task 1: quality management in the early phases – focus ...€¦ · quality management exam -...

Quality Management Exam

- Solution -

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Task 1: Quality Management in the Early Phases – Focus: Product (20 points)

You’ve just started your job as a quality manager at the Inkblot Ltd., which is famous for

producing exclusive single-use ballpens. To make a positive impression on your supervisor, you

start off by offering well-meant advice concerning the importance of quality management in the

early phases of product development.

As you remember from your studies, customer orientation is key to the development of

successful products. For this purpose the knowledge of customer requirements and wishes, the

resolution of conflicts in the construction process as well as the prioritization of tasks are

essential. Moreover, the early elimination of constructive and manufacturing-based failures

serves to lower costs.

1.1 Failure prevention (6 points) (L7-3)

You explain to your supervisor that failure elimination is usually reactive and therefore follows

the failure origin by a certain period of time. Picture 1-1 shows the number of faults over a part

of the product life cycle. Please label the two shown graphs and fill in the resulting graph for the

number of failures over the given period of time.

Num

ber

of fa

ults

Development Manufacturing Usage

Failure

occurrence

Failure

elimination

Picture 1-1: Number of failures over different phases of the product lifecycle

Through failure prevention and process organization failures are noticed and can thus be

eliminated earlier. Please indicate and label the two directions for optimization, plot and label the

0.5 points per correctly named

graph

1 point for the correct resulting

graph


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two optimized graphs for failure occurrence and failure elimination as well as the new resulting

graph for the number of faults over the given period of time in picture 1-2.

Num

ber

of fa

ults


Failure

occurrence

Failure

elimination

Process

organization

Failure

prevention

Picture 1-2: Failure prevention and process organization

By reducing the number of faults and an earlier recognition of failures costs for failure

elimination can be reduced significantly. Please plot the graph of failure costs over the lifecycle

in picture 1-3 and indicate the rate (the simplified rule) by which the costs increase.

-.10

1.-

10.-

100.-

Co

sts

pe

r fa

ult

Failureprevention

Failureelimination


Picture 1-3: Failure costs

Rule: ____________________Rule of 10___________

0.5 points per correct

optimization direction incl. label

0.5 points per correct failure

occurrence/failure elimination

graph incl. label

1 point for the correct new

resulting graph

0.5 points for the correct graph

of failure costs

0.5 points for the correct rule


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1.2 Kano-Model (4 points) (L7-6)

Considering customer requirements and ranking them is substantial for the development of

successful products. Therefore, the Kano-Model aids in the visualization of different classes of

customer requirements or characteristics and their contribution to customers’ satisfaction.

Please draw and label the five graphs for different customer requirements/characteristics in

picture 1-4. Also label the axes and indicate the direction by which the

requirements/characteristics shift over time.

Basic characteristics

Quality/Performancecharacteristics

Reverse characteristics

Indifferent characteristics

Exciting characteristics

Cu

sto

me

rsa

tisfa

ction

Fullfilment of requirements

Time

Picture 1-4: Kano-Model

0.5 points per correct graph incl.

correct label

0.5 points per correctly

labeled axis

0.5 points for the correct

indication of the time shift


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1.3 Kano-Interview (4 points) (E7-6)

Some time ago, the Inkblot Ltd. investigated new product characteristics based on single

customer requirements. You now suggest to classify the customer requirements by using the

Kano-Interview.

Tab. 1-1 shows an extract from the results of the conducted Kano-Interview. Please classify the

requirements/characteristics with the help of the matrix given in picture 1-5.

Tab. 1-1: Kano-Interview

I d

on

‘t c

are

I‘d

lik

e t

ha

t

I‘d

dis

like

th

at

I e

xp

ect

tha

t

What would you say if the ink of your ballpen

lasted 6 months?

What would you say if the ink of your ballpen

didn’t last 6 months?

What would you say if your ballpen could not only

write but also scan?

What would you say if your ballpen could only

write but not scan?

What would you say if your ballpen wrote

with invisible ink?

