OPSCB 574 University of Phoenix Statistical Process Control Methods Essay

Business Finance

OPSCB 574

University of Phoenix

OPSCB

Question Description

Competency Statement

Using project management tools, the MBA candidate will lead team members in managing a project and presenting the team’s findings.

Assessment Overview

In the first part of this assessment, you will align proper service system applications to certain industries. You will also analyze and evaluate a company’s customer service strengths and challenges.

The second part of this assessment is intended to help you use leadership skills to gather project members from cross-functional departments and skillsets and lead them in the fulfillment and implementation of a mock project.

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Assessment Overview In the first part of this assessment, you will align proper service system applications to certain industries. You will also analyze and evaluate a company’s customer service strengths and challenges. The second part of this assessment is intended to help you use leadership skills to gather project members from cross-functional departments and skillsets and lead them in the fulfillment and implementation of a mock project. Part 1: Service System Applications Use the company that you chose to work with for your business plan that you will complete for your Integrative Business Capstone. (Refer to the Student Success Guide found under the Welcome to the Course folder for more information on the business plan.) Identify the type(s) of service system used in the company or a certain part of the company. (You will implement the service system that you select in the third Competency Assessment.) Write a 500-word analysis of the service system. Complete the following when writing your analysis. • • • Identify the service system that you will implement. Outline and highlight the system's strengths and weaknesses. Include an analysis of industry comparisons, if available. Part 2: Organize a Project Review the various responsibilities of a project manager by organizing a project. See Chapter 19, sections 19.9 and Cases. The project will be a continuation of how to improve the process you chose in Competency 1. Apply project management tools and a project management outline type of your choice to structure and plan the project by defining, planning, and controlling. Create a 10- to 12-slide PowerPoint presentation (supported by Excel and Word as needed), with detailed speaker notes, that includes the following: • • • • • • • Project description Project Management Charts (Critical Path, Gantt Chart, etc.) Improved Process Flowchart from Competency 1 Meeting cadence/rhythm and timing Metrics to measure the project’s success Financial and budgetary considerations Description of the project reporting structure Sample Shoes Company Process Improvement number evaluated Defects fraction 1 20 4 0.2 2 20 2 0.1 3 20 3 0.15 4 20 0 0 5 20 3 0.15 6 20 4 0.2 7 20 2 0.1 8 20 3 0.15 9 20 2 0.1 10 20 4 0.2 Total STD Dev Mean UCL LCL 200 27 20 2.7 0.062583 0.135 0.32275 -0.05275 Running Head: PART 2: STATISTICAL PROCESS CONTROL METHODS Part 2: Statistical Process Control Methods Samantha Powell OPSCB/574: Creating Value Through Operations 01/14/2021 1 PART 2: STATISTICAL PROCESS CONTROL METHODS 2 Table of Contents Part 2: Statistical Process Control Methods ............................................................................................. 3 References .................................................................................................................................................... 6 PART 2: STATISTICAL PROCESS CONTROL METHODS Part 2: Statistical Process Control Methods As mentioned and described in the previous section, this project selected the process of making winter shoes. This process has been faced with various hurdles leading to reduced productivity, quality of shoes and profits. Additionally, the firm has reported poor rating by consumers from the target market. The use of statistical process control is essential for an organization because it offers an insight into the progress made within a given set of activities. This process was selected because it has recently cost the firm steady revenue due to declining sales and reduced consumer satisfaction. Ensuring consumer satisfaction will promote the abilities of the firm to earn the desired revenue. From the initial description, the process is not refined. There are some crucial stages that are not included, which can improve the quality of the consumers' shoes. This challenge can be rectified through the use of