STOOGE ENTERPRISES Stooge Enterprises (Stooges) manufactures wooden mallets for commercial and residential applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in several major cities throughout the upper Midwest. Because of the large volume of demand, Stooges has to expand its manufacturing operation to three shifts and hire additional workers. Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high-quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks. Stooges placed a great deal of confidence in its manufacturing capability because of its well trained and dedicated employees, and it never felt the need to consider formal process control approaches. In view of the recent complaints, the company president suspected that the expansion to a three-shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests was causing a breakdown in their quality. On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to train the shift supervisors and selected line workers in statistical process control methods. As a trial project, the plant manager wants to evaluate the capability of a critical cutting operation that he suspects might be the source of the diameter problem. The nominal specification for the diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period and recording the dimension of the cut. The table that follows shows 10 days data collected for each shift. Questions Interpret the data, establish a state of statistical control, and evaluate the capability of the process to meet the specifications. Consider the following questions: What do the initial control charts tell you? If the process is not in control, what might be the likely causes? Take corrective action based on the information that is available. Sometime in the future, more data is collected. How would you use this data to re-evaluate the process control? Based on the original data, what is the process capability? What does the process capability tell the company? Are Stooges facing a serious problem that needs to be addressed? If 10,000 mallets are selected at random, how many are expected to not meet the customer specification? Observations Sample Shift Operator 1 2 3 4 5 1 1 Moe 16.523 16.489 16.513 16.493 16.481 2 2 Curly 16.486 16.483 16.482 16.471 16.513 3 3 Larry 16.523 16.502 16.514 16.493 16.514 4 1 Moe 16.499 16.499 16.490 16.500 16.517 5 2 Shemp 16.426 16.489 16.482 16.448 16.438 6 3 Curly 16.509 16.496 16.496 16.504 16.527 7 1 Larry 16.487 16.495 16.493 16.496 16.502 8 2 Moe 16.495 16.476 16.471 16.506 16.492 9 3 Curly 16.485 16.500 16.484 16.488 16.487 10 1 Moe 16.521 16.488 16.511 16.498 16.521 11 2 Curly 16.514 16.500 16.511 16.471 16.499 12 3 Larry 16.478 16.492 16.489 16.504 16.517 13 1 Moe 16.520 16.483 16.501 16.488 16.485 14 2 Curly 16.504 16.512 16.494 16.476 16.497 15 3 Larry 16.490 16.504 16.500 16.521 16.500 16 1 Moe 16.537 16.499 16.514 16.493 16.506 17 2 Curly 16.498 16.483 16.498 16.520 16.488 18 3 Larry 16.497 16.491 16.499 16.520 16.509 19 1 Moe 16.489 16.507 16.521 16.501 16.481 20 2 Curly 16.511 16.524 16.519 16.493 16.503 21 3 Shemp 16.440 16.441 16.495 16.486 16.477 22 1 Moe 16.522 16.511 16.482 16.497 16.503 23 2 Curly 16.533 16.506 16.511 16.512 16.519 24 3 Shemp 16.450 16.438 16.490 16.439 16.439 25 1 Moe 16.515 16.506 16.509 16.500 16.500 26 2 Curly 16.523 16.503 16.520 16.496 16.485 27 3 Larry 16.497 16.496 16.492 16.511 16.505 28 1 Moe 16.529 16.516 16.490 16.514 16.517 29 2 Curly 16.502 16.525 16.490 16.500 16.493 30 3 Larry 16.498 16.500 16.461 16.492 16.484 Additional Data 1 1 Curly 16.509 16.496 16.496 16.504 16.527 2 2 Larry 16.487 16.495 16.493 16.496 16.502 3 3 Moe 16.495 16.476 16.471 16.506 16.492 4 1 Curly 16.485 16.500 16.484 16.488 16.487 5 2 Larry 16.521 16.488 16.511 16.498 16.521 6 3 Moe 16.514 16.500 16.511 16.471 16.499 7 1 Curly 16.478 16.492 16.489 16.504 16.517 8 2 Larry 16.520 16.483 16.501 16.488 16.485 9 3 Moe 16.504 16.512 16.494 16.476 16.497
STOOGE ENTERPRISES
Stooge Enterprises (Stooges) manufactures wooden mallets for commercial and residential applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in several major cities throughout the upper Midwest. Because of the large volume of demand, Stooges has to expand its manufacturing operation to three shifts and hire additional workers.
Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high-quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks. Stooges placed a great deal of confidence in its manufacturing capability because of its well trained and dedicated employees, and it never felt the need to consider formal process control approaches. In view of the recent complaints, the company president suspected that the expansion to a three-shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests was causing a breakdown in their quality.
On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to train the shift supervisors and selected line workers in statistical process control methods. As a trial project, the plant manager wants to evaluate the capability of a critical cutting operation that he suspects might be the source of the diameter problem. The nominal specification for the diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period and recording the dimension of the cut. The table that follows shows 10 days data collected for each shift.
