UTS: ENGINEERING Assignment Cover Sheet STANDARD Mode SUBJECT NAME: Quality & Planning Analysis SUBJECT NUMBER: 49309 ASSIGNMENT NUMBER: 1 STUDENT LAST NAME: Shaun STUDENT FIRST NAME: Mohammad STUDENT ID: 11929852 Declaration of Originality: The work contained in this assignment, other than that specifically attributed to another source, is that of the author(s) and has not been submitted in any other subject or published elsewhere before. It is recognised that, should this declaration be found to be false, disciplinary action could be taken and penalties imposed in accordance with University policy and rules. Signature: ______________Shaun__________________ Table Of Contents: 1.0 Introduction…………………………………………………………………….3 2.0 Customer Satisfaction…………………………………………………….........5 2.1 Stakeholder Analysis……………………………………………………..........5 2.2 Capturing the Customer Needs…………………………………………...........7 2.3 Customer Need Analysis (Kano Analysis)……………………………….......10 3.0 Design requirements…………...…………...…………...…………...……….12 3.1 Translating Customer Needs into Design Requirements (QFD).………….....12 3.2 Design risk Analysis (FMEA)………………………………………….........14 4.0 Supplier Selections and Evaluation………………………………………......15 4.1 Identifying the Elements Or Components…………………………………....15 4.2 Developing the supplier Selection Criterion………………………………....15 4.3 Constructing and Using a Supplier Selection System………………………..15 4.4 Conclusion…………………………………………………………………...17 5.0 Statistical Process Control………………………………………………...…17 5.1 Identifying the processes…………………………………………………….17 5.2 Monitoring Processes using SPC Charts…………………………………….19 5.3 Constructing and Using a SPC Chart………………………………………..22 6.0 Problem Solving……………………………………………………………..25 6.1 Identifying Problems and Problems Solving Tools…………………………25 6.2 Constructing and Using the Problem Solving Tools………………………..25 List of References…………………..…………………..……………………….30 Introduction: Pirelli Tires Companyis unquestionably one of the giant brands when it comes to an automobile industry in terms of supplying tires. For more than 100 of years, they are holding the key of reputation that has been built on reliability and customer satisfaction around the world from the urban street to densely populated cities such as Amsterdam, California, Sydney, Italy where normal people use Pirelli tires in their day to day use such as going to work or come back or any aristocrat Formula 1 drivers who trusted Pirelli tires when it was the exclusive tyre supplier back in 2011.Currently, with the appearance of their brand new design tire which is titled as P Zero, it is certain that it will rejig the tyre industry and at the same time it will show itself as a game changer which will take the company to a new higher respective position. Figure1: Pirelli Tyre The P zero is the fruit of Pirelli’s prolonged and successful collaboration with F1 racing Championship. It is worth noticing that P zero ranges of tyres provides customer a leading amalgamation of speed, control, stability and response designed to give them an outstanding driving experience. Moreover, the P Zero tyres have some special features for example it gives the user high-speed balance, which helps the driver to maximize the driving performance, proven straight line driving stability, which helps the driver to amplify their accuracy besides it provides optimum handling and control which allows the user to turn their vehicle sharply and flawlessly as well as it does perform excellently even in wet and muddy conditions. Furthermore, it provides ultimate driving performance to the racers where sharp turn, high speed and controls are the key factor of success. The exceptional features of P Zero tyres are as follows: Breakthrough tread design, which is very rigid and allows driver supreme control and stability when they are turning any corners. The P Zero’s t552 GUTT simulation grooves reduce the chance of slipping by pushing back the water during wet and muddy condition. The use of polyethylene terephthalate has made the sidewalls more reinforced that allows higher traction and greater stability when rim guard made contact and grip with the surface. Pirelli Adeline NAS09 combining with 3D centre block and twin rib allows the driver to feel sporty by providing sharp and smooth response. Next Generation Run Flat Technology (RFT) which provides more accuracy and control over the conventional tyres However, Pirelli Tyre Company faces some difficulties when implementing Run Flat technology. In case of ordinary RFT tyres, the capability for the car to be driven after losing air pressure depends on reinforced sidewall. Nonetheless, because of that the conventional RFT tyres could provide a little bit rougher and stiffer driving performance. To overcome this problem Pirelli tyre company took some top-notch initiatives by introducing two advanced heat-suppressing technologies. They are 1. Nano pro Technology 2. Cooling Fin Technology These two technologies have allowed Pirelli to minimize the heat loss during driving and build a slimmer sidewall without forgoing the benefits of RFT technology. Thus P zero of Pirelli Company can be treated as a provider of promising products that can give ultimate driving experience by providing high speed, smooth control, sharp turn and higher stability. 