Stooge Enterprises (Stooges) manufactures wooden mallets for commercial and residential applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in several major cities throughout the upper Midwest. Because of the large volume of demand, Stooges has to expand its manufacturing operation to three shifts and hire additional workers. Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks. Stooges placed a great deal of confidence in its manufacturing capability because of its well trained and dedicated employees, and it never felt the need to consider formal process control approaches. In view of the recent complaints, the company president suspected that the expansion to a three- shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests was causing a breakdown in their quality. On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to train the shift supervisors and selected line workers in statistical process control methods. As a trial project, the plant manager wants to evaluate the capability of a critical cutting operation that he suspects might be the source of the diameter problem. The nominal specification for the diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period and recording the dimension of the cut. The table that follows shows 15 days data collected for each shift. The data is a file named STOOGES DATA U22.XLS. QUESTIONS 1. Interpret the data, establish a state of statistical control, and evaluate the capability of the process to meet the specifications. Consider the following questions: a) What do the initial control charts tell you? b) If the process is not in control, what might be the likely causes? Take corrective action based on the information that is available. 2. What is the process capability? What does the process capability tell the company? a) Is Stooges facing a serious problem that needs to be addressed? b) If 10,000 mallets are selected at random, how many are expected to not meet the customer specification? Sample Shift Operator 1 2 3 4 5 1 1 Moe 16.523 16.489 16.513 16.493 16.481 2 2 Curly 16.486 16.483 16.482 16.471 16.513 3 3 Larry 16.523 16.502 16.514 16.493 16.514 4 1 Moe 16.499 16.499 16.490 16.500 16.517 5 2 Shemp 16.426 16.489 16.482 16.448 16.438 6 3 Curly 16.509 16.496 16.496 16.504 16.527 7 1 Larry 16.487 16.495 16.493 16.496 16.502 8 2 Moe 16.495 16.476 16.471 16.506 16.492 9 3 Curly 16.485 16.500 16.484 16.488 16.487 10 1 Moe 16.521 16.488 16.511 16.498 16.521 11 2 Curly 16.514 16.500 16.511 16.471 16.499 12 3 Larry 16.478 16.492 16.489 16.504 16.517 13 1 Moe 16.520 16.483 16.501 16.488 16.485 14 2 Curly 16.504 16.512 16.494 16.476 16.497 15 3 Larry 16.490 16.504 16.500 16.521 16.500 16 1 Moe 16.537 16.499 16.514 16.493 16.506 17 2 Curly 16.498 16.483 16.498 16.520 16.488 18 3 Larry 16.497 16.491 16.499 16.520 16.509 19 1 Moe 16.489 16.507 16.521 16.501 16.481 20 2 Curly 16.511 16.524 16.519 16.493 16.503 21 3 Shemp 16.440 16.441 16.495 16.486 16.477 22 1 Moe 16.522 16.511 16.482 16.497 16.503 23 2 Curly 16.533 16.506 16.511 16.512 16.519 24 3 Shemp 16.450 16.438 16.490 16.439 16.439 25 1 Moe 16.515 16.506 16.509 16.500 16.500 26 2 Curly 16.523 16.503 16.520 16.496 16.485 27 3 Larry 16.497 16.496 16.492 16.511 16.505 28 1 Moe 16.529 16.516 16.490 16.514 16.517 29 2 Curly 16.502 16.525 16.490 16.500 16.493 30 3 Larry 16.498 16.500 16.461 16.492 16.484 31 1 Moe 16.515 16.506 16.509 16.500 16.500 32 2 Curly 16.523 16.503 16.520 16.496 16.485 33 3 Larry 16.497 16.496 16.492 16.511 16.505 34 1 Moe 16.529 16.516 16.490 16.514 16.517 35 2 Curly 16.502 16.525 16.490 16.500 16.493 36 3 Larry 16.498 16.500 16.461 16.492 16.484 37 1 Moe 16.523 16.489 16.513 16.493 16.481 38 2 Curly 16.486 16.483 16.482 16.471 16.513 39 3 Larry 16.523 16.502 16.514 16.493 16.514 40 1 Moe 16.499 16.499 16.490 16.500 16.517 41 2 Moe 16.515 16.506 16.509 16.500 16.500 42 3 Curly 16.523 16.503 16.520 16.496 16.485 43 1 Larry 16.497 16.496 16.492 16.511 16.505 44 2 Moe 16.489 16.507 16.521 16.501 16.481 45 3 Moe 16.522 16.511 16.482 16.497 16.503
