This document is a process quality assurance report submitted by Anglia Ruskin University. It contains solutions to three questions related to quality assurance techniques. For question 1, it proposes a 24-month business plan to reduce reworks and costs using statistical process control methods like control charts, Pareto analysis, ISO/BS standards, Six Sigma, and total quality management. For question 2, it demonstrates how to construct a Pareto chart and analyzes a Pareto chart of claims by product component. For question 3, it constructs a Pareto chart of total claim costs by component and analyzes which components contribute most to costs.

1. Process Quality Assurance
Report
Assignment submitted by
Anglia Ruskin University SID 1227201

2. Contents
 Abstract - 2
 Hypothesis - 2
 Introduction - 2
 Solution to problem 1 on reworks and costs 3 - 7
 Business plan for 24 months for solution 1 8 - 9
 Understand more on Pareto Charts and analysis 10
 An insight to control charts in solution 3
 References 11
 Appendix 1 12
 Appendix 2 14

3. Abstract
“Statistical process control should have a central role in all infection prevention programs. Collecting the correct data and
creating the most appropriate graphics for the data can prove difficult unless one has adequate training in the statistical
methodology. Through adequate data collection and critical analysis of control charts, the infection preventions can detect
aberrant data early, which allows for prompt intervention and mitigation of any poor outcomes.” - (website APIC, References)
Hypothesis
In this report the researcher has tried to find conclusions to the uses of the different methods of the strategic process quality
management and steps. Apart from concluding on the example working of the control and range charts the research has tried to
explain its features and Pareto analysis chart which is an important aspect of the Statistical Process & Control. Exploring the three
specific question results into the different dimensions from design to a product run in the manufacturing unit to its impact on the
International standards. The researcher has defied the best possible solutions in co-ordination with the practical implementation.
Introduction
The research work below focuses on the utilization of Statistical Process Quality Control and Process Quality Assurance methods
used in the everyday basis by the manufacturing companies or even in vivid fields. It is that branch of the engineering that
determines the standards of the quality products that are introduced to market. It is a systematic method of approach using multi
business strategic process.
This report acknowledges the solutions to three main focus questions related to the multiple techniques introduced in the process
of quality assurance and production, use of the different SPC charts like the Pareto charts and Control charts.
Above picture shows a Mercedes
automobile during inspection and
safety quality audits

4. Question 1 Solution: Theory
As an engineering business, much of the product that is developed goes into redesigning or scrap for better and validated robust
product for the market. Things need to be much in consideration with the manufacturing to reduce the scrapping and time
management on redesigning the product. Being a full order book engineering company, as stated 15% of total sales flows into
scrapping and redesign which means if my revenue is 1 billion, nearly 15 million flows into scrapping and redesign. To reduce
this I would rather follow strategic application and use of SPC, TQM, SQM, Process quality, SQT Quality Assurance and ISO
or BS techniques. The process may involve various steps explained below and will due effect to reduce the cost over a 24 months.
Step 1: SOT: Strategic Quality Targets
Design, Conformance & Costs (Statistical process control: Oakland John, Reference)
Quality of Design: Defining how well the product is designed to achieve its stated purpose. Ending in low design quality will
result in not meeting the requirements. Focus on the design specification to result in reducing redesign time.
Quality of Conformance: It is the extent to which the product or services achieves the specified design. High inspection or
checking reduces the chances of scrapping the design and increasing the concurrent engineering reducing the time consumption
and money flow. (Statistical process control: Oakland John , Reference)
Cost of Quality: If the cost of the product is carefully managed to a long term effect results in desirable business and reducing the
return of products. This ultimately affects the sales revenue and the time and market feedback too. Analysis of the quality cost is
an effective management tool providing
 Ways of assessing and monitoring overall effectiveness of the management
 Determining the problem areas and taking action based on their priorities.
Prevention Costs is associated with the product design, implementation and maintenance of the product. This implies the
following points
Quality Planning Results in reliable product production and achieving the specified target
Quality Assurance Creation & maintenance of the overall design stage to the production.
Inspection An important aspect of confirming the product manufactured is exact to the standards
Appraisal Costs is associated with the manufacturers and consumer’s / clients evaluation of the purchased materials, process,
intermediates, and products. This includes the following points
Quality Audits Check with the function of the management working satisfactorily
Inspection Calibration and maintenance of the design to the product in the market
Verification Includes the incoming material process, set-up, first-offs, running processes, services performances.
Vendor rating Includes business strategy to obtain competitive advantage by assessment and approval of manufacturers –
both products and services.
Reducing internal failure costs is associated where products fail to reach the standards. Early detection is important to reduce
scrapping. This includes
Rework /Rectify Correction of the defective materials or errors to meet the requirement.
Reinspection Re –examining the products or the work results the efficiency to 99.9%
Downgrading It is one of the strategy to sell the products that does not meet the specification can be sold as second
quality low price.
Failure Analysis It is a feedback which establishes the cause of the internal product or service failure.
Reducing external failure costs occurs when products or services fail to reach the standard, not detected during the inspection and
are transferred to the market. It includes
Repair / Returns Handling and investigating the rejected products including the costs
Liability Results as the products liability litigation and other claims
Loss of good will Impact on reputation and image which implies directly on the future prospect of the sales.

