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Individual SPC Assignment

Shane Gray
Siena Heights University
LDR640
Professor Lucas
June 11, 2016

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Abstract
The objective of this assignment is to provide information on the process used to
determine that total quality management is being maintained.

Statistical quality

control/statistical process control will be utilized in determining whether or not the process is in
control or out of control. The process capability will be determined using a statistical process
control measurement, and the six sigma process will aid in continuous improvements to product
and services.
Introduction
Route 44 is a drive-in restaurant with a drink promotion, which is newly being
implemented. The promotional drink is named after the drive-in restaurant, Route 44, and is
being touted as a 44 ounce carbonated drink. The regional manager considers himself a quality
expert and has set out to insure that the companys drink process is capable of delivering 44
ounces. To begin the process, the regional manager collected five samples, for a ten day period,
from several stores, on his way into company head-quarters. He has ordered a statistical quality
control/statistical process control method be utilized, to monitor their drink process. To achieve
the company goals, the principles of total quality management must be utilized.
Total Quality Management
Quality management requires that continuous measures be implemented in order to
ensure a quality product and service. The goal of management is to provide the customers with a
quality product, and to achieve high quality all employees must contribute to continuous quality
improvement. Rather than focusing on cost and production, the focus must be on the customers
demands and meeting the needs of the customer. The major quality control measure is in
prevention, such as in problem solving. Prevention requires that quality is measured at every
point in the process.

Management accomplishes staff awareness, and competence through

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delegation, coaching, facilitating and mentoring at every level (Nixon, 2016, para. 2).
Implementing total

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quality management must involve continuous process improvement. According to Nixon

(2016), this is one of Demings major ideas and involves small steps toward the ultimate goal.
This involves patience on the part of management (para. 24).
Question 1 Data
To begin the quality management process, a sample mean (X-bar) must be calculated.
Five samples were gathered each day for ten consecutive days. Each days samples are added
together to get the total sum and then divided by five to determine the average ounces from the
five samples. All ten days samples are processed in the same way to obtain the average ounces
from each days, five samples. These numbers are considered the X-bar. The grand mean
(double X-bar) is then determined by adding the sample mean from each days five samples, and
then divided by ten. This number is considered the double X-bar.
Next, the sample range (R) must be determined, which is done by subtracting the lowest
sample number of ounces, in each days samples, from the highest sample number of ounces in
the same days samples. This method is completed for each of the ten days samples. The
difference from this calculation is the sample range (R).
determined by adding each of the ranges, and then dividing

The average range (R-bar) is

by

ten. This number is considered the R-bar.

Therefore, the sample mean, X-bar, and sample
range, (R), for the samples taken are indicated on table to

the

right (Qualetools.com, n.d.). The grand mean, double X-bar, and average range, R-bar, from the
sample mean and range is: 45.03 = double X-bar; 7.382 = R-bar.
Once the numbers for the double X-bar and the R-bar have been determined, the process
requires a calculation to determine the upper and lower control limits. The upper and lower
control limits are utilized to create an X-bar and range chart graph, which assists as a quick view

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into what the numbers reveal. The table above illustrates the statistical values (qualetools.com,
n.d.).
To gain an understanding on how the upper and lower control limits are calculated and
obtained, the statistical values are necessary, along with a tabular values (factors) table. The
factors table for this equation, is as follows: subgroup size is 5 samples; A2 is 0.577; d2 is 2.326;
D3 is 0; D4 is 2.114 (Lucas, 2016, p. 4).
To calculate the upper and lower control limits for R-bar and X-bar, the following
equations must be completed:
R-bar Upper Control Limits = D4 X R = 15.606; R-bar Lower Control Limits = D3 X R = 0
X-bar Upper Control Limits = X + (A2 X R) = 49.289; X-bar Lower Control Limits =
X (A2 X R) = 40.771 (Lucas, 2016).
The graphs to the right are the results from
these calculations and depict an example of the X-bar
and R-bar control chart respectively (Qualetools.com,
n.d.).
As the charts are studied, it will be evident as
whether or not this process is in control or out of
control. According to information provided by Dr.
Lucas (2016), it may be too early to determine
whether or not this process is in control or not as this
process is still new, to the Route 44 Company (p.33).
The statistical process control chart, according to the current data,
seems to be in control according to the X-bar and (R) graph.
Question 2

to

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In accordance with the Six Sigma quality requirements, the variability of a process must

