Horngren's Cost Accounting, Student Value Edition Plus MyLab Accounting with Pearson eText - Access Card Package (16th Edition)
16th Edition
ISBN: 9780134642468
Author: Srikant M. Datar, Madhav V. Rajan
Publisher: PEARSON
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Textbook Question
Chapter 19, Problem 19.30P
Quality improvement, Pareto diagram, cause-and-effect diagram. Pauli’s Pizza has recently begun collecting data on the quality of its customer order processing and delivery. Pauli’s made 1,800 deliveries during the first quarter of 2017. The following quality data pertain to first-quarter deliveries:
| Type of Quality Failure | Quality Failure Incidents, First Quarter 2017 |
| Late delivery | 50 |
| Damaged or spoiled product delivered | 5 |
| Incorrect order delivered | 12 |
| Service complaints by customer of delivery personnel | 8 |
| Failure to deliver incidental items with order (drinks, side items, etc.) | 18 |
- 1. Draw a Pareto diagram of the quality failures experienced by Pauli’s Pizza.
Required
- 2. Give examples of prevention activities that could reduce the failures experienced by Pauli’s.
- 3. Draw a cause-and-effect diagram of possible causes for late deliveries.
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Students have asked these similar questions
Each day, a FedEx competitor processes approximately 50,000 shipments. Suppose that they use the same Service Quality Index as FedEx and identified the following numbers of errors during a 5-day week (see the "FedEx: Measuring Service Performance" box). These values are hypothetical and do not reflect any real company’s actual performance.
Description
Weight
Number of Errors
Complaints reopened
3
130
Damaged packages
10
19
International
1
107
Invoice adjustments
1
282
Late pickup stops
3
200
Lost packages
10
3
Missed proof of delivery
1
28
Right date late
1
751
Traces
3
111
Wrong day late
5
16
Compute the Service Quality Indicator by finding the weighted sum of errors as a percentage of total shipments. Do not round intermediate calculations. Round your answer to three decimal places.
Service Quality Indicator (SQI): %
Performance metrics
Apples & Oranges Inc. is trying to become more efficient in shipping goods. It is experimenting with two new shipping procedure initiatives
aimed at achieving this strategic objective. The company has provided the following data regarding the two procedures after one month of
implementation:
Number of shipping errors
Hours from ordered to shipped
Shipping time (hours from shipped to delivered)
Pounds of goods shipped
Number of shipments
a. Compute the following performance metrics for each program:
(1) Average number of shipping errors per shipment, rounded to two decimal places.
Procedure A:
Procedure B:
Procedure A:
error per shipment
Procedure B:
error per shipment
(2) Hours from ordered to delivered, rounded to one decimal place.
hours from ordered to delivered
hours from ordered to delivered
(3) Average pounds of goods per shipment.
Procedure A:
Procedure B:
Shipping Procedure A Shipping Procedure B
144
80
17.3
17.2
7.7
8.5
lbs. of goods per shipment
lbs. of…
Nn.55.
Subject:- Account
Chapter 19 Solutions
Horngren's Cost Accounting, Student Value Edition Plus MyLab Accounting with Pearson eText - Access Card Package (16th Edition)
Ch. 19 - Describe two benefits of improving quality.Ch. 19 - Prob. 19.2QCh. 19 - Name two items classified as prevention costs.Ch. 19 - Give two examples of appraisal costs.Ch. 19 - Distinguish between internal failure costs and...Ch. 19 - Describe three methods that companies use to...Ch. 19 - Companies should focus on financial measures of...Ch. 19 - Give two examples of nonfinancial measures of...Ch. 19 - Give two examples of nonfinancial measures of...Ch. 19 - When evaluating alternative ways to improve...
Ch. 19 - Distinguish between customer-response time and...Ch. 19 - Prob. 19.12QCh. 19 - Give two reasons why delays occur.Ch. 19 - Companies should always make and sell all products...Ch. 19 - Prob. 19.15QCh. 19 - Rector Corporation is examining its quality...Ch. 19 - Six Sigma is a continuous quality improvement...Ch. 19 - Costs of quality. (CMA, adapted) Osborn, Inc.,...Ch. 19 - Costs of quality analysis. Adirondack Company...Ch. 19 - Costs-of-quality analysis. Safe Travel produces...Ch. 19 - Costs of quality, quality improvement. iCover...Ch. 19 - Prob. 19.22ECh. 19 - Prob. 19.23ECh. 19 - Waiting time. Its a Dogs World (IDW) makes toys...Ch. 19 - Waiting time, service industry. The registration...Ch. 19 - Waiting time, cost considerations, customer...Ch. 19 - Nonfinancial measures of quality and time. For the...Ch. 19 - Nonfinancial measures of quality, manufacturing...Ch. 19 - Statistical quality control. Harvest Cereals...Ch. 19 - Quality improvement, Pareto diagram,...Ch. 19 - Quality improvement, relevant costs, and relevant...Ch. 19 - Quality improvement, relevant costs, and relevant...Ch. 19 - Waiting times, manufacturing cycle times. The...Ch. 19 - Prob. 19.34PCh. 19 - Manufacturing cycle times, relevant revenues, and...Ch. 19 - Compensation linked with profitability, waiting...Ch. 19 - Ethics and quality. Weston Corporation...Ch. 19 - Prob. 19.38P
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