23 the manager of perrottis pizza collects data

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23. The manager of Perrotti's Pizza collects data concerning customer complaints aboutpizza delivery. Either the pizza arrives late, or the wrong pizza is delivered. 16
108 PART 1 PROCESS MANAGEMENT Problem Topping is stuck to box lid tape, new employee doesn't know how to pack, moving dolly has broken wheel, employee late to work Organize these causes into a cause-and-effect diagram. 25. Rick DeNeefe, manager of the Golden Valley Bank credit authorization department, recently noticed that a major competitor was advertising that applications for equity loans could be approved within two working days. Because fast credit approval was a competitive priority, DeNeefe wanted to see howwell his department was doing relative to the competitor's. Golden Valley stamps each application with the date and time it is received and again when a decision is made. A total of 99 applications were received in March. The time required for each decision, rounded to the nearest hour, is shown in the following table. Golden Valley's employees work B hours per day. Frequency 17 Pizza anives late Wrong topping or combination Wrong style of crust Wrong size 35 I o 4 Pizza is partially eaten C J Pizza never arrives 6 a. Use a Pareto chart to identify the "vital few" delivery problems. Comment on potential root causes of these problems and identify any especially egregious quality failures. b. The manager of Perrotti's Pizzais attempting to under- stand the root causes oflate pizza delivery and has asked each driver to keep a log of specific difficulties that cre- ate late deliveries. After one week, the logs included the following entries: delivery vehicle broke down, couldn't make it across town to deliver second pizza in time, couldn't deliver four pizzas to four different customers in time, kitchen was late in producing order, got lost, order ticket was lost in production, couldn't read address on ticket and went to wrong house. Organize these causes into a cause-and-effect diagram. 24. Smith, Schroeder, and Torn (SST) is a short-haul household furniture moving company. SST's Iabor force, selected the local community college football team, is temporary and part-time. SST is concerned with recent complaints, as lated on the following tally sheet: The manager of Smith, Schroeder, and Torn is ing to understand the root causes of complaints. compiled the following list of issues that occurred during problem deliveries: truck broke down, ran out of packing boxes, multiple deliveries in one day caused truck to be late, no furniture pads, employee dropped several items, drive got lost on route to address, from tabu- Complaint Tally Broken glass l+H l+tt ilt Delivered to wrong address Furniture rubbed together while on truck Late delivery Late anival for pickup I\ilissing items lr+t il il r.r+i lrlt lltt +t+f +{tt lt+t l+tt ilit lil l{li 11+t lr+r i++t lllt I Nicks and scratches from rough handling lltt t++t Soiled upholstery Hr ilt a. Draw a bar chart and a Pareto chart using OM Explorer to identifu the most serious moving problems. b. The manager of Smith, Schroeder, and Torn is ing to understand the root causes of complaints. compiled the following list of issues that occurred during problem deliveries: truck broke down, ran out of packing boxes, multiple deliveries in one day caused truck to be late, no furniture pads, employee dropped several items, drive got lost on route to address, attempt- He has

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