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be reduced to the point that the process capability ratio is greater than or equal to 2 (Lucas,
2016, p. 19). The process capability formulas prove that the current process will require more
quality improvement before this product and service can be considered in control.
To access the numbers, we must calculate the process capability values. The upper
tolerance for this formula is the number 46 and the lower tolerance is 42. We know this to be
true based on the goal of the product size being 44 ounces, and the limits of our contract requires
us to be within two ounces of the product specifications. Therefore, the upper specification limit
is 46 and the lower specification limit is 42. To gain the Cp value, we must calculate the upper
and lower specs. to learn the difference, which is 4 (US 46 LS 42 = 4). After gaining this
information, we will calculate it by dividing by Six Sigma as follows: to process sigma, we must
divide Rbar with d2 (2.326). Rbar 7.38 / d2 2.326 = 3.17. Therefore, six sigma is 6 X 3.17 =
19.02. To gain the Cp value: 19.02 / 4 = .21. Once we have the Cp value (.21) we can then
calculate the Cpk value.
To calculate Cpk value the USL (46) is subtracted by the double Xbar (45.03) providing
the difference (.97). The double Xbar (45.03) is then subtracted by the LSL (42) providing the
difference (3.03). The differences from these calculations are then divided by three sigma (3 X
3.17 = 9.51). The lowest number will become the Cpk value, as follows: 9.51 / .97 = .
101997896950; 9.51 / 3.03 = .31861; therefore, the Cpk value is .1019.
Our process is currently not capable of meeting the needs of the customer, or in
delivering the product that the Company has promised; however, using the principles of Six
Sigma will be a beneficial process to utilize, that is certain to bring the Route 44 Company well
within the ability to provide a quality product and service.
Question 3 & Six Sigma
The current process for delivering the product and service, which would be considered a

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quality product and service by the customer, is incapable of meeting the expectation. In other
words, Route 44 will not be able to deliver on the contract between the Company and the
customer. This process must undergo continuous process and quality improvements in order for
it to become capable. The following information is the plan moving forward, which is certain to
make the Route 44 product a successful promotion.
Considering the geographic circumstances over the locations of the Route 44 stores, it is
feasible and necessary to put into place a quality control manager who will have the primary duty
of overseeing all ten locations. The first order of business will be to train and provide all store
managers of the Route 44 locations the knowledge, ability, and information for the Route 44
promotional drink process. Once the managers are equipped with the capability to train the
employees within each location, which will take place immediately. The time line for this part of
the process will be implemented no later than ten days from the date of the final analysis, which
is today. Therefore, all stores will be provided with the ability to train their employees no later
than June 20, 2016.
The second phase of the process will be implemented immediately upon a Route 44
location receiving its training. All employees will be involved and responsible to maintain and
report on the quality control of the Route 44 promotional process. Each shift or team will be
provided with a Team Leader, whose primary responsibility will be to insure that the quality
control measures are being practiced by each employee on their team. An incentive program will
be developed by the employees of each Route 44 location, and the most efficient incentive
program will be decided upon and implemented. The quality control manager will also be
overseeing the celebration process which will be provided through the incentive program.
Following the first phases of the process improvement, the focus will be on what six
sigma is capable of producing. According to Plenert (2016); Since its origin, six sigma has now
evolved

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into a methodology for improving business efficiency and effectiveness by focusing on

productivity, cost reduction, and enhanced quality (para. 1). Considering the success that six
sigma has brought to big corporations such as, Motorola, General Electric, Texas Instruments,
and a number of others; it is certain that this methodology is certain to provide the opportunity
for success within the Route 44 family.
There are important elements to molding the six sigma into meeting the needs of Route
44, as a Company. The first thing to providing an opportunity for success is to identify key goals
and objectives, and then make them know from top-down so that they will be continuously
discussed and focused on. Second, an action plan must be developed to identify how the Route
44 family will focus the six sigma tool so as to focus on big returns and avoid any waste in
investment (Plenert, 2016, para. 16). Finally, the use of statistical process control (SPC) must
be utilized and studied often, in order to track the progress and to analyze where improvements
will need to be focused.
Statistical Process Control
Displaying SPC data where the management and employees can see it will insure that all
forces within the workforce remain informed and intentional about continuous quality
improvement. Providing each Route 44 store with the ability to trouble-shoot and problem-solve
will also simultaneously provide each location with the ability to implement a change
management process. With a proper change management process in place, each employee is
empowered to make recommendations for changes that will continuously provide quality service
and product. Plenert (2016), describes the use of PDCA (Plan-Do-Check-Act) in the change
management process. The objective of PDCA is to solve problems.
Conclusion
With proper training, objectives, incentives and problem solving methods in place, the

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Route 44 Company will be successful and will be able to continuously serve its family, the
environment, and its customers, well into the future. Following and maintaining good SPC will
provide the knowledge necessary, so that immediate action can be taken in order to rectify an
issue. The major benefit of a solid SPC process is, the operators become the owners of not just
the process, but also the [products] they produce (Plenert, 2016). It is almost certain that the
next time we looked in on the Route 44 promotion, it will prove much better results than it is
currently.

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References:
Lucas, D. (2016). Individual SPC assignment lecture 1. Retrieved from: http://sienaheights.org
Lucas, D. (2016). Managing quality chapter 5. Retrieved from: http://sienaheights.org
Nixon, J. (2016). Quality and total quality management. Retrieved from:
http://www.referenceforbusiness.com/management/Pr-Sa/Quality-and-Total-QualityManagement.html
Plenert, G. (2016). Statistical process control and Six Sigma. Retrieved from:
http://www.referenceforbusiness.com/management/Sc-Str/Statistical-Process-Controland-Six-Sigma.html
Qualetools.com. (n.d.). Retrieved from: http://qualetools.com/index.php

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