What would you say if your ballpen didn’t write with invisible but with normal ink?

What would you say if your ballpen were light and

ergonomic?

What would you say if your ballpen wasn’t light

and ergonomic?

1

2

3

4


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dislike

indif-

ference

expec-

tation

delight

Fu

lfilme

nt

dislikeindif-

ference

expec-

tationdelight

Non-fulfilment

Delighting characteristic

Quality characteristic with potential forimprovement through substitution by another characteristic

Quality/Performance characteristic

„Bad Idea“ or reason for the dissatisfaction with the product

Basic/Must-becharacteristic

Customer statement is inappropriate

1

2

3

4

Picture 1-5: Matrix for the Kano-Interview

Remark: Please enter each requirement/characteristic with its number (from tab. 1-1) and the

according symbol into the respective field of the matrix (picture 1-5).

0.5 points per

correctly

indicated

attribute

0.5 points per

correct

classification


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1.4 Quality Function Deployment (6 points) (L7-13/14)

To realize the collected customer requirements in your product, you suggest the method of

Quality Function Deployment (QFD) to your supervisor. To answer his questions you explain the

procedure of the QFD in six steps. Please point out the six steps on the right side of picture 1-6

and indicate the according area with the number of the step in the House of Quality on the left

side of picture 1-6.

Selection ofquality characteristics

How?2

Selection ofquality characteristics

How?2

Determination of customer requirements

What?1

Determination of customer requirements

What?1

Correlations of the different

quality characteristics3

Correlations of the different

quality characteristics3

Correlation betweencustomer requirements

and quality characteristics4

Correlation betweencustomer requirements

and quality characteristics4

Ranking the

quality characteristicsHow much?

5Ranking the

quality characteristicsHow much?

5

Deriving new target values

and other indicatorsWhy?

6Deriving new target values

and other indicatorsWhy?

6

1

3

2

4

5

6

6

6

Picture 1-6: House of Quality and the 6 steps for the QFD

0.5 points per correct

description

0.5 points for each correct

indication in the HoQ


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Task 2: Quality Management in the Early Phases – Focus: Deviation (20

points)

2.1 FMEA (7 points)

The Failure Mode and Effects Analysis (FMEA) assesses risk using three risk priority numbers.

Please provide their full names and abbreviations in tab. 2-1. Please decide which type of

malfunction they are associated with. (L9-26)

Tab. 2-1: Risk priority numbers FMEA

Full name Abbreviation Associated malfunction

Severity RnS Failure Effect

Detection probability RnD Failure Cause

Appearance / Occurrence probability RnA / RnO Failure Cause

(0.5 points for each correct answer)

FMEA must always be conducted by a team. Who is a permanent member of the team, no matter

which type of product, no matter which structure level of the product being examined? (L9-28)

Moderator

(0.5 points)


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Correct or incorrect? Please mark the corresponding field in tab. 2-2. (E9-09, -10, -12, -14)

Tab. 2-2: Questions about FMEA

Statement Correct Incorrect

The three measures associated with the risk priority numbers are:

effect limiting measures, suppressing measures and remedial

measures.

X

FMEA risk identification is always based on fixed rules and

limits independent of different industries.

X

FMEA always uses the 3-tuple: failure effect, failure and failure

cause.

X

Risk prioritisation is performed by assessing the occurrence

probability of failure causes.

X

(0.5 points for each correct answer, no points will be subtracted if you give a wrong answer)


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2.2 Usage of methods (4 points)

Quality Management includes several methods and tools to ensure a high quality standard prior

to the start of serial production (SOP). Assign the following methods to the phases. Please mark

the appropriate fields with a cross in tab. 2-3 if the method applies to the respective phase.

