This document is for Coventry University students for their own use in completing their assessed work

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Open Book Time Controlled Assessment – Answer Booklet

Please fill out the details below (do not include your name anywhere)
Student ID Number (SID) 10478491
Module Code 7061MAA
Date 11/12/20

Instructions to candidates:

1) You have 4 hours to complete this open time constrained assessment – we will use Moodle
Logs to determine when you opened the paper. As you have now opened the paper, you will
now have four hours to undertake your attempt and submit your answers.

2) You will need to download a copy of this open time constrained assessment and answer
booklet (in MS Word) and follow the instructions.

3) You should rename the answer booklet file name to include you student identification number
(SID) and module code only e.g. 123456_334MAE.docx. Your name should not be typed in
the document or used in the file name. This ensures we can mark your work anonymously.

4) Type your answers into the downloaded answer booklet - make it clear which question(s) you
are answering on the first sheet of the answer booklet.

5) Start each question on a new page, clearly labelling the question number at the top of the
page and any sub questions thereafter (an example is given on the second page of the
answer booklet that should be used and edited as needed.

6) Upon completion, upload the file to the Turnitin link provided within 4 hours on the Module
Moodle page. Upload ALL typed question responses together in ONE MS Word file answer
booklet. You will ONLY be able to upload your file once (you cannot resubmit).

7) If you have written equations/calculations/drawn graphs/pictures you can embed them into the
MS Word answer booklet (these should be written in black ink and be legible). On EACH
image that is inserted, the students SID and module code must be written every time.

8) Upon submission of this assessment, you are declaring this is your own work and has not
been copied in part or in whole from any other source except where duly acknowledged.

In the “Answered” row, you must put the question numbers you have undertaken and the order you
have undertaken them in.
Order 1 2 3 4 5 6 7 8
Answered 1(a) 1(b) 1(c) 1(d) 2(2) 3(a) 3(b) 4(a)
Order 9 10 12 12 13 14 15 16
Answered 4(c) 4(d) 4(b) 5(b) 2(b) 2(a) 3(c)

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This document is for Coventry University students for their own use in completing their assessed work
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Question # 1:
(a)
A quality product or service is the one that is fit for it purposes, e.g. the purpose
of aircraft is to be safe, fast, efficient and comfortable. So, this is the definition
for a quality aircraft.

A quality process or product satisfies the requirements. This definition is

suitable for quality assurances terms that are needed to validate a process,
system or a product.

A quality product is proportional to its costs. This definition is used for the
simple products.

Quality is the conformity to the best known processes, standards and

specifications, e.g. there is great interest in the standards to provide IT services.

Quality is a price that a consumer is willing to pay for a product or a service,

e.g. measure quality in terms of the entire economy.

Suggestions: Fit for purpose is a best definition of quality. As, this definition is
the foundation for most of the quality management enterprises. In some cases,
the requirements definition represented the little more than the ideas of the
stakeholders. The history of technology has filled up with the cheaper products
with high quality. The standard definition, views the quality in measurements
and statistical data. According to the economists, if something is expensive, it
must be of high quality. As far as my opinion is concerned, fits for the purpose
is a best practical and flexible definition of quality.

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Question # 1:

(b)
1. The quality for a manufactured product can be quantified from the impact of
its loss to the society.
2. In the competitive economy, the cost reduction and quality improvement are
necessary to be stayed within a business.
3. A continuous quality improvement program must be based upon the constant
efforts for the reduction of variation in the process characteristics and
products.
4. The loss due to this variation is often approximately proportional to the
square of the deviation from the targets.
5. The final quality and cost of a product are largely determined from the
design of both the product and process used in its manufacturing.
6. The exploit of the non-linear effects of parameters on the performance can
often be reduced the performance variations.
7. The statistically planned experiments can be used to find out the parameter
values that minimizes the variation of the essential characteristics.

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Question # 1:
(c)
Taguchi QLF Traditional Step Function
The production performance is This production performance is
measured in terms of occurrences of measured in numbers of the rejections
losses due to variation of product from or defects in a product.
the targets.
All the products deviated from the The products that are measured outside
targets are also associated in the the tolerances were rejected, i.e. 100%
quality loss. loss.

Traditional QLF Taguchi QLF [1]

According to Taguchi approach, process or a product has the specific functions

and ideal performance targets. These targets represented the engineering intents
of a product, for which the customers will be responded. The quality
engineering focused on the reduction of variability around an ideal function or a
target. The smaller will be the variability, higher will be the quality.