a lean approach (Simion, 2017). The primary waste in the process is reduced insight into the quality of shoes as they are made. Therefore, the process can be improved by adding two more joints to enforce quality control and checks for the products according to the set standards. Using the statistical process control approach will involve testing a set of random samples of the shoes to establish its effectiveness. This assessment selected 10 tests involving sampling 20 shoes each time. The assessment involved evaluating the quality of each shoe. The goal for the assessment was to determine whether the shoes were fit for delivering to the consumers. The ten samples are as presented in the table below. 3 PART 2: STATISTICAL PROCESS CONTROL METHODS Shoes Company Process Improvement Sample number evaluated Defects 1 20 4 2 20 2 3 20 3 4 20 0 5 20 3 6 20 4 7 20 2 8 20 3 9 20 2 10 20 4 Total STD Dev Mean 200 4 fraction 0.2 0.1 0.15 0 0.15 0.2 0.1 0.15 0.1 0.2 27 0.062583 20 2.7 0.135 From the table above, it is possible to calculate the Upper and lower control limits to aid in the creation of a controls chart. The mean value for the total samples is 20 shoes. The standard deviation for the sample and the fraction defects is 0.062583. After determining the standard deviation for the sample as identified above, the next step is to calculate the sample's upper and lower control limits. The upper control limit is calculated by adding the mean to the product of the standard deviation and 3. The lower control limit is achieved by multiplying -3 by the standard deviation. The chart below is a combination of these limits, the mean and the sample defects. 5 PART 2: STATISTICAL PROCESS CONTROL METHODS Control Chart 0.35 0.3 0.25 0.2 0.15 0.1 0.05 0 -0.05 1 2 3 4 5 6 7 8 9 10 -0.1 fraction Mean UCL LCL The finding discovered is that the process can be improved through a lean concept from the analysis and calculations above and as shown in the attached workbook. Lean concepts improve the quality of a process by eliminating wastes and guaranteeing efficiency (Nowotarski, Paslawski & Wysocki, 2017). The process above can be improved not by reducing the involved stakeholders but through adding the relevant controls as shown in the previous part. This process can be improved by adding the relevant control measures to boost the quality of the shoes created and delivered to the consumers. The chart above shows that there are no outliers in the sample defects. While the process may not have outliers, failing to consider the best strategies to improve consumer perceptions through better quality control mechanisms. The project above accounted for the problems encountered by the firm in creating winter shoes. The primary problem was reduced concern for shoes' quality translating into poor perceptions of the consumers and revenue. The primary recommendation is implementing a quality control segment in the production process. For example, segmenting the sewing and finishing processes will dedicate time to each functional area leading to better performance. Secondly, introducing a new office for inspection will improve the insight the firm exhibits about its quality. PART 2: STATISTICAL PROCESS CONTROL METHODS 6 References Nowotarski, P., Paslawski, J., & Wysocki, B. (2017, December). Quality Improvement of Ground Works Process with the Use of Chosen Lean Management Tools–Case Study. In IOP Conference Series: Earth and Environmental Science (Vol. 95, No. 2, p. 022032). IOP Publishing. Simion, C. (2017). Capability studies, helpful tools in process quality improvement. In MATEC Web of Conferences (Vol. 121, p. 05008). EDP Sciences. Running Head: PART 1 CREATING VALUE THROUGH OPERATIONS Part 1 Creating Value through Operations Samantha Powell OPSCB/574: Creating Value Through Operations 01/14/2021 1 PART 1 CREATING VALUE THROUGH OPERATIONS 2 Table of Contents Part 1 Creating Value through Operations .............................................................................................. 3 Executive summary..................................................................................................................................... 5 References .................................................................................................................................................... 