Posted: August 3rd, 2022

BUS4101 Week 3 Project

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Week 3 Project $20.00

Assignment

Task: Submit to complete this assignment

Overdue – 17 hours ago

Quality Analysis, Part 1

Select a well-known company and a product or service that is produced by that company (be sure to avoid products that are simply purchased by the company and sold to the company’s customers, which is often the case at many retail stores).

For the company that produces this product or delivers this service, respond to the following:

Provide a brief description of the company that you have selected and the product or service that you are analyzing.

Analyze what quality means for this product.

Perform a SWOT analysis of the organization.

Justify a method for focusing the organization’s attention on quality.

Explain what elements of a quality culture are lacking (and needed) by the organization.

Evaluate who the customers of the organization are (remember to consider whether there could be internal customers in addition to external customers, although this will not be the case with every organization).

Recommend a method of implementing changes that are needed based on the needs of the customer.

Recommend potential strategic alliances that can improve quality for the organization.

Submission Details:

Submit your report in a three- to four-page Word document, using APA style.

Traditional Quality Tools

Quality management tools help businesses improve quality, productivity, and customer satisfaction. The following are some

traditional quality tools:

A Pareto Chart is a bar graph in which the lengths of the bars represent frequency or cost of a problem. This chart shows problems

that are more signi�cant than others. Organizations can use Pareto charts to analyze data to identify and focus on the most frequent
or costly problem, allowing the organizations to decide where to allocate limited resources.

A Cause-and-Effect (Fishbone) Diagram is used to identify the possible causes for an effect, or problem. It can be successfully used in

a brainstorming session to sort ideas into useful categories.

A Check Sheet is a structured form for collecting relevant data and presenting it in an easy-to-understand format. Check sheets are

useful for data that is observed and collected repeatedly by the same person or at the same location, in order to analyze data on the

frequency or patterns of problems.

A Histogram helps to identify the frequency of a particular set of problems over speci�c time frames. Organizations can use

histograms to analyze numerical data, and to determine whether the output of a process is distributed normally, can meet customer

requirements, and is steady over time.

A Scatter Diagram is used to determine the correlation between two variables. It can also be used when the dependent variable may

have multiple values for each value of the independent variable. For example, after brainstorming causes and effects, an organization

can use the scatter diagram to determine whether a cause and an effect are related.

A Run Chart is used to analyze the performance data of a process over a time. However, the run chart does not help in identifying
whether the

variations in data are caused by special causes or common causes.

A Control Chart is another traditional quality tool, but is the only such tool that requires a certain level of familiarity with statistics. 

It is similar to a run chart, but it has a central line for determining the average, an upper line for determining an “upper control limit,”

and a lower line for determining a “lower control limit.” By comparing current data to these lines, it is possible to identify whether the

variations in data are caused by special causes or common causes.

A control chart can be used when controlling ongoing processes, when predicting the expected range of outcomes of a process, or
when determining the stability of a process. It is also useful in analyzing patterns of process variation from special causes or common

causes. Finally, it is useful in determining whether a quality improvement project should aim to prevent speci�c problems or to make

fundamental changes in the process.

Five Key Rationales of SPC
Inconsistencies at Elevate Accounting

The financial system used by each department in Elevate Accounting is user friendly and customizable. In
other words, each department can customize the system as per its particular requirements and work without
any coordination with the other departments. Although the system works well during the year, it produces
inconsistent reports at the end of each financial year. Therefore, the management of Elevate Accounting has
decided to modify the financial system, so the system has a centralized database and works at integrating all
the departments.

Elevate Accounting can use the five rationales of SPC to make the required modifications and create an
effective system.

Control Variation
The output of the new process should be as per the set limit. Any variation to the output must be
documented and explained. This method helps control variation and provides consistent output.

Continual Improvement
In this case, SPC will help all departments of Elevate Accounting understand the process as a whole,
identify the external special causes of variation, and eliminate the special causes, if any. This understanding
will allow different departments to collaborate and integrate and help each other in completing financial
tasks, such as making payments to vendors and service providers. As a result, the process will be
continually evolving and improving.