2.0 Customer Satisfaction 2.1 Stakeholder Analysis Internal Stakeholders Expectations Project Managers 1. Managing, Advertising, Producing and manufacturing an unique product, which will generate revenue. 2. Because of product design and performance marketing opportunities will be wider and better Pirelli’s Executive team 1. A good profitable amount of Return On initial Investment 2. As the tyre is a breakthrough innovation it will escalate its reputation in the market 3. Moreover, the tyre will capture a large amount of share in the market because the other companies are still need to produce a product with identical quality. Engineering Department 1. Permits more investment on research and development. 2. Achieve reputation as the pioneer of the product 3. Stand in a higher position, which tell prominent influence on innovation throughout the industry. Shareholders 1. Higher Return on Investment 2. Allows them to invest more on developing new ideas Staffs/Employees 1. Working in a safe and stable environment 2. Job security, Satisfactory wage and promotion opportunity 3. Employees can be treated as a first hand feedback provider like consumer demands and what improvement needs to be done External Stakeholders Expectations Customer 1. The breakthrough product will give them the ultimate driving experience like they never had before. 2. A good value for spending money because customer getting it at a reasonable price. 3. After sell services if there is any technical problem arise when customer using it Supplier 1. Greater customer demand will make the business flourished. 2. A large amount of revenue from the selling product. 3. Optimistic about generating more ideas. 4. Increased number of orders means increased number of demand hence enhanced business relationship and opportunities for expanding their horizons Sales/retail 1. Permits retailers to plenish stock with this brand new and merchantable product. 2. Provide communication channel for customer query and after sales services for any technical problem 3. Provide a lucrative price for the product. Competitors 1. Reduce the price of existing products, which will generate more sales. 2. Collaboration with other firms or outsourcing to overcome competitive advantage 3. Collaboration with Pirelli for fair trading business Government regulators 1. Customer Legislation 2. Look after consumer charter and constitution. Table 1: Stakeholder Analysis 2.2 Capturing Customer Needs: Apart from the voice of the customer there are many different ways that can be used to obtain data or statistics, which explain about customer demands, wants and needs. Here are some of the methods of capturing customer needs (Akpolat 2004 & Cooper &Dreher 2010): 1. Customer Interviews 2. Customer survey Questionnaires 3. Customer Visits 4. Focus Groups 5. Customer Complaints 6. Mystery Shoppers 7. Benchmarking 8. Warranty Claims 9. Market Trend Analysis Customer Interviews: Customer interview is considered as one of the best concise and cost effective way of attaining any qualitative or quantitative information from the customers. This is a simplified process, which can be implemented easily and can give consistent result, which can be used as a basis for conclusive outcomes. The person who undertaking the interview has a desire set of question and design regarding required information for example customer feedback and their needs. The process is dependent on numerous factors such as: 1. The types of customer to be interviewed such as past, present, new or trusted customers. 2. How many customers can be interviewed at a one time for example one customer at each time or group of customers 3. Where the interview is to be conducted for example the place. 