Operations Management Research and Trends

This document presents a collection of articles examining key themes and advancements within operations management. It delves into theoretical developments, highlighting the importance of qualitative research for extending the discipline's frontiers. The collection also emphasizes practical applications by showcasing how operations management principles contribute to sustainable practices, humanitarian efforts, and entrepreneurship. Furthermore, it explores emerging trends in fields like 'cleantech' and sheds light on the evolving challenges and opportunities within the field.

Running head: QUALITY AND OPERATIONS MANAGEMENT
Design and Production of Personnel and Burden Carrier
Name of the student
Student Roll No:
Name of the University
Author Note

1QUALITY AND OPERATIONS MANAGEMENT
Executive Summary:
The main aspect of the report has shown the customer contentment level related o the quality
and production of “personnel and burden carriers”. The increase in the industrial operation
has increased in the demand for burden carriers. In 2015, there has been significant growth of
7.5% in both marketing and manufacturing. The value has increased from US$395.80 million
to more than US$ 425 million. The market venture of the burden carriers and personnel has
been seen with the design of the vehicles which has been accoutred for. The study in the case
has captivated the entire manufacturing aspect and carrying of the vehicles.

2QUALITY AND OPERATIONS MANAGEMENT
Table of Contents
1.0 Introduction:.........................................................................................................................4
1.1. Strength and Weakness of the Chosen Product:.............................................................6
Strength:.............................................................................................................................6
Weakness:..........................................................................................................................6
2.0 Customer Satisfaction:.........................................................................................................6
2.1. Stakeholders Analysis:....................................................................................................6
2.2. Capturing the Customer:.................................................................................................8
Genchi Genbutsu:...............................................................................................................9
Customer Interaction over Telephone:...............................................................................9
Benchmarking Criteria:....................................................................................................10
Focus Group:....................................................................................................................10
Customer Grievances:......................................................................................................10
2.3 Customer Needs Analysis through Kano Model:...........................................................11
Phase 1: Definition of the Purpose:..................................................................................12
Phase 2: Designing the Interview:....................................................................................12
Phase 3: Conducting the Interview:.................................................................................16
Phase 4: Analysing the Information:................................................................................16
3.0 Design Requirements:........................................................................................................17
3.1. Changing Customer Needs into Design Requirements (QFD):...................................17
3.2. Analysis for Design Risk:...............................................................................................0

3QUALITY AND OPERATIONS MANAGEMENT
4.0 Supplier Selection and Evaluation:......................................................................................2
4.1. Identifying the Components, Elements and Parts:..........................................................2
4.2. Developing the Criteria for Supplier Selection;..............................................................3
4.3. Constructing and Using Supplier Selection System:......................................................4
4.4. Outcome of Supplier Selection Process:.........................................................................8
5.0: Statistical Process Control..................................................................................................9
5.1 Process for Identification.................................................................................................9
5.2 Monitoring Processes using SPC Charts........................................................................10
5.3 Constructing and Using a SPC Chart.............................................................................12
6.0. Problem Solving:...............................................................................................................15
6.1. Identifying the Problems and Problem solving Tools:..................................................15
i) