A quality control process finds 36.8 defects for every 9,200 units of production. What percent of the production is defective?
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A quality control process finds 36.8 defects for every 9,200 units of production. What percent of the production is defective?
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- a quality control process find $45.6 defects for every 7,600 unit of production. what percent of the production is defective?If you were the Vice-President of Quality Assurance, how would you evaluate the appropriate measure for process capability and then assess the capability of the in-control process to meet specifications? Why is this important?NanosElectron, Inc. produces 75,000 circuit boards a month. Three characteristics are inspected on a random selection of 800 boards per week. Over the last week, four defects for one characteristic were identified, two defects for another characteristic, and one defect for the third characteristic were identified. What is the general sigma standard for this procedure if these inspections had created fault counts that were reflective of the population? What is the sigma standard for the feature with four defects?
- 380,000 automotive A-Frame brackets are stamped in a year with a complex process involving shearing, forming, stamping, and heat treating. Each bracket has 6 Critical To Quality features. 627 brackets had at least one defect. Evaluation of the 627 brackets showed a total of, 1191 defects. Calculate the defects per million opportunities (DPMO). Calculate the defects per million (DPM). Calculate the defective units per million (DUPM).What are the most common mistakes made during performance testing?Quality control in a factory pulls 40 parts with paint, packaging, or electronic defects from anassembly line. Of these, 28 had a paint defect, 17 had a packaging defect, 13 had an electronicdefect, 6 had both paint and packaging defects, 7 had both packaging and electronics defects, and 10had both paint and electronic defects. Did any part have all three types of defect? If so, how many?
- You’re managing a construction project to install several hundred airconditioner panels in a new office building. Every floor has identicalpanels. The customer, a construction contracting company, has providedspecifications for the installations. The team is using a process to install andverify each panel. As the team completes each panel, your team’s qualitycontrol inspector measures it and identifies defects. The root cause of eachdefect is identified. You want to identify the ongoing trends of defectiveinstallations. Which is the BEST tool to use for this?A. Control chartB. Fishbone diagramC. Run ChartD. Pareto chart Which risk analysis tool is used to model your risks on a computer to showrandom probabilities?A. Monte Carlo analysisB. Computerized risk auditC. EMV analysisD. Delphi techniqueIn your discussion, compare and contrast the different elements of the Six Sigma philosophy. Discuss three ways your college or your workplace could improve quality.NanosElectron, Inc. manufactures 75,000 circuit boards per month. A random sample of 800 boards is inspected every week for three characteristics. During a recent week, four defects were found for one characteristic, two defects were found for another characteristic, and one defect was found for the third characteristic. If these inspections produced defect counts that were representative of the population, what is the overall sigma level for this process? What is the sigma level for the characteristic that showed four defects?
- Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…