Lesson 9 Activity

Use tables to organize the information so readers can place the details into a clear framework.

Look for information that is in a matrix form, with two or more categories of information, that could be presented in a table. Create a table rather than leaving them in a paragraph form.

What You Will Submit to Demonstrate Your Competence

Follow the instructions below and submit the Word document to your instructor.

Case Study

This case study contains an explanation of how a company improved its manufacturing process. Submit an outline using the key terms. Mark the central idea, Level 1 key terms, and Level 2 key terms. Write the report showing the parts in a clear visual blueprint. Be sure to write a clear statement of the contents, clearly open the lists, and clearly open each item in any lists. Look for the opportunity to create a table.


We needed to have accurate data from the operators. This required them to locate any problems, identify the problem type, select the proper problem-code number, and enter it on the quality log. We were successful in having the operators provide the data by training them carefully over time. We had checkpoints where we could monitor the data they were providing and help them learn the process if they were making mistakes. They follow. Before sending the production logs to data entry, they were reviewed by the responsible supervisor to verify the necessary data had been entered correctly. In most cases, the supervisor could verify the proper code had been entered, but this was not always possible. Then, when the data was entered into the computer, the program would verify the defect code was valid. If not, an error message would be printed and the data log would be returned to the supervisor for correction. Then, the supervisor would determine the correct code and the operator who had made the error would receive training in how to avoid that specific error.

We monitored the defect list as this went on so we made changes to it to make it more workable too. Sometimes we gave a problem a more easily understood name to help the operators, or we added new problems the operators were identifying or to add newly identified problems. Additions were also required to break general problems down into their more specific components. For example, what was originally called “stains” turned out to be different problems that occurred at several points in the process, with each one having a different cause. For these reasons, the initial list of 70 defects grew to about 130 in several weeks and eventually reached 163 items.

We also made changes to the system report so we could monitor anything that needed to be changed in the manufacturing process. The primary report provided by the system summarizes defects by responsible department and ranks them individually by frequency. This report is generated weekly to provide a timely recap of performance.

The ranking of the specific problems is the most important system output, since this provides a clear picture of where action is needed most. The report can be produced for any selected period such as the past 30, 60 or 90 days. Getting a longer-term perspective on problems is essential for setting priorities.

We obtained the data for the reports from these sources. For production and shipments, we took data from the Production Control System. l For labor hours, we took data from the Accounting System. For productivity reports, we took data from the Productivity Monitoring System. For equipment usage information, we took data from the run-time meters and operation logs.

Another thing we did to improve management of production was to change the measurement system. It enables managers to quickly review the performance of the plant and each department for the previous week or any period. Some things were most important in improving the plant’s performance: being able to determine the magnitude of the general problem and the relative importance of specific problems so resources could be allocated to where they would provide the best return, second being able to measure the impact of changes to procedures, materials, or other aspects of production processes, and finally establishing accountability for specific problems and providing timely relevant feedback on performance to everyone concerned – especially the front line employees and supervisors.