(Multiple entries per row are possible.) (L9-4)

Tab. 2-3: Quality management methods

Method

Customer

to

innovation

Idea

to

product

Process

development

Manu-

facturing

release

Quality Function

Deployment X X X

Fault tree

analysis X X

Design Review Based

on Failure Mode X X

System FMEA

process X



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2.3 Fault tree analysis (5 points)

Give the symbol for an AND-combination as well as for a NOT-combination including input and

output in tab. 2-4. (L9-18)

Tab. 2-4: Combinations of a FTA

Logical combination Symbol

NOT-combination

I

O

1

AND-combination

I2I1

O

&

Legend: I = Input O = Output (1 point for each correct symbol including input and output)

How are the inputs of a FTA called? Please name the inputs, sketch the respective symbols/icons

and describe the related defect modes in tab. 2-5. (L9-18)

Tab. 2-5: Inputs of a FTA

Name Sketch Description

Standard Input

(primary fault)

Fault under proper use

Secondary Input

(secondary fault)

Fault under improper use



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2.4 DRBFM (4 points)

DRBFM is an innovative QM method, originally from Japan, to determine the effects of product

or process changes.

Correct or incorrect? Mark the corresponding field in tab. 2-6.

Tab. 2-6: Questions about DRBFM

Correct Incorrect

DRBFM stands for Design Review based on Failure Measures. x

Variant and application development projects provide the highest

potentials and benefit for DRBFM.

x

In contrast to the practice of FMEA, creative approaches are

emphasised, teamwork is supported and formalism is reduced.

x

(1 point for each correct answer, no points will be subtracted if you give a wrong answer)

Please name the quality concept that DRBFM is based on.

Mizenboushi-GD³

(1 point)


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Task 3: Quality Management in Manufacturing (20 points)

3.1 Waste (2.5 points)

Please name five starting points to detect waste. (L6-03)

Overproduction,

Failures/Repair,

Transports,

Waiting periods,

Depots,

Stocks,

Distances,

Qualification of employees

(0.5 points each)

3.2 Stocks (1.5 points)

Please name three disadvantages of high stocks of inventory. (L6-05)

cover problems, cause costs

require depots, hamper the workflow

prevent control of processes

fosters routine work without further reflection and complacency

prevent opportunities for improvement

(0.5 points each)


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3.3 5S (4 points)

Name the 5S. Please do not only name the expressions but also give the corresponding

explanations. (2.5 points) (L6-09)

Sorting out means taking out unnecessary items and disposing them

Systematizing means arranging necessary items in good order

Sweeping means cleaning the workplace

Sanitizing means maintaining high standard of housekeeping

Self-discipline means doing things spontaneously without being told

(0.5 points each)

Please assign the 5S (items named in the task above) to the three phases of application for the 5S.

Also add the sixth S (Shukan – Familiarisation) to the correct phase. (1.5 points) (L6-16)

Phase 1: Sorting out, Systematizing, Sweeping________________________________________

Phase 2: Sanitizing______________________________________________________________

Phase 3: Self-discipline, Shukan (Familiarisation)______________________________________

(0.5 points for every phase)


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3.4 Value Stream Design (2.5 points)

What is the application of Value Stream Design? What is the desired result of Value Stream

Design? (1.5 points) (L6-18)

Value Stream Design allows drawing an image of the actual state of a value stream.

In Value Stream Design single processes like “blanking” or “welding” are wrapped up into

process categories. Processes and flows are illustrated with a group of symbols.

As soon as the whole stream of the manufacturing facility becomes visible, you can increase or

decrease the zoom factor, so you can either examine one single process or take a look at the

supply chain beyond your facility. Value Stream Design allows to analyze the material stream

and the information stream.

