Expert answer:repharse the two given assignments,

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srinath_lean_and_quality_assignment_five.docx

srinath_performance_measures_assignment_4.docx

assignment_4_lqm.docx

assignment_5__1___1_.docx

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Assignment Five
Assignment Five – Flowchart, Takt time and SCM
These six questions are related to creating flowchart value stream mapping, calculating Takt
time, explaining Kaizen, and supply chain management. You will answer the following questions
and show the details of your calculation with analysis.
Classroom delivery: Submit your assignment (paper copy) in the classroom. See the due date in
the Course Schedule.
Online delivery: post your assignment under Discussion Board, forum “Assignment Five” See
the due date in the Course Schedule.
Question 1
WP uniforms provides a selection of lab coats, shirts, trousers, uniforms, and outfits for area
businesses. For a fee, WP uniforms will collect soiled garments once a week, wash and repair
these garments, and return them the following week while picking up a new batch of soiled
garments. At WP uniforms, shirts are laundered in large batches. From the laundry, these shirts
are inspected, repaired, and sorted. To determine whether the process can be done more
effectively, the employees stormed the following steps and placed them in order. Create a
flowchart with their information. Remember to use symbols appropriately.
Shirts arrive from laundry.
Pull shirt from racks
Remove shirts from hangers.
Inspect.
Ask: does shirt have holes or other damage?
Make note of repair needs.
Ask: is shirt beyond cost-effective repair?
Discard shirt if badly damaged.
Sort according to size.
Fold shirt, place in proper storage area.
Make hourly count.
Question 2
Calculate the takt time for a company that works two 8-hour shifts per day. Each shift receives
30 minutes for a mid-shift meal and two 15-minute breaks. The customer would like to receive
25 generators per day.
Question3
Calculate the takt time for the one hour of provided system data?
A.
B.
C.
D.
5 minutes
1.8 minutes
3 minutes
2 minutes
A.
B.
C.
D.
Question 4
If a customer needs 280 items per day and a company operates 7 hours a day, what must be the
operational takt time?
0.25 minutes/item
3.334 items/minute
40 items/hour
1.5 minutes/item
Question 5
Describe the Kaizen concept and list the steps for a Kaizen project.
Question 6
Why does logistics play a key role in supply chain management? From a firm you have visited or
worked with or from your research, describe the logistics activities and supply chain activities
there, including who is involved and what they provide.
**********************************
Assignment 4 – Performance Measures
Answer the following questions and show the details of your calculation.
1.There are four specific types of quality costs. Clearly define and give an example of each
quality cost category.
2.A lamp manufacturing company has incurred the following quality costs. Analyze how this
company is doing on the basis of these costs. Creating a graph of the values may help you see
trends. Values given are in percentage of total cost of lamp.
Costs
Year
Prevention
Appraisal
Internal
External
Failure
Failure
1
1.2
3.6
4.7
5.7
2
1.6
3.5
4.3
4.6
3
2.2
3.8
4.0
3.8
4
2.5
2.7
3.5
2.2
5
3.0
2.0
2.8
0.9
3. Create a set of measures based on the Balanced Scorecard and the Lean Six Sigma Tools at
Work feature Indicators or Measures of Performance for a fast-food restaurant.
4. What are the components of an effective project proposal?
5. What differentiates a Gantt chart from a PERT chart from a CPM?
6. A local bank is keeping track of the different reasons people phone the bank. Those answering
the phones place a mark on their check sheet in the rows most representative of the customers’
questions. Given the following check sheet, make a Pareto diagram:
Credit card payment questions
245
Transfer call to another department
145
Balance questions
377
Payment receipt questions
57
Finance charge questions
30
Other
341
7. Create cause-and-effect diagram for (a) a long line at the fast food restaurant, and (b) a car that
won’t start.
Online Delivery: Post your assignment under Discussion Board, forum “Assignment ThreePerformance Measures” as a file attachement, see due date in the Course Schedule. If you used
your hand writing and drawing, you can drop your paper copy at my mailbox, office TRG 318D.
Running header : PERFORMANCE MEASURES
Assignment 3 : PERFORMANCE MEASURES
Tanvi Bidwai
700673545
Lean and Quality management
IndM 4230
Instructor : Mr.Willian Ford
University of Central Missouri
1
PROCESS IMPROVEMENT
2
1.There are four specific types of quality costs. Clearly define and give an example of
each quality cost category.
Answer :
Types of Quality costs 
Prevention costs : Prevention costs are those costs that occur when a company is
performing activities designed to prevent poor quality in products or services
(Summers,2011,p.49).
Example of this could be Quality circles which consist of small groups of employees
who meet on a regular basis to discuss ways to improve quality.