5. In nut the entire SQT can be explained as the following:
Step 2: P –A – F Model: Above graph representing PAF model ↑
P-A-F refers to the Prevention Appraisal and Failure mode. In the above graph out of 10 products increase in the expenses on
Organization capability, prevention costs and appraisals costs results in reducing the failure. It can be established that this a
graphical method to represent the SQT. (SPC; Notes, References)
Step 3: TQM & Process: Total Quality Management in basic simple terms is the management philosophy and company practice
harnessing the HR and material resources involving consideration process and effective way to achieve it. The cycle below
describes the best application of the TQM Process.
TQM involves the following points to be focused
Quality Improvement Includes supplier →Input & Feedback→Controls→Adding value & resources→Output to Consumer
Quality Losses Customer Satisfaction→feedback→reporting→organizing→planning→reviewing→redesigning
Quality Improvement Training→investigating→continuous improvement→Flow chart→brain storming→control
charts→Pareto diagram and other tools.
Reduced redesigning and time management
Lesser Scrap and reworking
Increase in the sales revenue and marginal profits
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10
Increasing
Quality Costs
Oragnization
Capability
Prevention
Costs
Apprasial
Costs
Teams
Communication
ToolsCommitment
Systems
Culture
TQM
Quality
Improvement
Quality Losses
Quality
Improvement
ISO / BS
Business
Strategies
/ Systems
Planners,
design &
Quality
Inspection,
Report &
Redesign
Action by the
management &
Compare
and Output to
market/
Consumer

6. Customer Focused It is the customer which determines the effort of the quality.
Total employee
Involvement
It means the collaborate effort of the employees working towards a particular goal. It is often achieved
when high performance and integrated continuous improvements are offered
Strategic &
Systematic approach
It incorporates the quality as the core component. It is often defined as the strategic quality and
management.
Integrated Systems It is the horizontal processes interconnecting these functions that are the focus of TQM.
Step 4: SPC
Statistical Process Control is a process required to convert or turn an input to output for the customer by the collection of the
statics.
Figure above: Process improvement process in SPC
SPC improves cost saving, quality, increases productivity and market share. This means SPC has enormous potential for the
manufacturing.
Features of SPC:
Analysis Variations
Objectively
Usually the SPC analysis is done in 2 phase of initial design construction and the production run
considering the 4M wear and tear. This reduces the chances of abnormality in the product.
Detecting Early It focuses more on Japanese sense of design and manufacturing sticking to early detection and removal of
the abnormality rather than spending more time on rectification
Production Increase SPC maximizes the potential of the production by detecting the threats and eliminating them.
SPC focuses on the mainly three sets of application:
Control Charts Helps in obtaining the data at the assignable points stating the process to be in control.
Balanced Process When the data obtained does not require any chart rule
Extreme Abnormality When the process requires chart detection rules, which includes Pareto Chart, Ishikawa designs etc.
Process Out of Control
Remove special Causes
Process in control
Improve process
management's job

7. Step 5: 6 σ
Six Sigma is a quantitatively statistical representation. It majorly implies on the variation control and improvement in the process
observing two ways DMAIC (Design Measure Analyze Improve Control) & DMADV (Define Measure Analyze Design Verify).
Six sigma processes are often executed by six sigma green belt, six sigma black belt & six sigma master black belts.
According to the Six Sigma Academy, Black Belts save companies approximately $230,000 per project and can complete four to
6 projects per year (Reference, Website: articles).
Statistical Quality Control Six Sigma refers to a specification of a process capability, when the conformance rate becomes
99.9999998% and the non-conformance rate being 0.002, meaning 2 defects out of billion units.
This is not perfect, but very close to it.
Methodical Approach The Six Sigma is not merely a quality improvement strategy in theory, as it features a well-
defined methodical approach of application in DMAIC and DMADV which can be used to
improve the quality of production
Fact & Data based
approach
The statistical and methodical aspects of Six Sigma show the scientific basis of the technique.
This accentuates an important aspect of Six Sigma that it is fact and data based.
Project and Objective based
approach
The Six Sigma process is implemented for an organization’s project tailored to its specifications
and requirement. The process is flexed to suit the requirements and conditions in which a project
is operating to get the best results. Tools like Design for Six Sigma enable quality managers to
implement it as per the specifications of a particular process.
Team Work approach and
customer focus
The Six Sigma process requires organizations to get organized when it comes to controlling and
improving quality. Six Sigma actually involves a lot of training depending on the role of an
individual in the Quality Management team
Step 6: ISO / BSI Group
Maintaining the International Organization of Standardization & British Standards by British Sresults the product in meeting
specific standard and designated schemes allotted to them. They are the logo of authenticity of the product achieving the demand
by the customer.
In I would like to use a mixture of the different methods mentioned above for my strategic plan of reducing cost and scrap
mentioned below as the Strategic business plan focused on 24 months :
Image showing the use of scatter system for quality
inspection.
Picture courtesy: LHC (Large Hadron Collider)
6 σ
DMAIC
DMADV
DFSS

8. Week 1
• Business Offer
• Management
Meeting
• Employees
Selection
Week 4
• Book information file
• Market review
• Access last year process and
quaterly revenue
• Engage contractors / temps
• Management Supervision
Month 2 - 3
• Tender display
• Market share / stock
holder
• Design specification
• Stake holder engagement
• Identify outcomes
• Performances
• Measures
• Budgeting
• Strategic planning
• Set up SQT Process
• Design PDS
Month 4 -5
• Measure on Quality
planning
• Report on Quality
Assurance
• Emphasis on working
with partners and
stake holders
• identifying gaps &
knowledge, resources
• Focus on P-A-F model.
Month 6 7 & 8
• Evaluate training
• Implement TQM Process and Six Sigma
• Understand the quality culture
• Team work , communication tools training
• Total employee involvement
• Strategic management & quality
• Integrated Systems
•Training
•Focus on DMADV, DMAIC & DFSS
•Redesign product if failure
• Analyse design
Month 9 10 11
• Methodological Approach
• Apply and run process
• Use of SPC like Control charts , Pareto
Analysis
• Early detection inspection
Month 12 13 & 14
• Re inspection
• Focus on TQM - Quality
improvement
• Sample products to the client
• Review, reworking and rectification
of failure analysis
• Con-current engineering
Month 15 16 & 17
• Use of the SQT'S - Approvial cost system
• Emphasis quality products
• Reduce internal failure costs
Month 18 19 & 20
• Final Product shipment
• ISO Standards / BS Standards
• Long term relation costs handling
• reduce external failures
• audits
Month 21 22 & 23
• Focus Liability and laws
• Strategic plans
Month
24
Revenue
Sales
Business Plan for 24 months where every month is interconnected.