(1 point for answering the first question, 0.5 points for answering the second question)

What is the direction for sketching a Value Stream? (1 point)

Backwards from the customer to the supplier


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3.5 Statistical Process Control (9.5 points)

What is described by cp? (2 points) (L6-24)

The relationship of “tolerance band” to “process spread”

What is described by cpk? (2 points) (L6-24)

The relationship of “miniumum proximity to process limit” to “half process spread”

What is the requirement for a stable process? (1 point) (L6-24)

cp > 1 and cpk > 1

Name the three phases to conduct a Statistical Process Control. (1.5 points) (L6-27)

Preparatory run

Determination of control limits

Keep control charts

(0.5 points each)


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2221201918171615141312111098

---------------

---------------

X

X X

X

s

3

- UGW

Verteilung 1 Verteilung 2 Verteilung 3

UTL

LTL

NV

Distribution 3

LTL

Distribution 2Distribution 1

The illustration above shows three possible distributions of a production. Please match these

three distributions with the following values for cp and cpk. (3 points) (L6-24)

cp=0,71 and cpk=0,71: Distribution 1



(1 point for each distribution)


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Task 4: Quality Management in Procurement (20 points)

4.1 Procurement Strategies (3 points)

In procurement, portfolios are used to choose the procurement strategy for different products and

suppliers. The portfolio shown below displays different types of suppliers and procured goods.

Please fill in the missing strategies (1 to 3). (3 points)

Strategicgoods

Leveragegoods

Bottleneck-goods

Standardgoods

Standardsources

Bottleneck-sources

Leveragesources

Strategicsources

Displacement1.

2.

Using market potential,then cooperation in

partnership

3.

Supplier development ordisplacement to strategic or

leverage sources

(L10-07)

1: Procuring efficiently (1 p)

2: Securing the availability (1 p)

3: Supplier management in partnership (1 p)


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4.2 Procurement Strategies (8 points)

Please name one advantage and three disadvantages regarding quality for the two procurement

strategies listed below.

Global Sourcing (4 points) (L10-11)

Advantage regarding quality for the procuring company:

1: Procurement from international quality leaders possible (1 point)

Disadvantages regarding quality for the procuring company:

1: Longer reaction time in case of errors (1 point)

2: Difficult communication (1 point)

3: Different quality comprehension and training level (1 point)

…or: More damages in transport

Forward Sourcing (4 points) (L10-13)

Advantage regarding quality for the procuring company:

1.: Utilisation of supplier‘s know-how (1 point)

…or: Reduction of compatibility problems with brought-in parts due to early coordination

…or: Higher innovation ability

Disadvantages regarding quality for the procuring company:

1.: Abandonment of core competence (1 point)

2.: Raising of possible competition (1 point)

3.: High planning efforts (1 point)


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4.3 Continuous supplier assessment (9 points)

The company Jazz-Ing produces guitars and procures the strings from the supplier R&B

Productions. The suppliers are assessed by the given criteria in picture 4-1. Picture 4-2 shows

the structure for the sub-criteria “Procurement” and picture 4-3 the structure for the sub-criteria

“Quality”.

Procurement Quality Logistics Technology

Price Quality performanceLogistics

performance

Current technology

position

Initiative for cost

reductionQM system Logistics system

Compliance with

requirements

Soft facts

Cooperation

RMA

management70 40

603080

2010

9085

15

40 30 20 5 5

Proportion in total

index

Proportion in sub area index

(here: technology)

Picture 4-1: Criteria for the continuous supplier assessment

Price

In comparison withtarget value

In comparison withother suppliers

Tendency

Price < 85% thantarget

Price 86 to 90% from target


Price 96 to 100 % from target65

25

10

Initiative for costreduction

100

95

90

80

85

15

Part of theevaluation

Procurement

Part on theevaluation

Price

Absolute

percentageon the lowest

level

> 5% cheaper thanother suppliers

+/- 5% of othersuppliers

100

90

> 5% higher thanother suppliers

60

Price

In comparison withtarget value

In comparison withother suppliers

Tendency

Price < 85% thantarget



Price 96 to 100 % from target65

25

10

Initiative for costreduction

100

95

90

80

85

15

Part of theevaluation

Procurement

Part on theevaluation

Price

Absolute

percentageon the lowest

level

> 5% cheaper thanother suppliers

+/- 5% of othersuppliers

100

90

> 5% higher thanother suppliers

60

Picture 4-2: Sub-criterion „Procurement“ for the continuous supplier assessment


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Quality performanceRecognized failures

in assembly

Field failures of

brought-in parts

80

20QM-system

90

10

Picture 4-3: Sub-criterion „Quality“ for the continuous supplier assessment

Please conduct an assessment of the company R&B Productions in the categories

“Procurement” and “Quality” for the 4th

quarter of the year. The following data are available:

- The average price of stings on the market is 25 cents.