Appraisal costs : Appraisal costs are the costs associated with measuring, evaluating, or
auditing products or services to make sure that they conform to specifications or
requirements (Summers,2011,p.50).
For example,there are food tasters in many food industries who get paid to just taste the
food.This is done so the final product meets the customer satisfaction.This is where the
appraisal costs arise.This cost can be avoided once the company reaches to a higher
level.

Failure costs : Failure costs occur when the completed product or service does not
conform to customer requirements (Summers,2011,p.50).
This include two types1.Internal failure costs : These are those costs associated with product nonconformities
or service failures found before the product is shipped or the service is provided to the
customers (Summers,2011,p.50).
PROCESS IMPROVEMENT
3
Examples are if any product gets damaged while manufacturing, that thing goes in scrap
and we have to rework on that which costs money.
2.External failure costs : These costs are the costs that occur when a nonconforming
product or service reaches the customer (Summers,2011,p.50).
One example would be of a product or service which gets damaged while shipping and
customer returns it back it causes shipping charges.

Intangible costs : Intangible costs,the hidden costs associated with providing a
nonconforming product or service to a customer, involve the company’s image
(Summers,2011,p.50).
Examples – Company image, Customer dissatisfaction, Lost sales, Customer time loss.
2.A lamp manufacturing company has incurred the following quality costs. Analyze
how this company is doing on the basis of these costs. Creating a graph of the values
may help you see trends. Values given are in percentage of total cost of lamp.
Costs
Answer :
Year
Prevention
Appraisal
1
2
3
4
5
1.2
1.6
2.2
2.5
3.0
3.6
3.5
3.8
2.7
2.0
Internal
Failure
4.7
4.3
4.0
3.5
2.8
External
Failure
5.7
4.6
3.8
2.2
0.9
PROCESS IMPROVEMENT
4
6
5
4
3
2
1
0
1
2
Prevention
3
Appraisal
4
Internal failure
5
External failure
We can see from the graph,that the overall performance of the lamp manufacturing company
is good.Except for the prevention cost all other three costs (Appraisal, External failure,
Internal failure) have decreased over years,whereas prevention cost has been increasing (ASQ,
n.d.).
3. Create a set of measures based on the Balanced Scorecard and the Lean Six Sigma
Tools at Work feature Indicators or Measures of Performance for a fast-food
restaurant.
Answer : (Summers,2011,p.63)
Customer measures:
Results measures:
Overall customer satisfaction (KPOV)
Market share (KPOV)
-number of customers
PROCESS IMPROVEMENT
5
-number of repeat customers
-number of new customers
Process measures:
Changes in customer requirements versus
Changes in processes to serve customers (KPIV)
Improvements to processes critical to serving customers
Financial measures:
Results measures:
Cost per food item (KPOV)
Profitability (KPOV)
Return on Investment (KPOV)
Process measures:
Cost avoidance (safety, hygiene) (KPIV)
Internal measures:
Results measures:
Improvements in hours paid versus Amount of food served (KPIV)
Process measures:
Improvements in order turn-around time (KPIV) (Cycle time
reduction/removal of non-value-added activities)
Improvements in first time through quality (KPIV) (Reduction in
rework/scrap)
Learning and Growth measures:
Results measures:
Improvements in employee retention (KPIV)
Process measures:
Progress toward cross-training goals for critical processes as identified
by customers (KPIV)
PROCESS IMPROVEMENT
6
4. What are the components of an effective project proposal?
Answer :
An effective project proposal provides readers with insight into what needs to be
accomplished and how it will get accomplished. Through the use of clearly stated mission,
deliverables, goals and objectives associated with the project, proposals sell the project. As an
introduction, proposals provide background information about the need for the project. They
contain a description or overview of the expectations of the project, including details about
the technical aspects of the project. Essential tasks are outlined and delineated. A thorough
project proposal will contain information concerning financial requirements, time constraints,
and administrative and logistical support for the project. In the proposal there is usually