Stooge Enterprises (Stooges) manufactures wooden mallets for commercial and residential applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in several major cities throughout the upper Midwest. Because of the large volume of demand, Stooges has to expand its manufacturing operation to three shifts and hire additional workers. Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks. Stooges placed a great deal of confidence in its manufacturing capability because of its well trained and dedicated employees, and it never felt the need to consider formal process control approaches. In view of the recent complaints, the company president suspected that the expansion to a three- shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests was causing a breakdown in their quality. On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to train the shift supervisors and selected line workers in statistical process control methods. As a trial project, the plant manager wants to evaluate the capability of a critical cutting operation that he suspects might be the source of the diameter problem. The nominal specification for the diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period and recording the dimension of the cut. The table that follows shows 15 days data collected for each shift. The data is a file named STOOGES DATA U22.XLS. QUESTIONS 1. Interpret the data, establish a state of statistical control, and evaluate the capability of the process to meet the specifications. Consider the following questions: a) What do the initial control charts tell you? b) If the process is not in control, what might be the likely causes? Take corrective action based on the information that is available. 2. What is the process capability? What does the process capability tell the company? a) Is Stooges facing a serious problem that needs to be addressed? b) If 10,000 mallets are selected at random, how many are expected to not meet the customer specification? Sample Shift Operator 1 2 3 4 5 1 1 Moe 16.523 16.489 16.513 16.493 16.481 2 2 Curly 16.486 16.483 16.482 16.471 16.513 3 3 Larry 16.523 16.502 16.514 16.493 16.514 4 1 Moe 16.499 16.499 16.490 16.500 16.517 5 2 Shemp 16.426 16.489 16.482 16.448 16.438 6 3 Curly 16.509 16.496 16.496 16.504 16.527 7 1 Larry 16.487 16.495 16.493 16.496 16.502 8 2 Moe 16.495 16.476 16.471 16.506 16.492 9 3 Curly 16.485 16.500 16.484 16.488 16.487 10 1 Moe 16.521 16.488 16.511 16.498 16.521 11 2 Curly 16.514 16.500 16.511 16.471 16.499 12 3 Larry 16.478 16.492 16.489 16.504 16.517 13 1 Moe 16.520 16.483 16.501 16.488 16.485 14 2 Curly 16.504 16.512 16.494 16.476 16.497 15 3 Larry 16.490 16.504 16.500 16.521 16.500 16 1 Moe 16.537 16.499 16.514 16.493 16.506 17 2 Curly 16.498 16.483 16.498 16.520 16.488 18 3 Larry 16.497 16.491 16.499 16.520 16.509 19 1 Moe 16.489 16.507 16.521 16.501 16.481 20 2 Curly 16.511 16.524 16.519 16.493 16.503 21 3 Shemp 16.440 16.441 16.495 16.486 16.477 22 1 Moe 16.522 16.511 16.482 16.497 16.503 23 2 Curly 16.533 16.506 16.511 16.512 16.519 24 3 Shemp 16.450 16.438 16.490 16.439 16.439 25 1 Moe 16.515 16.506 16.509 16.500 16.500 26 2 Curly 16.523 16.503 16.520 16.496 16.485 27 3 Larry 16.497 16.496 16.492 16.511 16.505 28 1 Moe 16.529 16.516 16.490 16.514 16.517 29 2 Curly 16.502 16.525 16.490 16.500 16.493 30 3 Larry 16.498 16.500 16.461 16.492 16.484 31 1 Moe 16.515 16.506 16.509 16.500 16.500 32 2 Curly 16.523 16.503 16.520 16.496 16.485 33 3 Larry 16.497 16.496 16.492 16.511 16.505 34 1 Moe 16.529 16.516 16.490 16.514 16.517 35 2 Curly 16.502 16.525 16.490 16.500 16.493 36 3 Larry 16.498 16.500 16.461 16.492 16.484 37 1 Moe 16.523 16.489 16.513 16.493 16.481 38 2 Curly 16.486 16.483 16.482 16.471 16.513 39 3 Larry 16.523 16.502 16.514 16.493 16.514 40 1 Moe 16.499 16.499 16.490 16.500 16.517 41 2 Moe 16.515 16.506 16.509 16.500 16.500 42 3 Curly 16.523 16.503 16.520 16.496 16.485 43 1 Larry 16.497 16.496 16.492 16.511 16.505 44 2 Moe 16.489 16.507 16.521 16.501 16.481 45 3 Moe 16.522 16.511 16.482 16.497 16.503
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Question
Stooge Enterprises (Stooges) manufactures wooden mallets for commercial and residential
applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in
several major cities throughout the upper Midwest. Because of the large volume of demand,
Stooges has to expand its manufacturing operation to three shifts and hire additional workers.
Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet
head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high
quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks.
