x = = standard deviation of sample means
n
σ = standard deviation of the process distribution
n = sample size
x  = central line of the chart
z = normal deviate number
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Example 2 (1 of 2)
For Sunny Dale Bank, the time required to serve customers at the
drive-by window is an important quality factor in competing with other
banks in the city.
• Mean time to process a customer at the peak demand period is 5
minutes
• Standard deviation is 1.5 minutes
• Sample size is six customers
• Design an x - chart that has a type I error of 5 percent

• After several weeks of sampling, two successive samples came in at

3.70 and 3.68 minutes, respectively. Is the customer service process
in statistical control?

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Example 2 (2 of 2)
x = 5 minutes
s = 1.5 minutes
n = 6 customers
z = 1.96

The process variability is in statistical control, so we proceed directly to

the x  -Chart. The control limits are:

UCL x = x + zσ n = 5.0 + 1.96(1.5) 6 = 6.20 minutes

LCL x = x  zσ n = 5.0  1.96(1.5) 6 = 3.80 minutes

The new process is an improvement.

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Control Charts for Attributes (1 of 2)
• p - Charts are used for controlling the proportion of defective
services or products generated by the process.
• The standard deviation is

σ p = p 1  p  / n

p = the center line on the chart

UCL p = p + zσ p and LCL p = p  zσ p

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Example 3 (1 of 4)
• Hometown Bank is concerned about the number of wrong
customer account numbers recorded. Each week a random
sample of 2,500 deposits is taken and the number of incorrect
account numbers is recorded.
• Using three-sigma control limits, which will provide a Type I
error of 0.26 percent, is the booking process out of statistical
control?

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Example 3 (2 of 4)
Sample Number Wrong Account Numbers
1 15
2 12
3 19
4 2
5 19
6 4
7 24
8 7
9 10
10 17
11 15
12 3
Total 147

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Example 3 (3 of 4)

Total defectives 147

p= = = 0.0049
Total number of observations 12(2,500)

p 1  p 
σp = = 0.0049(1  0.0049) / 2,500 = 0.0014
n

UCL p = p + zσ p = 0.0049 + 3(0.0014) = 0.0091

LCL p = p  zσ p = 0.0049  3(0.0014) = 0.0007

Calculate the sample proportion defective and plot each sample

proportion defective on the chart.
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Example 3 (4 of 4)
Figure 3.11 The p-Chart from POM for Windows for Wrong Account
Numbers, Showing that Sample 7 Is Out of Control

The process is out of control.

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Control Charts for Attributes
• c-Charts – A chart used for controlling the number of defects
when more than one defect can be present in a service or
product.
• The mean of the distribution is c and the standard
deviation is c

UCLc = c + z c and LCLc = c  z c

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Example 4 (1 of 3)
The Woodland Paper Company produces paper for the newspaper
industry. As a final step in the process, the paper passes through a
machine that measures various product quality characteristics. When
the paper production process is in control, it averages 20 defects per
roll.
a. Set up a control chart for the number of defects per roll. For this
example, use two-sigma control limits.
b. Five rolls had the following number of defects: 16, 21, 17, 22, and
24, respectively. The sixth roll, using pulp from a different supplier, had
5 defects. Is the paper production process in control?

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Example 4 (2 of 3)
a. The average number of defects per roll is 20. Therefore:

UCL c = c + z c = 20 + 2( 20) = 28.94

LCLc = c  z c = 20  2( 20) = 11.06

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Example 4 (3 of 3)
b. Figure 3.12 The c-Chart from the OM Explorer c-Chart Solver for Defects
per Roll of Paper

The process is technically out of control due to Sample 6. However, Sample 6

shows that the new supplier is a good one.
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Process Capability (1 of 6)
• Process Capability
– The ability of the process to meet the design specification
for a service or product
– Nominal Value
▪ A target for design specifications
– Tolerance
▪ An allowance above or below the nominal value

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Process Capability (2 of 6)
(a) Process is capable
Figure 3.13 The Relationship Between a Process Distribution
and Upper and Lower Specifications

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Process Capability (3 of 6)
(b) Process is not capable

Figure 3.13 [continued]

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Process Capability (4 of 6)
Figure 3.14 Effects of Reducing Variability on Process Capability

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Process Capability (5 of 6)

• Process Capability Index (Cpk)

– An index that measures the potential for a process to
generate defective outputs relative to either upper or lower
specifications.

 X  Lower specification Upper specification  X 

Cpk  Minimum of  , 
 3 3 

where
σ = standard deviation of the process distribution

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Process Capability (6 of 6)

• Process Capability Ratio (Cp)

– The tolerance width divided by six standard deviations.

