Six Sigma for Pizza

Hong Kong Baptist University Professional Diploma in Quality Management Six Sigma and Quality Tools Group Assignment Report of Six Sigma Project For Yum Yum Pizza Group Group Members: CHIU Chi Cheong, Ricky CHOI Kam Tong, Danny CHUNG King, Carmen FONG Luk Chi, Brian LEE Lai Fun, Fanny Wong Ming Chung, Victor DQM03I2-004 DQM03I3-004 DQM03I3-021 DQM03I3-008 DQM03I3-022 DQM03I3-018 Report of SiX Sigma Project, Yum Yum Pizza Group Page 1 of 23 Contents 1. Introduction 2. Define Phase 3. Measure Phase 4. Analysis Phase 5. Improve Phase 6. Control Phase 7. Conclusion Report of SiX Sigma Project, Yum Yum Pizza Group Page 2 of 23 Introduction Yum Yum Pizza group comprises of 10 pizza shops scattering in different areas in Hong Kong Island, Kowloon and New Territory as shown on the map below. Staff in each shop are basically organized with order receptionist, baker and delivery worker. On top of these 10 pizza shops, the leadership and management works are responsible by a management team. The core business is to produce pizza of various styles and deliver to their customers according to address of the order by phone. Of course, there are also self-pick up pizza available to the customers. However, this is merely involved about 10% of the overall business. Pizza Group Shops Location P P P P P P P P P P P : Shop Location Starting from early 2003, there were occasional customer feedbacks and complaints which were mainly involved unpunctual delivery of pizza. Since 90% of the business required our pizza delivery, the management began to pay attention on these feedbacks. During the half year review in June 2003, it was discovered about 3% loss of customers and about 5% drop in pizza sales in the same period. We immediately communicated the finding with the Management. Subsequently, a project team was set up to investigate the causes and seek for improvement on the situation. After the first Report of SiX Sigma Project, Yum Yum Pizza Group Page 3 of 23 project team meeting, it was agreed that the team would adopt Six Sigma strategy to determine the cause of the problem and implement the solution. Purpose of this report is to present the results of the pizza group’s problem-solving process and explain the solution adopted. As Six Sigma problem-solving includes statistical and measurement methods, by using the stools , we focused the efforts on understanding the variations in the business process and the defects that results: Customer satisfaction Revenue Quality Impact to employees Growth of business Competitive advantages. This report also presents a detailed explanation of steps on how we used the six sigma problem-solving strategy ( i. e define, measure analysis, improve and control ) to determine the cause of losing customer , decreasing of pizza sales and to establish method in rectifying the faulty steps in our operation process. Lastly, with implementation of the fine-tuned process, reoccurrence of the defects can be minimized in order to maintain and enhance a sound pizza business operation. Define Phase To the current practice, the time required for delivery of a pizza to customer was one hour on average. With concern on the customer complaints on unpunctual delivery, sales decreasing and number of customers was found reducing in the 6-months financial review in June 2003, undoubtedly, the pizza group had to take action to rectify the situation. At the beginning, we did not know what particular problem being existed in the business. A project team was therefore set up, by using six sigma strategy to tackle and rectify the problem. After the first project team meeting, a project team charter was formulated based on the management concern and displayed as below: Report of SiX Sigma Project, Yum Yum Pizza Group Page 4 of 23 Project Team Charter – Delivery performance of pizza Business Case Opportunity Statement Current average delivery time is one hour for each We currently have an average delivery of pizza / pizzas to customer. Management delivery cycle of one hour. requires the pizza to be delivered within one hours as declared by same scales competitors in this trade of Our customers expect the business. pizza can be delivered Yum Yum Pizza group have been losing 3% of punctually within +/- 5 min. customers base per month within the past 6 months variation review, the sales have dropped in 5% (HKD135K per month) for the same period. By improving the accurate delivery time we anticipate loss of customer would be merely 1% drop and the sale would also be return to about 2% drop. With continuous implementation, the pizza sales would have 3% to 5% further increase monthly (i. e. $81K/month – $135K/month increase ) in the coming one or two years. Goal Statement -To deliver pizza from order to customer within one hour punctually – To achieve pizza delivery time within +/- 5 min. – Since this is the first six sigma project in Yum Yum Pizza Group, the current sigma process level is unknown which have to be identified and improved as the