information about the key individuals associated with the project, including the identify of the
project manager. Basic areas of performance responsibility are assigned. Tentative schedules
and budgets are established.
The project proposal creates a general understanding of:
-what is needed,
-what is going to be done,
-why it is going to be done,
-who is going to do it,
-when it will be done,
-where it will be done,
-how it will be done? (Summers,2011,p.70)
PROCESS IMPROVEMENT
7
5.What differentiates a Gantt chart from a PERT chart from a CPM?
Answer :
A PERT chart improves upon a Gantt chart by showing the relationships between
tasks.Unlike the Gantt chart, which is a list of tasks, the PERT chart enables the project to be
viewed as an integrated whole.CPM builds on PERT by adding the concept of cost per unit
time.CPM gets its name from the ability to determine the longest series of interrelated events
that must be completed in a project, a critical path (M, E., 2011).
6. A local bank is keeping track of the different reason people phone the bank. Those
answering the phones place a mark on their check sheet in the rows most representative
of the customers’ questions. Given the following check sheet, make a Pareto diagram:
Credit card payment questions
Transfer call to another department
Balance questions
Payment receipt questions
Finance charge questions
Other
Answer : (ASQ, n.d.)
245
145
377
57
30
341
PROCESS IMPROVEMENT
8
no. of times
400
350
300
250
200
150
100
50
0
A
B
A : Balance questions
C
B : Other
D : Transfer call to another department
D
E
F
C : Credit card payment questions
E : Payment receipt questions
F : Finance charge questions
7. Create cause-and-effect diagram for (a) a long line at the fast food restaurant, (b) a
car that won’t start
(a) A long line at restaurant (ASQ, n.d.)
PROCESS IMPROVEMENT
(b) Car won’t start (ASQ, n.d.)
9
PROCESS IMPROVEMENT
10
References
ASQ (n.d.) Cause-Analysis-tools. Retrieved from http://asq.org/learn-aboutquality/cause-analysis-tools/overview/overview.html
M, E. (October 27, 2011). Difference between CPM and PERT. Retrieved from http://www.
differencebetween.net/business/management-business/difference-between-cpm-andpert/
Summers, D.C.S. (2011). Lean six sigma: Process improvement tools and techniques.
Upper Saddle River, NJ: Pearson Education, Inc.
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
1
START
Question 1
SHIRT ARRIVE
FROM LAUNDRY
PULL SHIRTS
FROM RACKS
REMOVE SHIRT
FROM HANGERS
INSPECT
HOLES
OR
OTHER
DAMAGE
YES
REPAIR NEEDS
YES
NO
SORT ACCORDING
TO SIZE
FOLD SHIRTS
STOR
AGE
MAKE HOURLY
COUNT
COST
EFFECTI
VE
YES
NO
DISCARD
SHIRT
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
2
Question2
Calculate the takt time for a company that works two 8-hour shifts per day. Each shift
receives 30 minutes for a mid-shift meal and two 15-minute breaks. The customer would like
to receive 25 generators per day.
Takt time = Available working time per day
Customer demand rate per day
Working time per shift in minutes = 480 minutes
Available working time for a shift= 420 minutes
Customer demand per day = 25 generators per day
Takt time = 420 minutes per day = 16.8 minutes
25 per day
A generator must be produced every 16. 8 minutes
I assumed that since both shift are evenly shared, i.e has the same duration of available working
hours and break time, the takt time in shift A will also the takt time in shift B. Since, there won’t
be a need to adjust the available working time except if demand in shift B changes or shift time
increases or decreases, which in this case is constant for both shifts.
Question 3
Calculate the takt time for the one hour of provided system data?
Demand rate = 30 units/per hr
Available working time = 1hr = 60min
Takt time = Available working time per day
Customer demand rate per day
Takt time/ Customer demand rate = 60 min per hour
30 units per hour
= 2minutes/ units (D)
a) 5 minutes
b) 1.8 minutes
c) 3 minutes
d) 2 minutes
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
3
Question4
If a customer needs 280 items per day and a company operates 7 hours a day, what must be
the operational takt time?
A.
B.
C.
D.
0.25 minutes/item
3.334 items/minute
40 items/hour
1.5 minutes/item
Operational takt time = Available working time per day
Customer demand rate per day