Upper specification  Lower specification

Cp =
6σ

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Example 5 (1 of 5)
• The intensive care unit lab process has an average turnaround time of
26.2 minutes and a standard deviation of 1.35 minutes.
• The nominal value for this service is 25 minutes 5 minutes.
• Is the lab process capable of four sigma-level performance?
• Upper specification = 30 minutes
• Lower specification = 20 minutes
• Average service = 26.2 minutes
• σ = 1.35 minutes

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Example 5 (2 of 5)

 X  Lower specification Upper specification  X 

Cpk  Minimum of  , 
 3 3 
 26.2  20 30  26.2 
Cpk  Minimum of  , 
 3(1.35) 3(1.35) 
Cpk  Minimum of 1.53, 0.94
Cpk  0.94

Process does not meet 4-sigma level of 1.33

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Example 5 (3 of 5)

Upper specification  Lower specification

Cp =
6σ

30  20
Cp = = 1.23
6(1.35)

Process did not meet 4-sigma level of 1.33

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Example 5 (4 of 5)
New Data is collected:
• Upper specification = 30 minutes
• Lower specification = 20 minutes
• Average service = 26.1 minutes
•   1.20 minutes
Upper  Lower
Cp =
6σ
30  20
Cp = = 1.39
6(1.20)

Process meets 4-sigma level of 1.33 for variability

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Example 5 (5 of 5)

 x  Lower specification Upper specification  x 

Cpk = Minimum  , 
3σ 3σ
 
 26.1  20 30  26.1
Cpk = Minimum  , 
 3(1.20) 3(1.20) 
Cpk = 1.08

Process does not meet 4-sigma level of 1.33

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International Quality Documentation
Standards
• ISO 9001:2015
– The latest update of the ISO 9000 standards governing
documentation of a quality program
– Addresses quality management by specifying what the firm
does to fulfill the customer’s quality requirements and
applicable regulatory requirements, while aiming to
enhance customer satisfaction and achieve continual
improvement of its performance in pursuit of these
objectives.

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Malcolm Baldrige Performance Excellence
Program (1 of 2)
• Advantages of Applying for Baldrige Performance
Excellence Program
– Application process is rigorous and helps organizations
define what quality means to them
– Investment in quality principles and performance
excellence pays off in increased productivity

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Malcolm Baldrige Performance Excellence
Program (2 of 2)
• Seven Major Criteria
– Leadership
– Strategic Planning
– Customer Focus
– Workforce Focus
– Operations Focus
– Measurement Analysis
– Results

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Systems Approach to Total Quality
Management
Figure 3.15 An integrative view of Total Quality Management

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Solved Problem 1 (1 of 4)
The Watson Electric Company produces incandescent light bulbs. The
following data on the number of lumens for 40-watt light bulbs were collected
when the process was in control.
Sample Observation 1 Observation 2 Observation 3 Observation 4
1 604 612 588 600
2 597 601 607 603
3 581 570 585 592
4 620 605 595 588
5 590 614 608 604

a. Calculate control limits for an R-Chart and an x - Chart

b. Since these data were collected, some new employees were hired. A new
sample obtained the following readings: 625, 592, 612, and 635. Is the process
still in control?
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Solved Problem 1 (2 of 4)
a. To calculate x compute the mean for each sample. Calculate R, subtract
the lowest value in the sample from the highest value in the sample. For
example, for sample 1,
604 + 612 + 588 + 600
x= = 601
4
R = 612  588 = 24
Sample blank R
1 601 24
2 602 10
3 582 22
4 602 32
5 604 24
Total 2,991 112
Average x double bar = 598.2
x = 598.2 RR-bar = 22.4
= 22.4

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Solved Problem 1 (3 of 4)
The R - chart control limits are
UCLR = D4R = 2.282(22.4) = 51.12

LCLR = D3R = 0(22.4) = 0

The x - chart control limits are

UCL x = x + A2 R = 598.2 + 0.729(22.4) = 614.53

LCL x = x  A2 R = 598.2  0.729(22.4) = 581.87

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Solved Problem 1 (4 of 4)
b. First check to see whether the variability is still in control
based on the new data. The range is 43 (or 635 – 592),
which is inside the UCL and LCL for the R-Chart. Since
the process variability is in control, we test for the
process average using the current estimate for R.
  625 + 592 + 612 + 635  
The average is 6.16 or , which is
 4 
above the UCL for the x - chart. Since the process
average is out of control, a service for assignable
causes inducing excessive average lumens must be
conducted.