4. How the interview is to be conducted for example face-to-face or online. Once the information is gathered, the information is scrutinized and from the scrutinization it can be concluded that the characteristics of the corresponding product should be changed in order to meet customer wants and needs (Akpolat 2004). Customer survey Questionnaires: Customer survey questionnaires is another useful method of achieving customer demands and requirements. It is a process where a large number of people participate through not only via traditional support of mail but also through the use of social networking site such as Facebook, Tweeter. Nevertheless, this process provides anunidirectional communication line of contact where there is no other way to communicate and captivate customer other than what has been written in the questionaries. This indicates to give importance on the quality of questions that need to be asked in order to attaincoherent level of precision. One way to get this done is to provide a range of factor scale (such as 1-5) to the customer showing the scale of excellency if it gets 5 out of 5, good if gets 4, satisfactory if gets 3, Improvable if gets 2 and poor service if gets 1. After that the customer answer those questions and express their opinion regarding to a certain products. This is how the survey provides quantitative data, which can be later analysed. Thus the company can identify customer’s satisfaction or dissatisfaction regarding their specific product from the resultant data, which is later used as a basis for product improvement that will suit the customer demand and needs. Customer Visits: Customer visitation is another powerful way of capturing customer demands and needs. The methodology can involve by sending a representative from a company to the customer and question them about their specific product or inviting a customer to a company and enquire them about their product.Both way the organisation’s employees make an organized conversation guide and through the conversation the customer subconsciously gives insight into their needs therefore the employee use it as a qualitative data in an analysis (McQuarrie 2008). But this type of process is long and time consuming besides not feasible. But the result obtain from the conversation is useful because it helps a company to improve their product quality and productivity. Moreover, through this conversation the customer often suggest what can be done for product improvement. Focus Group: The Focus group generally formed by 5 to 8 customers or individuals and it depends on the communication and negotiation among these participants to obtain some kind of qualitative data (Akpolat 2004). This method is different from the other three methods stated above because this method deals with the question and discussion arises from the communication rather than interviewing or asking them directly. This method is more effective at gathering data from the customers because it is not bounded by an interviewer who throws a question in front of them but rather the participants get the change to discuss among themselves, broaden their outlook, express their ideas, identify the basic feature of a product and discover their needs. This is how they pinpoint some basic features, which should be contained in a productfor optimum customer satisfaction. Market Trend Analysis Market trend analysis is another way of capturing Customer requirements. Market trend analysis can be done from a company in order to find out their laggings by means of customer requirements and demands. Therefore from the analysis the company finds out how to improve their product quality in order to meet customer demand. From various sources market trend analysis can be found such as, government websites and references, customer association and international and domestic trade organisation. Market Trend analysis generally made up with some following characteristics. • Company’s performance history • Market prediction about the product • Different market sectors research • Status of the Competitor • The product demand • Finding a lucrative market price and characteristics of the product Finally using the market trend analysis, different aspects of the product has been identified which will therefore lead the company to capture the customer’s needs more efficiently. 2.3 Customer Needs Analysis (Kano Analysis): For the Customer need analysis the method that is best appropriate to find out customer needs and wants is the Customer interview. There was a assigned value for the customer’s wants, musts and extras and the importance was decided on how the customer rank each perspective based on the question that they had been asked throughout the entire interview. Extras: 1-3.9 Wants: 4-7.9 Musts: 8-10 Number Consumer Question Interview Average Score 1 Why the customer will choose Pirelli than any other brand? 8 8 7 7 7.5 2 How important is the manufacturing process reliability? 10 10 9 10 9.75 3 How important is the rubber and other materials quality? 