Running Head: FINAL EXAM 419 1

Final Exam 419

Institutional Affiliation

Date
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Question 3

SWOT ANALYSIS

SWOT analysis include strengths and weaknesses which affect business and are within your

control also called internal factors, on the other hand, opportunities and threats have to impact on

your product, project or business and are out of your control and are also referred to as external

factors. (Phadermrod, Crowder, R& Wills, 2019)

STRENGTH

Determining the strength of your business, project or product is the first step to take. Basically,

they are constructive and they are within your control. It enables one to have an advantage than

others. The strengths in business include experience, the position of your finance and the team.

WEAKNESSES

Weaknesses are the second step in SWOT analysis. Its outline the negative things which are

within your control and can make you be disadvantaged than others. The weaknesses in business

include experience or processes, the team, and your financial status.

OPPORTUNITIES

It’s the third step of SWOT analysis. It establishes the opportunities for your project, business

and product is facing. Opportunities are positive things that you can’t control and can affect you.

In business areas, they include economic, future trends and laws or political issues.

THREATS
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Threats are the fourth stage of SWOT analysis. Threats are negative things out of your control

that can affect you. In business areas threats include economic, future trends and laws or political

issues.

ACTION PLAN

The fifth stage is taking the necessary action after the SWOT analysis. After the four steps, you

have can have a detailed analysis of the current situation and make the right decision about

making moves forward.

Question 2

LEADERSHIP ACTIVITIES

Communication

For the stable and effective team, good communication is a fundamental activity. Being willing

to listen and talk to the team members. Asking questions to the team members and paying

attention to their response.

Delegation

As a leader, after assigning projects and responsibilities to the team that you lead you should step

back and allow the team members to complete the projects. Be available in case a situation or

questions are raised by the members.

Organization
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As a leader, you must be able to organize everything to have effective leadership. The leader

should organize company retreats and team projects. Company retreats bring the team members

together even outside the office Shin, Sung, Choi, & Kim, 2015).

Establishment

As a leader, every team member looks up to you. A leader should be able to establish guidelines

for projects, grants, policies, sponsorships if applicable as well as obtaining fundraisers. This

exercise is intended to improve confidence, ability to inspire others and increase attention to

detail.

Accountability

The leader should outline the importance of getting clarification before handling any assignment

to the team members. This sets clear expectations for the individual assigned for a specific task.

This act of leadership helps team members to obtain clarification before tackling any task.

Question 6

A source of the defect can be classified as either main or secondary whereby the main causes are

those that lead directly to defects while the secondary are those that lead or cause the happening

of the main cause. For the given diagram, insufficient training can be classified as main cause

whereas inadequate supervision can be seen as a secondary cause. This is due to the truth that

when there is low supervisions results in insufficient knowledge for the worker which brings

about the defects (Aboagye, Senesac, Morris, Johnston, & Cherala, 2016).

Question 5
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X-bar charts are the perfect tools for the detection of shifts in the processes of operations and can

test sigma of +/- 1.5 or larger than that.iin the charts, red dots shows that subgroups have failed

tests for causes and therefore they are not in control. There is an influence that is accompanied

by the existence of the out of control points and this may lead to limits in the control of processes

(Hill, & Fredendall, 2016). In this chart, there is one point out showing not in control and

therefore, the subgroup, in this case, fails the test.

Question 4

BENCHMARKING

Benchmarking can be defined as the quality measurement of programs, products, strategies and

organizations’ policies and their comparison to their measurement of standards, or similar to its

peer’s measurements.

Obstacles to successful benchmarking

1. Lack of enough technology and people-to put into action launching and findings of the

benchmarking program the business has to consider the availability of resources such as funding

and technology

2. Lack of follow up training to avoid waste of resources and time the company should provide

adequate training to the workforce as the benchmarking program can discover a lot of areas

company performance need improvement (Mirjalili, S & Lewis, (2016).

3. The in-house benchmarking process rate-benchmarking programs are given the responsibility

of conducting investigations on time so as to but the improvements in action rapidly and

effectively.

4. Inability or unwillingness to accept business ideas legitimacy or outside sources practices-

organizations and employees are exposed to challenges and fear and start to resist the change.

Managers and owners should put emphasis that benchmarking is always intended to grow and

prosper.

Unchecked processes of core business- company operations should be put into considerations

when inspecting internal processes in order to have reliable services or products.