- R&B Productions offers the strings for 22 cents.

- The target price for the strings is 24 cents.

- The price tendency of R&B Productions was rated 96%.

- The initiative for cost reduction was rated 100%.

- Soft facts were rated 99%.

- The category technology was rated 95%.

- The category logistics was rated 99%.

- In the 4th

quarter of the year 20,000 strings were sold and assembled.

- One string was detected to be defective already during assembly.

- The QM-System of R&B Productions was rated 95%.


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Further data is contained in the following figures:

recognized failures during assembly[ppm]

degree of

performance[%]

100

90

80

70

60

50

40

30

20

10

0 100 200 300 500 600 700 800 1000900400

ppm = parts per million

Recognized failures during assembly from the 4th quarter

recognized failures during assembly[ppm]

degree of

performance[%]

100

90

80

70

60

50

40

30

20

10

0 100 200 300 500 600 700 800 1000900400


Recognized failures during assembly from the 4th quarter

Picture 4-4: Recognized failures during assembly in the 4th quarter

Field failures of procured parts

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

5

1.

Quarter

2.

Quarter

3.

Quarter

4.

Quarter

R&BProductions

MusicFactory

String AG

Nu

mb

er

of

field

fail

ure

s

Picture 4-5: Field failures of procured parts


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Field failure evaluation of procured parts from the 4th quarter

field failures[ppm]

de

gre

eo

f p

erf

orm

an

ce

[%]

100

90

80

70

60

50

40

30

20

10

0 200 400 600 1000800


Picture 4-6: Field failure evaluation of procured parts in the 4th quarter

Key performance index for “Procurement”

Calculation of the sub-category “Price“ (3 points):

Comparison to other suppliers:

22/25 = 88% --> 100%-88% = 12% --> 90% (1 point)

Comparison to target:

Target price: 22/24 = 91.7% --> 90% (1 point)

Assessment of the sub-criterion „price“:

85% x (65% x 90% + 25% x 100% + 10% x 96%)

= 79.13% (1 point)


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Calculation of the sub-category “Initiative for cost reduction“ (1 point):

Assessment of cost reduction:

15% x 100% = 15% (1 point)

Final calculation of the criterion “Procurement” (1 point):

= 79.13% + 15%

= 94.13% (1 point)

Key performance index for “Quality”

Calculation of the sub-category “Quality performance“ (2 points):

Recognized failures during assembly:

1/20,000 = 50 ppm

Figure „recognized failures during assembly “ at 50 ppm --> 90% (1 point)

Field failures:

Figure „Field failures“: for R&B Productions in the 4th

quarter of the year --> 2 failures

--> 2/20,000 = 100 ppm

--> Figure „Field failure evaluation“ at 100 ppm --> 90% (1 point)

Calculation of the sub-category “QM-Systems“ (1 point):

10% x 95% = 9.5% (1 point)

Final calculation of the criterion “Quality” (1 point):

90% x (80% x 90% + 20% x 90%) + 9.5%

= 90% x 90% + 9.5%

= 90.5% (1 point)


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Task 5: Strategic Quality Programs (20 points)

Aside from the given series of norms and standards Strategic Quality Programs help enterprises

to align and improve their processes with respect to system, product, and process quality. The

EFQM-Model and Six Sigma are two well-known approaches.

5.1 The EFQM-Model (10 points)

The model of the European Foundation for Quality Management (EFQM) is divided into two

parts: enablers and results. The resulting criteria deal with the results achieved by the enterprise.