9 10 10 9 9.5 4 How important is the longevity or life expectancy of Pirelli tyres? 10 10 9 10 9.75 5 How much value for money is considering a customer when buying Pirelli tyre? 10 9 10 9 9.5 6 How important is the additional features for the customer? 7 8 7 8 7.5 7 How important is the performance matters to customer? 10 10 9 9 9.5 8 To what extent do properties for example braking, grip and traction matter to customer? 10 10 10 9 9.75 9 How important is the communication or feedback? 9 8 9 9 8.75 10 How much rating would customer provide for handling capacity? 8 9 8 8 8.25 11 How much emphasize would customer give on construction quality? 10 8 8 9 8.75 12 What are the customer thoughts toward this breakthrough innovation regarding this tyre? 8 7 7 8 7.5 13 Would the customer expect roadside assistance? 6 6 7 7 6.5 14 How important is the warranty for the customer? 8 9 8 8 8.25 15 Would the customer prefer after sell consultation? 7 6 7 6 6.5 16 To what extent customer could expect monthly or weekly or yearly services? 8 8 9 8 8.25 17 Would the consumer demand after sell delivery or any installation? 4 4 3 3 3.5 18 How much importance would customer provides on variety of tyres when purchasing Pirelli tyres? 8 7 7 7 7.25 19 How much emphasize would customer give on packaging? 5 4 5 4 4.5 20 Does the customer expect any free accessories for example rim with the tyres? 3 5 4 4 4 21 How much importance would customer give for marketing this product? 6 6 5 5 5.5 22 How much importance would customer give about quad capability of this tyre? 3 4 4 3 3.5 23 Are the customers happy about the innovation in terms of design? 6 6 5 5 5.5 24 Will there be any reaction if Pirelli enlarge their sales by distributing to many retailers? 7 7 6 5 6.25 25 What does customer feel about loyalty rewards? 3 4 5 4 4 Table 2: Customer Interview 3.0 Design Requirements: 3.1. Translating Customer Needs Into Design Requirement: The Quality Function Deployment mainly allows translating the customer needs that have been identified in Kano analysis into Product Design Requirement. The QFD is given below: Customer Requirement DesignRequirements Policy of the Company Experienced employees Product Quality Apparatus Types of Material Working Facilities & Conditions Design for Purpose Meeting among the Stakeholders Communication Supplier Project Management Musts Outstanding Manufacturing 5 9/45 3/15 9/45 9/45 9/45 3/15 3/15 1/5 1/5 9/45 Durability 5 9/45 9/45 9/45 9/45 3/15 3/15 1/5 1/5 9/45 Great value For Money 4 9/36 9/36 1/4 3/12 3/12 3/12 9/36 3/12 1/4 Use of Quality Materials 5 9/45 9/45 3/15 9/45 3/15 3/15 3/15 3/15 9/45 9/45 Excellent Driving Performance 5 3/15 9/45 9/45 3/15 3/15 9/45 3/15 9/45 1/5 Optimum Control and Handling 5 9/45 9/45 9/45 3/15 3/15 9/45 3/15 9/45 1/5 Life Expectancy or Longevity 4 9/36 3/12 9/36 9/36 9/36 3/12 9/36 3/12 3/12 3/12 3/12 Warranty 4 3/12 3/12 3/12 9/36 3/12 3/12 3/12 1/4 3/12 Feedback & Communication 3 3/9 1/3 9/27 1/3 3/9 3/9 3/9 1/3 9/27 1/3 Key Features & Properties 5 3/15 9/45 9/45 9/45 3/15 9/45 1/5 3/15 3/15 3/15 Wants Reputation 4 9/36 3/12 9/36 9/36 3/12 9/36 9/36 9/36 3/12 3/12 3/12 Breakthrough technology 4 3/12 9/36 9/36 3/12 3/12 9/36 9/36 9/36 3/12 9/36 Roadside Assistance 3 3/9 3/9 1/3 3/9 3/9 1/3 After Sales Consultation 3 3/9 3/9 3/9 1/3 3/9 3/9 Variety of Design 3 1/3 1/3 9/27 1/3 9/27 9/27 3/9 1/3 3/9 Maintenance & Service 4 9/36 1/4 3/12 3/12 1/4 1/4 1/4 9/36 3/12 1/4 Innovative Design 4 1/4 9/36 3/12 9/36 3/12 9/36 3/12 3/12 3/12 1/4 Advertising 3 9/27 1/3 3/9 1/3 9/27 9/27 3/9 Wider Availability 3 3/9 3/9 1/3 9/27 3/9 3/9 1/3 Additional Features 3 9/27 3/9 9/27 1/3 3 /9 3/9 1/3 Desirable Delivery & Installation 2 3/6 1/2 1/2 1/2 1/2 Presentation 1 1/1 1/1 3/3 1/1 3/3 3/3 1/1 1/1 Accessories 2 3/6 1/2 1/2 3/6 1/2 1/2 9/18 1/2 Quad Durability 1 3/3 3/3 9/9 3/3 1/1 9/9 1/1 1/1 Loyalty Rewards 1 3/3 1/1 3/3 3/3 9/9 Targetvalue Quality product Appropriate Training ISO Standard Proper Maintenance &Updated Eco-Friendly Work, health & safety Standard&security Depends on Demand Generating useful Ideas User Feedback Top category Supervision Absolutescore 449 138 488 480 372 179 472 324 357 167 267 Table 3: Quality Function Deployment Relationship: 9:strong 3:medium 1:weak 3.2 Design Risk Analyses or FailureModeandEffectAnalysis(FMEA) Part Potential Failure Effect on system Cause of failure Risk Prevention Action Riskafter Actionistaken P S R P S R Product Quality Damages& Inferior Goods Customer loss and Production loss Faulty Operation & Mishandling 2 4 8 1. Handling the products by trained employees 2. Ensuring products based on ISO standard 2 3 6 Apparatus Malfunction Shutdown of operations Improper Maintenance 3 4 12 1.Weekly Maintenance 2. Replacement of