case2polaroidquestions version 3
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INTRODUCTION
In 1948, Polaroid made a remarkable breakthrough in consumer photography. Instead of the traditional handheld camera that required developing a film canister, Polaroid created instant photography without sacrificing quality. Two basic types of film were available to consumers: peel‐apart and integral. Both types produced images through a shutter projecting onto a negative that when removed, produced an image through a chemical agent that was activated. “Integral” film was introduced in conjunction with the Polaroid SX‐70 in 1972. This model included a cartridge that held ten frames (pieces of film) and was self‐developing and self‐timing. The integral film was produced in four buildings, known as R1, R2, R3, and R4. R1 manufactured the peel‐apart film, R2 manufactured the integral film, R3 housed the administrative offices, and R4 produced the batteries required for the flash and operation of the camera. This paper will focus on the manufacturing process of the R2 plant, where 900 employees worked three/eight hour shifts, five days a week.
In 1985, an operator‐based statistical process control method called Project Greenlight was introduced to the R2 plant in an effort to cut costs while maintaining or improving quality. This project required a fundamental shift in manufacturing philosophy and employee roles. Instead of a focus on maximizing production and machine utilization, Greenlight instead emphasized reducing waste through controls and standardization.
The initial results of the project were surprising. Quality Control (QC) auditors reported defect rates 10 times higher than the previous level, but Production Operators reported at half of their previous rate. It is the goal of this paper to demonstrate that the Greenlight Project did not sacrifice quality in order to save money, but instead implemented a process control system that was grounded in sound statistical and operational fundaments that would prove beneficial to the bottom line of the company.
ANALYSIS
Operations at R2
The plant R2 produced sheet metal springs, pods, plastic cartridges, and plastic end caps internally, and then assembled everything into film cartridges. R2 had three floors: On the first floor, Spring Production, Pod Production, and Packaging were located, while on both the second and third floors, Cartridge Production and Assembly areas were located. The plant operated with three, eight‐hour shifts per day. Each shift produced lots of 5,000 cartridges, all of which were subject to inspection.
Polaroid’s Integral Film Production Process is presented below (detailed image in Exhibit 1).
Flowchart
Negative Film Reagent Batteries Plastic receiving sheets
‐ Negative ‐Spring ‐ Pod ‐ End cap ‐ Battery ‐ Ind. framing
End of Sampling (first samples are destroyed)
Check for tension of the spring
Check for amount of reagent in the pod
Check for positive placement on the mask
First Sampling
Second Sampling
Third Sampling Lot rejected
Dark Room Assembly
Dark Room Prep
Shipping
Packaging
Supplies Supplies Supplies Supplies
Supplies Metal Springs
Reagent Pods
Cartridges outer shell
Quality and Process Control Procedures at R2
The quality and process control at R2 was managed by two separate groups; Production Operators and Quality Control auditors.
Production Operators were required to gather information taken from specific measurements of the cartridges and provide inputs about the functioning of the equipment. Operators inspected the cartridge at three stages of the process:
1. Spring production: where spring tension was tested. 2. Pod production: where the amount of reagent in the pods is tested. 3. Prior to Dark Room assembly: where the placement of positive on the mask is checked.
Given the required number of cartridges to be assembled in R2, Production Operators focused on maximizing total machine utilization as opposed to maximizing the efficiency of the entire process. Operators at each stage of the process sampled 32 random cartridges out of each lot containing 5,000 cartridges. In 1984, approximately 1% of production was rejected. There were occasions when Production Operators allowed questionable samples to advance in the process because they did not have time to take all the samples called for by the procedure. Additionally, they believed that if there was in fact a problem with the sample, it would be caught by Quality Control auditors at a later stage.
Quality Control auditors were staged at the end of the assembly process, prior to packaging, where they had final disposition of all film sent to customers. Quality Control auditors randomly sampled 15 finished cartridges out of every lot, and ultimately rejected approximately 1% of all cartridges (in 1984). The auditors could make the following decisions based on the results of their inspection:
1. If there were defects in the sampled cartridges, the lot that contained the samples was held and further testing was conducted. Additional sampling would determine if rejection or reworking was required.
2. If excessive defects were found in the lot, then the number of units sampled in the next lot was increased.
Apart from the Production Operators and Quality Control auditors, Process Engineering technicians were responsible for gathering data and performing rough analyses. They also measured and analyzed equipment and key product characteristics over time, to test for adherence to design specifications. Process engineers were responsible for materials, while mechanical engineers were responsible for equipment.
Spearheading the pursuit of efficiency in the production process was the introduction of Base lining at Polaroid. Under this outline, maintenance and mechanical engineers were responsible for making the machines operate in order for them to meet target specifications, instead of just increasing the utilization of the machine, making it go faster.
Implications of the Process
Most of the time, the sampling process required exposing the film within cartridges and creating scrap. Based on case information, in 1984, a total of $3.28 million was lost in scrap due to the following:
1. The cost of scrap from Quality Control was $540,000. 2. The cost of scrap from Production Operators was $740,000. 3. The rejections due to excess defects included another $2,000,000.
It was found that, the act of testing for defects can actually increase the defective rate of the cartridges. If there were excess defects found in the first batch of 15 cartridges, an additional sample from the same lot would be taken. If the inspected cartridges passed, they were sent back to production to be re‐packaged. The samples were put back into the inspection queue and were subject to further random sampling. The process of handling, unpacking, and re‐packing damaged some of the cartridges, which caused the defect rate to increase.
There were several other issues that decreased the effectiveness of the original process. Among them, were the actions made by many of the Production Operators and Quality Control auditors:
• Production Operators “salted” boxes. Dispersed questionable batches across lots to dilute their chances of failing an inspection.
• Production Operators let slide questionable samples with the expectation that QC auditors would catch them and make a final decision.
• Quality Control didn’t test for some of the defects that costumers noticed and complained about, but were rejecting film based on some defects that customers deemed unimportant, such as “excess reagent” defect, where Quality Control would check if any excess reagent was leaking out of the top of the frame.
• Quality Control used only perfect cameras for testing, potentially missing quality issues that arose from film interactions with imperfect cameras that customers are more likely to use.
Excessive scrap, duplication of effort, and poor machine utilization led to inefficiencies and waste during the production process that Polaroid initially created.
Magnitude of the Cost of Quality Problems at R2
Material cost: Since sampling resulted in a lot of scrap, the cost of the scrap is evaluated as follows.
(The numbers above are referenced from page 4 of the original case).
Type of Material CostCost of Scrap from Quality Control 540,000$ Cost of Scrap from Production Operator 740,000$ Cost due to Rejection of Finished Product 2,000,000$ Total Material Cost (Sum of all Scrap) 3,280,000$
Labor Cost
Quality Control Auditors Cost: Given a total of 125 Quality Control auditors employed, assuming each was paid a wage of $40,000 per year, then a total of $5 million (125 auditors * $40,000 individual wage) was spent on the Quality Control auditors to sample.
(The numbers above were given in the case questions).
Process Operators Cost: There are 900 employees working in R2, of which 125 are Quality Control auditors, leaving 775 employees not involved in QC. From these 775, it is assumed that one third is involved in sampling, which yields a total of 250 operators. Assuming that these operators have the same wages as QC auditors, but spend only one quarter of their shift taking samples, the operator cost is calculated as follows.
