Super Pizza Food Delivery Company - Assignment Example

Ans Product: Multiple types of Pizzas Organization: Super Pizza Food Delivery Company Operational Framework: In contrast to the traditional pizzadevelopment procedure; the below mentioned framework is feasible and adequate to be used on commercial basis. In this regard, considered is a unit product and operations associated with it, from the beginning to its end: At the beginning, let us suppose the business receives a delivery order through this procedure: 1. Call reception (1 minute) 2. Payment Procedure Confirmation (1 minute) 3. Address Confirmation (2 minutes) 4. Approving and Forwarding the order (1 minute) At this stage, the order is passed to the production department: 1. Prepration of dough (10 minutes) 2. Resting of dough (10 minutes) 3. Dough portioning (2 minutes) 4. Portion Rising Procedure (5 minutes) 5. Formation of pizza bases (2 minutes) 6. Baking in the oven (10 minutes) 7. Stuffing on the bases (5 minutes) 8. Heating in the oven (10 minutes) Now when a unit product is prepared (which almost takes an hour to be finished for its delivery according to calculations). Therefore, it is important to incorporate the framework with delivery procedures as well, since it is also the part of core operations associated with the business: 1. Receiving the product from production department (-) 2. Packaging (3 minutes) 3. Stocking (variable) In the meantime, let us suppose an order is being placed. At this stage, the process continues: 4. Re-heating (2 minutes) 5. Handling for delivery (-) 6. Acknowledgement Reception from customer-end (variable) A single inconsistency in this process lies in the period of stocking the unit, since it is subject to quick decay with time. Therefore, the units which are stocked will be protected in such a way that minimum decay can occur in the variable time. In this manner, although a factor of additional cost is incorporated for storage, but in the end, the features of product are not disturbed or transformed. Cause-Effect Diagram: The cause-effect diagram of this whole framework can be designed in a three step process: 1. First Step The effect to be investigated in this framework is the efficient delivery of product to the customer. In this regard, the backbone arrow will refer all the progressions and operations associated with the achievement process of effect: 2. Second Step The second step of the cause-effect diagram will involve key operations associated with the effect: 3. Third Step In this third step, all the particulars and specifics associated with each procedure and key operations are added in the diagram, so as to get a pictorial representation of what actually is happening, and how is it happening: Explanation: In the whole procedure demonstrated above, there are some key operations and some optional operations. For instance, operations like acknowledgement from customer, re-heating, address confirmation, and stamping are some operations, which if eliminated in the case of urgency, will have no effect on the prepration and delivery processed associated with the unit product i.e. pizza. Furthermore, as the diagram depicts, all the major operations are running in parallel to each other i.e. simultaneously. In this manner, no department waits for the approval of other department to start its key tasks. If this framework and diagramatic description is followed flawlessly, the operations of pizza delivery and production can run smoothly with each other. Ans#2 (i) Process Capability: In the domain of quality control and operational management, the term process is often considered as such a combination of physical/logical materials, tools, techniques, and personnel, which is working towards attaining a common goal (usually in terms of a measurable input) (Bothe, 2001). This combination of objects is subject to variability, quantification, and evaluation – features which make a process more evaluative and justified operation. In this regard, process capability can be stated as the property of a process which is both expressable and measurable (Godfrey, 1999; Bothe, 2001). The process capability of a process is commonly expressed in terms of its process capability index or process performance index. As stated above, the process capability feature of any process is expressed in two primary ways: process capability index, and process performance index. The process capability index (which is also known as process capability ratio) can be defined as the ability or tendency of a process to yield the required output within a specified domain of limitations (Boyles, 1991). Further, the process performance index can be stated as an estimation of process capability regarding its properties in the initial, intermediate, and finalizing stages (Montgomery, 2005). In a generalized manner, the process capability output is a combined justification of these two ways depicted as an output histogram. Ans # 2(ii) Control limits on means Ranges: Control limits on means: Average UCL +2 Sigma +1 Sigma Average -1 Sigma -2 Sigma LCL 8.01 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.00 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.02 8.04 8.03 8.02 8.01 7.99 7.98 7.97 7.99 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.01 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.00 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.01 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.03 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.00 8.04 8.03 8.02 8.01 7.99 7.98 7.97 8.00 8.04 8.03 8.02 8.01 7.99 7.98 7.97 Ans # 2(iii) The iterative sampling might have some effect on the drift of the process, which is clearly evident from the variations in the sigma value. Further, variability factor is also associated with the drift, which ultimately is resulted from some change in the dimensions of the sample. Ans # 3 Data: Diameter = 25 mm Operation Surface Speed Feed rate (mm/min) Rough turning 50.0 50 Finish turning 70.0 35 Central drill 50.0 40 Drill 50.0 40 Screw cutting 5.0 RT = 50 mm/min = 25 mm/rev FT = 35 mm/min = 17.5 mm/rev Drill = 40 mm/min = 20 mm/rev References Bothe, D. R. (2001): "Measuring Process Capability". Godfrey, A. B. (1991): "Jurans Quality Handbook". Boyles, R. (1991): "The Taguchi Capability Index", Journal of Quality Technology (Milwaukee, Wisconsin: American Society for Quality Control) 23 (1). Montgomery, D. (2005): "Introduction to Statistical Quality Control", Hoboken, New Jersey: John Wiley & Sons. Read More