target of the project team. Activity Define Measure Analyze Improve Control Track Benefit Project Plan Start End 6/1 6/14 6/10 6/30 7/4 8/1 9/12 10/13 10/13 11/13 11/14 12/15 Project Scope Main objective – to review and improve order processing – Start – Order received from customers – End – Pizza in customer’s hand Team Selection Bob Black Belt Charles Group Manager Apple Order Receptionist Donald Baker Edward Deliveryman The project team charter submitted to management and was approved in mid May 2003. Right immediately, a brainstorming session conducted to review the business Report of SiX Sigma Project, Yum Yum Pizza Group Page 5 of 23 rocess on a high level steps. SIPOC diagram was also established with identification on Supplier, Inputs, Process, Outputs Customers for showing the current situation of the business process and is now as below : Report of SiX Sigma Project, Yum Yum Pizza Group Page 6 of 23 SIPOC Diagram – Pizza Delivery Company Supplier Inputs Process Outputs Customers Requirements †¢ Ingredients for Pizza †¢ Packaging material supplier †¢ †¢ Supplier for motorcycle †¢ Printing Company Process †¢ Ingredients †¢ Packaging materials †¢ Staff †¢ Motor cycles †¢ Order form See below †¢ †¢ Pizza Office customers Household customers Delicious †¢ Good taste †¢ †¢ †¢ †¢ †¢ †¢ Punctual delivery Step 1 Receive Order (by phone) Step 2 Production & Packaging Step 3 Motorcycle Delivery Step 4 Park & arrive delivery point Step 5 Hand in pizza to Customer & receive money Report of SiX Sigma Project, Yum Yum Pizza Group Page 7 of 23 Besides, customer surveys was also conducted to collect the impression and feedback from customers. With these â€Å"Voice Of Customers† (VOC ), we firstly developed a list of key customer issues. On the further steps, we also formulated a list of critical customer requirement as listed on the table: Voice of Customer to Critical Customer Requirement ( VOC to CCR ) Critical Customer Requirement maintain pizza at temperature 40 degree C when passing to customer inform arrival time and price in advance Key Customer Issue pizza delivered to customer should be at reasonable temperature on time delivery packing arrangement concern on price Voice of Customer Cool pizza, tasted no good Late delivery Long deliver lead time Poor packaging outlook Poor packaging spoil pizza unexpected high price impolite delivery manner ragged deliver worker – – – keep arrival time variation less than 5 min. tandard pizza package standard greeting and manner delivery worker in uniform need polite manner when passing pizza to customer reasonable worker outlook – Measure Phase To investigate and realize further improvement for fulfilling the most important requirement from customers, it was anticipated operational definition would be essential to clearly point out the criteria to our operational performance. Based on the current operation process and the established operational definition, we conducted surveys and interviews with our customer and staff to collect data on how we performed currently. Below is the table showing our data measurement plan which was designed to collect the feedbacks and opinions. As indicated, the data were collected from various sources, that included the direct feedback from customer, and we anticipated the right moment to collect these data should be right after the telephone order from customers, which was the most simple and direct method to collect the first hand information.. Report of SiX Sigma Project, Yum Yum Pizza Group Page 9 of 23 Data Measurement Plan Performance Measure Operational Definition Data Source and Location -measure the failure rate in maintaining pizza temperature not less than 40 degree -maintain pizza in standard cartoon Sample Size Who will collect the Data When will data be collected? How will data be selected? Other data that should be collected at the same time? -feedback from customer,-feedback from delivery worker, 15% of delivered pizza 1June to 30 June Randomly Pizza quality,, Bob, Black Belt -telephone ,survey / questionnaire ox with thermal indicator and ensure the temperature is not less than 40 degree C on the indicator -estimate delivery time and price of pizza, then inform customer on the arrival time right after telephone order -ride motorcycle for pizza delivery and arrive on time -packaging pizza with standard cartoon box -greeting to customer with wording -delivery worker must be wearing clean and tidy uniform standard C when passing to customer -measure the failure rate in informing arrival time an d price in advance to customer -measure the failure rate in keeping arrival time variation less than 5 min. measure the failure rate in packaging pizza in standard package -measure the failure rate of delivery worker greeting to customer by saying standard greeting and manner -measure the failure rate of delivery worker wearing uniform selected Weather situation, Traffic situation Report of SiX Sigma Project, Yum Yum Pizza Group Page 10 of 23 Pizza Ordering Sequence ( By