equipment or alternative method on hand 3 3 9 Design for Purpose Poor design Disappointed Customers Not in line with customer requirement 1Design should be reviewed before allowing advancement to the next stage 2. Design should be acquired keeping customers demands & requirements in mind Policy of the company Quality may be compromised due to material standard or operational standards Compromise in quality of product Inappropriate policy Management should review all operational & functional processes in order to ensure that company policy is strictly maintained Periodic maintenance & constant supervision should be implored to ensure constant assurance of policy & standards Types of Material Toxic Materials Illness and other Health Problems, Trouble in Procurement 2 4 8 1. Continuous order monitoring 2. Ensuring proper disposal of toxic materials 2 3 6 Risk (Expressed in number): R=P*S Table 4: Risk Analysis Design 4.0 Supplier Selections and Evaluation: 4.1: Identifying the Components, Elements and Parts etc.: 10 major components that could be sourced by Pirelli from outside the company are 1. Synthetic rubber 2. Carbon Black 3. Chemicals 4. Recruitment Specialist 5. Engineering Branch 6. Logistic and IT support 7. Raw material Suppliers 8. Qualified Consultants 9. Financial Mentor 10. Manufacturing 4.2: Developing the Supplier Selection Criteria: The component that has been chosen is raw materials Supplier. Now, 10 criteria that can be used for selection of that component is given below: 1. Lead time 2. Quality assurance products 3. Reputation 4. Reliability 5. Production Capacity 6. Site 7. Cost to manufacture the product 8. Eco-friendly materials 9. Material price 10. Material range 4.3 Constructing and using a supplier Selection System: For a company finding an appropriate supplier is the most important part for production consistency.Now there are three steps involved regarding how Pirelli Company undertake this supplier evaluation. Selection/EvaluationCriteria(technical,financial,legal,management,etc.) Weighted value SUPPLIERS Wembley Corporation Nova Services Alexandria Corporation Sicily Services & CO Malcolm Corporation Lead Time 9 8 7 7 7 8 Quality Assurance Products 10 6 7 7 9 7 Reputation 6 7 6 6 8 8 Reliability 8 8 7 8 9 8 Production Capacity 8 7 5 6 8 7 Site 6 7 5 8 7 9 Cost to manufacture the product 9 8 9 9 7 8 Eco Friendly materials 8 8 8 8 8 6 Material Price 6 8 7 8 8 8 Material Range 3 9 8 8 7 6 TOTALSCORE 547 506 546 575 550 Step 1: Pirelli’s supplier selection system is based on some criteria in accordance to what Pirelli mainly prioritize. Therefore each evaluation criteria is assigned to a value between 1 and 10, where, 10 is the most important and 1 is the least important and weighted according to what Pirelli consider to be important. Step 2:Once the evaluation criterion is weighted correctly, the next step is to assign a value between 1 and 10 (10 is the most important and 1 is the least important)again but this time between the potential suppliers themselves. Although, this is subjective but it will help Pirelli to find out their appropriate supplier. Step 3: As soon as the supplier assigned to a value between 1 and 10 based on their performance, then each value is multiplied by the corresponding weighted value and therefore all the resultant weighted value is added up which gives total weighted value. Therefore all total weighted value provides a comprehensive picture to Pirelli about which supplier has to be selected. The selection depends on the highest total weighted value and higher the number more likely to meet Pirelli’s requirements. 4.4 Conclusion: From the supplier selection table that has been illustrated above, we can see that Sicily Service & Co has obtained the highest score, which is 575 marks followed by Malcolm Corporation with 550 marks,Wembley Corporation with 547 marks, Alexandria Corporation with 546 marks and finally Nova Corporation with a lowest mark of 506. It can be worth noted that all the final weighted value are close to each other hence it is hard to determine the most suitable supplier. Nevertheless when we are considering all the criteria that are involved in the decision making process, the ultimate result is that Sicily Service & Co is the best supplier and there are several reasons behind that. It is worth noticing that Malcolm Corporation has got the higher lead-time. However higher lead-time doesn’t necessarily mean better supplier because their performance in product quality and reliability do not justify their superb Lead Time. From the table we can also see that Alexandria Corporation and Wembley Corporation are neck and neck. So it is hard to differentiate between them. Although Wembley Corporation has higher lead time, production capacity and reputation but Alexandria Corporation is well ahead in terms of providing the quality products and cost to produce the quality product. Finally, Nova Corporation has the lowest lead time and in addition to that their production capacity is much lower than other suppliers.To finish it off it can be said that Sicily Service & Co is the best supplier in terms of providing best-required service in the best-cost margin. 