Predictability of Processes
When causes of variations are identified, the variations are eliminated, and the process is continually
improved, then the output of the process becomes predictable. For example, with SPC, all departments will
know such things as the dates and amounts of checks that need to be paid, the vendors that need to be paid,
and the vendor data that needs to be recorded.

Elimination of Waste
In this case, the new process developed by using SPC will yield predictable and consistent output.
Therefore, there will be less time, effort, and cost spent on rework, coordination, and resolving confusion.
In other words, SPC will eliminate wasteful activities and increase the quality of the output.

Product Inspection
SPC can help Elevate Accounting reduce costs and increase competitiveness by regularly testing,
maintaining, and inspecting the new process.

© 2017 South University

Statistical Process Control

Statistical process control (SPC) is a statistical method of separating special-cause variation from natural variation to eliminate the

special causes and to establish and maintain consistency in a process. This consistency enables process improvement.  Special-cause

variation is a departure from the output that a process would normally produce due to some unusual circumstances like a broken

machine or a power outage (in the case of the provision of a service like a car wash). 

There is a normal degree of variation in every process.  For example, when you to go the bank and stand in line to see a teller, some

days you wait for a very short time (or none at all), while on other days the wait seems very long.  Depending on how customers arrive

at the bank, this variation is normal and is to be expected.  However, if the bank begins to experience computer problems which cause

the tellers to be unable to complete the customers’ transactions at their normal pace, then the wait time may become much longer

than usual, and will likely not return to normal until the computer issues are �xed and the tellers have been able to catch up on the

job of completing the transactions of the customers.  

The key contribution of SPC to the collection of quality tools is the ability to distinguish the results of a special cause (an extremely

long wait time due to the computer problems) from the normal, day-to-day variation that is inherent in any process (short wait time

one day, longer wait time the next day). 

In order to understand how SPC works in improving processes, it is helpful to look at an example that demonstrates the importance

of the �ve key rationales of SPC. Please review the Supplemental Media entitled “Five Key Rationales of SPC” in order to see such an

example. 

Additional Materials 

View a PDF transcript of Five Key Rationales Of SPC 

(media/week5/SUO_BUS4101%20W5%20L1%20Five%20Key%20Rationales%20Of%20SPC ?

_&d2lSessionVal=G8yTd5fDEtOWhKGrLSjs64OmW&ou=90832)

https://myclasses.southuniversity.edu/content/enforced/90832-17106883/media/week5/SUO_BUS4101%20W5%20L1%20Five%20Key%20Rationales%20Of%20SPC ?_&d2lSessionVal=G8yTd5fDEtOWhKGrLSjs64OmW&ou=90832

BUS4101 Week 3 Project Rubric
Course: BUS4101-Quality Management SU01

Criteria
No

Submission

0 points

Emerging (F
through D Range)
(6-7)
7 points

Satisfactory (C
Range) (7-8)
8 points

Proficient (B
Range) (8-9)
9 points

Exemplary (A
Range) (9-10)
10 points

Criterion Score

Summarized

details

the

company

and

the

product or

service being

analyzed.

/ 10Did not identify

the

company or

the product in

any way.

Unsupported

with

research.

Identified

company or

product.

Lacked credible

research support.

Described

company and
product.

Weakly

supported with

research.

Summarized brief

details about

company

and the

product or
service being
analyzed.

Sufficiently

supported with
research.
Summarized

thorough details

of

the product or

service and the

company that

provides it.

Well supported

by research.

Criteria
No Submission
0 points

Emerging (F
through D Range)
(12-14)
14 points

Satisfactory (C
Range) (14-16)
16 points

Proficient (B
Range) (16-18)
18 points

Exemplary (A
Range) (18-20)
20 points

Criterion Score

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Analyzed what

quality means

in the context

of

the selected

organization

and the

product or the

service.

/ 20Did not identify

quality.

Unsupported

with research.

Identified quality.