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Question # 1:
(d)
PAF Model (Prevention-Appraisal-Failure Method)
The four categories of costs are following;
(1) Prevention: cost of an action that is taken under investigation, prevent or to
be reduced the risks of non-conformities.
(2) Appraisal: cost for the evaluation of achievement of the quality
requirements.
(3) Failure – Internal: cost within an organization due to the defects and non-
conformities.
(4) Failure – External: cost arising after the delivery of product/service to the
customer due to defects and non-conformities.

PAF model for increasing awareness & improvement activities [2]

 The increased awareness of the cost of quality failure, firstly leads to the
increment in appraisal cost.
 An appraisal along with the investigation points to characteristics where
improvements are to be made to product processes or design system will be
more spent on prevention.
 Finally, as the preventive actions takes effect the prevention appraisal and
failure proportions to the costs align and all the costs reduce.
 The normal costs of business along with the prevention cost are activities
that add value. Appraisal and failure activities are those to add cost.
Advantages: costs from different departments, identify the improvement
opportunities and TQM/culture is not essential.
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Disadvantages: focuses on products/services not on the processes, TQM not

encouraged and cost collection is difficult.
Applications: It is widely used for quality costing. It encourages collection and
monitoring to improve quality.

Process Model
 TQM requires the management of processes not just with the outputs.
 Every person within an organization will be contributed to and operated
within a process.
 Every person has own responsibility for effectiveness and efficiency of a
process.

Process Model [2]

COC – Cost of Operating the process is specified in a 100% effective manner.

CONC – Cost of Inefficiency and ineffectiveness within specified process.
These two costs can be improved by;

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The individuals only effected the CONC unless empower to be made process
changes.
The process owner should monitor and made changes to reduce these costs.
Cost of Quality = Sum of COC + Sum of CONC
CONC is reduced by the reduction of failure costs in a process. Invest in the
prevention will be required. If COC will be costly, then redesign the process.
Reduction of COC by analyzing the flowchart and process.
Advantages; requires employee’s ownership, organization wide and best
practice to find new opportunities.
Disadvantages: complex to understand the process and cost calculation is
difficult.

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Question # 2:
(a)
Benchmarking is essential for an organization for sustaining the high level
competition to keep up with requirements and needs of the customers.
Improvement in Learning Methodology: It paved the way for the idea
generations and sharing the proven business practices which can be viewed as a
learning experience for organizations.
Initiation in Technology Upgrading: With this strategy, the organizations
came to know the technologies and techniques used in the global markets
leaders. The organization will have to plan according to its technological
upgrading for sustaining its competition level.
Improvement in Organization’s Standard: The organization analysis and
study the standards used by its competitors. This will provide the company to
raise the products and production accordingly.
Enhancement in Work Quality: It will lead to the organizational growth as it
will improve its overall quality and reduced the chances of errors.
Cope up with Competition: With the knowledge of its competitors, the
organization will design its business strategies. It will update the company with
new developments and technology to beat its competitors.
Improves Efficiency: The overall efficiency of employees is increased. The
standardization of work motivates the employees to perform better.
Increase Customer Satisfaction: The organization gets sufficient data from the
feedback of the customers. It will provide organization to enhance satisfaction
experience and customer level.
Help overcome weaknesses: These strategies help an organization to find out
the short-coming, work on them to achieve the desired results.

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Question # 3:
(a)
The five pillars for Total Productive Maintenance are following;
1. Elimination of main problems: To attack the six big losses in order to
improve the OEE.
2. Planned maintenance: To establish a planned preventive maintenance.
Continuous improvement and the periodic inspections of equipment.
3. Autonomous Maintenance: To establish an autonomous maintenance. It
includes all the activities an operator must be responsible and ensure the
equipment is in its best working condition.
4. Education & Trainings on the Job.
5. Early management of new equipment: Equipment improvement,
maintenance and prevention.

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Question # 3:
(b)
Zero defects approach ensured that there was no waste existing in a project. The
waste referred to all the unproductive processes, employees, tools and so on.
Anything that is unproductive and it does not add any value to a project must be
eliminated; this is called process of elimination of wastes. It is also common
with the zero defects approach as “doing it right in first time”. It avoids the
costly time consuming fixes later in a management process. The zero defect
approach is based upon the following four elements to be achieved in a process
or a project.
1. Quality is a state of assurance about the specifications. Therefore, the zero
defects in a project means to fulfil the specifications at this point in time.
2. Right the 1st time: Quality can be integrated into a processes from the
beginning, rather to be solved the problems at later stages.
3. Quality measurement in financial terms: One needed to judge the wastes,
production, and its revenue in terms of budgetary impacts.
4. The performance should be judged by the accepted standard, as closer to the
perfections as possible.