Phone ) Customer Order Receptionist Baker Deliver Order by phone standard greeting, listen customer's order details produce and bake pizza as ordered confirm order details and customer address lan delivery route confirm delivery time, payment package pizza in delivery box collect packaged pizza, or other food items plan for production schedule put pizza and other items into delivery box of motorcycle drive to customer address get to the door of the address, ring the bell and say standard greeting check acceptance an d pay confirm delivery of pizza and other food items receive payment and customer signature on receipt, say standard goodbye and leave business case completed Report of SiX Sigma Project, Yum Yum Pizza Group Page 11 of 23 According to the established operation definition and sequence above, survey forms and questionnaires were formulated. It was also decided to perform the 500 surveys to customers randomly starting from 1 June. 2003, that involved about 15% of the pizza business during the moment. In addition to the questions devised from operation definitions, some general questions liked â€Å"Do you think choice of the pizzas is sufficient to you â€Å" and â€Å"Can you find your favorite taste among the existing available choice of pizzas â€Å" were also included in the questionnaires and survey questions to customers. Below is the table summarizing the survey results: Summary of operation defects as identified in June 2003 survey Satisfactory Defect item Operation description level Frequency not acceptable 1 maintain pizza not less than 40 degree C not acceptable 2 advise pizza arrival time not acceptable 3 variation of pizza arrival time within 5 min. cceptable 4 acceptable pizza package acceptable 5 delivery worker wearing uniform 6 acceptable greeting words fromdelivery worker acceptable 7 Do you think choice of the pizzas is sufficient to yougood Can you find your favor us taste among the existing 8 available choice of pizzas very good good 9 waiting time during telephone order for pizza 10 clear telephone communication with order receptionivery good 11 overall impression during making telephone order good %in Overall Defect 21 21. 88 18 18. 75 45 46. 88 6 6. 25 3 3. 13 3 3. 13 N. A. N. A. N. A. N. A. N. A. ( Satisfactory Level : very good; good; acceptable; not acceptable; poor ) Report of SiX Sigma Project, Yum Yum Pizza Group Page 12 of 23 Before tackling the results, we also formulated the data in Pareto Chart and calculated the process sigma for more understanding on the business situation of the pizza group. Operation Defect Rates in Pareto Chart O cc u ran n a ce F req u e n cy 100 90 80 70 60 50 40 30 20 10 P a re to C h a rt – O p e ra tio n D e fe c t a s id e n tifie d in J u n e 2 0 0 3 % in O v e ra ll D e fe c t 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% s a y i n g st a n d a r d g r e e ti n g k e e p a rri v al ti m e v a riati o n i n f o r m a rri v a l ti m e a n d sta n d ard p a c k a g e aintain te m p erature p a c kin g piz z a in w it h p o lit e m a n n e r p ric e in a d v a n c e w e arin g u nif o r m at 4 0 d e g re e C Calculated Sigma Value of the overall process ( as in June 2003 ) less th a n 5 m in. O p e r a tio nD e fe c ts 1 2 3 4 5 6 O v e ra ll Y e ild = 21 18 45 6 3 3 = U n its 500 500 500 500 500 500 DPU 0 . 0 4 2 0 . 0 3 6 0 . 0 9 0 . 0 1 2 0 . 0 0 6 0 . 0 0 6 T h r o u g h tp u C u m . Y ie ld t Y ie ld 0 . 9 5 9 0 . 9 5 9 0 . 9 6 5 0 . 9 2 5 0 . 9 1 4 0 . 8 4 5 0 . 9 8 8 0 . 8 3 5 0 . 9 9 4 0 . 8 3 0 0 . 9 9 4 0 . 8 2 5 ( Y (1 ) x Y (2 ) x Y (3 ) x Y (4 ) x Y (5 ) x Y (6 ) 0 . 8 2 5 a ro u n d 0 . 0 6 sig m a ) Report of SiX Sigma Project, Yum Yum Pizza Group Page 13 of 23 Analysis Phase In analysis phase, we had studied why all the pizza delivery to customer could not be achieved steadily within one hour. The failure rates is the highest of 46. 88% among all defects identified and it happened 45 times during the survey period with sample size of 500 survey. With further investigation on the finding, we found the traffic condition, weather condition, and the familiarity of the delivery worker to the customer address would highly affected the overall delivery time and therefore giving an â€Å" Not Punctual Impression† to customer. In addition, such delay would also caused the pizza temperature dropped below the designed 40 degree C. As the result, the number of customer decreased and pizza sales dropped. Below was the Cause-and-Effect diagram utilized for analyzing causes leading to delayed delivery. Cause-and-effect Diagram – Pizza Delivery People poor communication Machines Telephone Traffic Condition Traffic Jam Pizza Oven deliver not familar with customer's address Road excavation Motorcycle Operation process Not Punctual Pizza Delivery Typhoon kill of baking by Pizza Oven Driving Skill on Motorcycle Raining delivery box on motorcycle Cartoon box for packing pizza Methods Weather Materials For the pizza temperature, we investigated the delivery box on motorcycles and