Question 2

MPS For A

Period 1 2 3 4 5 6 7 8 9 10
Gross Req 100 100 100 100 0 0 100 100 100 100

MPS For C

Period 1 2 3 4 5 6 7 8 9 10
Gross Req 100 100 100 100 0 0 100 100 100 100
Sch. Receipt 0 0 0 0 0 0 0 0 0 0
Projected On Hand Inv 125 25 0 0 0 0 0 0 0 0
Planned Receipt 0 0 75 100 0 0 100 100 100 100
Planned Order Release 0 75 100 0 0 100 100 100 100 0

MPS For D

Period 1 2 3 4 5 6 7 8 9 10
Gross Req 100 175 200 100 0 100 200 200 200 100
Sch. Receipt 0 100 0 0 0 0 0 0 0 0
Projected On Hand Inv 250 175 0 0 0 0 0 0 0 0
Planned Receipt 0 0 25 100 0 100 200 200 200 100
Planned Order Release 25 100 0 100 200 200 200 100 0 0

MPS For E

Period 1 2 3 4 5 6 7 8 9 10
Gross Req 125 200 100 200 200 200 300 200 100 100
Sch. Receipt 0 300 0 0 0 0 0 0 0 0
Projected On Hand Inv 0 75 275 75 175 275 275 75 275 175
Planned Receipt 0 0 300 0 300 300 300 0 300 0
Planned Order Release 300 0 300 300 300 0 300 0 0 0
Backorder 25 0 0 0 0 0 0 0 0 0
In week 1, for Material E, there is backorder of 25 units. Manager should ask customer whether it is fine to fullfill his
demand in the next month. He could also check with vendor whether he can delivery the required quantityy urgently or
he can contact new vendor if he can full fill the demand urgently.
s fine to fullfill his
quantityy urgently or
 Question 3

Part A
MPS for A & B

Period
Product 1 2 3 4 5 6 7 8
A 0 125 0 95 0 150 0 130
B 0 0 80 0 0 70 0 0

MPS for C

Period 1 2 3 4 5 6 7 8
Gross Req 0 250 0 190 0 300 0 260
Sch. Receipt 0 200 0 0 0 0 0 0
Projected On Hand Inv 85 35 35 0 0 0 0 0
Planned Receipt 0 0 0 155 0 300 0 260
Planned Order Release 155 0 300 0 260 0 0 0

MPS for D

Period 1 2 3 4 5 6 7 8
Gross Req 155 250 380 190 260 370 0 260
Sch. Receipt 0 0 0 0 0 0 0 0
Projected On Hand Inv 470 220 450 260 0 260 260 0
Planned Receipt 0 0 610 0 0 630 0 0
Planned Order Release 610 0 0 630 0 0 0 0

MPS for E

Period 1 2 3 4 5 6 7 8
Gross Req 610 250 160 820 0 440 0 260
Sch. Receipt 800 0 0 0 0 0 0 0
Projected On Hand Inv 190 740 580 560 560 120 120 660
Planned Receipt 0 800 0 800 0 0 0 0
Planned Order Release 800 0 800 0 0 0 800 0

Part B

Part C

MPS for A & B

Period
Product 1 2 3 4 5 6 7 8
A 0 125 0 95 200 150 0 130
B 0 0 80 0 0 70 0 0

MPS for C

Period 1 2 3 4 5 6 7 8
Gross Req 0 250 0 190 400 300 0 260
Sch. Receipt 0 200 0 0 0 0 0 0
Projected On Hand Inv 85 35 35 0 0 0 0 0
Planned Receipt 0 0 0 155 400 300 0 260
Planned Order Release 155 400 300 0 260 0 0 0

MPS for D

Period 1 2 3 4 5 6 7 8
Gross Req 155 650 380 190 660 370 0 260
Sch. Receipt 0 0 0 0 0 0 0 0
Projected On Hand Inv 470 0 850 660 0 260 260 0
Planned Receipt 0 0 1410 0 0 630 0 0
Planned Order Release 1410 0 0 630 0 0 0 0
Backorder 0 180 0 0 0 0 0 0

MPS for E

Period 1 2 3 4 5 6 7 8
Gross Req 1410 250 160 820 400 440 0 260
Sch. Receipt 800 0 0 0 0 0 0 0
Projected On Hand Inv 0 290 130 110 510 70 70 610
Planned Receipt 0 800 0 800 800 0 0 800
Planned Order Release 800 0 800 800 0 0 800 0
Backorder 260 0 0 0 0 0 0 0
Due to acceptance of urgent order in week 5, a backorder is getting generated in week 1 for Material E. This
would require manager to ask customer to wait for 1 week to fullfil his order or ask his vendor to deliver the
product urgently on week 1 itself.
 Question 4

