Oslo Company's target quality characteristic, T, for one of its key components is set at 88. Using the Taguchi quality loss function (QLF) the company has determined the cost coefficient, k, to be $6,300. What is the estimated loss, L(x), if the value of the quality characteristic, x, is 91? Multiple Choice $4,200. $56,700. $7,200. $20,700. $45,200.
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Q43
Oslo Company's target quality characteristic, T, for one of its key components is set at 88. Using the Taguchi quality loss function (QLF) the company has determined the cost coefficient, k, to be $6,300. What is the estimated loss, L(x), if the value of the quality characteristic, x, is 91?
-
$4,200.
-
$56,700.
-
$7,200.
-
$20,700.
-
$45,200.
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- Case study Training at Hailey’s Construction Shobana, Hailey’s Construction, Sales Manager, read the memo she has just received from Kavelan , the Training Manager, and said to herself,” No way! I’m not going to let Kavelan get away with this. Last month, hhe insisted that 15 of the salespeople spend three days on a course on Quality Control conducted by a trainer. I had my hesitations, but I sent them anyway. On their return, they grumbled constantly about what a bore it was and how their time had been wasted because the content was totally irrelevant to their jobs. Now Kavelan wants another 10 participants. Well, he can just find them somewhere else!” Question 2 Elaborate what should the Training Manager do to ensure that the managers of every department willingly send their staff for the training programmes. include example alsoCase Study Training at Hailey’s Construction Shobana, Hailey’s Construction, Sales Manager, read the memo she has just received from Kavelan , the Training Manager, and said to herself,” No way! I’m not going to let Kavelan get away with this. Last month, hhe insisted that 15 of the salespeople spend three days on a course on Quality Control conducted by a trainer. I had my hesitations, but I sent them anyway. On their return, they grumbled constantly about what a bore it was and how their time had been wasted because the content was totally irrelevant to their jobs. Now Kavelan wants another 10 participants. Well, he can just find them somewhere else!” Question 1 Describe the mistakes Hailey’s Construction Training Manager madeThe American Society for Quality (ASQ) defines quality as "the totality of features and characteristics of a product or service that bear on its ability to satisfy given needs". a) Comment on this definition - is there anything you would add or change to improve it? b) Describe two statistical tools or quantitative methods that might be employed to quantify an organization's ability to meet customer expectations, Be sure to include an explanation of how, specifically, each tool or method enables the accurate assessment of organizational output (product or service).
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- Managing Quality Improvement Teams 1) Perform a cost-benefit analysis using the following data: Direct cost: 10 laptops 2,000.00 each Server 2,000.00 Network Installation 15,000.00 Software 20,000.00 Indirect costs: Training 15,000.00 Annualized Benefits Increased Capacity 100,000.00 Analysis based on results: Parts a,b,c a) State if the number of years represents a good or back payback period? b) Is it a good ratio? c) How likely ate the benefits to be realized and how will a decision be made? Please show the full solution and analysis for this case. ThanksKloppenborg et al. (2018:392) defines project quality as characteristics of a product or service that bear on its ability tosatisfy stated or implied needs. Judging from the case study, the quality of the Harmon Hotel project has a lot to be desired. Using the core value of Total Quality Management (TQM), critically discuss how the Harmon Hotel project manager couldhave better managed the quality of the project. Ensure that each value is discussed in detailPART 5: JIRO DREAMS OF SUSHIYou would need to watch a documentary film and think hard about quality management at chef master Jiro Ono's sushi restaurant, e.g. the Sukiyabashi Jiro in Tokyo, Japan.The film has the following information: titled Jiro Dreams of Sushi; first released in 2011; produced by Kevin Iwashina and Tom Pellegrini; directed by David Gelb; distributed by Magnolia PicturesTranscripts of the film are available online for free. Just follow this link:https://www.scripts.com/script/jiro_dreams_of_sushi_11319In your report of this part, you need to present the following:(a) Specific things that master Jiro and his associates do to have great sushi (what you see). You can use bullet points to present your specific findings.(b) A cause-and-effect (fishbone) diagram to explain the great quality (structured thoughts).(c) Discussion on why the restaurant does not need a documented quality system.(d) Discussion on why this non-documentation system may not work in other…
- 11.1 Safelite guaranteed an $11 hourly wage when it rolled out performance pay, so it paid installers $20 per windshield or $11 per hour, whichever was greater. How many windshields must a worker install in an 8-hour day for performance pay to equal the $11 hourly wage? Workers installed 2.7 windshields per day before performance pay. Did it take a little or a lot of extra effort to reach the “incentive zone”? Note:- Do not provide handwritten solution. Maintain accuracy and quality in your answer. Take care of plagiarism. Answer completely. You will get up vote for sure.Case StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…Case StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…