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Keuangan Negara dan Daerah "Expenditure Assignment "
1.
Why is is DAV DAV usin using g SPC? SPC? What What are the the primary primary chal challen lenges ges in appl applyin ying g statistical process control to a service industry compared with manufacturing?
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!f you you we were re to e"p e"pla lain in th the e conc concep eptt of of a p#chart to a group of $an% tellers without a $ac%ground in SPC& in a$out '( minutes& how would you do it?
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)ow larg large e should should each each sampl sample e $e for the the e"per e"perime iment nt Schos Schoss s and *luc *luc% % descri$e on page +?
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-he fir first st 1 1 wee%s wee%s of the the data data in "hi "hi$it $it , repre represen sentt the dia diagno gnostic stic period for the Policy "tension /roup. What are the ' sigma control limits for the process? !n which of the su$se0uent wee%s is the process out of control if any2?
3.
Develop Develo p specifi specific c implement implementati ation on plans plans for solvi solving ng the pro$l pro$lems ems facing facing Annette *luc% that are descri$ed on page 4 of the case.
5.
)ow woul would d you now now $egin $egin impr improvi oving ng the the perfor performan mance ce of the the operat operation ion
1. Why is DAV using SPC? What are the primary challenges in applying Statistical Process Control to a service industry compared to manufacturing? Why SPC6
-hough they have $een the industrial leaders& DAV has has $een faced with competition lately. -o -o overcome competition& DAV has set out to improve the 0uality of service it provides to its customers to set itself apart. !t& initially& planned on using SPC for measuring the t he 0uality of service provided to the customer. SPC will help DAV find the accuracy of the service provided $ased on which an improvement program can $e designed for the various processes used to provide service to the customers. -he )ead of 7perations also wanted a tool that measured processes rather than the people. -his will help protect employees from the wrath of the superiors. DAV wanted to develop capa$ilities that helped them serve value to their customers. Also& DAV wanted these capa$ilities to $e spread across the entire organi8ation which will help them to achieve their aim of 0uality improvement. -he case also notes not es tha thatt for the !ns !nsura urance nce ind indust ustry ry e"c e"ceed eeding ing cus custom tomer er e"p e"pect ectati ations ons thr throug ough h 0uality of service provided will help companies to attract new customers apart from maintaining the current ones. !t has $ecome an important differentiation tool to set a firm apart from others. A$ove were the contri$uting factors for DAV to go ahead with
SPC to measure and improve the 0uality of processes involved in providing customer service& which in turn will ena$le them to improve their mar%et share and stay ahead of competition. Challenges6 SPC is normally used in the manufacturing firms. !t is used to measure and analy8e the variations in a continuous9consistent process. :ut in the case of DAV the processes are not consistent when compared with those used in the manufacturing firms. Some of the characteristics of the factors that are measured in the services industries are listed $elow6 !ntangi$le ; hard to measure s perspective. -hese were some of the challenges DAV faced services firm2 as opposed to a manufacturing firm. . )ow large should each sample $e for the e"periment Schoss and *luc% descri$e on page +? -he sample si8e should $e '((. DAV wanted to $enchmar% for the error limit of 1 percent. Also& it did not wanted the num$er of error per sample to $e more than ' in an ideal scenario 1 percent of '(( ' defects2. '. -he first 1 wee%s of the data on e"hi$it , represent the diagnostic period for the policy e"tension group. What are the '#sigma control limits for the process? !n which of the su$se0uent wee%s is the process out#of#control if any2? @or the first 1 wee%s6 -otal error p -otal error9-otal sample si8e 19'5(( .(3 variance p1#p29'(( standard deviation s0.rt.(.((((1532 (.(1
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Eange .(1'& .(4(+2 -he process goes out of control in the 'rd and ,th wee%s. ,. What is your recommendation for *luc% going forward in their deployment? :etter teams do more sampling Some of the $etter performing teams had pro$lems with the higher sample si8e. -he sample si8e was a$out '(( ta%ing into consideration the $enchmar% of 1 percent error and ma". ' errors per sample. -he $enchmar% can $e rela"ed a $it at the early phase of the program to reduce the wor%load placed on the employees. 7nce the system is in place& the $enchmar% can $e improved to provide $etter 0uality over time. !nstead of trying to improve the 0uality at one shot& this can $e ta%en up as an iterative process. When is a mista%e not a mista%e? When it>s not important -he definition of various factors that are ta%en into account had to $e made clear. !f any factor does not affect the 0uality of service from the customer perspective2 on a perceiva$le level& do not ta%e them into account. Feasuring lawyers !t is very difficult to factor in lawyers into the SPC process. )ence& DAV should not consider lawyers for the SPC process. Automatic charting 7nce the management gets SPC ingrained in its system& it should wor% on an automation tool which will rela" the wor%load on the employees. -he focus on SPC ta%es the focus away from the customer service& which is the primary tas% for the employees in DAV. )ence $y developing an automation tool& the amount of effort spent $y the employees on SPC process will decrease. 7n the prowl Fanagers might view the failures as a failure of an employee rather than loo%ing at it as a failure of the system. -his will result in the failure of SPC system at DAV since the management wanted to measure the process not the employees through the SPC process. )ence& the managers have to $e trained to properly interpret the results of the SPC process and ta%e appropriate actions $ased on them. Communicate the importance of SPC program to the employees Certain e"cerpts in the case show that not all the employees are convinced that SPC will wor%. -hey =ust consider them as an e"tra wor%load dumped $y the management on them. )ence& the management has to organi8e presentations and training programs to communicate the importance of SPC $y focusing on the o$=ective of the program. DAV needs all the employees to accept SPC for it to succeed.