From the information presented above, it is assumed that Process Operators don’t spend all their working hours doing sampling, and therefore the actual cost of sampling from the operators would result in a fraction of their entire salary. For the purposes of this paper, it is assumed that Process Operators spend ¼ of their shift (8‐hour shift / 4 = 2 hours) on sampling, thus, the same fraction of their salary would represent the actual cost of sampling by operators. As presented in the following table:
From the data calculated above, the total cost of the wages and scrap derived from sampling is:
Labor Cost for Quality ControlWage for each Quality Control auditor 40,000$ Number of QC auditors 125Total wages paid to Quality Control auditors 5,000,000$
Labor Cost for Process Operators (part 1) Calculation ResultTotal number of Polaroid Employees in R2 given in the case 900No. of Employees other than QC = 900 ‐ 125 775Assuming that one third of employees are involved in sampling
=775 / 3 approx. 250
Assuming that wages paid are the same for operators and the quality control auditors
=250 * $40,000 10,000,000$
Labor Cost for Process Operators (part 2) Calculation ResultThe Cost of Sampling by Operators =$10,000,000/4 2,500,000$
Cost of Labor + Material from SamplingTotal Material Cost (Sum of all Scrap) 3,280,000$ Total wages paid to Quality Control auditors 5,000,000$ The cost of sampling by Operators 2,500,000$ Total Cost Sampling (Labor + Material) 10,780,000$
Assessing Polaroid’s 1980‐1984 financial information (Exhibit 2), the overall cost of goods sold is $735M. Based on information given in the case, the Consumer Photography division(Peel apart + Integral) was responsible for 40% of Polaroid’s total revenues; considering the same percentage for COGS, the COGS for the Consumer Photography division is 40% of $735M, or$294M. Given that, at that point in time, most of the Consumer Photography in the company was Integral, a total of $265M is considered for Integral COGS(assuming 90% of Consumer Photography COGS, or $294M * 90%).
If, as presented above, $10.78M is lost in scrap and rejections, then the percentage of the plant level COGS is calculated as: $10.78M (Total Cost Sampling including Labor and Material) / $265M (Integral COGS) = 3.9%. This indicates that 3.9% of the Integral Consumer Photography COGS is due to sampling. Therefore, any reduction in the cost involved with sampling will add to the profits of the R2 business unit.
Project Greenlight
Numerical analysis, conducted by a QC engineer with a background in statistics, indicated that decreasing sampling would not have a significant effect on the number of defective cartridges. It was determined that reducing the production sampling by 50% would only increase the amount of units released to customers to .03% of production. Therefore, reducing the sampling would reduce costs without significantly affecting the defective output.
Bud Rolfs headed a team to investigate ways to reduce the quality monitoring costs while maintaining or improving the product quality. This team designed and implemented a project called Greenlight, which investigated ways to improve the quality control process beyond simply reducing the number of samples taken. Greenlight incorporated a strategy to implement operator based statistical process control using the statistical tools for continually monitor and analyze the process. The strategy included the following key elements:
1. Adopt statistical process control principles to consistently meet specification limits. 2. Operators would be given relevant process control tools to perform sampling and make
decisions, including the responsibility to take measurements and record them on X and R charts. 3. Quality Control auditors were in charge of training Production Operators and standardize
operating specifications on machinery and new products. Auditors also trained the Production Operators in performing control limit calculations, and assisted in the calculation of base‐line data for pod weight and finger height.
Further, the following rules have been developed by the team to determine if the process is in control.
1. During sampling, if any of the observations were outside of the control limits, the protocol dictated to immediately shut down the machine and call for a maintenance technician to clean, recalibrate, and restart the machine.
2. If consistent upward or downward trends were observed, or if eight consecutive mean values fell in the upper or lower zone, maintenance was to be called to investigate.
To determine the control limits, base line data was collected using sampling techniques. The centerline and the control limits were found, and were used to create required procedures for operators. Standard settings of the machines were determined, and under these settings, operators were required to shut down their machines and call for maintenance when the process was out of control. This is counter to previous techniques that operators used to “tweak” individual machines to maximize quantity output.
Statistical Process Control Charts
By utilizing the base‐line data provided in the case(Exhibit 3), the control limits for pod weight and finger height were calculated as described below.
The mean of the observations in each sample was calculated by using the average equation to determine X.
The range was determined by subtracting the minimum value from the maximum value of each observation. Based on this data, the average of the range, R (Mean range) was found.
Day 1 2 3 4 5 6 Mean20 July 2.792 2.810 2.777 2.799 2.803 2.788 2.79521 July 2.774 2.783 2.799 2.820 2.812 2.807 2.79922 July 2.797 2.790 2.785 2.795 2.866 2.826 2.81023 July 2.819 2.787 2.809 2.862 2.823 2.816 2.81924 July 2.754 2.793 2.820 2.846 2.823 2.807 2.80727 July 2.784 2.781 2.733 2.801 2.823 2.844 2.79428 July 2.844 2.799 2.781 2.802 2.820 2.813 2.81029 July 2.806 2.786 2.836 2.815 2.836 2.808 2.81530 July 2.843 2.766 2.795 2.778 2.835 2.783 2.80031 July 2.816 2.790 2.823 2.802 2.780 2.804 2.803
Mean ( ̿x) 2.805
Sample Number:Pod Weight (grams)
Day 1 2 3 4 5 6 Mean20 July 2.021 2.158 2.049 1.959 2.107 1.875 2.02821 July 1.836 2.256 2.099 2.269 2.193 2.193 2.14122 July 2.004 2.166 1.955 2.125 1.988 2.009 2.04123 July 2.177 2.171 2.068 2.143 1.979 2.278 2.13624 July 2.167 2.032 2.032 1.955 2.018 2.007 2.03527 July 2.016 2.108 2.105 2.037 1.957 1.881 2.01728 July 1.939 2.302 2.019 2.154 2.104 1.830 2.05829 July 2.179 2.189 1.970 2.067 2.088 1.903 2.06630 July 1.962 2.128 1.976 2.228 2.036 1.949 2.04731 July 2.260 1.990 1.863 2.183 2.020 1.889 2.034
Mean ( ̿x) 2.060
Sample Number:Finger Height (mm)
After determining the above information, critical statistical calculations have been performed. These include the upper control limit (UCL) and the lower control limit (LCL).
The UCL and LCL for X chart were found with the following equations:
Pod Weight (grams)
UCL = X+(A2* R) (2.805 + (0.48 * 0.0671) = 2.837
LCL = X‐(A2* R) (2.805 ‐ (0.48 * 0.0671) = 2.773
Day 1 2 3 4 5 6 Max value Min Value Range20 July 2.792 2.810 2.777 2.799 2.803 2.788 2.81 2.777 0.03321 July 2.774 2.783 2.799 2.820 2.812 2.807 2.82 2.774 0.04622 July 2.797 2.790 2.785 2.795 2.866 2.826 2.866 2.785 0.08123 July 2.819 2.787 2.809 2.862 2.823 2.816 2.862 2.787 0.07524 July 2.754 2.793 2.820 2.846 2.823 2.807 2.846 2.754 0.09227 July 2.784 2.781 2.733 2.801 2.823 2.844 2.844 2.733 0.11128 July 2.844 2.799 2.781 2.802 2.820 2.813 2.844 2.781 0.06329 July 2.806 2.786 2.836 2.815 2.836 2.808 2.836 2.786 0.0530 July 2.843 2.766 2.795 2.778 2.835 2.783 2.843 2.766 0.07731 July 2.816 2.790 2.823 2.802 2.780 2.804 2.823 2.78 0.043
Mean ( ̿x) Mean range 0.0671
Sample Number:Pod Weight (grams)
Day 1 2 3 4 5 6 Max value Min Value Range20 July 2.021 2.158 2.049 1.959 2.107 1.875 2.158 1.875 0.28321 July 1.836 2.256 2.099 2.269 2.193 2.193 2.269 1.836 0.43322 July 2.004 2.166 1.955 2.125 1.988 2.009 2.166 1.955 0.21123 July 2.177 2.171 2.068 2.143 1.979 2.278 2.278 1.979 0.29924 July 2.167 2.032 2.032 1.955 2.018 2.007 2.167 1.955 0.21227 July 2.016 2.108 2.105 2.037 1.957 1.881 2.108 1.881 0.22728 July 1.939 2.302 2.019 2.154 2.104 1.830 2.302 1.83 0.47229 July 2.179 2.189 1.970 2.067 2.088 1.903 2.189 1.903 0.28630 July 1.962 2.128 1.976 2.228 2.036 1.949 2.228 1.949 0.27931 July 2.260 1.990 1.863 2.183 2.020 1.889 2.26 1.863 0.397
Mean ( ̿x) Mean range 0.3099
Sample Number:Finger Height (mm)
Finger Height (mm)
UCL = X + (A2* R) (2.060 + (0.48 * 0.3099) = 2.209
LCL = X‐ (A2* R) (2.060 ‐ (0.48 * 0.3099) = 1.912
The UCL and the LCL for R Chart were found with the following equations:
Pod Weight (grams)
UCL= D4* R (2 * 0.067) = 0.134
LCL =D3* R (0 * 0.067) = 0
Finger Height (mm)
UCL= D4* R (2 * 0.310) = 0.620
LCL = D3* R (0 * 0.310) = 0
The values ofA2, D4 and D3 were obtained from the E.L.Grant and R.S. Leavenworth table, a summary of which is presented below (Full table in Exhibit 4).