5.0 Statistical Process control 5.1 Identifying Processes 10 Processes that could be used to produce Pirelli tyres is given below: 1. Designing Process: The main goal of design process is to finalise the design phase of Pirelli tyres based on customer requirements and market trends. This process creates ultimate drawing, which is used during manufacture. 2. Advertising process: It is the process through which Pirelli Company bring customer attention on their products. In this process they will make sure that their product is well exposed in the market and thus by making it more appealing they will generate revenues. 3. Packaging Process: Packaging process is the process that allows Pirelli Company to package their tyre with some additional components at a considerable cost which makes it more attractive to the customers. 4. Distribution Process:In this process the company load the packed product into particular categories and make the transportation ready to distribute the product to their specific recipients. 5. Supplier Selection Process: Supplier Selection process allows Pirelli Company to figure out what are the components that has to be outsourced from outside of the company. It also involves which supplier has to be contracted. 6. Manufacturing Process: This process includes internal manufacturing step that isneeded to be followed to produce the core product. Assembling the rubber, mixing the chemical is part of manufacturing process. 7. Good Inspection:The main objective of this process is to make sure that all supplied and stocked products are manufactured and design in accordance with specifications. 8. Board Meeting: The process includes Pirelli hosting discussion to bring out new ideas regarding their product from the customer feedback and what are the steps that can b followed for further product development. 9. Analysing Quality Standard: This process ensures the entire manufactured products meet the ISO standard. In this process some of the steps are being followed to find out whether the product is meeting quality requirements or not. 10. Invoicing Process: This process involves Pirelli Company to collect their funds on time. This process also ensures proper accounting activities. 5.2 Monitoring Processes Using SPC Charts: Statistical Process Control Charts are the most powerful techniques to identify and interpret statistical anomalies in certain process performance, which allows a company to identify whether they are correctly implementing the process or not and to what extent they can keep their process under control. The process control charts allow users to anticipate patterns in process performance by plotting a data associated with a measure of effectiveness of a certain process.Therefore, by using a Process Control Chart, the variations in process performance andthe accuracy of a certain process can be particularly determined. This is how, identification of variation enable user to optimise any given process effectively. A standard SPC charts consist of some following features: The Upper Control limit (UCL) and the Lower Control Limit (LCL) which represents the allowable range of process variation. A process is said to be out of control if any of the data in a process exceeds this limit. The control line or centre line which represents the mean value of a certain process characteristics. This line shows the value in which a process is said to be in control. Data plays a vital role in order to analyse the SPC chart. The data can be classified into two parts: 1. Attribute data: Attribute data is the discrete data and it cannot be expressed numerically. The attribute control charts are NP-Chart, P-Chart, C-Chart and U Chart. 