How the results are achieved is the subject of the enabling criteria. Please fill in the criteria of the

EFQM Model in picture 5-1:

(5 points, 0.5 points for each correct answer) (L3-04)

Partnerships

& Resources

10%

Policy & Strategy

10%

People

10%

Society

Results

10%

Customer

Results

15%

Employee

Results

10%

Key

Perfor-

mance

Results

15%

Processes

10%

Leadership

10%

Enablers 50% Results 50%

Innovation and Learning

Picture 5-1: EFQM-Model


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Please name the aspects of the RADAR-Logic for the evaluation of the EFQM sub-criteria in

tab. 5-1 and give a short description:

Tab. 5-1

Aspect Explanation

R esults Define intended results

A pproach Plan and develop

the approaches

D eployment Deploy the approaches

A ssessment

R eview

Assess and review the approaches and deployment

(4.5 points, 0.5 points for each correct answer) (L3-8)

Which concept of Total Quality Management (TQM) receives particular attention when using the

RADAR-Approach?

(0.5 points for the correct answer) (L3-8)

Answer: Continuous improvement


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5.2 Six Sigma (10 points)

With a wide portfolio of quantitative and qualitative methods the Six Sigma program aims to

achieve the highest possible sigma level, or in other words, to minimize the failure rate for all

processes under examination.

Please fill in the correct terms to the diagram in picture 5-2:

(4 points, 0.5 points for each correct answer) (L3-20)

Lower tolerance boarder

line

-6σσσσ +6σσσσ

Upper tolerance

boarder line

σσσσ

+/- 1,5 σσσσ

Expected value

Long-term of the

mean value displacement

µµµµ

process behavior

distribution parameters

Lower tolerance boarder

line

-6σσσσ +6σσσσ

Upper tolerance

boarder line

σσσσ

+/- 1,5 σσσσ

Expected value

Long-term of the

mean value displacement

µµµµ

process behavior

distribution parameters

Picture 5-2: Diagram of the sigma level


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The DPMO (defects per million opportunities) is a measure for the quality of a process

considering the varying complexity of different processes.

Please give a brief description of each variable and fill in the formula to calculate the DPMO:

(2 points, 1.5 for the correct descriptions and 0.5 for the correct formula) (L3-21)

D (Defect) = Number of defects which don’t satisfy the request of the customer

N (Number) = Number of produced items

O (Opportunity) = Number of defect opportunities per item

Formula:

000.000.1**ON

DDPMO =

Which parameter considers process complexity?

(0.5 points for the correct parameter) (L3-21)

Answer: Number of defect opportunities per item ___________________________________

The shipping service “Upps“ sends 66 packages a day. While 23 never reach their addressee,

field studies show that another 33 packages do not arrive at their respective recipients in the

promised delivery time of three days. Five packages are severely damaged during transport.

The objective of “Upps” is to deliver undamaged packages in the promised delivery time to the

correct addressees.

Being the head of Quality Management it is your job to calculate the exact sigma level of the

shipping process. To this end, evaluate the correct DPMO value and use tab. 5-2 to find the

corresponding sigma level. Just take the DPMO-value of the table which comes closest to your

calculated DPMO. Hint: You do not have to interpolate between the values!

(1 point for the correct calculation of the DPMO) (L3-21)


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DPMO:

D = 23 + 33 + 5 = 61

N = 66

O = 3

DPMO = 308.080

(0.5 points for the correct sigma level) (L3-21)

Sigma level = 2_________________________________________________________________

Tab. 5-2

69000069,00000%31,00000%1F

30800030,80000%69,20000%2F

dpmofaultfault free

3,40,00034%99,99966%6F

2300,02300%99,97700%5F

62100,62100%99,37900%4F

668006,68000%93,32000%3F

69000069%31%1σ

30800030,8%69,2%2σ

dpmoFaultFault-freeσ

Level

3,40,00034%99,99966%6σ

2300,023%99,977%5σ

62100,621%99,379%4σ

668006,68%93,32%3σ

69000069,00000%31,00000%1F

30800030,80000%69,20000%2F

dpmofaultfault free

3,40,00034%99,99966%6F

2300,02300%99,97700%5F

62100,62100%99,37900%4F

668006,68000%93,32000%3F

69000069%31%1σ

30800030,8%69,2%2σ

dpmoFaultFault-freeσ

Level

3,40,00034%99,99966%6σ

2300,023%99,977%5σ

62100,621%99,379%4σ

668006,68%93,32%3σ

Sigma-Table

Please mark the correct field.