7 3 PART 1 CREATING VALUE THROUGH OPERATIONS Part 1 Creating Value through Operations The flow chart below shows the As Is process for the creation of winter shoes. Sole making Sole finishes Lasting Upper cuttings Initial fabrication Sewing and finishing Storage Delivery 4 PART 1 CREATING VALUE THROUGH OPERATIONS Figure 1. As Is process chart. Process improvement flow chart The figure below shows the proposed flow of events in creating and delivering the shoes to the consumers eliminating wastes to ensure smooth operations. Sole making Sole finishes Lasting Upper cuttings Initial fabrication Sewing Finishing Inspection Warehousing and delivery PART 1 CREATING VALUE THROUGH OPERATIONS 5 Figure 2. Process Improvement Flowchart. Executive summary Each organization works towards ensuring maximum efficiency and reliability of its products. This project looks at the case of a family business that I was managing to create winter shoes named Foota Handmade Footwear. The business has faced a lot of problems in the recent past with reducing sales being one of them. The business is family-owned and has been creating winter shoes for the past few years. As a relatively new and small business, limited automation has been used in creating and delivering processes. In addition, there have been little improvements in the insight into the consumer needs and demands due to poor connection with the market (Simion, 2017). On the same note, the firm has continued to face stiff competition from the rival players who are more industrialized and automated. However, the small business's success has been on the delivery of handcrafted shoes that focus on satisfying a smaller group of consumers in the industry. The process which the firm uses, as shown in figure 1 above is not complex. There are crucial aspects missing from the process. for example, after the sewing of the shoes, the employees make little effort to ensure their quality. In the recent past, the firm has recorded declining sales attributed to the poor quality of the products offered. In addition, the process fails to account for the modification of the products once the consumers offer feedback. There is a need to come up with a framework for improving their quality, leading to better returns. Using the lean technique, I identified a weakness in the shoes' quality (Roriz, Nunes & Sousa, 2017). There is no way which can be used to assess the quality of the final products in the process. PART 1 CREATING VALUE THROUGH OPERATIONS 6 The process improvement initiative to focus on is ensuring that the products meet the set standards in quality. This initiative and goal can be achieved through the inclusion of a quality control task and office. As shown in figure 2, the introduction of an inspection joint will ensure continuous assessment of the quality of these products. Also, segmenting sewing and finishes may increase the total production time and lead to a significant improvement in the quality of the shoes. The primary metrics to use include the total sales made and the level of positive consumer feedback. The proposed project will focus on the improvement of the process defined above through including additional joints. The joints will likely increase the total time taken to produce and deliver a single unit to the consumers. However, the initiative projects that the firm will record the high quality of shoes translating into better returns. High quality will attract more consumers leading to their satisfaction. Ensuring consumer satisfaction will guarantee higher sales and hence revenue. PART 1 CREATING VALUE THROUGH OPERATIONS References Roriz, C., Nunes, E., & Sousa, S. (2017). Application of lean production principles and tools for quality improvement of production processes in a carton company. Procedia Manufacturing, 11, 1069-1076. Simion, C. (2017). Capability studies, helpful tools, in-process quality improvement. In MATEC Web of Conferences (Vol. 121, p. 05008). EDP Sciences. 7 OPSCB/574 v1 Competency 2 Assessment, Part 2: Assignment and Rubric Course ID: OPSCB/574 v1 Course Title: Creating Value Through Operations Competency Assignment Title: Organize a Project Total Number of Points: 100 Course Student Learning Outcome (CSLO) Assessed: OPSCB/574 Competency 2: Apply process improvement principles to enhance organizational performance and value Program Student Learning Outcomes (PSLOs) Assessed: MBA PSLO #3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. University Learning Goals (ULGs) Assessed: Assignment Directions: Review the various responsibilities of a project manager by organizing a project. See Chapter 19, sections 19.9 and Cases. The project will be a continuation of how to improve the process you chose in Competency 1. Apply project management tools and a project management outline type of your choice to structure and plan the project by defining, planning, and controlling. Create a 10- to 12-slide PowerPoint presentation (supported by