Available working time = 420 minutes
Customer items per day = 280 items per day
= 420 minutes per day
280 items per day
= 1.5 minutes/ Item (D)
Question 5
Describe the Kaizen concept and list the steps for a Kaizen project.
As explained by Summers (2011), Kaizen is the combination of two words. Kai, which means
little, ongoing and good and Zen, which means better and good in Japanese. The Kaizen concept
seeks to standardize process while eliminating waste. It is based on improving the work activities
in a work area, while it seeks to improve processes, improve quality, reduce costs, increase
productivity, safety and customer service. Kaizen like continuous improvement, refers to small
incremental improvements that can be completed rapid often in one week or less. The kaizen team
usually consists of people closest to the problem, who have been pulled from their regular work to
focus immensely on solving a problem related to standardize problem and elimination of waste.
The steps for a kaizen project are:
•
•
•
•
Begin by identifying that a problem such as defects, waste, or a process that is not working
effectively
Generate improvement ideas for the problem identified
Review this improvement ideas with Management
Select and implement the effective improvement solution – e.g use of 5S activities
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
4
Question 6
Why does logistics play a key role in supply chain management? From a firm you have visited
or worked with or from your research, describe the logistics activities and supply chain
activities there, including who is involved and what they provide.
Logistics play an important role in supply chain management because its influences customer’s
overall satisfaction, because the aim of every business is make sure customer demands are met on
time and when needed. An inefficient logistic network can terribly influence the rate at which
customers demand is met. According to Summers (2011), Logistics is the process of determining
the best methods of procuring, maintaining, packaging, transporting, and sorting materials and
personnel to satisfy customers demand.
I will be describing the logistic activities of United Parcel Service (UPS), a service company.
United Parcel Service or UPS was founded in 1907, Seattle, Washington, USA as a parcel delivery
company setting Louisville, Kentucky as its strategic main hub while setting the hubs around the
world and operating center around those hubs. More locations and next-day ground delivery
occurred routinely among all operating center area. UPS drivers collect the package from the
customer; sort at the local center and deliver to a nearby airport. UPS aircraft served as ‘feeder’
vehicles contains packages together with documents to hundreds of locations, with specific
truckload arrives in the airplane destination service area. (Kah Ling, 2009, p. 26)
UPS operates using a hub-and-spoke model for its network. First, a package gets picked up by the
truck and get delivered to a local UPS center, where it’s sorted into ground or air services. If it’s
ground, the parcel is sent to the closest hub, shipped to the destination hub (often via rail), and
then out to a local center. If it’s air, the package is sent to a “gateway” facility at the airport,
shipped to a national hub—like the World Hub in Louisville, Kentucky—then sent from there to
another airport and out to the local center. At that point, regardless of whether it was ground or air,
the parcel is loaded onto a truck and delivered to the final destination. (Jennings, 2016)
Below is a picture representation of UPS network,
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
Image Source: http://idrivelogistics.com/fedex-vs-ups-part-3-differences-between-networks/
5
INDM 4230 – LEAN QUALITY MANAGEMENT
BABALOLA DOLAPO ABIMBO
ASSIGNMENT 5
References
Jennings, A. (2016). FedEx vs. UPS: part 3 -Diffrences between networks. Retrieved from
http://idrivelogistics.com/fedex-vs-ups-part-3-differences-between-networks/
Kah Ling, T. &. (2009). The analysis and case studies of successful express logistics companies.
International Journal of Value Chain Management, Vol 3, pp 26.
Summers, D.C.S (2011). Lean six sigma: Process tools and techniques (2nd ed.). Upper Saddle River, NJ:
Pearson Education, Inc.
6
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