(2 points, 1 point for each correct answer, no points will be subtracted if you give a wrong

answer) (L3-21)

Tab. 5-3

Correct Incorrect

The sigma level is per definition an indicator for long term process

quality.

X

The DPMO measures the short term process performance. X


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Task 6: Quality Management in Field Data Evaluation (20 points)

6.1 Field data evaluation (3 points)

The basis of field data processing is the collection of master data, failure data and reference

quantities. Please locate field data processing in the Aachener Quality Management framework

by marking and labelling the correct field in the framework (see picture 6-1). (1 point) (L5-04)

Picture 6-1: Framework of the Aachener Quality Management Approach

Field data processing can be divided into six primary steps. Please name the four steps that have

to be accomplished after raw data acquisition and before analysis. (0.5 points for each step) (L5-

17)

1) Documentation

2) Preparation

3) Evaluation

4) Reference numbers

Quality stream

Resources &

services

Management

Quality stream

Resources &

services

Management

Field

data

Field

data


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6.2 Determination of the usage behaviour (3 points)

One of the methods to determine usage behaviour is the serial trial. Please name three different

methods of serial trial.

(0.5 points per correct method) (L5-12)

1) Simulation of single loads

2) Environmental simulation

3) Field study

Please name and explain the method which requires the highest test effort? (Explain your

choice!) (0.5 points for correct method, 1 point for correct explanation)

Method: Environmental simulation _________________________________________________

Explanation:

When simulating realistic loads and an accelerated ageing, often additional equipment like

motors, weights and gears are necessary. Therefore constructions and investments have to made

that increase the effort of this method.


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6.3 Isochronous diagram (14 points) (L5-19 to L5-28)

The Nindento GmbH is a German manufacturer of gaming consoles. The company owns two

manufacturing sites. One site is located in Aachen (Germany), the other is located in Stillwater

(Canada). The entire European market is supplied by Aachen, while Stillwater delivers to the

American market.

Nindento initially follows the production strategy of qualifying their manufacturing processes in

the German Site in Aachen. Generally, it takes up to two months for the production to become

capable. Subsequently, the manufacturing processes are established in Canada. To this end,

German engineers visit the Stillwater site for one month to train the local employees and set up

the machines. After one month of training, the engineers travel back to Germany.

The cross-plant chief quality engineer Mr Rosch has evaluated the retailers warranty records and

learned that the helmet system of the newest Vii-console (serial release in December 2009)

shows failures in the field. Obviously, these failures can be traced back to the manufacturing of

the products. To analyse the sources Mr Rosch has collected the failures and number of consoles

produced for both markets and production sites, Aachen and Stillwater.

In tab. 6-1 and tab. 6-2 the failures of the Vii-console in Europe and America are given.

In tab. 6-3 the production quantities of the Vii-console for both manufacturing sites are given.

Tab. 6-1: Failures of the Vii-console in Europe

Month of Number of

failure failures

observation

Failure quantity of production month

Dec 09 Jan 10 Feb 10 Mar 10 Apr 10 May 10

Jan 10 35 3 32 - - - -

Feb 10 70 5 37 28 - - -

Mar 10 126 17 29 32 48 - -

Apr 10 157 19 34 29 53 22 -

May 10 165 22 33 26 53 19 12


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Tab. 6-2: Failures of the Vii-console in America

Month of Number of

failure failures

observation

Failure quantity of production month

Dec 09 Jan 10 Feb 10 Mar 10 Apr 10 May 10

Jan 10 0 0 0 - - - -

Feb 10 31 0 0 31 - - -

Mar 10 100 0 0 32 68 - -

Apr 10 219 0 0 32 59 128 -

May 10 479 0 0 34 65 126 254

Tab. 6-3: Production quantities of Vii-consoles of the last five months

Month of

production

Quantities

Aachen (GE)

Quantities

Stillwater (CAN)

Jan 10 13,250 0

Feb 10 21,352 12,850

Mar 10 36,233 25,259

Apr 10 37,820 38,754

May 10 37,650 41,935


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a) Please determine the necessary figures for the tables of failure statistics and fill them in.