Comprehensive table with UCL and LCL calculations for X and R charts in Exhibit 3.
With the information derived from the base‐line data, the X and R charts were created using the measurements taken by the operators. The means and the ranges for each sample were calculated in the same way as base line data. The X and the R calculations of the entire group of measurements are shown on Exhibit 5.The X and the R calculations of the measurements shift wise are shown on Exhibit 6.
E.L.Grant and R.S.Leavenworth tableNumber of observations in each sample n 6Factor for Xbar Chart A2 0.48Factor for R‐Chart LCL D3 0Factor for R‐Chart UCL D4 2
To determine if the process is in control, in addition to the rules given in the case(presented on page 6), the following points should also be considered:
1. If there are any points near to the upper or lower control limit, then investigation of the process must be done.
2. If any trend in either direction of the means is identified, the process must be investigated. 3. If there is any sudden change in the level or erratic behavior must be investigated.
Pod‐Making Process
Since the control limits on the X chart are derived from the average range, R charts must be observed first. As shown in the R chart for all the shifts combined (Figure 1), the variation of the pod making process is within the control limits.
Figure 1
0.000
0.020
0.040
0.060
0.080
0.100
0.120
0.140
0.160
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45
Range
Pod Weight R All Shifts
Range
LCL
CL
UCL
To further understand the stability of the process, the X chart in Figure 2 is observed. The values are within the control limits. However, there is a trend in the last few shifts towards the LCL. Hence the process is to be verified before it starts producing any defects.
Figure 2
Additionally, the X and R charts are plotted for each of the shifts. Figures 3, 4 and 5 present the R charts for shifts A,B and C respectively. A few values in shift A are located in the lower range, however, most of the values are near the R. The process variation seems to be in control in shifts B and C.
Figure 3
2.740
2.760
2.780
2.800
2.820
2.840
2.860
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45
Mean
Pod Weight X All Shifts
Mean
LCL
CL
UCL
0.000
0.020
0.040
0.060
0.080
0.100
0.120
0.140
0.160
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Pod Weight R Chart A Shift
Range
LCL
CL
UCL
Figure 4
Figure 5
0.000
0.020
0.040
0.060
0.080
0.100
0.120
0.140
0.160
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Pod Weight R Chart B Shift
Range
LCL
CL
UCL
0.000
0.020
0.040
0.060
0.080
0.100
0.120
0.140
0.160
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Pod Weight R Chart Shift C
Range
LCL
CL
UCL
Continuing with the X charts of Pod weight for each shift, it can be determined that the values are within the control limits, but the process has to be inspected as the trend is towards the LCL. Refer Figures 6,7 and 8 for X charts of Pod weight in Shift A, B and C respectively.
Figure 6
Figure 7
2.740
2.760
2.780
2.800
2.820
2.840
2.860
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Mean
Pod Weight X A Shift
Mean
LCL
CL
UCL
2.740
2.760
2.780
2.800
2.820
2.840
2.860
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Mean
Pod Weight X B Shift
Mean
LCL
CL
UCL
Figure 8
Finger‐Height Process
It can be determined through the R Chart of all the shifts together in Figure 9that the process variations are within the control limits.
Figure 9
2.740
2.760
2.780
2.800
2.820
2.840
2.860
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Mean
Pod Weight X C Shift
Mean
LCL
CL
UCL
‐0.010
0.090
0.190
0.290
0.390
0.490
0.590
0.690
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45
Range
Finger Height R chart All Shifts
Range
LCL
CL
UCL
From the X Chart in Figure 10, it can be understood that many values are out of the control limits and the process has to be stopped, for the machines to be cleaned and recalibrated.
Figure 10
Looking at the R charts of individual shifts, the ranges are in the lower region for shift B. This could be a concern with the operators in this shift, as they may not be taking the observations properly. Refer to Figure 11,12 and 13 for R charts of shifts A,B and C respectively.
Figure 11
1.700
1.800
1.900
2.000
2.100
2.200
2.300
2.400
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45
Mean
Finger Height X All Shifts
Mean
LCL
CL
UCL
‐0.01
0.09
0.19
0.29
0.39
0.49
0.59
0.69
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Finger Height R Chart Shift A
Range
LCL
CL
UCL
Figure 12
Figure 13
‐0.01
0.09
0.19
0.29
0.39
0.49
0.59
0.69
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Finger Height R Chart Shift B
Range
LCL
CL
UCL
‐0.10
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
3 Au
gust
4 Au
gust
5 Au
gust
6 Au
gust
7 Au
gust
10 August
11 August
12 August
13 August
14 August
17 August
18 August
19 August
20 August
21 August
Range
Finger Height R Chart Shift C
Range
LCL
CL
UCL
The X charts for each shift are presented in the figures below (14, 15 and 16), where many points are not within the control limits. As per the project Greenlight rules, the operator must immediately shut down the machine and call for maintenance to clean, recalibrate and restart the machine. Since the problem is persisting, management should brainstorm and conduct designed experiments to find those process elements that contribute to sporadic changes in process location. Presently, the process is not in control and it is not possible to determine the outcome of an unstable process.
Figure 14
Figure 15
1.901.952.002.052.102.152.202.252.302.352.40
Mean
Finger Height X Shift A
mean
LCL
CL
UCL
1.72
1.82
1.92
2.02
2.12
2.22
2.32
Mean
Finger Height X Shift B
mean
LCL
CL
UCL
Figure 16
Capability of the process
The process limits for the pod weight are found in order to determine the consistency of the process. The values observed are within the control limits of three standard deviations. However, as per design, the control limits are slightly greater than the specification limits. The specification limits are the range of values that satisfy the intended use of the product, normally given by the customer. Given that this information is not provided, it is possible that some of the items produced do not meet the specifications.
The process is capable only when the mean and standard deviation are such that the upper and the lower control limits are acceptable relative to the upper and lower specification limits. Given the lack of information mentioned above, the capability of the process cannot be determined.
Assessment of Project Greenlight
Project Greenlight started with two main goals: to cut costs and improve product quality through statistical process control. Polaroid determined that reducing sampling would have little negative effect on product quality, but considerably save in costs.
To improve quality, Project Greenlight gave control and final responsibility to Production Operators at several stages in the production process. This allowed for accurate measurements and quality control throughout the process.