Lacked credible
research support.
Described
quality.
Weakly
supported with
research.
Analyzed what

quality means in

the context of

the selected

organization and

the product or

the service.

Sufficiently
supported with
research.

Offered a

compelling

analysis of what

quality would

mean for this

company and its

product or
service.
Well supported

by research.

Criteria
No Submission
0 points

Emerging (F
through D Range)
(18-21)
21 points

Satisfactory (C
Range) (21-24)
24 points

Proficient (B
Range) (24-27)
27 points

Exemplary (A
Range) (27-30)
30 points

Criterion Score

Criteria
No Submission
0 points
Emerging (F
through D Range)
(18-21)
21 points
Satisfactory (C
Range) (21-24)
24 points
Proficient (B
Range) (24-27)
27 points
Exemplary (A
Range) (27-30)
30 points
Criterion Score

Conducted a

SWOT analysis

of the

organization.

/ 30Did not identify

SWOT

components.

Unsupported
with research.

Identified SWOT

components.
Lacked credible
research support.

Described SWOT

components.
Weakly
supported with
research.
Conducted a
SWOT analysis
of the
organization.
Sufficiently
supported with
research.

Provided a

compelling

analysis of the

strengths,

weaknesses,

opportunities,

and threats that

characterize the

organization

under

consideration.

Well supported
by research.
Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Justified a

method for

focusing the

organization’s

attention on

quality.

/ 20Did not identify a

method.

Unsupported
with research.
Identified
method.
Lacked credible
research support.

Describe

method.
Weakly
supported with
research.
Justified a
method for
focusing the

organization’s

attention on
quality.
Sufficiently
supported with
research.

Justification of

method for
focusing the

attention of the

organization on

quality was

compelling.

Well supported
by research.
Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Explained

what elements

of a quality

culture are

lacking within

the
organization.
/ 20Did not identify

elements.

Unsupported
with research.
Identified
elements.
Lacked credible
research support.
Described
elements.
Weakly
supported with
research.

Explained what

elements of a

quality culture

are lacking

within the

organization.
Sufficiently
supported with
research.

Offered a clear

explanation as to

what elements of

a quality culture

are lacking.

Well supported
by research.

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points

Criterion ScoreCriteria
No Submission
0 points

Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Evaluated who

the customers

of the
organization

are (

external

and, when

appropriate,

internal).

/ 20Did not identify

customers.

Unsupported
with research.
Identified
customers.
Lacked credible
research support.
Described
customers.
Weakly
supported with
research.

Evaluated the

customers of the

organization.
Sufficiently
supported with
research.

Clearly evaluated

both internal and

external
customers of the
organization.
Well supported
by research.
Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Recommended

a

method of

implementing

changes in the

organization as

required by

customer

needs.

/ 20Did not identify
method.
Unsupported
with research.
Identified
method.
Lacked credible
research support.
Described
method.
Weakly
supported with
research.

Recommended a

method of
implementing
changes in the
organization.
Sufficiently
supported with
research.
Provided a
compelling

recommendation

as to what

method of
implementing

change should be

undertaken.

Well supported
by research.

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion ScoreCriteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score
Recommended

potential

strategic

alliances that

might be made

to improve the

quality of the

organization’s
product or
service.
/ 20Did not identify

alliances.

Unsupported
with research.
Identified
alliances.
Lacked credible
research support.
Described
alliances.
Weakly
supported with
research.
Recommended
strategic
alliances.
Sufficiently
supported with
research.

Provided

insightful

recommendation

s for strategic

alliances.
Well supported
by research.
Criteria
No Submission
0 points
Emerging (F
through D Range)
(6-7)
7 points
Satisfactory (C
Range) (7-8)
8 points
Proficient (B
Range) (8-9)
9 points
Exemplary (A
Range) (9-10)
10 points
Criterion Score

Communicatio

n: Use of tone,

word choice,

audience,

transitions,

and

progression of

ideas.