cartoon boxes currently used in packaging pizzas for delivery. No major problem was found in keeping pizza exist oven temperature. Actually, the material for keeping warm, that included delivery boxes on motorcycles and cartoon boxes, all these equipment and facilities were at an acceptable quality standard and in a sound condition. Report of SiX Sigma Project, Yum Yum Pizza Group Page 14 of 23 Cause-and-effect Diagram – Pizza Temperature People poor communication Machines Telephone Pizza Oven deliver not familar with customer's address Motorcycle kill of baking by Pizza Oven driving skill of Motorcycle delivery box on motorcycle Cartoon box for packing pizza Pizza Temperature below 40 degree C Methods Materials Analysis on other issues were also conducted, which mainly carried out with reference on the operation process, starting from customer order to the payment received from customer. Report of SiX Sigma Project, Yum Yum Pizza Group Page 15 of 23 In addition to the analysis on the collected data, FMEA was also a tool to study on recommended improvement action. The project team had also formulated a FMEA table below for showing the analyzed risk priority and recommended action. Ite m a n d F u n c tio n p la n d e liv e ry ro u te P o te n ia l F a ilu re M ode p la n b a s e d w ro n g o r o n w ro n g d e la y in fo r m a tio n d e liv e ry P o te n ia l E ffe c t(s ) of F a ilu re F M E A P ro c e ss P o te n tia l C a u se(s) o f F a ilu re A c tio n re s u lts C u rre n t C o n tro ls R e c o m m e n d e d R e s p o n s ib ility A c tio a n d T a rg e t A c tio n n c o m p le tio n D a te Severity e Occurrenc Detection RPN Severity e Detection Occurrenc RPN T aken o lle c t a n d p u t p iz z a in d e liv e ry box of m o to rc y c le d riv e to th e c u s to m e r ad d ress g e t to th e ad d ress an d rin g d o o r b e ll p iz z a d ro p p e d d u rin g c o lle c tio n need re p la c e m e n t, lo s e o f p iz z a 7 w ro n g in fo rm a tio n fro m o rd e r re c e p tio n is t o r w ro n g p la n n in g o f 9 c a re le s s o f d e liv e r 2 p la n b a s e d 5 on m ap and e x p e rie n c e 3 1 ta k e c a re in p u ttin g th e p iz z a 7 0 a s th e re a re to ta lly 1 0 s h o p s , s u g g e s t to s e rv e th e c u s to m e rs based on s p e c ific a re a o f 2 7 ta k e c a re in d e liv e ry o n tin u . b y o rd e r re c e ip tio n is ts , N ov. 03 e ffe c tiv e b y d e liv e ry w o rk e rs, N o v . 0 3 e ffe c tiv e b y d e liv e ry w o rk e rs, N o v . 0 3 e ffe c tiv e b y d e liv e ry w o rk e rs, N o v . 0 3 e ffe c tiv e b y d e liv e ry w o rk e rs, N o v . 0 3 e ffe c tiv e c o n tin u . 4 2 3 24 9 1 3 27 f a ilu re o f d e la y in m o to rc y c le , d e liv e ry tra ffic ja m d e la y d e liv e ry d e liv e r n o t f a m ilia r w ith th e p la c e o f a d d re ss c o n f irm d ro p th e d e liv e ry p iz z a w h ile a n d re c e iv e p a s s in g to paym ent c u s to m e r u n p re d ic te d tra ffic o r w e a th e r s itu a tio n 6 n o t fa m ilia r w ith th e a r e a o f c u s to m e r ad d ress 8 c a re le s s o f b o th c u s to m e r a n d d e liv e r 4 n o s p e c ific c o n tro l 6 1 6 8 lis te n to ro a d re p o rt fro m ra d io 1 0 8 a rra n g e e x p e rie n c e d e liv e r fo r s e rv in g th e a re a 3 2 b e c a re fu ll in h a n d lin g p iz z a c o n tin u . 4 3 4 48 3 n e e d m o re 6 c o n tin u . 2 2 4 16 need re p la c e m e n t, lo s e o f p iz z a tim e to p re p a re d e liv e ry p la n 1 b e c a re fu ll in h a n d lin g p iz z a c o n tin u . 8 1 4 32 T o ta l R is k P rio rity N u m b e r R e s u ltin g R is k P rio rity N u m b e r Report of SiX Sigma Project, Yum Yum Pizza Group Page 16 of 23 After analyzing the survey data and cause of operation defects, we had also analysed the relationship of the customer requirement against our group available technical and internal resources , that included analysis on communication tools, listening skill, baking skill, packaging devices, delivery equipment and even the manner of delivery workers etc. The purpose was to had a thorough understanding on the internal strength and weakness of Yum Yum Pizza Group. Below was the quality function deployment matrix utilized for the analysis. As indicated on the diagram, the highest score of 27 was found on â€Å" Keep arrival time variation less than 5 minutes â€Å". That meant it should be the first issue to be resolved for improving the pizza business Quality Function deployment Matrix VS : Very strong relationship w w Thermal sensing tape w w Good knowledge of road condition and driving skill S : Strong relationship W : Weak relationship VS Well equipped pizza bakery Communication tools Manner training Cartoon pizza box Good baking skill Technical requirement Good conditioned motorcycle Accurate watch Tidy uniform CCR Pizza at temperature 40 degree to customer Inform arrival time & price in advance Keep arrival time variation less than 5 minutes Standard pizza package Standard greeting and polite manner Proper dressed delivery worker Low pizza price Delicious Score 24 18 9 9 9 9 9 9 9 3 3 27 10 9 9 9 9 1 9 1 1 1 3 1 1 9 1 9 5 22 Report of SiX Sigma Project, Yum Yum Pizza Group Page 18 of 23 Improve Phase Based on the analyzed information, the project team understood that the methodology, facilities and including the operation behavior of staff are at acceptable level. The most serious and uncontrollable factor is the traffic or road condition and weather situation, which was mostly serious item affecting the arrival time of pizza to customer. To minimize this factor, the Project Team recommended the entire services areas of the Pizza Group to be separated into 10 services zones. And each shop would response to serve the pizza customers’ within the defined zone. Should there was any order outside the their responsible zone, the order receptionist had to refer the orders to the responsible shop to produce and deliver the pizza by their own resources. However, whenever there was any order outside all the 10 service zone as shown on the map of responsible zone, the receptionist had to estimate the delivery time and immediately explain to the customer for the estimated time required. Even the delivery time would exceed the pre-designed one hour delivery period, with this clarification the customer would understand the situation without wrong expectation on the pizza delivery. As such, complaint on unpunctual pizza delivery should be kept to the minimal. Below were the modified operation process chart with the changes marked in brown and the map showing the responsible service zones of the 10 pizza shop for reference. Responsible Zones of Pizza Shops P Hou se Hou se P P Hou se P Hou se P Hou se P Hou se P Hou se P Hou se P Hou se P Hou se P Responsible Service Zone Report of SiX Sigma Project, Yum Yum Pizza Group Page 19 of 23 Pizza Ordering Sequence, after process restructuring ( By Phone ) Customer Order Receptionist Order Receptionist of responsible area Baker Deliver Order by phone standard greeting, listen customer's order details confirm order details and customer address confirm delivery time, payment Plan for production schedule produce and bake pizza as ordered plan delivery route pack pizza in delivery box collect packed pizza, or other food items Review for production area put pizza and other items into delivery box of motorcycle continue pizza production locally drive to customer address get to the door of the address, ring the bell and say standard greeting check acceptance and pay confirm delivery of pizza and other food items receive payment and customer signature on receipt, say standard goodbye and leave business case completed Report of SiX Sigma Project, Yum Yum Pizza Group Page 20 of 23 Control Phase For monitoring operation performance, control chart was utilized to collect operation data. The chart could distinguish the process variation resulting from common causes or special causes. It was aware that variation in the pizza operation was unavoidable. Number of factors including material, machines, methods, environment and operators were the major elements causing variation. For easily reflecting and controlling the overall performance of the pizza delivery, X-bar & R chart was selected for the monitoring and controlling purpose. Measures Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 No. ( min. ) ( min. ) ( min. ) ( min. ) ( min. ) ( min. ) ( min. ) ( min. ) ( min. ) ( min. 1 56 57 58 55 55 60 54 58 54 59 2 59 49 53 52 59 57 52 57 58 56 3 58 57 54 52 49 55 52 54 55 53 4 50 52 49 54 53 68 63 51 56 59 5 52 53 52 52 49 56 52 53 47 52 6 52 54 53 54 59 64 63 53 56 53 7 58 57 48 57 59 57 64 59 51 53 8 56 54 57 59 52 52 55 54 52 59 9 57 51 63 51 51 59 51 59 51 53 10 53 50 50 57 63 53 54 56 54 59 11 49 56 52 53 64 62 48 54 48 54 12 59 49 59 53 56 57 52 58 52 57 13 59 57 62 59 64 52 70 52 53 52 14 52 52 55 54 52 59 54 53 54 53 15 51 59 51 49 51 53 57 57 57 58 16 55 53 54 55 54 60 47 55 54 57 17 57 54 49 56 52 53 47 52 59 57 18 52 49 59 49 49 53 56 53 52 52 19 53 52 59 57 49 59 51 54 53 59 20 54 53 52 52 55 54 52 57 55 53 21 57 57 51 59 51 70 51 52 60 56 22 64 52 64 53 54 69 54 53 53 52 23 65 53 62 54 49 56 52 53 62 53 24 63 54 52 49 59 69 59 53 56 49 25 59 53 50 54 53 54 53 55 57 55 Average Range == X == R __ UCL X __ LCL X 56 16 53. 48 10 54. 72 16 53. 96 10 54. 44 15 58. 44 18 54. 52 23 54. 6 8 54. 36 15 54. 92 10 = 54. 944 ( min. ) = = = 14. 1 ( min. ) 57. 1013 ( min. ) 52. 7867 ( min. ) __ UCLR __ LCLR = = 21. 7281 6. 4719 Report of SiX Sigma Project, Yum Yum Pizza Group Page 21 of 23 Average 63 62 61 60 59 58 57 56 55 54 53 52 51 50 1 2 3 4 5 Day 6 7 Performance Requirement Min. __ UCLX __ X __ LCLX 8 9 10 Range 40 35 30 25 20 15 10 5 0 1 2 3 4 5 Day 6 7 8 __ R UCL __ R Min. __ LCLR 9 10 Report of SiX Sigma Project, Yum Yum Pizza Group Page 22 of 23 The above data was collected within 10 operation days from mid Oct. o mid Nov. It was obvious that the operation on a heavy rainy, day 6 was the worst. There were totally 4 deliveries required more than 65 minutes to complete, which exceeded the operation definition. This was still out of our control. With comparison with the performance before the project improvement, it was found that the defect rate was great ly improved as summarized below : Summary of Operation Defects Comparsion between June 2003 / Dec. 2003 June 2003 Dec. 2003 Frequenc % in Overall Frequenc % in Overall y Defect y Defect 21 21. 