1.71
1.81
1.91
2.01
2.11
2.21
2.31
Mean
Finger Height X Shift C
mean
LCL
CL
UCL
Greenlight provided the potential to identify unstable manufacturing processes and develop best practices for maintenance and mechanical engineers. The restructured procedures allowed management to save money by reducing QC personnel.
However, not everything went according to plan after Greenlight was introduced. Reported defect rates indicate a considerable rise in defects uncovered by Quality Control auditors. While the reported defect rates from Production Operators dropped from 1% to .5%, the defect rate reported by Quality Control auditors increased from 1% to over 10%. One possible explanation for the increase is that the finger height process is not stable, causing Quality Control auditors, but not Production Operators, to observe defects whose values fall outside of the control limits.
A more likely cause of the defect rate discrepancy is that the Quality Control auditors are overzealously finding faults in the cartridges in an attempt to establish their value as employees and save their jobs. Additional information is required to determine if the many types of defects found by Quality Control auditors are relevant to the customer. It is also possible that previous unobserved defects are being observed now, because of the statistical process control that Greenlight entails, and therefore, the amount of actual defects may not have changed and quality may not have been impaired.
RECOMMENDATIONS
It is recommended that Project Greenlight be implemented as designed. The most important step that Rolfs must do to allow Greenlight to succeed, is educate employees on the importance and benefits of the new statistical control process. Employees are naturally skeptical about changes in the status quo, but a concerted effort by management to embrace the change is vital to the success of the program.
Appropriate training must take place to prepare all employees for their new roles and responsibilities. An incentive program tied to collective and individual performance should be considered to motivate employees and improve morale.
Lastly, a comprehensive list of defects that are relevant to customers should be generated to evaluate production. All defects not on the list should be ignored.
Exhibit 1
Exhibit 1
(cont.)
Exhibit 2
Polaroid Recent Financial Results ($ millions)
Income Statement 1980 1981 1982 1983 1984 Sales United States 791.8 817.8 752.5 730.1 743.5 International 659.0 601.8 541.4 524.4 528.0 Net Sales 1450.8 1419.6 1293.9 1254.5 1271.5 Cost of Goods Sold 831.1 855.4 769.6 698.3 735.2 S, G & A 483.9 520.8 472.6 462.1 492.6 Income from Operations 135.8 43.4 51.7 94.1 43.7 Interest Income 24.0 46.1 43.8 32.4 37.3 Other Income 1.4 3.1 1.7 0.1 2.2 Interest Expense 17.0 29.9 35.5 26.5 20.9 Pre-tax Earnings 144.2 62.7 61.7 100.1 62.3 Taxes 58.8 31.6 38.2 50.4 36.6 Net Earnings 85.4 31.1 23.5 49.7 25.7 Earnings per Share $1.30 $0.47 $0.37 $0.80 $0.42 Balance Sheet 1980 1981 1982 1983 1984 Current Assets 1041.8 1101.8 1041.8 1042.1 1039.4 Net Property, Plant, & Equip. 362.2 332.9 281.8 277.0 306.6 Total Assets 1404.0 1434.7 1323.6 1319.1 1346.0 Current Liabilities 319.9 352.3 296.4 273.1 305.2 Long Term Debt 124.1 124.2 124.3 124.4 124.5 Shareholder's Equity 960.0 958.2 902.9 921.6 916.3 Total Liability & Equity 1404.0 1434.7 1323.6 1319.1 1346.0
Exhibit 3
RAKESH AND SK: I ATTACHED THE NEW TABLES IN ANOTHER LANDSCAPE WORD DOCUMENT.
PLEASE DO NOT INCLUDE THESE TABLES BELOW.
Day 1 2 3 4 5 6 Mean Max value Min Value Range LCL CL UCL LCL CL UCL20 July 2.021 2.158 2.049 1.959 2.107 1.875 2.028 2.158 1.875 0.283 1.912 2.060 2.209 0.000 0.310 0.62021 July 1.836 2.256 2.099 2.269 2.193 2.193 2.141 2.269 1.836 0.433 1.912 2.060 2.209 0.000 0.310 0.62022 July 2.004 2.166 1.955 2.125 1.988 2.009 2.041 2.166 1.955 0.211 1.912 2.060 2.209 0.000 0.310 0.62023 July 2.177 2.171 2.068 2.143 1.979 2.278 2.136 2.278 1.979 0.299 1.912 2.060 2.209 0.000 0.310 0.62024 July 2.167 2.032 2.032 1.955 2.018 2.007 2.035 2.167 1.955 0.212 1.912 2.060 2.209 0.000 0.310 0.62027 July 2.016 2.108 2.105 2.037 1.957 1.881 2.017 2.108 1.881 0.227 1.912 2.060 2.209 0.000 0.310 0.62028 July 1.939 2.302 2.019 2.154 2.104 1.830 2.058 2.302 1.83 0.472 1.912 2.060 2.209 0.000 0.310 0.62029 July 2.179 2.189 1.970 2.067 2.088 1.903 2.066 2.189 1.903 0.286 1.912 2.060 2.209 0.000 0.310 0.62030 July 1.962 2.128 1.976 2.228 2.036 1.949 2.047 2.228 1.949 0.279 1.912 2.060 2.209 0.000 0.310 0.62031 July 2.260 1.990 1.863 2.183 2.020 1.889 2.034 2.26 1.863 0.397 1.912 2.060 2.209 0.000 0.310 0.620
Avg X Bar 2.060 R Bar 0.3099
X bar Chart Control Limits R Chart Control Limit
Finger Height (mm)
Sample Number:
Day 1 2 3 4 5 6Mean Max Value Min Value Range LCL CL UCL LCL CL UCL