(tab. 6-4 and 6-5). Mark the line of same age for products that have not exceeded an age

of three months at the time of their failure within both tab. 6-4 and 6-5 (<3-line).

Please fill in the figures with an accuracy of two decimal places.

(5 points)

European market:

Tab. 6-4: Table of failure statistics of the European market

No. Production

month

Failure quantity since the beginning of the production

month until the end of the monitored month [%]

May 10 Apr 10 Mar 10 Feb 10 Jan 10

1 Jan 10 1.25% 1.00% 0.74%* 0.52% 0.24%

2 Feb 10 0.54% 0.42%* 0.28% 0.13%

3 Mar 10 0.43%* 0.28% 0.13%

4 Apr 10 0.11% 0.06%

5 May 10 0.03%

American market:

Tab. 6-5: Table of failure statistics of the American market

No. Production

month

Failure quantity since the beginning of the production

month until the end of the monitored month [%]

May 10 Apr 10 Mar 10 Feb 10 Jan 10

1 Jan 10 - - - - -

2 Feb 10 1.00% 0.74%* 0.49% 0.24%

3 Mar 10 0.76%* 0.50% 0.27%

4 Apr 10 0.66% 0.33%

5 May 10 0.61%

Points: 23-25 values (4 points), 18-22 values (3 points), 12-17 values (2 points), 5-11 values (1 point),

0.5 points for each <3-month-line*


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b) Please label the axes of the isochronous diagram (picture 6-2)

and enter the calculated failures. Connect the appropriate points to isochronous graphs.

Please draw the isochronous graphs separately for both markets. (4 points)

Please use a straight edge and use different formats for the isochronous graphs of the two

markets!

For example:

Europe: ______

o________

o_______

America: ------X-------X-------

Picture 6-2: Isochronous diagram

(1 point for the correct labelling of the axes, 1.5 points for correctly sketching the isochronous

graphs for Europe, 1.5 points for correctly sketching the isochronous graphs for America)

Fai

lure

rat

e [%

]

Production month (2010)

January February March April May

0.20

0.40

0.60

0.80

1.00

1.20

0.00

1.40

x

x x

x x

x

x x

x

x

Fai

lure

rat

e [%

]

Production month (2010)

January February March April May

0.20

0.40

0.60

0.80

1.00

1.20

0.00

1.40

x

x x

x x

x

x x

x

x


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c) Please interpret the resulting curve with regard to three issues:

1. Failure development in Europe

2. Failure development in America

3. Production strategy of the Nindento GmbH

(3 points)

1) After January 2010, the “European” Isochronous graphs show a continuous

decreasing trend. This illustrates that an effective continuous improvement process is in

place on the German manufacturing site. (1 point)

2) Vii-console production starts in February 2010 in Stillwater (Canada). The

isochronous graphs show an increasing trend in the following months. This illustrates an

increasing number of production failures. (1 point)

3) In the beginning, the production quality in Canada is equal to the German production

in the previous month. This becomes visible by comparing the isochronous graph at start

of production in Canada (Feb. 2010) with the „European“ graphs in January 2010.

After the German employees leave the Canadian site after one month the failures

increase. This leads to the evidence, that the qualification of the employees and processes

in Canada is not sustainable. (1 point)

d) Please name two measures to react to the development of failures in America. Keywords

are sufficient. (2 points)

1) German engineers stay in Stillwater for a longer time for the training of employees.

2) Find failure root causes and improve training concepts.

(1 point for each measure)

task 1: quality management in the early phases – focus ...€¦ · quality management exam -...

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