Week
Quantity on Hand 1 2 3 4 5 6 7 8 9 10
(400)
Forecast 550 300 400 450 300 350 200 300 450 400
Customers 300 350 250 250 200 150 100 100 100 100
Order(Booked)
Projected On-Hand 350 0 100 150 350 0 300 0 50 150
Inventory
MPS Qty 500 0 500 500 500 0 500 0 500 500
MPS Start 0 500 500 500 0 500 0 500 500 0
ATP Inv. 350 0 0 0 0 0 100
 Quaeion 5

Defect No. of defect occurrences Percentage

Components not adhering 143 11.22%
Excess adhesive 71 5.57%
Misplaced transistors 601 47.14%
Defective board dimension 146 11.45%
Mounting holes improperly positioned 12 0.94%
Circuitry problems on final test 90 7.06%
Wrong component 212 16.63%

Part A

This chart isn't available in your version of Excel.

Editing this shape or saving this workbook into a different file format will
permanently break the chart.

Part B

Most Prevalent Defect is Misplaced transistors, amount 47.14%

Part C

Using Pareto Chart we can conculde that initial effort to solve defects should go to Misplaced Transistors and
Wrong Component, which amount to total of 63%. This will help in reducing defects in a large way without putting
a large quality cost.
Transistors and
way without putting
 Question 7

Complains No. of Complaint Percentage

cramped seats 45 8.67%
cost 16 3.08%
dislike or fear of flying 57 10.98%
security measures 119 22.93%
poor service 12 2.31%
connecting flight problems 8 1.54%
overcrowded planes 42 8.09%
late planes/waits 57 10.98%
food 7 1.35%
lost luggage 7 1.35%
other 51 9.83%
No Complaints 98 18.88%

Part A

18.88% of people surveyed found nothing they disliked

Part B

This chart isn't available in your version of Excel.

Editing this shape or saving this workbook into a different file format will permanently break the chart.
 Part C

Materials Methods

Cramped Seats Cost

Food Security Measures

Lost Luggage Connecting Flight

Effect

Dislike or fear of flying Overcrowded Plane

Late Plane/waits Poor Service

Manpower Machinary

Part D

I would first put my focus on following three issues to improve customer service as theyy account for 42% of
complaints: security measure, dislike or fear of flying and late planes or wait.
he chart.
 Effect

nt for 42% of
 Question 8

Part A

Reason for defective shipment

Week No of Shipment No of shipment Incorrect bill of Incorrect Truck Damanged Truck
with defect lading Load Product Late
1 23 5 2 2 1 0
2 31 8 1 4 1 2
3 28 6 2 3 1 0
4 37 11 4 4 1 2
5 35 10 3 4 2 1
6 40 14 5 6 3 0
7 41 12 3 5 3 1
8 44 15 4 7 2 2

Scatter Chart
16 There is positive relation visible
between no of shipment and no of
No of Shipment with defect

14
shipoment with defect. With
12 increase in one variable other
10 variable is also increasing.
8
6
4
2
0
20 25 30 35 40 45 50
No of Shipment

Part B

Turnover No of shipment Scatter Chart

with defect
16
1 5
No of shipment with defect

14
3 8 12
5 6 10
2 11 8
4 10 6
6 14 4
5 12 2

5 15 0
0 1 2 3 4 5 6 7
Turnover
 2

No
0
0 1 2 3 4 5 6 7
Turnover

There is positive relation visible between turnover and no of shipoment with defect.
With increase in one variable other variable is also increasing.

Part C

Type of Defect No of Defects This chart isn't available in your version of Excel.
Incorrect bill of
lading Editing this shape or saving this workbook into a
24
Incorrect Truck different file format will permanently break the
Load chart.
35
Damanged
Product
14
Truck Late 8

Part D

Materials Methods

Defective Product

Incorrect Loading

Incorrect Product Incorrect Bil of lading

Effect

Unsufficient Training Old trucks having

high breakdowns

High Turover of Low space on

Employee trucks

Manpower Machinary
e relation visible
shipment and no of
h defect. With
variable other
increasing.
version of Excel.

workbook into a
ntly break the

Effect
 Question 9

Observations
Sample 1 2 3 4 5 6 7 8 Mean Range
1 7.98 8.34 8.02 7.94 8.44 7.68 7.81 8.11 8.04 0.76
2 8.33 8.22 8.08 8.51 8.41 8.28 8.09 8.16 8.26 0.43
3 7.89 7.77 7.91 8.04 8 7.89 7.93 8.09 7.94 0.32
4 8.24 8.18 7.83 8.05 7.9 8.16 7.97 8.07 8.05 0.41
5 7.87 8.13 7.92 7.99 8.1 7.81 8.14 7.88 7.98 0.33
6 8.13 8.14 8.11 8.13 8.14 8.12 8.13 8.14 8.13 0.03
Mean 8.07 0.38
n 8
A2 0.373
D4 1.864
D3 0.136