Datasheet questions

Top four conclusions

i. Time wastage leads to delays in completion. Due to the breakdowns of machines and also the

tools that are not worth it for application, there is time wastage in this case because much time

will be spend purchasing fresh apparatus and also for the repair of the machines.

ii. Cost of the operations till completion will be high. As there is listed a lot of machine

breakdowns, it translates to a fact that there will be high costs because of the costs incurred in

repair and maintenance.

iii. Defect materials translate to negligence in the procurement sector. This also will have an

effect on the overall deliverables since quality is not ensured as there is a high use of defect

materials.
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iv. Maintenance is lacking in the machines because there are huge cases of machine breakages

and this will impact on time delivery of the objectives.

Question 8

The Pareto chart interpretation presents a decision maker with the 80/20 rule, which is a rule that

shows that there are 20/100 causes that bring 80/100 problems. Therefore, this enables one to see

the 20% causes of the 80% problems which in turn show where there should be efforts for the

achievement of improvements (Sarma, et al., 2015). In the chart presented, the focus should be

on miscellaneous, medical clearance and complete history, physical and lab for the purpose of

achieving quality.

Question 7

Construct ‘c’ Chart for these data.

CL= c=8.59

UCL= c +3√c =8.59+3√8.59= 17.384

LCL= c- 3√c= 8.59-3√8.59  0

‘C’ Chart for nonconformities

For the chart, points 10,11 and 22 failed the test.

Therefore, the process can be described as one which is not in statistical and by excluding 10,11

and 22 the limits of control can be recalculated as follows;

CL= c=6.17

UCL= c +3√c =6.17 + 3√6.17= 13.62

LCL  0

C’ Chart for nonconformities with subgroups excluded

Therefore, from the chart above, the future of production is recommended for the chart with cl =

6.17, UCL = 13.62, and LCL = 0.

Total quality definition

Total quality

Total quality management is the structure of the management that relies on the idea that an

organization with all the members can put together a long-standing success from low-level

workers to the top position executives focusing on improvement and quality to deliver

satisfaction to the customer. The whole idea for the total quality management is that for quality

service or product each person involved in either manufacture or utilization, together with

management, suppliers, employees, and customers should be held responsible. The definitive

objective for the total quality management is to develop customer satisfaction (Wheaton, &

Schrott, 2018).

Curves performance
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Curve A

Presents the user with the most desirable option that can be used for there are no shifts in

processes that can cause losses. This curve can be adopted because it lies within the desired

range of operation without creating any alarms for operation outside of what might really be

needed.

Curve B

Presents a decision maker with the most undesirable options because it operates outside the

required limits which mean that there is shifts that are created by this curve. Even though this

might be undesirable, it can be applied because its seen to be having minimal or no wastages at

all.
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REFERENCES

Phadermrod, B., Crowder, R. M., & Wills, G. B. (2019). Importance-performance analysis based

SWOT analysis. International Journal of Information Management, 44, 194-203.

Shin, Y., Sung, S. Y., Choi, J. N., & Kim, M. S. (2015). Top management ethical leadership and

firm performance: Mediating role of ethical and procedural justice climate. Journal of

Business Ethics, 129(1), 43-57.

Aboagye, R., Senesac, P., Morris, A., Johnston, J., & Cherala, S. (2016). Quality Improvement

(QI) in Evaluation: Anatomy of a Fishbone (Diagram).

Hill, E., & Fredendall, L. D. (2016). Basics of Quality Management....................................

Definition of Quality Juran’s Quality Trilogy Total Quality Management The 7 Quality

Control Tools Summary. In Basics of Supply Chain Management (pp. 75-94). CRC Press.

Mirjalili, S., & Lewis, A. (2016). Obstacles and difficulties for robust benchmark problems: A

novel penalty-based robust optimisation method. Information Sciences, 328, 485-509.

Sarma, P., Yang, C., Xie, J., Chen, W., & Wen, X. H. (2015). Identification of “Big Hitters” with

Global Sensitivity Analysis for Improved Decision Making Under Uncertainty. Society of

Petroleum Engineers. doi, 10.

Wheaton, B., & Schrott, B. (2018). Total Quality Management. Theory and Practice:

Englischsprachiger Text Mit Zweisprachigem Index. Walter de Gruyter GmbH & Co KG.