20 July 2.792 2.810 2.777 2.799 2.803 2.788 2.795 2.81 2.777 0.033 2.773 2.805 2.837 0.000 0.067 0.13421 July 2.774 2.783 2.799 2.820 2.812 2.807 2.799 2.82 2.774 0.046 2.773 2.805 2.837 0.000 0.067 0.13422 July 2.797 2.790 2.785 2.795 2.866 2.826 2.810 2.866 2.785 0.081 2.773 2.805 2.837 0.000 0.067 0.13423 July 2.819 2.787 2.809 2.862 2.823 2.816 2.819 2.862 2.787 0.075 2.773 2.805 2.837 0.000 0.067 0.13424 July 2.754 2.793 2.820 2.846 2.823 2.807 2.807 2.846 2.754 0.092 2.773 2.805 2.837 0.000 0.067 0.13427 July 2.784 2.781 2.733 2.801 2.823 2.844 2.794 2.844 2.733 0.111 2.773 2.805 2.837 0.000 0.067 0.13428 July 2.844 2.799 2.781 2.802 2.820 2.813 2.810 2.844 2.781 0.063 2.773 2.805 2.837 0.000 0.067 0.13429 July 2.806 2.786 2.836 2.815 2.836 2.808 2.815 2.836 2.786 0.05 2.773 2.805 2.837 0.000 0.067 0.13430 July 2.843 2.766 2.795 2.778 2.835 2.783 2.800 2.843 2.766 0.077 2.773 2.805 2.837 0.000 0.067 0.13431 July 2.816 2.790 2.823 2.802 2.780 2.804 2.803 2.823 2.78 0.043 2.773 2.805 2.837 0.000 0.067 0.134
Avg X Bar 2.805 R Bar 0.0671
Pod Weight (grams)
Sample Number: X bar Chart Control Limits R Chart Control Limit
Exhibit 4
Exhibit 5
Pod Weight (grams)
Day Shift 1 2 3 4 5 6 Mean Max Min Range LCL CL UCL LCL CL UCL3 August A 2.800 2.799 2.760 2.802 2.805 2.803 2.795 2.805 2.760 0.045 2.773 2.805 2.837 0.000 0.067 0.134
B 2.750 2.820 2.850 2.740 2.850 2.790 2.800 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.134C 2.768 2.807 2.807 2.804 2.804 2.803 2.799 2.807 2.768 0.039 2.773 2.805 2.837 0.000 0.067 0.134
4 August A 2.841 2.802 2.802 2.806 2.807 2.807 2.811 2.841 2.802 0.039 2.773 2.805 2.837 0.000 0.067 0.134B 2.801 2.770 2.833 2.770 2.840 2.741 2.793 2.840 2.741 0.099 2.773 2.805 2.837 0.000 0.067 0.134C 2.778 2.807 2.804 2.804 2.803 2.804 2.800 2.807 2.778 0.029 2.773 2.805 2.837 0.000 0.067 0.134
5 August A 2.760 2.804 2.804 2.806 2.805 2.806 2.798 2.806 2.760 0.046 2.773 2.805 2.837 0.000 0.067 0.134B 2.829 2.804 2.805 2.806 2.807 2.807 2.810 2.829 2.804 0.025 2.773 2.805 2.837 0.000 0.067 0.134C 2.741 2.850 2.744 2.766 2.767 2.808 2.779 2.850 2.741 0.109 2.773 2.805 2.837 0.000 0.067 0.134
6 August A 2.814 2.804 2.803 2.805 2.807 2.804 2.806 2.814 2.803 0.011 2.773 2.805 2.837 0.000 0.067 0.134B 2.787 2.802 2.805 2.804 2.805 2.804 2.801 2.805 2.787 0.018 2.773 2.805 2.837 0.000 0.067 0.134C 2.766 2.805 2.804 2.802 2.804 2.806 2.798 2.806 2.766 0.040 2.773 2.805 2.837 0.000 0.067 0.134
7 August A 2.774 2.801 2.805 2.805 2.805 2.804 2.799 2.805 2.774 0.031 2.773 2.805 2.837 0.000 0.067 0.134B 2.770 2.801 2.833 2.770 2.840 2.741 2.793 2.840 2.741 0.099 2.773 2.805 2.837 0.000 0.067 0.134C 2.832 2.836 2.794 2.843 2.813 2.743 2.810 2.843 2.743 0.100 2.773 2.805 2.837 0.000 0.067 0.134
10 August A 2.829 2.846 2.760 2.854 2.817 2.805 2.819 2.854 2.760 0.094 2.773 2.805 2.837 0.000 0.067 0.134B 2.850 2.804 2.805 2.806 2.807 2.807 2.813 2.850 2.804 0.046 2.773 2.805 2.837 0.000 0.067 0.134C 2.803 2.803 2.773 2.837 2.808 2.808 2.805 2.837 2.773 0.064 2.773 2.805 2.837 0.000 0.067 0.134
11 August A 2.815 2.804 2.803 2.804 2.803 2.802 2.805 2.815 2.802 0.013 2.773 2.805 2.837 0.000 0.067 0.134B 2.782 2.806 2.806 2.804 2.803 2.802 2.801 2.806 2.782 0.024 2.773 2.805 2.837 0.000 0.067 0.134C 2.779 2.807 2.808 2.803 2.803 2.803 2.801 2.808 2.779 0.029 2.773 2.805 2.837 0.000 0.067 0.134
12 August A 2.815 2.815 2.803 2.864 2.834 2.803 2.822 2.864 2.803 0.061 2.773 2.805 2.837 0.000 0.067 0.134B 2.846 2.854 2.760 2.829 2.817 2.805 2.819 2.854 2.760 0.094 2.773 2.805 2.837 0.000 0.067 0.134C 2.767 2.804 2.834 2.803 2.803 2.803 2.802 2.834 2.767 0.067 2.773 2.805 2.837 0.000 0.067 0.134
13 August A 2.850 2.804 2.804 2.804 2.804 2.804 2.812 2.850 2.804 0.046 2.773 2.805 2.837 0.000 0.067 0.134B 2.810 2.820 2.814 2.794 2.798 2.787 2.804 2.820 2.787 0.033 2.773 2.805 2.837 0.000 0.067 0.134C 2.850 2.820 2.750 2.740 2.850 2.790 2.800 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.134
14 August A 2.750 2.765 2.850 2.760 2.790 2.840 2.793 2.850 2.750 0.100 2.773 2.805 2.837 0.000 0.067 0.134B 2.830 2.770 2.848 2.760 2.750 2.830 2.798 2.848 2.750 0.098 2.773 2.805 2.837 0.000 0.067 0.134C 2.740 2.770 2.833 2.770 2.840 2.800 2.792 2.840 2.740 0.100 2.773 2.805 2.837 0.000 0.067 0.134
17 August A 2.753 2.807 2.805 2.804 2.802 2.804 2.796 2.807 2.753 0.054 2.773 2.805 2.837 0.000 0.067 0.134B 2.851 2.751 2.752 2.773 2.849 2.806 2.797 2.851 2.751 0.100 2.773 2.805 2.837 0.000 0.067 0.134C 2.845 2.804 2.803 2.806 2.805 2.806 2.812 2.845 2.803 0.042 2.773 2.805 2.837 0.000 0.067 0.134
18 August A 2.844 2.777 2.754 2.791 2.833 2.811 2.802 2.844 2.754 0.090 2.773 2.805 2.837 0.000 0.067 0.134B 2.806 2.839 2.805 2.804 2.850 2.740 2.807 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.134C 2.849 2.801 2.804 2.762 2.814 2.791 2.804 2.849 2.762 0.087 2.773 2.805 2.837 0.000 0.067 0.134
19 August A 2.820 2.793 2.812 2.833 2.853 2.812 2.821 2.853 2.793 0.060 2.773 2.805 2.837 0.000 0.067 0.134B 2.790 2.780 2.764 2.843 2.843 2.818 2.806 2.843 2.764 0.079 2.773 2.805 2.837 0.000 0.067 0.134C 2.850 2.806 2.805 2.814 2.807 2.807 2.815 2.850 2.805 0.045 2.773 2.805 2.837 0.000 0.067 0.134