2. Variable Data: Variable data is continuous data and it can be expressed numerically. Variable data is collected by measuring certain quality features during a process such as temperature, thickness and width of a particular product. The variable control charts are X-Bar Chart, X-Chart, R-Chart and IMR Chart. Now description of 5 statistical process control charts are given below P Chart: For plotting defective proportion in constant or variable sample size we generally use P chart. It can be worth noted that the P Chart record only the amount of defective items as the portion of the entire sample size not really the number of defects per items. This chart can monitor a process by following the fraction amount of defective items per unit and differentiating this value with the mean value that is designated by the centre line in correspondence to UCL and LCL. However, the variation in a process can be analysed and evaluated and by using statistical pattern it can be determined that a process is in under control or not. For example P Chart can keep track of the process of producing Nike shoes by recording the portion of defective shoes per day. If the sequence of data shows any uncontrolled process necessary measure can be taken to restore it back to the original position with higher productivity. NP Chart: In comparing NP chart with P chart, the NP chart is used in plotting the number of defective items in a constant sample size. The upper control limit and the lower control limit are remaining constant in this chart since the centre line value remains constant. It can be worth noted that this chart doesn’t plot the portion of defective items in a varying sample size other than counting the number of defective items in a constant sample size. This chart is used to track the process progression by determining the number of defective items per day and thus analysed the statistical pattern of defective items in relation to UCL and LCL. This is how this chart determines if the process is stable or not.Likewise P chart if the data show any uncontrolled process necessary steps can be taken to control the process. C Chart: The C Chart plots the number of defects that is identified in a constant sample size. The centreline is determined by computing the mean number of defects at a finite amount of time within a given constant size sample. In contrast with P chart and NP chart, C chart calculate the number of defect items not the number of defective items within a given sample size. Once again, this chart is used to track the process progression by determining the number of defects items within a constant sample size and thus analysed the statistical pattern of defective items in relation to UCL and LCL Similarly like other two processes if the sequence of data shows any uncontrolled process necessary measure can be taken to restore it back to the original position with higher productivity. X Chart: Different from the other chart that has been discussed above the X chart deals with the measured data in only one sample size at a specific time frame. Lets say if the inner diameter of a tyre is measured based on quality characteristics then only one measurement will be done per day. In this chart the process is monitored by analysing the pattern form of the measurement value made per unit of time and contrasting these patterns with the known patterns of uncontrolled processes. Moreover, the X chart has some limitations when it is used to monitor a particular process since only a sample size of one is used. However this makes to monitor the large sample size more effectively. X Bar Chart: X Bar chart is used in plotting the average of measurement that is obtained within a certain subgroup over time. The control line is illustrated by the average of all the average measurements done within every subgroup. The X Bar chart is used to monitor a process more effectively because it allows a user to complete in depth analysis of a certain process. Moreover, X Bar Chart delivers information regarding average measurement of a subgroup within a sample size two to nine. Lastly, it depends on the user to observe how the process is performing. Then if the process is out of control then necessary steps could be taken in relation with the result and control it. 5.3 Constructing and Using a SPC Chart: The process that has been selected for Pirelli Company is Board Meeting. Here the manager will regulate sampling 5 times in a day so the sample size will be 5 per day. The most important factor in this process is research & development. Moreover, the project management needed to be monitored this process regularly. However, sampling will be undertaken approximately up to 25 days and total number of defects will be identified slowly. As Pirelli Tyre Company has to be selected any of the SPC charts, they have reached to a decision that they will use the C Chart because C Chart is involved in monitoring decimal data of the process. It can be worth noted that C Chart calculates the defects not the percentage and it is applicable for fixed sample size. Some basic elements of C Chart are as follows: C: is the number of Defects C Bar=Ci/S, it represents the average number of defects and