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Solved Problem 2 (1 of 6)
The data processing department of the Arizona Bank has five
data entry clerks. Each working day their supervisor verifies the
accuracy of a random sample of 250 records. A record containing
one or more errors is considered defective and must be redone.
The results of the last 30 samples are shown in the table. All were
checked to make sure that none was out of control.

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Solved Problem 2 (2 of 6)
Number of Defective
Sample Records
1 7
2 5
3 19
4 10
5 11
6 8
7 12
8 9
9 6
10 13
11 18
12 5
13 16
14 4
15 11

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Solved Problem 2 (3 of 6)
Number of Defective
Sample Records
16 8
17 12
18 4
19 6
20 11
21 17
22 12
23 6
24 7
25 13
26 10
27 14
28 6
29 11
30 9
Blank Total 300

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Solved Problem 2 (4 of 6)
a. Based on these historical data, set up a p-Chart using z = 3.
b. Samples for the next four days showed the following:

Sample Number of Defective Records

Tues 17
Wed 15
Thurs 22
Fri 21

What is the supervisor’s assessment of the data entry process likely to

be?

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Solved Problem 2 (5 of 6)
a. From the table, the supervisor knows that the total number of defective
records is 300 out of a total sample of 7,500 [or 30(250)]. Therefore, the
central line of the chart is
300
p= = 0.04
7,500

The control limits are:

p (1  p ) 0.04(0.96)
UCL p = p + z = 0.04 + 3 = 0.077
n 250

p (1  p ) 0.04(0.96)
LCL p = p  z = 0.04  3 = 0.003
n 250

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Solved Problem 2 (6 of 6)
b. Samples for the next four days showed the following:

Sample Number of Defective Records Proportion

Tues 17 0.068
Wed 15 0.060
Thurs 22 0.088
Fri 21 0.084

Samples for Thursday and Friday are out of control. The supervisor should
look for the problem and, upon identifying it, take corrective action.

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Solved Problem 3 (1 of 2)
The Minnow County Highway Safety Department monitors
accidents at the intersection of Routes 123 and 14. Accidents at
the intersection have averaged three per month.

a. Which type of control chart should be used? Construct a

control chart with three-sigma control limits.
b. Last month, seven accidents occurred at the intersection. Is this
sufficient evidence to justify a claim that something has changed
at the intersection?

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Solved Problem 3 (2 of 2)
a. The safety department cannot determine the number of accidents that did
not occur, so it has no way to compute a proportion defective at the
intersection. Therefore, the administrators must use a c-Chart for which

UCL c = c + z c = 3 + 3 3 = 8.20

LCL c = c  z c = 3  3 3 =  2.196, adjusted to 0

There cannot be a negative number of accidents, so the L CL in this case is

adjusted to zero.
b. The number of accidents last month falls within the U CL and LCL of the
chart. We conclude that no assignable causes are present and that the increase
in accidents was due to chance.

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Solved Problem 4 (1 of 3)
Pioneer Chicken advertises “lite” chicken with 30 percent fewer
calories. (The pieces are 33 percent smaller.) The process average
distribution for “lite” chicken breasts is 420 calories, with a
standard deviation of the population of 25 calories. Pioneer
randomly takes samples of six chicken breasts to measure calorie
content.
a. Design an x - chart using the process standard deviation.
Use three-sigma limits.
b. The product design calls for the average chicken breast
to contain 400  100 calories. Calculate the process
capability index (target = 1.33) and the process
capability ratio. Interpret the results.
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Solved Problem 4 (2 of 3)
a. For the process standard deviation of 25 calories, the standard
deviation of the sample mean is

σ 25
σx = = = 10.2 calories
n 6

UCL x = x + zσ x = 420 + 3(10.2) = 450.6 calories

LCL x = x  zσ x = 420  3(10.2) = 389.4 calories

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Solved Problem 4 (3 of 3)
b. The process capability index is
 x  Lower specification Upper specification  x 
C pk = Minimum of  , 
3σ 3σ
 
 420  300 500  420 
C pk = Minimum of  = 1.60, = 1.07 
 3(25) 3(25) 

The process capability ratio is

Upper specification  Lower specification 500  300
Cp = = = 1.33
6σ 6(25)

Because the process capability ratio is 1.33, the process should be able to
produce the product reliably within specifications. However, the process
capability index is 1.07, so the current process is not centered properly for four-
sigma performance. The mean of the process distribution is too close to the
upper specification.
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