9. 18442
12842
7562
4120
798 692 652 621 246 142 110
39.89%
67.67%
84.03%
92.95% 94.67% 96.17% 97.58% 98.92% 99.45% 99.76% 100.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Pareto Chart Analysis for Frequency of Claims
Frequency
of claims
Percentage
Unit/ Components →
FrequencyofClaims→
Question 2 Solutions:
Pareto graph analysis refers to the 80/20 rule. It illustrates the lack of symmetry and is often know as 70% of the problems can be
dealt with the 30% of the causes. A Pareto analysis works on the following way:
Identify and list all problems Identifying and sorting all problems, draw on surveys and help logs
Identify the root cause Eliminate the main cause of the problem
Score and group problems Solve each problem individually.
Adding up score in each group Sum up the score
Take Action When the problem is identified, action needs to be taken place.
Constructing a Pareto Chart
Step 1 - Record the data
Step 2 - Order the data
Step 3 - Label the vertical axis
Step 4 - Label the horizontal axis
Step 5 - Plot the bars
Step 6 - Add up the counts
Step 7 - Add a cumulative line
Step 8 - Add title, legend, and date
Step 9 - Analyse the diagram
Given to us is the range of domestic electrical appliances of which main concerns are on the warranty claims and the price of each
product. Calculating the Pareto analysis of the frequency of claims is displayed below:
Refer appendix 1 for the graph data
The left axis Y represents the frequency of claims of the domestic products account for each product. The red line represents the
cumulative percentage of claims which can help you judge the added contribution of each category. The bars of show the count
In this example, 39.89% of the claims involved the Zero Sigma’s. Another percent of incidents involved the casing. The
combined, or cumulative, percentage for door lock mechanism and casing is 67.67, and if you add in the percentage of power
additive unit, you've accounted for a whopping 84.03% of the claims.
With this Pareto chart is clear that the company manufacturers can focus on reducing the frequency of the claims on Door lock

10. 42024
39022.2
33838.8
15410.4 14753.6
9687.6 9074.4
5291
2189.4 2006.8
383.4
24%
47%
66%
75%
84%
89%
94%
97% 99% 100% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
Pareto Chart depicting total cost of claims over components
Series1
Series2
mechanism, casing rather than focusing much on pump, work-top and drum.
It’s a simplest way of calculating and organizing data
Refer appendix 1 for the data of the above chart.
Results from above chart:
The Pareto Chart brings immediate focus to which reasons are part of the “vital few” and thus should receive attention first. By
dropping a vertical line from where the horizontal line at 80% intersects the cumulative percentage line, this chart shows that
switching mechanism , electric motor & electric control unit are the most critical reasons for increase in warranty claims while
the pump, stabiliser & work-top are on the stable range.
Conclusion
From the above two images it is clear that higher the frequency, more is the warranty claims of the product. There are certain
products after comparing two Pareto charts of one with the frequency in the number of claims and the other with the total price
with the no of claims. The products/components identified are:
1. Casing
2. Door lock mechanism
Above both are for highest frequency of claims, while the bottom three with the highest frequency for cost per claim
1. Switching mechanism
2. Electric motor
3. Electric control unit
Which means these above components are responsible for the downgrading the image and loss in the money value of the
company. To reduce this company can re-inspect, select, reduce pricing and use six sigma strategies. It can also use TQM or SQT
strategies.
Costofeachproduct
Cumulativepercentage