Stooges placed a great deal of confidence in its manufacturing capability because of its well trained
and dedicated employees, and it never felt the need to consider formal process control approaches.
In view of the recent complaints, the company president suspected that the expansion to a three-
shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests
was causing a breakdown in their quality.
On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to
train the shift supervisors and selected line workers in statistical process control methods. As a
trial project, the plant manager wants to evaluate the capability of a critical cutting operation that
he suspects might be the source of the diameter problem. The nominal specification for the
diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant
suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period
and recording the dimension of the cut. The table that follows shows 15 days data collected for
each shift. The data is a file named STOOGES DATA U22.XLS.
QUESTIONS
1. Interpret the data, establish a state of statistical control, and evaluate the capability of the
process to meet the specifications. Consider the following questions:
a) What do the initial control charts tell you?
b) If the process is not in control, what might be the likely causes? Take corrective action
based on the information that is available.
2. What is the process capability? What does the process capability tell the company?
a) Is Stooges facing a serious problem that needs to be addressed?
b) If 10,000 mallets are selected at random, how many are expected to not meet the customer
specification?
applications. Stooges landed a major contract as a supplier to Slapsticks, Inc., a leading retailer in
several major cities throughout the upper Midwest. Because of the large volume of demand,
Stooges has to expand its manufacturing operation to three shifts and hire additional workers.
Not long after Stooges began mallets to Slapsticks, it began receiving some complaints about mallet
head diameters. This problem was somewhat alarming to Stooges, because its reputation as a high
quality manufacturer was the principal reason that it was selected as a supplier to Slapsticks.
Stooges placed a great deal of confidence in its manufacturing capability because of its well trained
and dedicated employees, and it never felt the need to consider formal process control approaches.
In view of the recent complaints, the company president suspected that the expansion to a three-
shift operation and the pressures to produce higher volumes and meet just-in-time delivery requests
was causing a breakdown in their quality.
On the recommendation of the plant manager, Stooges hired a recent Excelsior College graduate to
train the shift supervisors and selected line workers in statistical process control methods. As a
trial project, the plant manager wants to evaluate the capability of a critical cutting operation that
he suspects might be the source of the diameter problem. The nominal specification for the
diameter operation is 16.500 inches with a tolerance of plus or minus 0.04 inches. The consultant
suggested inspecting five consecutive mallet heads in the middle of each shift over a 10-day period
and recording the dimension of the cut. The table that follows shows 15 days data collected for
each shift. The data is a file named STOOGES DATA U22.XLS.
QUESTIONS
1. Interpret the data, establish a state of statistical control, and evaluate the capability of the
process to meet the specifications. Consider the following questions:
a) What do the initial control charts tell you?
b) If the process is not in control, what might be the likely causes? Take corrective action
based on the information that is available.
2. What is the process capability? What does the process capability tell the company?
a) Is Stooges facing a serious problem that needs to be addressed?
b) If 10,000 mallets are selected at random, how many are expected to not meet the customer
specification?
Sample Shift Operator 1 2 3 4 5