Sample Mean LCL CL UCL X - Bar Chart

1 8.04 7.92 8.07 8.21 8.3
2 8.26 7.92 8.07 8.21 8.2
3 7.94 7.92 8.07 8.21 8.1
4 8.05 7.92 8.07 8.21
8
5 7.98 7.92 8.07 8.21
7.9
6 8.13 7.92 8.07 8.21
7.8
7.7
1 2 3 4 5 6
Mean LCL CL UCL

R - Bar Chart
Sample Range LCL CL UCL 0.8
1 0.76 0.05 0.38 0.71 0.7
2 0.43 0.05 0.38 0.71 0.6
3 0.32 0.05 0.38 0.71 0.5
4 0.41 0.05 0.38 0.71 0.4
5 0.33 0.05 0.38 0.71
0.3
6 0.03 0.05 0.38 0.71
0.2
0.1
0
1 2 3 4 5 6
Range LCL CL UCL
In X Bar Chart, sample 2 needs to be investigated as it is exceeding UCL Limit.
R Bar chart is totally out of control andd there seems to be special errors present in the process that needs to be
investigated.
 5 6
UCL

5 6
UCL
hat needs to be
 Question 10
Sample Mean Range
1 17 6
2 14 11
3 8 4
4 17 8 X-Bar 13.07
5 12 9 R-Bar 9.93
6 13 14 A2 0.577
7 15 12 D4 2.115
8 16 15 D3 0
9 13 10
10 14 10
11 16 11
12 9 6
13 11 9
14 9 11
15 12 13
Part A

Sample Mean LCL CL UCL Sample Range LCL CL

1 17 7.34 13.07 18.80 1 6 0.00 9.93
2 14 7.34 13.07 18.80 2 11 0.00 9.93
3 8 7.34 13.07 18.80 3 4 0.00 9.93
4 17 7.34 13.07 18.80 4 8 0.00 9.93
5 12 7.34 13.07 18.80 5 9 0.00 9.93
6 13 7.34 13.07 18.80 6 14 0.00 9.93
7 15 7.34 13.07 18.80 7 12 0.00 9.93
8 16 7.34 13.07 18.80 8 15 0.00 9.93
9 13 7.34 13.07 18.80 9 10 0.00 9.93
10 14 7.34 13.07 18.80 10 10 0.00 9.93
11 16 7.34 13.07 18.80 11 11 0.00 9.93
12 9 7.34 13.07 18.80 12 6 0.00 9.93
13 11 7.34 13.07 18.80 13 9 0.00 9.93
14 9 7.34 13.07 18.80 14 11 0.00 9.93
15 12 7.34 13.07 18.80 15 13 0.00 9.93

X-Bar Chart R-Bar Chart

20 25
18
16 20
14
12 15
10
8 10
6
4 5
2
0 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Mean LCL CL UCL Ra nge LCL CL UCL
12 15
10
8 10
6
4 5
2
0 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Mean LCL CL UCL Ra nge LCL CL UCL

Part B

Sample Mean LCL CL UCL Sample Range LCL CL

16 11 7.335133 13.06667 18.7982 16 7 0 9.933333
17 14 7.335133 13.06667 18.7982 17 11 0 9.933333
18 9 7.335133 13.06667 18.7982 18 6 0 9.933333
19 15 7.335133 13.06667 18.7982 19 4 0 9.933333
20 17 7.335133 13.06667 18.7982 20 12 0 9.933333
21 19 7.335133 13.06667 18.7982 21 14 0 9.933333
22 13 7.335133 13.06667 18.7982 22 11 0 9.933333
23 22 7.335133 13.06667 18.7982 23 10 0 9.933333
24 20 7.335133 13.06667 18.7982 24 8 0 9.933333
25 18 7.335133 13.06667 18.7982 25 6 0 9.933333
Mean X Mean R
Bar 15.8 Bar 8.9

X-Bar Chart R-Bar Chart

25 25

20 20

15 15

10 10

5 5

0 0
16 17 18 19 20 21 22 23 24 25 16 17 18 19 20 21 22 23 24 25

Mean LCL CL UCL Range LCL CL UCL

Part C

The Process is out of control. X-Bar Chart is out of control also R-Bar chart is showing downward trend so it needs to
be investigated. It is attribured to both change in mean and increase in variability about the mean.
 UCL
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01
21.01

rt

10 11 12 13 14 15
CL UCL
 10 11 12 13 14 15
CL UCL

UCL
21.009
21.009
21.009
21.009
21.009
21.009
21.009
21.009
21.009
21.009

22 23 24 25
CL UCL

d trend so it needs to
ean.