11. Question 3: Solution
Given to us is specification i.e.: 60 mm  0.5 mm for the length of the bicycle tubes.
Sample Size: 5 samples.
Question table: Displayed on the right side
Calculations:
Mean: 60.029 for the sample of 5 and 20 specimens hence = 60.029
Average Range: 0.34 w’ = 0.34
Control limits for Range
Warning limit = 1.81 x 0.34 = 0.6154 (Refer appendix 2)
Action limit = 2.36 x 0.34 = 0.8024
According to the formula RPI i.e. = Total Specification tolerance / Average Range = +0.5 = 1/0.34 = 2.94117
Hence the RPI 2.94117 is medium from the formula chart hence the control limits for the medium RPI of sample size 5 with the
following :
Warning limit (A’ 0.975) = 0.38 Action limit (A’0.999) = 0.59 (from the chart; refer Appendix)
Solving the specification we get 60.5 and 59.5
Control limits (medium RPI) = Mean + (A’w’) = + (A’w’)
UAL (Upper Action Limit) = 60.02+(0.34 x 0.59) = 60.2206
UWL (Upper Warning Limit) = 60.02+(0.34 x 0.38) = 60.1492
LAL (Lower Action Limit) = 60.02 - (0.34 x 0.59) = 59.8194
LWL (Lower Warning Limit) = 60.02-(0.34 x 0.38) = 59.8908
b. RUN : As the above chart displays that most of the specified points are outside the UAL & LAL. Both the sides most of the
points are above the mean and have large deviations. Hence it can be concluded that the process is out of control.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1 2 3 4 5 6 7 8 9 1011121314151617181920
Range
Warning limit
Action limit
59
59.2
59.4
59.6
59.8
60
60.2
60.4
60.6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Average
UAL
UWL
LWL
LAL
Mean
Sample No. Average Range
1 60.41 0.5
2 59.9 0.4
3 60.32 0.3
4 60.05 0.2
5 59.95 0.3
6 59.92 0.4
7 59.80 0.5
8 59.69 0.4
9 59.59 0.3
10 60.46 0.3
11 60.05 0.2
12 60.34 0.2
13 60.01 0.5
14 60.22 0.4
15 59.84 0.4
16 59.81 0.5
17 59.88 0.1
18 59.75 0.2
19 60.32 0.3
20 60.27 0.4
Total 1200.58 6.8

12. References
Websites:
APIC - http://text.apic.org/item-7/chapter-6-statistical-process-control (Accessed on 12/12/2013)
http://www.infinityqs.com/ (Accessed on 10/12/2013)
https://www.moresteam.com/toolbox/statistical-process-control-spc.cfm (Accessed on 13/12/2013)
http://asq.org/learn-about-quality/statistical-process-control/overview/overview.html (Accessed on 13/12/2013)
http://my.anglia.ac.uk/vle (Accessed through out the research assignment)
Books
Title : Statistic Process Control, Author: Oakland John S. : Version 2006 (Accessed on 25/11/2013)
SPC – Quality Process control: Dr. Ayoub Shirvani; Handouts; Anglia Ruskin University (Accessed on 10 – 27th
of Nov 2013)
Understanding Statistical Process Control : Weaver ; Chambers; 2nd
Edition (Accessed online at Google books 29/12/2013)
Mastering Statistical Process Control; Butterworth-Heinemann
Reports & Journals
http://journal.pda.org/content/66/2/98.abstract (Accessed on 16/11/2013)
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2656072/ (Accessed on 21/11/2013)
http://www.ceesi.com/TechnicalLibrary/CEESIPublications/StatisticalProcessControlPublications.aspx (Accessed on 21/11/2013)
http://www.palgrave-journals.com/jors/journal/v52/n7/abs/2601165a.html (Accessed on 25/11/2013)
http://www.crcpress.com/product/isbn/9781439847992 (Accessed on 9/12/2013)

