xx Chart for Shift A

2.4
2.3
2.2
Axis

2.1

Mean, xx
LCL
X dbl bar
UCL

2
1.9
1.8

Thetooffind
control
of raw
Finger
height
in
UCL-LCL
limit.
Shift
Aour
is
out
of
control.
Machine
should
bethe
machine
reviewed
and
should
be going
as
out
why
is
process
out
outside
clearly
the
ofrunning
control
as
they
lie

The control of Finger height in Shift A is out of control. Machine should be inspected,
parameters at which machine is running should be reviewed and raw materials
quality should be inspected as to find out why is the process going out of control.
First two and last points are clearly out of control as they lie outside UCL-LCL limit.

R Chart for Shift A

0.8
0.7

Axis

0.6

Range, R

0.5

LCL

0.4

R bar

0.3
0.2
0.1
0

UCL

What is the magnitude of cost of quality problems at the R2 plant? How effective
were its past procedures for quality management?
materials represented about two-thirds of the cost of manufacturing at R2. Cost of
quality issues are only magnified because of the nature of this particular
manufacturing process and the dollar value associated with QC and the scrap
created. For example, in 1984 sampled scrap accounted for $540,000, operatorsampled scrap another $740,000, and rejected finished product an additional $2
million. Results in the case showed a defect rate 10 times higher than
their historical levels. This may partly be explained by inaccurate recording and
reporting of defects in the past, thus resulting in a lower than realistic baseline
for comparison purposes. While operators rejected about 1% of production, they
frequently did not record the data collected because they didnt, have time to take
all the samples called for by the procedure. Further, if they were uncertain about
quality, they would just pass it along assuming QC would catch it later on. Other
past quality issues included the lack of responsibility for overall process of
production. Since process engineers were responsible for materials and mechanical
engineers responsible for equipment, when defects were discovered, much time
was spent alternately blaming the materials or the machines. Other issues included
Bob Cook, in the position of process control manager, being a staff person with no
direct authority, so he found it difficult to get all thedifferent groups to try new
ideas. On a positive note, the baselining efforts produced increased yields.Past
quality management relied heavily on sampling. The problem with sampling is that
in and of itself (which was often imprecise and inaccurate), it did nothing to
improve product quality. QC auditors would increase sampling when defects were
found, and have acceptable product repackaged. However, the inspection
itself often caused product to become damaged, creating a viscous spiral. More
good would come from improving the quality of the production process
itselfthan via increased sampling. QC also used only perfect cameras for testing
film,which wasnt representative of the real world and actual customers who use the
product. In addition, auditors rejected product for excess agent that customers
would likely never see. These auditors averaged about 10% defectives. Other marke
t defects, such as visual box defects on shipments to Japan, were going
unnoticed by the Polaroid people.