ISEN 350 - Problem Set M4

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Business

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Feb 20, 2024

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Kenneth Dang 728001768 Critical-to-Quality (CTQ): The specific characteristics or features of a product or process that are crucial for meeting customer expectations and satisfaction. Identifying CTQs is essential in quality management to prioritize efforts and resources effectively. Design for Six Sigma (DFSS): A structured approach used during product or process design to ensure it meets Six Sigma quality standards from the outset. It focuses on preventing defects rather than correcting them later in the production process. Key Process Input Variables (KPIV): The critical factors and variables that directly influence the outcome or performance of a process. Monitoring and controlling KPIVs are vital for achieving consistent and high-quality results. Key Process Output Variables (KPOV): The critical measures or characteristics of a process that directly impact the end product's quality and performance. They are essential for evaluating the effectiveness of a process. DMAIC: An acronym representing the five stages of the Six Sigma methodology: Define, Measure, Analyze, Improve, and Control. It is a systematic approach for process improvement and problem-solving. Failure Mode and Effects Analysis (FMEA): FMEA is a structured technique used to identify potential failure modes in a system, product, or process, assess their impact and likelihood, and prioritize them for mitigation. It helps in proactively addressing and preventing issues.

Kenneth Dang 728001768 2.1. Discuss the similarities between the Shewhart cycle and DMAIC. - The Shewhart cycle and DMAIC both share the similarity of being structured problem-solving methodologies used for continuous improvement. They both aim for better quality and process management techniques. 2.6. Explain the importance of tollgates in the DMAIC process - They are essential in the DMAIC process because they provide structured control points that help maintain project quality, progress, and alignment with organizational goals. 2.8 An important part of a project is to identify the key process input variables (KPIV) and key process output variables (KPOV). Suppose that you are in charge of a hospital emergency room. Discuss the KPIVs and KPOVs for this business. How do they relate to possible customer CTQs? - KPIV: well-trained staff, service speed, ease of access, patient information, equipment and supplies - KPOV: wait times, treatment time, patient satisfaction, medical error rate - CTQS: Patients expect timely and efficient care so wait times, treatment times, and well trained staff are important components to achieving this. - Safety: Having the right equipment and supplies, low medical error rates, and patient information are all necessary to safe and effective care. - Quality: Patient satisfaction is directly related to the patient's perceived quality of care. 2.9. Suppose that your business is operating at the 4.5-Sigma quality level. If projects have an average improvement rate of 50% annually, how many years will it take to achieve Six Sigma quality? 3. 4 = 1350(1 − 0. 5) 𝑥 → 3.4 1350 = (1 − 0. 5) 𝑥 → 0. 002518 = (0. 5) 𝑥 → 𝑥 = 8. 64 Therefore, it would take around 9 years to achieve Six Sigma quality. 2.12. It has been estimated that safe aircraft carrier landings operate at about the 5-Sigma level. What level of ppm defective does this imply? - 232.67 PPM are defective 2.15. Many service or transactional processes exhibit more variability than production operations. Discuss why this is this so. - Most transactional and service organizations lack a predetermined natural measurement system that provides for a clearer and more objective definition of quality for the product or service at hand. In a manufacturing process, the system or element of the system that needs to be changed is often quite visible and quantifiable, however the observability of the process in a non-manufacturing situation is not quite straightforward and often ambiguous.

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