13. Appendix 1
Questions
1. You have inherited, unexpectedly, a small engineering business which is both profitable and enjoys a full order book.
You wish personally to be involved in the business where the only area of concern is the high levels of scrap and re-work
- costing together a sum equivalent to about 15% of the company’s total sales. Discuss your method of reducing this cost
over a period of 24 months. Illustrate any of the techniques you discuss. (10 marks)
2. A company manufactures a range of domestic electrical appliances. Particular concern is being expressed about the
warranty claims on one particular product. The customer service department provides the following data relating to the
claims to the unit/component part of the product that caused the claim:
Unit/component part Number of claims Average cost of work per claim
Drum 110 48.1
Casing 12842 1.2
Work-top 142 2.7
Pump 246 8.9
Electric motor 798 48.9
Heater unit 621 15.6
Door lock mechanism 18442 0.8
Stabiliser 692 2.9
Powder additive unit 7562 1.2
Electric control unit 652 51.9
Switching mechanism 4120 10.2
Discuss what criteria are of importance in identifying those units/components parts to examine initially. Carry out a full
analysis of the data to identify such units/components. (10 marks)
3. The following averages and ranges are for the lengths of tubes used in the manufacture of bicycles. The specification is 60 mm
 0.5 mm. The sample size is 5.
Sample No. Average Range
1 60.41 0.5
2 59.9 0.4
3 60.32 0.3
4 60.05 0.2
5 59.95 0.3
6 59.92 0.4
7 59.80 0.5
8 59.69 0.4
9 59.59 0.3
10 60.46 0.3
11 60.05 0.2
12 60.34 0.2
13 60.01 0.5
14 60.22 0.4
15 59.84 0.4
16 59.81 0.5
17 59.88 0.1
18 59.75 0.2
19 60.32 0.3
20 60.27 0.4
Total 1200.58 6.8
a. Construct the average and range control charts and plot the data.
b. Comment on the state of control.

14. Chart 1 for graph of Pareto analysis for no of claims
Chart 2 for graph of Pareto Analysis for cost of claims
Sr. No. Unit/ Component Number of Claims
Average
cost per
claim total cost cumulative cost
11 Switching mechanism 4120 10.2 42024 42024
5 Electric motor 798 48.9 39022.2 81046.2
10 Electric control unit 652 51.9 33838.8 114885
2 Casing 12842 1.2 15410.4 130295.4
7 Door lock mechanism 18442 0.8 14753.6 145049
6 Heater unit 621 15.6 9687.6 154736.6
9 Power additive unit 7562 1.2 9074.4 163811
1 Drum 110 48.1 5291 169102
4 Pump 246 8.9 2189.4 171291.4
8 Stabiliser 692 2.9 2006.8 173298.2
3 Work top 142 2.7 383.4 173681.6
Sr. No. Unit / Components Frequency of claims
Cumulative Frequency of
claims Percentage
7 Door lock mechanism 18442 18442 39.89%
2 Casing 12842 31284 67.67%
9 Power additive unit 7562 38846 84.03%
11 Switching mechanism 4120 42966 92.95%
5 Electric motor 798 43764 94.67%
8 Stabiliser 692 44456 96.17%
10 Electric contorl unit 652 45108 97.58%
6 Heater unit 621 45729 98.92%
4 Pump 246 45975 99.45%
3 Work -top 142 46117 99.76%
1 Drum 110 110 100.00%

15. Sample Size Warning (D0.975) Action (D0.999) dn
2 2.81 4.12 1.13
3 2.17 2.99 1.69
4 1.93 2.58 2.06
5 1.81 2.36 2.33
6 1.72 2.22 2.53
Sample Size Low Med High
2 <6 6 to 7 >7.0
3 <4 4 to 5 >5.0
4 <3 3 to 4 >4.0
5 & 6 <2.5 2.5 to 3.5 >3.5
Appendix 2
FORMULA SHEET
Attribute control limits mean  1.96 and 3.09
Control limits for average and range charts
Upper Limits
Control limits range =
 
w / dn
RPI = Total specification tolerance
Average range
RPI
Control limits for averages if RPI is low or medium
Sample Size Warning Limit (A0.975) Action Limit (A0.999)
2 1.23 1.94
3 0.67 1.05
4 0.48 0.75
5 0.38 0.59
6 0.32 0.50
Control limits (low or medium RPI) = Mean ±
Control limits for averages if RPI is high
 
 
 

Sample Size Warning Limit (A0.975) Action Limit (A0.999)
2 1.51 0.80
3 1.16 0.77