20 August A 2.767 2.831 2.808 2.793 2.836 2.811 2.808 2.836 2.767 0.069 2.773 2.805 2.837 0.000 0.067 0.134B 2.833 2.825 2.793 2.813 2.823 2.766 2.809 2.833 2.766 0.067 2.773 2.805 2.837 0.000 0.067 0.134C 2.824 2.799 2.790 2.764 2.817 2.805 2.800 2.824 2.764 0.060 2.773 2.805 2.837 0.000 0.067 0.134
21 August A 2.778 2.775 2.799 2.805 2.833 2.772 2.794 2.833 2.772 0.061 2.773 2.805 2.837 0.000 0.067 0.134B 2.801 2.832 2.758 2.759 2.773 2.814 2.790 2.832 2.758 0.074 2.773 2.805 2.837 0.000 0.067 0.134C 2.770 2.787 2.744 2.766 2.807 2.803 2.780 2.807 2.744 0.063 2.773 2.805 2.837 0.000 0.067 0.134
X bar Chart Control Limits R Chart Control Limit
Finger Height (mm)
Day Shift 1 2 3 4 5 6 Mean Max Min Range LCL CL UCL LCL CL UCL3 August A 1.90 1.95 1.94 2.00 2.05 2.16 2.000 2.160 1.900 0.260 1.912 2.060 2.209 0.000 0.310 0.620
B 2.15 2.17 2.11 2.13 2.02 2.03 2.102 2.170 2.020 0.150 1.912 2.060 2.209 0.000 0.310 0.620C 1.73 1.90 2.07 1.89 1.76 1.88 1.872 2.070 1.730 0.340 1.912 2.060 2.209 0.000 0.310 0.620
4 August A 2.30 2.41 2.54 2.37 2.32 2.16 2.350 2.540 2.160 0.380 1.912 2.060 2.209 0.000 0.310 0.620B 2.28 2.16 2.19 2.08 2.25 2.24 2.200 2.280 2.080 0.200 1.912 2.060 2.209 0.000 0.310 0.620C 1.92 2.24 2.11 1.89 1.88 2.17 2.035 2.240 1.880 0.360 1.912 2.060 2.209 0.000 0.310 0.620
5 August A 2.39 2.28 2.10 2.36 2.54 2.25 2.320 2.540 2.100 0.440 1.912 2.060 2.209 0.000 0.310 0.620B 2.11 2.21 2.24 2.21 2.17 2.24 2.197 2.240 2.110 0.130 1.912 2.060 2.209 0.000 0.310 0.620C 1.89 1.90 1.73 2.07 1.89 1.76 1.873 2.070 1.730 0.340 1.912 2.060 2.209 0.000 0.310 0.620
6 August A 2.51 2.25 2.08 2.35 2.29 2.32 2.300 2.510 2.080 0.430 1.912 2.060 2.209 0.000 0.310 0.620B 2.22 2.19 2.22 2.24 2.01 2.23 2.185 2.240 2.010 0.230 1.912 2.060 2.209 0.000 0.310 0.620C 1.89 1.90 1.78 2.07 1.89 1.76 1.882 2.070 1.760 0.310 1.912 2.060 2.209 0.000 0.310 0.620
7 August A 1.95 2.07 2.25 1.95 2.11 2.16 2.082 2.250 1.950 0.300 1.912 2.060 2.209 0.000 0.310 0.620B 2.08 2.03 2.27 2.23 2.24 2.13 2.163 2.270 2.030 0.240 1.912 2.060 2.209 0.000 0.310 0.620C 2.31 1.90 1.86 1.91 1.89 1.87 1.957 2.310 1.860 0.450 1.912 2.060 2.209 0.000 0.310 0.620
10 August A 2.23 2.25 2.21 1.89 2.15 2.11 2.140 2.250 1.890 0.360 1.912 2.060 2.209 0.000 0.310 0.620B 2.23 2.21 2.05 2.19 2.07 2.16 2.152 2.230 2.050 0.180 1.912 2.060 2.209 0.000 0.310 0.620C 1.73 2.00 1.79 1.75 1.84 1.74 1.808 2.000 1.730 0.270 1.912 2.060 2.209 0.000 0.310 0.620
11 August A 2.21 2.11 2.21 2.44 2.17 2.30 2.240 2.440 2.110 0.330 1.912 2.060 2.209 0.000 0.310 0.620B 2.17 2.19 2.15 2.04 2.07 2.22 2.140 2.220 2.040 0.180 1.912 2.060 2.209 0.000 0.310 0.620C 2.01 1.90 1.90 1.81 2.06 1.89 1.928 2.060 1.810 0.250 1.912 2.060 2.209 0.000 0.310 0.620
12 August A 2.08 2.19 2.28 2.29 2.21 2.45 2.250 2.450 2.080 0.370 1.912 2.060 2.209 0.000 0.310 0.620B 1.93 2.09 1.90 1.95 2.04 2.09 2.000 2.090 1.900 0.190 1.912 2.060 2.209 0.000 0.310 0.620C 1.84 2.12 1.90 1.89 2.01 1.75 1.918 2.120 1.750 0.370 1.912 2.060 2.209 0.000 0.310 0.620
13 August A 2.23 2.01 2.25 2.11 2.39 2.15 2.190 2.390 2.010 0.380 1.912 2.060 2.209 0.000 0.310 0.620B 2.19 2.22 2.18 2.15 2.23 2.04 2.168 2.230 2.040 0.190 1.912 2.060 2.209 0.000 0.310 0.620C 1.96 2.05 2.16 1.87 2.13 1.90 2.012 2.160 1.870 0.290 1.912 2.060 2.209 0.000 0.310 0.620
14 August A 2.27 2.00 2.06 1.97 2.13 2.05 2.080 2.270 1.970 0.300 1.912 2.060 2.209 0.000 0.310 0.620B 1.92 1.78 1.76 1.77 1.78 1.87 1.813 1.920 1.760 0.160 1.912 2.060 2.209 0.000 0.310 0.620C 1.78 1.65 2.04 1.63 1.75 1.83 1.780 2.040 1.630 0.410 1.912 2.060 2.209 0.000 0.310 0.620
17 August A 2.31 2.35 2.25 1.99 2.27 2.11 2.213 2.350 1.990 0.360 1.912 2.060 2.209 0.000 0.310 0.620B 2.02 1.97 1.81 1.73 1.77 1.82 1.853 2.020 1.730 0.290 1.912 2.060 2.209 0.000 0.310 0.620C 1.76 1.91 2.01 1.85 1.78 1.64 1.825 2.010 1.640 0.370 1.912 2.060 2.209 0.000 0.310 0.620
18 August A 2.06 2.14 1.91 2.06 2.08 2.09 2.057 2.140 1.910 0.230 1.912 2.060 2.209 0.000 0.310 0.620B 1.76 1.83 1.79 1.79 1.77 1.94 1.813 1.940 1.760 0.180 1.912 2.060 2.209 0.000 0.310 0.620C 2.25 1.88 2.11 2.18 2.02 1.86 2.050 2.250 1.860 0.390 1.912 2.060 2.209 0.000 0.310 0.620
19 August A 2.28 2.15 2.17 2.18 2.44 2.00 2.203 2.440 2.000 0.440 1.912 2.060 2.209 0.000 0.310 0.620B 2.31 2.27 2.16 2.10 2.24 2.28 2.227 2.310 2.100 0.210 1.912 2.060 2.209 0.000 0.310 0.620C 1.87 1.89 2.03 1.69 1.75 2.04 1.878 2.040 1.690 0.350 1.912 2.060 2.209 0.000 0.310 0.620
20 August A 2.16 2.38 2.20 2.25 1.98 2.23 2.200 2.380 1.980 0.400 1.912 2.060 2.209 0.000 0.310 0.620B 2.06 2.08 2.14 2.24 2.26 2.18 2.160 2.260 2.060 0.200 1.912 2.060 2.209 0.000 0.310 0.620C 1.80 1.71 1.65 1.68 1.96 2.05 1.808 2.050 1.650 0.400 1.912 2.060 2.209 0.000 0.310 0.620