88 7 20. 59 18 18. 75 5 14. 71 45 46. 88 10 29. 41 6 6. 25 6 17. 65 3 3. 13 3 8. 82 3 3. 13 3 8. 82 item 1 2 3 4 5 6 Operation description maintain pizza not less than 40 degree C advise pizza arrival time variation of pizza arrival time within 5 min. acceptable pizza package delivery worker wearing uniform acceptable greeting words from delivery worker Conclusion Even though it was not 100% rectified all the operation defects, with the great improvement on the pizza delivery, the defect rate on pizza temperature was also improved. The sigma value on the overall pizza delivery of the group was greatly improved to 1. 5 sigma and the pizza sales as reviewed in end Dec. 2003, 5% increased was identified in comparing with the sales figure six months before. Sigma level after implement of new operation process: OperationDefects Units DPU Throughtpu Cum. Yield t Yield 1 7 500 0. 014 0. 986 0. 986 2 5 500 0. 01 0. 990 0. 976 3 10 500 0. 02 0. 980 0. 957 4 6 500 0. 012 0. 988 0. 946 5 3 500 0. 006 0. 994 0. 940 6 3 500 0. 006 0. 994 0. 934 Overall Yeild = = Y(1) x Y(2) x Y(3) x Y(4) x Y(5) x Y(6) 0. 934 ( around 1. 502 sigma ) It was concluded, implementation of the improved operation process was essential to the business. With the continuation implementation of the improved process and current good taste of pizza with variety choice to customer, the pizza sales was expected gradually increased with number of customer increased as well. Report of SiX Sigma Project, Yum Yum Pizza Group Page 23 of 23

HRM Analysis Essay

1. Should the concern for women getting down into the dirty treatment tanks have been a selection issue? Yes, we think the concern for women getting down into the dirty tanks should be a selection issue because depending on the women, some women wouldn’t mind doing that kind of work, but most women would probably not want to do that job. You can’t discriminate against the women and tell them they shouldn’t or can’t do this, so this job opportunity should stay open and the women can decide if they want to apply for that position. If women didn’t want to get into the dirty tanks then they should apply for a different department. The manager should have options on the application, such as office work, filing, secretary, etc. so the employee can specify in their application what they would like to apply for. If they would have an issue working with the dirty tanks then they shouldn’t apply for that position. The manager should be able to place them somewhere else according to their answer in the application. A lot of women would not want to do this job so I think that the people who do work in this department should get paid more than the other employees, it will be more appealing to the applicants, and maybe they can get more women working in that section. It is also looks better for the company if both women and men both work in that department, so it will be a diverse talent pool among Ovania, as well as an equal opportunity for both men and women. 2. Would this test battery and selection procedure be defensible in court? Yes I think this test battery and selection procedure would be defensible in court. The battery of tests are not to look at previous experience, in which could encourage minorities and women to apply to the new position excluding of their prior experience. They are also not considering the fact that if someone has a lot of experience in a certain field, should be the ones interviewed first, since they want the people with the most talent. Title VII of the Civil Rights Act of 1964, forbids employment discrimination based on race, color, religion, sex, or national derivation and Under the Federal Equal Employment Opportunity Laws prohibit specific types of job discrimination in certain workplaces. In this case, they should be treating everyone who applies there equally and giving everyone the same opportunities, regardless if they have been with the company before, of if they have seniority. I believe that this company is doing the right thing because if a new employee applies for a job, and they are very skilled and talented, they should get the same opportunity that the employees who have prior experience do. If the company hired all employees that had previous work experience, they would be discriminating against the applicants who don’t. For the applicants who don’t have prior knowledge, they are trying to get the opportunity to work at Ovania so they can get the experience they need for their field of work. It is also a worthy way to have Ovania’s reputation stand out, by creating equal opportunity to everyone.