Questions
- Interpret the data, establish a state of statistical control, and evaluate the capability of the process to meet the specifications. Consider the following questions:
- What do the initial control charts tell you?
- If the process is not in control, what might be the likely causes? Take corrective action based on the information that is available.
- Sometime in the future, more data is collected. How would you use this data to re-evaluate the process control?
- Based on the original data, what is the process capability? What does the process capability tell the company?
- Are Stooges facing a serious problem that needs to be addressed?
- If 10,000 mallets are selected at random, how many are expected to not meet the customer specification?
|
Observations |
|||||||
|
Sample |
Shift |
Operator |
1 |
2 |
3 |
4 |
5 |
|
1 |
1 |
Moe |
16.523 |
16.489 |
16.513 |
16.493 |
16.481 |
|
2 |
2 |
Curly |
16.486 |
16.483 |
16.482 |
16.471 |
16.513 |
|
3 |
3 |
Larry |
16.523 |
16.502 |
16.514 |
16.493 |
16.514 |
|
4 |
1 |
Moe |
16.499 |
16.499 |
16.490 |
16.500 |
16.517 |
|
5 |
2 |
Shemp |
16.426 |
16.489 |
16.482 |
16.448 |
16.438 |
|
6 |
3 |
Curly |
16.509 |
16.496 |
16.496 |
16.504 |
16.527 |
|
7 |
1 |
Larry |
16.487 |
16.495 |
16.493 |
16.496 |
16.502 |
|
8 |
2 |
Moe |
16.495 |
16.476 |
16.471 |
16.506 |
16.492 |
|
9 |
3 |
Curly |
16.485 |
16.500 |
16.484 |
16.488 |
16.487 |
|
10 |
1 |
Moe |
16.521 |
16.488 |
16.511 |
16.498 |
16.521 |
|
11 |
2 |
Curly |
16.514 |
16.500 |
16.511 |
16.471 |
16.499 |
|
12 |
3 |
Larry |
16.478 |
16.492 |
16.489 |
16.504 |
16.517 |
|
13 |
1 |
Moe |
16.520 |
16.483 |
16.501 |
16.488 |
16.485 |
|
14 |
2 |
Curly |
16.504 |
16.512 |
16.494 |
16.476 |
16.497 |
|
15 |
3 |
Larry |
16.490 |
16.504 |
16.500 |
16.521 |
16.500 |
|
16 |
1 |
Moe |
16.537 |
16.499 |
16.514 |
16.493 |
16.506 |
|
17 |
2 |
Curly |
16.498 |
16.483 |
16.498 |
16.520 |
16.488 |
|
18 |
3 |
Larry |
16.497 |
16.491 |
16.499 |
16.520 |
16.509 |
|
19 |
1 |
Moe |
16.489 |
16.507 |
16.521 |
16.501 |
16.481 |
|
20 |
2 |
Curly |
16.511 |
16.524 |
16.519 |
16.493 |
16.503 |
|
21 |
3 |
Shemp |
16.440 |
16.441 |
16.495 |
16.486 |
16.477 |
|
22 |
1 |
Moe |
16.522 |
16.511 |
16.482 |
16.497 |
16.503 |
|
23 |
2 |
Curly |
16.533 |
16.506 |
16.511 |
16.512 |
16.519 |
|
24 |
3 |
Shemp |
16.450 |
16.438 |
16.490 |
16.439 |
16.439 |
|
25 |
1 |
Moe |
16.515 |
16.506 |
16.509 |
16.500 |
16.500 |
|
26 |
2 |
Curly |
16.523 |
16.503 |
16.520 |
16.496 |
16.485 |
|
27 |
3 |
Larry |
16.497 |
16.496 |
16.492 |
16.511 |
16.505 |
|
28 |
1 |
Moe |
16.529 |
16.516 |
16.490 |
16.514 |
16.517 |
|
29 |
2 |
Curly |
16.502 |
16.525 |
16.490 |
16.500 |
16.493 |
|
30 |
3 |
Larry |
16.498 |
16.500 |
16.461 |
16.492 |
16.484 |
|
Additional Data |
|||||||
|
1 |
1 |
Curly |
16.509 |
16.496 |
16.496 |
16.504 |
16.527 |
|
2 |
2 |
Larry |
16.487 |
16.495 |
16.493 |
16.496 |
16.502 |
|
3 |
3 |
Moe |
16.495 |
16.476 |
16.471 |
16.506 |
16.492 |
|
4 |
1 |
Curly |
16.485 |
16.500 |
16.484 |
16.488 |
16.487 |
|
5 |
2 |
Larry |
16.521 |
16.488 |
16.511 |
16.498 |
16.521 |
|
6 |
3 |
Moe |
16.514 |
16.500 |
16.511 |
16.471 |
16.499 |
|
7 |
1 |
Curly |
16.478 |
16.492 |
16.489 |
16.504 |
16.517 |
|
8 |
2 |
Larry |
16.520 |
16.483 |
16.501 |
16.488 |
16.485 |
|
9 |
3 |
Moe |
16.504 |
16.512 |
16.494 |
16.476 |
16.497 |
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