21 August A 1.75 2.00 2.04 2.00 2.15 2.06 2.000 2.150 1.750 0.400 1.912 2.060 2.209 0.000 0.310 0.620B 1.90 1.90 1.81 1.86 1.98 1.81 1.877 1.980 1.810 0.170 1.912 2.060 2.209 0.000 0.310 0.620C 1.80 2.01 1.73 1.89 2.01 1.91 1.892 2.010 1.730 0.280 1.912 2.060 2.209 0.000 0.310 0.620
X bar Chart Control Limits R Chart Control Limit
Exhibit 6
Pod Weight (grams) for each shift
Shift A
Shift B
Shift C
Day Shift 1 2 3 4 5 6 Mean Max Min Range LCL CL UCL LCL CL UCL3 August A 2.800 2.799 2.760 2.802 2.805 2.803 2.795 2.805 2.760 0.045 2.773 2.805 2.837 0.000 0.067 0.1344 August A 2.841 2.802 2.802 2.806 2.807 2.807 2.811 2.841 2.802 0.039 2.773 2.805 2.837 0.000 0.067 0.1345 August A 2.760 2.804 2.804 2.806 2.805 2.806 2.798 2.806 2.760 0.046 2.773 2.805 2.837 0.000 0.067 0.1346 August A 2.814 2.804 2.803 2.805 2.807 2.804 2.806 2.814 2.803 0.011 2.773 2.805 2.837 0.000 0.067 0.1347 August A 2.774 2.801 2.805 2.805 2.805 2.804 2.799 2.805 2.774 0.031 2.773 2.805 2.837 0.000 0.067 0.13410 August A 2.829 2.846 2.760 2.854 2.817 2.805 2.819 2.854 2.760 0.094 2.773 2.805 2.837 0.000 0.067 0.13411 August A 2.815 2.804 2.803 2.804 2.803 2.802 2.805 2.815 2.802 0.013 2.773 2.805 2.837 0.000 0.067 0.13412 August A 2.815 2.815 2.803 2.864 2.834 2.803 2.822 2.864 2.803 0.061 2.773 2.805 2.837 0.000 0.067 0.13413 August A 2.850 2.804 2.804 2.804 2.804 2.804 2.812 2.850 2.804 0.046 2.773 2.805 2.837 0.000 0.067 0.13414 August A 2.750 2.765 2.850 2.760 2.790 2.840 2.793 2.850 2.750 0.100 2.773 2.805 2.837 0.000 0.067 0.13417 August A 2.753 2.807 2.805 2.804 2.802 2.804 2.796 2.807 2.753 0.054 2.773 2.805 2.837 0.000 0.067 0.13418 August A 2.844 2.777 2.754 2.791 2.833 2.811 2.802 2.844 2.754 0.090 2.773 2.805 2.837 0.000 0.067 0.13419 August A 2.820 2.793 2.812 2.833 2.853 2.812 2.821 2.853 2.793 0.060 2.773 2.805 2.837 0.000 0.067 0.13420 August A 2.767 2.831 2.808 2.793 2.836 2.811 2.808 2.836 2.767 0.069 2.773 2.805 2.837 0.000 0.067 0.13421 August A 2.778 2.775 2.799 2.805 2.833 2.772 2.794 2.833 2.772 0.061 2.773 2.805 2.837 0.000 0.067 0.134
Day Shift 1 2 3 4 5 6 Mean Max Min Range LCL CL UCL LCL CL UCL3 August B 2.750 2.820 2.850 2.740 2.850 2.790 2.800 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.1344 August B 2.801 2.770 2.833 2.770 2.840 2.741 2.793 2.840 2.741 0.099 2.773 2.805 2.837 0.000 0.067 0.1345 August B 2.829 2.804 2.805 2.806 2.807 2.807 2.810 2.829 2.804 0.025 2.773 2.805 2.837 0.000 0.067 0.1346 August B 2.787 2.802 2.805 2.804 2.805 2.804 2.801 2.805 2.787 0.018 2.773 2.805 2.837 0.000 0.067 0.1347 August B 2.770 2.801 2.833 2.770 2.840 2.741 2.793 2.840 2.741 0.099 2.773 2.805 2.837 0.000 0.067 0.13410 August B 2.850 2.804 2.805 2.806 2.807 2.807 2.813 2.850 2.804 0.046 2.773 2.805 2.837 0.000 0.067 0.13411 August B 2.782 2.806 2.806 2.804 2.803 2.802 2.801 2.806 2.782 0.024 2.773 2.805 2.837 0.000 0.067 0.13412 August B 2.846 2.854 2.760 2.829 2.817 2.805 2.819 2.854 2.760 0.094 2.773 2.805 2.837 0.000 0.067 0.13413 August B 2.810 2.820 2.814 2.794 2.798 2.787 2.804 2.820 2.787 0.033 2.773 2.805 2.837 0.000 0.067 0.13414 August B 2.830 2.770 2.848 2.760 2.750 2.830 2.798 2.848 2.750 0.098 2.773 2.805 2.837 0.000 0.067 0.13417 August B 2.851 2.751 2.752 2.773 2.849 2.806 2.797 2.851 2.751 0.100 2.773 2.805 2.837 0.000 0.067 0.13418 August B 2.806 2.839 2.805 2.804 2.850 2.740 2.807 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.13419 August B 2.790 2.780 2.764 2.843 2.843 2.818 2.806 2.843 2.764 0.079 2.773 2.805 2.837 0.000 0.067 0.13420 August B 2.833 2.825 2.793 2.813 2.823 2.766 2.809 2.833 2.766 0.067 2.773 2.805 2.837 0.000 0.067 0.13421 August B 2.801 2.832 2.758 2.759 2.773 2.814 2.790 2.832 2.758 0.074 2.773 2.805 2.837 0.000 0.067 0.134
Day Shift 1 2 3 4 5 6 Mean Max Min Range LCL CL UCL LCL CL UCL3 August C 2.768 2.807 2.807 2.804 2.804 2.803 2.799 2.807 2.768 0.039 2.773 2.805 2.837 0.000 0.067 0.1344 August C 2.778 2.807 2.804 2.804 2.803 2.804 2.800 2.807 2.778 0.029 2.773 2.805 2.837 0.000 0.067 0.1345 August C 2.741 2.850 2.744 2.766 2.767 2.808 2.779 2.850 2.741 0.109 2.773 2.805 2.837 0.000 0.067 0.1346 August C 2.766 2.805 2.804 2.802 2.804 2.806 2.798 2.806 2.766 0.040 2.773 2.805 2.837 0.000 0.067 0.1347 August C 2.832 2.836 2.794 2.843 2.813 2.743 2.810 2.843 2.743 0.100 2.773 2.805 2.837 0.000 0.067 0.13410 August C 2.803 2.803 2.773 2.837 2.808 2.808 2.805 2.837 2.773 0.064 2.773 2.805 2.837 0.000 0.067 0.13411 August C 2.779 2.807 2.808 2.803 2.803 2.803 2.801 2.808 2.779 0.029 2.773 2.805 2.837 0.000 0.067 0.13412 August C 2.767 2.804 2.834 2.803 2.803 2.803 2.802 2.834 2.767 0.067 2.773 2.805 2.837 0.000 0.067 0.13413 August C 2.850 2.820 2.750 2.740 2.850 2.790 2.800 2.850 2.740 0.110 2.773 2.805 2.837 0.000 0.067 0.13414 August C 2.740 2.770 2.833 2.770 2.840 2.800 2.792 2.840 2.740 0.100 2.773 2.805 2.837 0.000 0.067 0.13417 August C 2.845 2.804 2.803 2.806 2.805 2.806 2.812 2.845 2.803 0.042 2.773 2.805 2.837 0.000 0.067 0.13418 August C 2.849 2.801 2.804 2.762 2.814 2.791 2.804 2.849 2.762 0.087 2.773 2.805 2.837 0.000 0.067 0.13419 August C 2.850 2.806 2.805 2.814 2.807 2.807 2.815 2.850 2.805 0.045 2.773 2.805 2.837 0.000 0.067 0.13420 August C 2.824 2.799 2.790 2.764 2.817 2.805 2.800 2.824 2.764 0.060 2.773 2.805 2.837 0.000 0.067 0.13421 August C 2.770 2.787 2.744 2.766 2.807 2.803 2.780 2.807 2.744 0.063 2.773 2.805 2.837 0.000 0.067 0.134