Challenges Of The United Nations Peacekeeping Operations International Law Essay

Challenges Of The United Nations Peacekeeping Operations International Law Essay Disclaimer: This work has been submitted by a student. This is not an example of the work produced by our Law Essay Writing Service . You can view samples of our professional work here . Challenges Of The United Nations Peacekeeping Operations International Law Essay 1. War is said to be as old as the civilization. First World War was the proof of devastation that took millions of lives. After this, the League of Nations was formed to bring some ground rules to prevent aggression. But no sooner the First World War was over, the Second World War started and the world observed how helpless the League was to prevent misery. Then the United Nations (UN) emerged with the commitments to exterminate war, maintaining international peace and security, securing justice and human rights and promoting social progress and friendly relations among the nations. The UN charter was signed on 26 June 1945 in San Francisco by the 50 founding states for maintaining international peace and security through close cooperation. The UN started its true journey through the Peace Keeping Operations (PKO) in May 1948, with the introduction of United Nations Truce Supervision Organization (UNTS O) in the first Arab Israel war. But due to the tension of the cold war era, UN could not perform its role. After the end of the tension when both the superpowers wanted to contribute to the world peace, the UN took its rebirth. 2. But there were some significant changes after the end of cold war. The classic interstate rivalry ended and more complex and cruel intra state conflict was emerged. Wars were fought to control power and resources in a single state and were not usually between states. Civilians, not the armed combatants, became the intentional targets of violence. Wars in the former Yugoslavia, Africa and Latin America saw huge number of civilian casualties compared to the killed and wounded in either the regular Armed Forces of a state or in the ranks of insurgents.   [ 1 ]    3. The Sri Lanka Armed force with her huge experience in the recent past has got an enormous potential in becoming one of the most important troops contributing nations in the world. Therefore i t is of great importance to analyze the present state of Sri Lanka Army in dealing with changed peacekeeping environment and how best it can adapt itself in meeting the new demand of the United Nations. RESEARCH PROBLEM 4. Sri Lanka is an island nation which has an Armed Force of a considerable strength. Unfortunately the emergence of terrorism put a huge challenge to the Army. At the very outset of the conflict with Liberation Tiger of Tamil Elam (LTTE), the political aim could not be set in accordance with the national interest which allowed the LTTE to grow and emerge as the deadliest terrorist in the world.   [ 2 ]   But after 2000, the leaders of the country could set the aim and strategy to defeat the terrorist once and for all. Thereafter we could experience the win of Sri Lanka Army over LTTE where the total leadership of the terrorist group was wiped out. This victory over terrorism is the testimony of the brilliant performance and professionalism of the Sri Lanka Army. 5. Because of the decade old involvement of the Army in the battle, the Sri Lanka Army could not participate in the UN missions where the neighboring countries of the region could establish their presence the arena. Though there were modest contribution, but it was not enough in comparison to the potentialities of the forces. As time went on, the peacekeeping environment changed in great extent with which most of the countries could adapt themselves. It seems that due to the non involvement in the peace missions, the Sri Lanka Armed Forces could not achieve expected proficiency in the peacekeeping fields. But the fact is, the Sri Lanka Army rather gained a unique expertise in dealing with the Intra State conflict which made them more suitable for dealing with changed peacekeeping environment.

Descartes Theory of Clear and Distinct Perception Assignment

Descartes Theory of Clear and Distinct Perception - Assignment Example To understand his perception of God, his theory of clear and distinct perception must first be understood. This theory is his first account of rational intuition. This can be explained simply by saying that rational intuition is discovering the truth just by thinking about it. Such is the pure reasoning. The theory of clear and distinct perception allows us to perceive that experiences gained from the external world are involuntary. They are involuntary because we do not have a control over it, meaning to say, our experiences may produce certain ideas without our contribution. These are perceptions, examples of which are sensations and feelings. We know these experiences to be involuntary since we know our own minds and we have a control over our minds to think as such. Voluntary are those which we have a control over and above them, something caused by ourselves. Examples of volunteer experiences are creating this paper or watching television and involuntary experiences are feelings of pain when touched by a hot plate or bumping our head. Descartes’ theory of clear and distinct perception allows us to distinguish which is voluntary and involuntary through a priori intuition and reasoning. This is a step towards understanding his perception of God. Understanding that there are involuntary experiences brought about by perception and being set up in a nature that we have no control over proves that there is a God. This theory actually allows us to attach meanings and sources of meanings to our own explanation of things. With the theory of innate ideas, we learn about the three possible sources of concepts. These three possible sources are: that we have invented it, it is derived from something outside the mind, and that it is innate.  

Ethics of Data-Driven Decision Making Case Study

Ethics of Data-Driven Decision Making - Case Study Example A series of analysis were given to the project manager concerning data on the cost profit and volume analysis. This is a well detailed collection of data that can help the management to decide whether to proceed with the project or reject it. Some case scenarios require the project manager not only to rely on analysis of data but also to rely on ethics of the society to enable effective decision making. This helps to ensure effective production of the vehicles as well as maintaining a good image in the public. A good example is the case of Giant motor company where they are considering retooling two of their three vehicle assembly plants. The project manager should not only rely on the relevant data providedbut on also other areas that many companies fail to assess like the safety of workers, whether the space is enough for the retooling process and so on. If for example the level of space is minimal after hypothetically retooling, this may cause accidents in terms of congestion of w orkers who may compromise safety of workers inside the plant (Streifer& George, Pp 32). Another case that ethical decisions can override data used for decision making is where the new luxury cars been made affect the environment. This can be seen through emissions of carbon monoxide by exhaust pipes. If the level of the gas produced is so intense that it is considered a