/ 10Submission

contained no

discernible

overall intent in

author’s

selection of

ideas.
Submission

contained

random

presentation of

ideas, which

prevented

understanding

the majority of

author’s overall

intent.

Ideas presented

in a way that

forced the reader

to make repeated

inferences in

order to identify

and

follow the

author’s overall
intent.

The reader could

follow the
author’s overall

intent as stated.

The writer’s

overall argument

and language

were clear and

tightly focused,

leaving the

reader with no

room for

confusion about

author’s intent.

Criteria
No Submission
0 points
Emerging (F
through D Range)
(6-7)
7 points
Satisfactory (C
Range) (7-8)
8 points
Proficient (B
Range) (8-9)
9 points
Exemplary (A
Range) (9-10)
10 points
Criterion Score

Mechanics:

Use of

grammar,

sentence

structure, and

spelling.

/ 10

Errors in basic

writing

conventions

were sufficiently

numerous to

prevent reader

comprehension.

Errors in basic
writing
conventions
were sufficiently
numerous to
prevent reader

comprehension

of majority of the

work.

Errors in basic
writing
conventions

interfered with,

but did not

prevent, reader

comprehension.

The reader

noticed a few

errors in basic

writing

conventions but

these few errors

did not interfere

with reader

comprehension.

Test was

basically error

free, so that a

reader would

have to

purposely search

to find any errors

that may be

present.

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Criteria
No Submission
0 points
Emerging (F
through D Range)
(12-14)
14 points
Satisfactory (C
Range) (14-16)
16 points
Proficient (B
Range) (16-18)
18 points
Exemplary (A
Range) (18-20)
20 points
Criterion Score

Academic/APA

/PPT

Formatting

Use of

citations,

references, and

structural

formatting

including such

elements as

title page,

running head,

page numbers,

headings, title

slides,

graphics, data,

notes section,

(as

appropriate),

introduction,

and conclusio

/ 20No attempt at

Academic/APA/P

PT formatting in

presentation.

Academic/APA/P

PT format

attempted, but

errors were

significant,

preventing

comprehension

of message.

Academic/APA/P
PT format

attempted but

errors were

distracting.

Weakly
supported with
research.

Used

Academic/APA/P
PT format

accurately. Errors

noticeable but

minor.

Used
Academic/APA/P
PT format

proficiently.

Work basically

error free.

Total / 200

Overall Score

No Submission
0 points minimum

Emerging (F through D Range)
140 points minimum

Satisfactory (C Range)
160 points minimum

Proficient (B Range)
180 points minimum

Exemplary (A Range)
200 points minimum

Quality Function Deployment

In previous lessons, you have learned the importance of customer feedback in the process of implementing quality management.

However, the previous discussions have mostly focused on gathering customer feedback and making improvements to an existing to

product or service. Quality Function Deployment (QFD), on the other hand, focuses on designing each new product with customer

input as a main aspect.

QFD is useful in analyzing, evaluating, and incorporating customer needs in the process of designing a product or a service. In other

words, QFD ensures an organization produces what its customers want. The bene�ts of using QFD include customer focus, time

ef�ciency, teamwork orientation, and documentation orientation. The steps involved in implementing QFD include forming the

project team, establishing monitoring procedures, selecting a project, conducting a kickoff meeting, training the project team, and

developing the matrices.

Tools for QFD

To help identify and incorporate customer inputs, QFD involves the use of traditional quality tools as well as several specialized tools,
such as the af�nity diagram, the interrelationship digraph, the tree diagram, and the matrix diagram.

Af�nity Diagram

It is used to promote creative thinking and the �nding of new and different approaches to continuous improvement.

Interrelationship Digraph

It is used to logically identify relationships among different ideas.

Tree Diagram

It is used to identify all the tasks that must be completed in order to solve a problem.

Matrix Diagram

It is used to identify and graphically represent connections among such things as responsibilities, tasks, and functions.

The elements of QFD are somewhat complicated and interrelated.  Careful attention should be paid to each of the four tools that

make up the QFD matrices.  Search for and study example of each of the �gures. 

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