Excel and Word as needed), with detailed speaker notes, that includes the following: Copyright© 2020 by University of Phoenix. All rights reserved. Competency 2 Organize a Project OPSCB/574 v1 Page 2 of 6 • • • • • • • Project description Project Management Charts (Critical Path, Gantt Chart, etc.) Improved Process Flowchart from Competency 1 Meeting cadence/rhythm and timing Metrics to measure the project’s success Financial and budgetary considerations Description of the project reporting structure Competency 2 Assessment Rubric Total Points Available: = 100 CSLO/PSLO/ ULG/Badge Alignment Assignment/ Performance Levels Performance Percent Score Range Criteria OPSCB/574 CSLO23 Apply process improvement principles to enhance organizational performance and value 1. Project description (weight 10%) Mastery Meets Expectations Not Met 100% 85% 0% Thoroughly described the Partially described the project. project. Narrowly described the project or did not submit a description of the project. MBA PSLO3: Synthesize leadership skills to foster innovation and Copyright© 2020 by University of Phoenix. All rights reserved. Competency 2 Organize a Project OPSCB/574 v1 Page 3 of 6 CSLO/PSLO/ ULG/Badge Alignment Assignment/ Performance Levels Performance Percent Score Range Criteria Mastery Meets Expectations Not Met 100% 85% 0% facilitate change in a dynamic business environment. OPSCB/574 CSLO23 Apply process improvement principles to enhance organizational performance and value 2. Project management charts (weight 20%) Project management charts were completely accurate. Project management charts were somewhat accurate. Project management charts were mostly inaccurate or did not submit project management charts. 3. Meeting cadence/rhythm and timing Thoroughly described meeting cadence/rhythm and timing of the project. Partially described meeting cadence/rhythm and timing of the project. Narrowly described meeting cadence/rhythm and timing of the project or did not submit a description of meeting MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. OPSCB/574 CSLO23 Apply process improvement principles to enhance (weight 10%) Copyright© 2020 by University of Phoenix. All rights reserved. Competency 2 Organize a Project OPSCB/574 v1 Page 4 of 6 CSLO/PSLO/ ULG/Badge Alignment Assignment/ Performance Levels Performance Percent Score Range Criteria Mastery Meets Expectations Not Met 100% 85% 0% organizational performance and value cadence/rhythm and timing of the project. MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. OPSCB/574 Competency 2: Apply process improvement principles to enhance organizational performance and value 4. Metrics to measure the project’s success Thoroughly discussed all metrics to measure the project’s success. Partially discussed most metrics to measure the project’s success. Narrowly discussed some metrics to measure the project’s success. (weight 20%) MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic Copyright© 2020 by University of Phoenix. All rights reserved. Competency 2 Organize a Project OPSCB/574 v1 Page 5 of 6 CSLO/PSLO/ ULG/Badge Alignment Assignment/ Performance Levels Performance Percent Score Range Criteria Mastery Meets Expectations Not Met 100% 85% 0% business environment. OPSCB/574 CSLO23 Apply process improvement principles to enhance organizational performance and value 5. Financial and budgetary considerations Thoroughly discussed financial and budgetary considerations of the project. Partially discussed financial and budgetary considerations of the project. (weight 20%) Narrowly discussed financial and budgetary considerations of the project or did not submit financial and budgetary considerations of the project. MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. OPSCB/574 CSLO23 Apply process improvement principles to enhance organizational performance and value 6. Describe and present the project reporting structure. Thoroughly described the Partially described the project reporting project reporting structure. structure. Narrowly described the project reporting structure or did not submit the project reporting structure. (weight 20%) Copyright© 2020 by University of Phoenix. All rights reserved. Competency 2 Organize a Project OPSCB/574 v1 Page 6 of 6 CSLO/PSLO/ ULG/Badge Alignment Assignment/ Performance Levels Performance Percent Score Range Criteria Mastery Meets Expectations Not Met 100% 85% 0% MBA PSLO3: Synthesize leadership skills to foster innovation and facilitate change in a dynamic business environment. Copyright© 2020 by University of Phoenix. All rights reserved. ...
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