it is designated for centre line. Ci: is the number of defects identified in each sampling process S: is the number of subgroups UCL= C Bar + 3 (C Bar) 1/2 LCL= C Bar – 3 (C Bar) 1/2 Now the data for C Chart is given below: Day (S) No of defects (C) Sample Size (N) C Bar UCL LCL 1 12 5 12.72 23.42 2.0 2 13 5 12.72 23.42 2.0 3 13 5 12.72 23.42 2.0 4 14 5 12.72 23.42 2.0 5 15 5 12.72 23.42 2.0 6 16 5 12.72 23.42 2.0 7 17 5 12.72 23.42 2.0 8 13 5 12.72 23.42 2.0 9 12 5 12.72 23.42 2.0 10 11 5 12.72 23.42 2.0 11 9 5 12.72 23.42 2.0 12 7 5 12.72 23.42 2.0 13 12 5 12.72 23.42 2.0 14 13 5 12.72 23.42 2.0 15 15 5 12.72 23.42 2.0 16 16 5 12.72 23.42 2.0 17 10 5 12.72 23.42 2.0 18 9 5 12.72 23.42 2.0 19 8 5 12.72 23.42 2.0 20 12 5 12.72 23.42 2.0 21 14 5 12.72 23.42 2.0 22 15 5 12.72 23.42 2.0 23 15 5 12.72 23.42 2.0 24 14 5 12.72 23.42 2.0 25 13 5 12.72 23.42 2.0 =318 Table: 5 The number of defects plotting with constant sample size is given below: N=5 S= 25 Horizontal Axis= No of Days sampled Vertical Axis= No of defects. Figure: C Chart From the graph it can be concluded that the process is under control because the curve stays within Upper Control Limit and Lower Control Limit. 6.0 Problem Solving 6.1 Identifying the Problems and Problem Solving Tools Below is the list of some possible problems that Pirelli Company may experience regarding P-Zero tyre: Misalignment Unbalanced tyre issues Poor performance Inappropriate market plan Incompetent design cost Lack of advertisement Competitor has equivalent or better product Some problem tools that could be used by Pirelli for problem solving are as follows (Kanji & Asher 1996; Smith 1998) Brainstorming Gantt Chart Pareto Diagram Process Flow Chart Cause and Effect Diagram Check Sheet Why-Why diagram 6.2 Construction and Using Problem Solving Tools Now the potential problem that has to be rectified is the poor performance of tire. Therefore, Pirelli has selected the following problem solving tools: 1. Brainstorming 2. WHY-WHY diagram 3. Cause and Effect Diagram 4. Gantt Chart Brainstorming: In the Brainstorming method the problem is presented before a team of expert from the company within their specific field or who mainly involved in function design of Pirelli tyres. Consequently, they discussed about the problem and try to find what could be the possible reason behind this. If a problem arises for example poor performance, using Brainstorming the possible causes could be Misalignment of the tyres Unbalanced tyres Manufacturing fault Excessive use of black carbon Synthetic rubber is not up to the mark Chemical reaction Improper management When the brainstorming session is finished these expert try to come out with some counter measures that could be undertaken to over come this problem. Although this brainstorming provides a lot of possible causes, some of them might not even applicable but certainly it provides a platform to take any necessary actions to solve the problem. WHY-WHY Diagram: The Why-Why diagram is considered as one of the most powerful tools to uncover the underlying root cause of a particular problem. In this diagram each line attaching two causes shows the question why? This why question can be asked several times to find out the possible root cause of poor performance for Pirelli tyres. Now The Why-Why diagram combining with the possible root causes are given below. Although, few numbers of possible root causes representative are showing here but it can be expanded further. However, in terms of demonstrating how this tool works, it is sufficient to demonstrate up to that point. Figure: Why-Why Diagram Cause and Effect: Gantt Chart: Number Task Responsibility Start End March 16 April 16 1 Acquiring client Feedback concerning preference Chief Executive Officer (CEO) 2-03-16 6-04-16 2 Organise Meetings/ Brainstorming to discover alternatives Stakeholders and Project Managers 6-03-16 16-04-16 3 Market Research & trend analysis Research & Development Department 16-03-16 29-04-16 4 Discovering alternative products that will create competitive advantage in the market Engineering Team and Project Management 29-03-16 11-04-16 5 Affirmation of Risk Management Analysis and quality Engineering Team and Project Management 12-04-16 22-04-16 6 Provides Quality products to the customers Chief Executive Officer (CEO), Sales Branch 23-04-16 30-04-16 References: Akpolat, H. 2004, ‘Six Sigma in transactional & Service Environment’, Gower. Cooper, R., G. & DREHER, A. 2010, ‘Voice of Customer Methods, Marketing Management’. Kanji, G., K. &Asher , M. 1996, ‘100 Methods for Total Quality Management’, SAGE Publications. McQuarrie, E., F. 2008, ‘Customer Visits, Building a better Market Focus’, ME Sharpe.