Finger Height (mm) for each shift
Shift A
Shift B
Shift C
1
Day Shift 1 2 3 4 5 6 mean Max Min Range LCL CL UCL LCL CL UCL3 August A 1.90 1.95 1.94 2.00 2.05 2.16 2.00 2.16 1.90 0.26 1.912 2.060 2.209 0.000 0.310 0.6204 August A 2.30 2.41 2.54 2.37 2.32 2.16 2.35 2.54 2.16 0.38 1.912 2.060 2.209 0.000 0.310 0.6205 August A 2.39 2.28 2.10 2.36 2.54 2.25 2.32 2.54 2.10 0.44 1.912 2.060 2.209 0.000 0.310 0.6206 August A 2.51 2.25 2.08 2.35 2.29 2.32 2.30 2.51 2.08 0.43 1.912 2.060 2.209 0.000 0.310 0.6207 August A 1.95 2.07 2.25 1.95 2.11 2.16 2.08 2.25 1.95 0.30 1.912 2.060 2.209 0.000 0.310 0.62010 August A 2.23 2.25 2.21 1.89 2.15 2.11 2.14 2.25 1.89 0.36 1.912 2.060 2.209 0.000 0.310 0.62011 August A 2.21 2.11 2.21 2.44 2.17 2.30 2.24 2.44 2.11 0.33 1.912 2.060 2.209 0.000 0.310 0.62012 August A 2.08 2.19 2.28 2.29 2.21 2.45 2.25 2.45 2.08 0.37 1.912 2.060 2.209 0.000 0.310 0.62013 August A 2.23 2.01 2.25 2.11 2.39 2.15 2.19 2.39 2.01 0.38 1.912 2.060 2.209 0.000 0.310 0.62014 August A 2.27 2.00 2.06 1.97 2.13 2.05 2.08 2.27 1.97 0.30 1.912 2.060 2.209 0.000 0.310 0.62017 August A 2.31 2.35 2.25 1.99 2.27 2.11 2.21 2.35 1.99 0.36 1.912 2.060 2.209 0.000 0.310 0.62018 August A 2.06 2.14 1.91 2.06 2.08 2.09 2.06 2.14 1.91 0.23 1.912 2.060 2.209 0.000 0.310 0.62019 August A 2.28 2.15 2.17 2.18 2.44 2.00 2.20 2.44 2.00 0.44 1.912 2.060 2.209 0.000 0.310 0.62020 August A 2.16 2.38 2.20 2.25 1.98 2.23 2.20 2.38 1.98 0.40 1.912 2.060 2.209 0.000 0.310 0.62021 August A 1.75 2.00 2.04 2.00 2.15 2.06 2.00 2.15 1.75 0.40 1.912 2.060 2.209 0.000 0.310 0.620
Day Shift 1 2 3 4 5 6 mean Max Min Range LCL CL UCL LCL CL UCL3 August B 2.15 2.17 2.11 2.13 2.02 2.03 2.10 2.17 2.02 0.15 1.912 2.060 2.209 0.000 0.310 0.6204 August B 2.28 2.16 2.19 2.08 2.25 2.24 2.20 2.28 2.08 0.20 1.912 2.060 2.209 0.000 0.310 0.6205 August B 2.11 2.21 2.24 2.21 2.17 2.24 2.20 2.24 2.11 0.13 1.912 2.060 2.209 0.000 0.310 0.6206 August B 2.22 2.19 2.22 2.24 2.01 2.23 2.19 2.24 2.01 0.23 1.912 2.060 2.209 0.000 0.310 0.6207 August B 2.08 2.03 2.27 2.23 2.24 2.13 2.16 2.27 2.03 0.24 1.912 2.060 2.209 0.000 0.310 0.62010 August B 2.23 2.21 2.05 2.19 2.07 2.16 2.15 2.23 2.05 0.18 1.912 2.060 2.209 0.000 0.310 0.62011 August B 2.17 2.19 2.15 2.04 2.07 2.22 2.14 2.22 2.04 0.18 1.912 2.060 2.209 0.000 0.310 0.62012 August B 1.93 2.09 1.90 1.95 2.04 2.09 2.00 2.09 1.90 0.19 1.912 2.060 2.209 0.000 0.310 0.62013 August B 2.19 2.22 2.18 2.15 2.23 2.04 2.17 2.23 2.04 0.19 1.912 2.060 2.209 0.000 0.310 0.62014 August B 1.92 1.78 1.76 1.77 1.78 1.87 1.81 1.92 1.76 0.16 1.912 2.060 2.209 0.000 0.310 0.62017 August B 2.02 1.97 1.81 1.73 1.77 1.82 1.85 2.02 1.73 0.29 1.912 2.060 2.209 0.000 0.310 0.62018 August B 1.76 1.83 1.79 1.79 1.77 1.94 1.81 1.94 1.76 0.18 1.912 2.060 2.209 0.000 0.310 0.62019 August B 2.31 2.27 2.16 2.10 2.24 2.28 2.23 2.31 2.10 0.21 1.912 2.060 2.209 0.000 0.310 0.62020 August B 2.06 2.08 2.14 2.24 2.26 2.18 2.16 2.26 2.06 0.20 1.912 2.060 2.209 0.000 0.310 0.62021 August B 1.90 1.90 1.81 1.86 1.98 1.81 1.88 1.98 1.81 0.17 1.912 2.060 2.209 0.000 0.310 0.620
Day Shift 1 2 3 4 5 6 mean Max Min Range LCL CL UCL LCL CL UCL3 August C 1.73 1.90 2.07 1.89 1.76 1.88 1.87 2.07 1.73 0.34 1.912 2.060 2.209 0.000 0.310 0.6204 August C 1.92 2.24 2.11 1.89 1.88 2.17 2.04 2.24 1.88 0.36 1.912 2.060 2.209 0.000 0.310 0.6205 August C 1.89 1.90 1.73 2.07 1.89 1.76 1.87 2.07 1.73 0.34 1.912 2.060 2.209 0.000 0.310 0.6206 August C 1.89 1.90 1.78 2.07 1.89 1.76 1.88 2.07 1.76 0.31 1.912 2.060 2.209 0.000 0.310 0.6207 August C 2.31 1.90 1.86 1.91 1.89 1.87 1.96 2.31 1.86 0.45 1.912 2.060 2.209 0.000 0.310 0.62010 August C 1.73 2.00 1.79 1.75 1.84 1.74 1.81 2.00 1.73 0.27 1.912 2.060 2.209 0.000 0.310 0.62011 August C 2.01 1.90 1.90 1.81 2.06 1.89 1.93 2.06 1.81 0.25 1.912 2.060 2.209 0.000 0.310 0.62012 August C 1.84 2.12 1.90 1.89 2.01 1.75 1.92 2.12 1.75 0.37 1.912 2.060 2.209 0.000 0.310 0.62013 August C 1.96 2.05 2.16 1.87 2.13 1.90 2.01 2.16 1.87 0.29 1.912 2.060 2.209 0.000 0.310 0.62014 August C 1.78 1.65 2.04 1.63 1.75 1.83 1.78 2.04 1.63 0.41 1.912 2.060 2.209 0.000 0.310 0.62017 August C 1.76 1.91 2.01 1.85 1.78 1.64 1.83 2.01 1.64 0.37 1.912 2.060 2.209 0.000 0.310 0.62018 August C 2.25 1.88 2.11 2.18 2.02 1.86 2.05 2.25 1.86 0.39 1.912 2.060 2.209 0.000 0.310 0.62019 August C 1.87 1.89 2.03 1.69 1.75 2.04 1.88 2.04 1.69 0.35 1.912 2.060 2.209 0.000 0.310 0.62020 August C 1.80 1.71 1.65 1.68 1.96 2.05 1.81 2.05 1.65 0.40 1.912 2.060 2.209 0.000 0.310 0.62021 August C 1.80 2.01 1.73 1.89 2.01 1.91 1.89 2.01 1.73 0.28 1.912 2.060 2.209 0.000 0.310 0.620