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Question # 4:
(a)
The Standard Deviation Sigma is the measure of Square root of the variance.
The variation of variability represents the amount of spread or dispersion in the
data set.
Sigma is the term given in adata set for a measure of deviation. 99.9997 percent 
of the data within a data set is protected by plus or minus 6 standard deviations 
around a central pattern.
A (univariate) probability distribution's standard deviation is the same as that of 
a random variable having the distribution.

Normal Distribution Curve for Six Sigma [3]

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Question # 4

(c) UCL Mean & Range Red Line and LCL Mean & Range Green Line

Mean
282.5
282
281.5
281
280.5 Mean

280
279.5
279
278.5
278
0 2 4 6 8 10 12

Range
12

10

8
Range
6

0
0 2 4 6 8 10 12

UCL X 283.3362
ULCL X 277.6239
UCL R 10.4643
LCL R 0

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Comments: The process is stable as the charts for both the means and ranges
lies in between the control limits.

Pattern Description Possible Causes

Large shift from the average New person doing the job
Small shift from average Raw Material change
Trends Tooling wear
Mixtures More than one process present
Satisfaction More than one process present
Over control Tempering operations

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Question # 4:

(d)

Cp = Customer Tolerance / Process Tolerance

USL = 285mm

LSL = 275 mm

Cp= 0.783

Cpk Upper = 0.7106

Cpk Lower = 0.8616

Cp is less than 1 so process is incapable of meeting specification requirements.

This process is less acceptable. When the process is on target so Cp = Cpk. The
least Cpk value is used.

So, the process is on the target.

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Question # 4:

(b)

A Cpk requirement greater than 1.0 is a declaration that "anywhere within

tolerance" is not acceptable and is a rejection of the "goalpost mentality" of the
past that is commonly accepted.

Design tolerances are not intended for the manufacturers' benefit. Holding Cpk
above 1.0 means that processes need to be properly maintained and reset more
regularly.

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Question # 5

(a)

The model assigns goods and services to three types of attribute (or property):

These are the essential characteristics that clients want a product or service to
have.

These elements are not absolutely necessary, but they improve the enjoyment
of the product or service of a consumer.

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These are the elements of surprise that can truly improve the competitive
advantage of your product. These are the features that clients do not even
know they like, but when they discover them, they are satisfied with them.

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Question # 5

(b)

Functional departments within organisations can have differences in language,

terminology, knowledge, experience and values.

It can be difficult to integrate their knowledge for the benefit of customers.

Specialists can easily develop ‘solutions’ from their own functional

perspectives - not from customer ones.

Traditional organisational structures encourage the functional barrier building.

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Question # 2:

(b)

The Cause and Effect Analysis method is used to implement the improved QMS
in their organization. The new development product project was analyzed for
all the possible influencing factors. This tool was used to identify the root
cause for a problem, avoid bottlenecks in an organizational process &
identification of areas where the desired solution/result is not working.

This tool provides the all possible causes for a problem/issue or a quality
characteristic. This improvement tool has the following benefits; 1. It helps in
determining the root causes. 2. It encourages the team / group participation. 3.
It identifies the possible causes for variation. 4. Identification the areas for data
collection. 5. It is used in orderly manner & easy-to-read format. 6. It increases
the knowledge of processes in an organization.

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Question # 2:

(b) Quality management broadly refers to the process of monitoring the quality
of the product to achieve a desired level. In order to detect quality defects in
goods, testing is just part of this method used. Inspection will help you detect
any defects earlier in production before more of a shipment is affected.
Quality control can be defined as a part of quality management focused on
fulfilling quality requirements." While quality assurance relates to how a
process is carried out or how a product is produced, quality control is more
the quality management inspection aspect.

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Question # 3:
(c)

  Total Time 2400.00 Cycle Time 3 Unit Cost= £1000

Day No Downtime Output Units Scarp Units    

360
1 400 45    
450
2 500 94    
419
3 500 99    
             
Availability Performance Good
Day No % % Quality % OEE Units  

1 11.11% 355  

2 406

3 401

Avg

B of B

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