threat hazard by the society, the management should take an ethical stand not to retool because of the consequences even though they are not going to realize the profits they had anticipated. This is referred to as moral sensitivity. Another area we come across ethics of data-driven decision-making is in case 4d of Muskoka land development. This case study is about a group of part time MBA students who are following an opportunity to invest in recreational properties in Muskoka Ontario. After undergoing research of the area, they come up with two sites that have potential to bring large returns in profit (Streifer& G eorge, Pp 56). They collect data on both areas and come up with a list of all the expenses and costs information based on development plans for each site. In this case, we can clearly say the students are about to make a decision on whether to go ahead with the project based on the data they extracted from their research. In this case, to some extent, it is not appropriate to rely on data to make decisions concerning investment of recreational properties especially in site A due to the following reasons-: Muskoka is fully equipped with Mother Nature’s best like lakes, forests and so on. If the students decide to invest in site A they will be messing up the balance of nature in that area. This is where ethical decision making comes in handy. In my opinion, the students should ask themselves if they are ruining nature if when developing their plans, they happen to cut down trees in the area which is a life source for many animals that live in that habitat. By destroying trees, to make roads in such an area may cause alternations in many animals’ lives, which may trigger different kinds of reactions. Another question would be if there are any small rural communities that live in that area? If there are, the students risk displacing a whole community so as to make profits and in the process causing a long string of problems between them and the community. This is unethical and is considered moral decay. The students should therefore consider developing in site

Business Ethics Essay Example | Topics and Well Written Essays - 1250 words - 2

Business Ethics - Essay Example The act of going to church is often the singular religious activity within the week for the modern person. Rather than a daily practice, going to church gives a mere nod to a history of religiosity within a family, connecting to others in fellowship, but not providing the central space within a person’s framework of understanding his place within the world. The tenets of the Bible are often looked at as quaint and out of touch with the realities of life, thus creating a division between what is believed and how one acts. The nature of business becomes one of those areas where a diversion from the tenets of the Bible can be observed. In trying to run a business, decisions must be made that support the continued success of that business, but the nature of those decisions are rarely made in line with the generosity of human spirit that comes from a life that is truly lived by the teachings of Christ. This reduces the nature of religious practice to its basic rites, the motions be ing undertaken without the informative meaning having value in daily life. The nature of life that is lived through secular means, and without the infusion of religious spirit, becomes centered on the self without the consideration of others at the core of the decisions that are made on a daily basis. Life is merely ‘flavored’ with religious practice and intention, rather than informed, the difference being that where the clergy held the center space for informing the public, it is now science, technology, and the consumer culture that informs people on behavior and thought. Religious leaders have had to adapt. Miller states that â€Å"When these wide-ranging appropriations are considered in terms of establishing identities and worldviews in a changing society, we can begin to see how many respected spiritual authors function precisely as new cultural intermediaries†¦They introduce a literate, popular audience to venerable religious and spiritual traditions in a m anner that is easily detached from traditional, institutional and communal infrastructures† (104). Cultural philosophies are framed through its interactions with television and the internet rather than through its interaction with the Bible, thus to compete religious leaders have had to turn away from convention and towards technological and literary advantages, but this has not been fully successful in diverting culture from its focus on consumerist philosophies. In the abstraction of religion, then, is the substitution of consumerism to fill in the spaces. Miller states that â€Å"the form of religion we have been discussing - abstracted sentiment divorced from practice - is ideally suited to this world. It supplies the veneer of meaning and conviction of which modern existence so often deprives us, without disrupting the underlying form of our lives - our obligation to consume† (88). As members of the culture see the need to participate in consumption, identity and t he formation of cultural belief becomes tied to the consumer culture. Section 2.3 Thought has become informed by the media, the infusion of materialism and the nature of consumerism becoming the central focus on how life is lived. The nature of culture has been designed by consumerism, what is needed in life and the way that it is used created

Lunching new product in Qatari market Essay Example | Topics and Well Written Essays - 2250 words

Lunching new product in Qatari market - Essay Example Weaknesses: A major setback for the company is the underlying marketing cost of this product as well as the acceptance of this innovative product by the masses. The market research is prone to validity and reliability issues and even a company with excellent management and marketing personnel, it is feared that not many buyers are actually attracted. Also, since the cost of a PVC sometimes goes up to $400 per cell, the production cost of these cars might exceed the estimated budget. These cars also get extremely heated from the inside and may be prickly to drive (Why to buy a Solar powered Car, n.p.). 4 Opportunities: Solar cars are the most environment friendly cars to use. This factor can be cashed whilst generating a positive word of mouth for the company. Affiliating with organizations that promote Go Green concept can also benefit the new born company. With consumers needs shifting to preferring environment friendly products, this can go into the company’s benefit. Moreover, the economy of Qatar is permeable to new entrants and Smart Solar Cars can survive. 4 Threats: Competitors, both local and international, are an obvious threat. The fear of unsuccessful marketing efforts made to shift Qatari consumers from the conventional cars to solar powered cars, as well as the constant terror of unpredictable recession stay as major threats. 5 The company is named Smart Solar Cars Ltd which is an entirely new brand to be launched in Qatar. The main target market that these cars cater to, are the young individuals, and first time buyers of the car. The company is anticipated to be launched in Qatar in January 2012. The primary mission is to ‘go green’ in the future and save the natural resources to their maximum. The main objective of launching this product is to create awareness amongst people on the usefulness of the solar