1 1 Moe 16.523 16.489 16.513 16.493 16.481
2 2 Curly 16.486 16.483 16.482 16.471 16.513
3 3 Larry 16.523 16.502 16.514 16.493 16.514
4 1 Moe 16.499 16.499 16.490 16.500 16.517
5 2 Shemp 16.426 16.489 16.482 16.448 16.438
6 3 Curly 16.509 16.496 16.496 16.504 16.527
7 1 Larry 16.487 16.495 16.493 16.496 16.502
8 2 Moe 16.495 16.476 16.471 16.506 16.492
9 3 Curly 16.485 16.500 16.484 16.488 16.487
10 1 Moe 16.521 16.488 16.511 16.498 16.521
11 2 Curly 16.514 16.500 16.511 16.471 16.499
12 3 Larry 16.478 16.492 16.489 16.504 16.517
13 1 Moe 16.520 16.483 16.501 16.488 16.485
14 2 Curly 16.504 16.512 16.494 16.476 16.497
15 3 Larry 16.490 16.504 16.500 16.521 16.500
16 1 Moe 16.537 16.499 16.514 16.493 16.506
17 2 Curly 16.498 16.483 16.498 16.520 16.488
18 3 Larry 16.497 16.491 16.499 16.520 16.509
19 1 Moe 16.489 16.507 16.521 16.501 16.481
20 2 Curly 16.511 16.524 16.519 16.493 16.503
21 3 Shemp 16.440 16.441 16.495 16.486 16.477
22 1 Moe 16.522 16.511 16.482 16.497 16.503
23 2 Curly 16.533 16.506 16.511 16.512 16.519
24 3 Shemp 16.450 16.438 16.490 16.439 16.439
25 1 Moe 16.515 16.506 16.509 16.500 16.500
26 2 Curly 16.523 16.503 16.520 16.496 16.485
27 3 Larry 16.497 16.496 16.492 16.511 16.505
28 1 Moe 16.529 16.516 16.490 16.514 16.517
29 2 Curly 16.502 16.525 16.490 16.500 16.493
30 3 Larry 16.498 16.500 16.461 16.492 16.484
31 1 Moe 16.515 16.506 16.509 16.500 16.500
32 2 Curly 16.523 16.503 16.520 16.496 16.485
33 3 Larry 16.497 16.496 16.492 16.511 16.505
34 1 Moe 16.529 16.516 16.490 16.514 16.517
35 2 Curly 16.502 16.525 16.490 16.500 16.493
36 3 Larry 16.498 16.500 16.461 16.492 16.484
37 1 Moe 16.523 16.489 16.513 16.493 16.481
38 2 Curly 16.486 16.483 16.482 16.471 16.513
39 3 Larry 16.523 16.502 16.514 16.493 16.514
40 1 Moe 16.499 16.499 16.490 16.500 16.517
41 2 Moe 16.515 16.506 16.509 16.500 16.500
42 3 Curly 16.523 16.503 16.520 16.496 16.485
43 1 Larry 16.497 16.496 16.492 16.511 16.505
44 2 Moe 16.489 16.507 16.521 16.501 16.481
45 3 Moe 16.522 16.511 16.482 16.497 16.503
1 1 Moe 16.523 16.489 16.513 16.493 16.481
2 2 Curly 16.486 16.483 16.482 16.471 16.513
3 3 Larry 16.523 16.502 16.514 16.493 16.514
4 1 Moe 16.499 16.499 16.490 16.500 16.517
5 2 Shemp 16.426 16.489 16.482 16.448 16.438
6 3 Curly 16.509 16.496 16.496 16.504 16.527
7 1 Larry 16.487 16.495 16.493 16.496 16.502
8 2 Moe 16.495 16.476 16.471 16.506 16.492
9 3 Curly 16.485 16.500 16.484 16.488 16.487
10 1 Moe 16.521 16.488 16.511 16.498 16.521
11 2 Curly 16.514 16.500 16.511 16.471 16.499
12 3 Larry 16.478 16.492 16.489 16.504 16.517
13 1 Moe 16.520 16.483 16.501 16.488 16.485
14 2 Curly 16.504 16.512 16.494 16.476 16.497
15 3 Larry 16.490 16.504 16.500 16.521 16.500
16 1 Moe 16.537 16.499 16.514 16.493 16.506
17 2 Curly 16.498 16.483 16.498 16.520 16.488
18 3 Larry 16.497 16.491 16.499 16.520 16.509
19 1 Moe 16.489 16.507 16.521 16.501 16.481
20 2 Curly 16.511 16.524 16.519 16.493 16.503
21 3 Shemp 16.440 16.441 16.495 16.486 16.477
22 1 Moe 16.522 16.511 16.482 16.497 16.503
23 2 Curly 16.533 16.506 16.511 16.512 16.519
24 3 Shemp 16.450 16.438 16.490 16.439 16.439
25 1 Moe 16.515 16.506 16.509 16.500 16.500
26 2 Curly 16.523 16.503 16.520 16.496 16.485
27 3 Larry 16.497 16.496 16.492 16.511 16.505
28 1 Moe 16.529 16.516 16.490 16.514 16.517
29 2 Curly 16.502 16.525 16.490 16.500 16.493
30 3 Larry 16.498 16.500 16.461 16.492 16.484
31 1 Moe 16.515 16.506 16.509 16.500 16.500
32 2 Curly 16.523 16.503 16.520 16.496 16.485
33 3 Larry 16.497 16.496 16.492 16.511 16.505
34 1 Moe 16.529 16.516 16.490 16.514 16.517
35 2 Curly 16.502 16.525 16.490 16.500 16.493
36 3 Larry 16.498 16.500 16.461 16.492 16.484
37 1 Moe 16.523 16.489 16.513 16.493 16.481
38 2 Curly 16.486 16.483 16.482 16.471 16.513
39 3 Larry 16.523 16.502 16.514 16.493 16.514
40 1 Moe 16.499 16.499 16.490 16.500 16.517
41 2 Moe 16.515 16.506 16.509 16.500 16.500
42 3 Curly 16.523 16.503 16.520 16.496 16.485
43 1 Larry 16.497 16.496 16.492 16.511 16.505
44 2 Moe 16.489 16.507 16.521 16.501 16.481
45 3 Moe 16.522 16.511 16.482 16.497 16.503
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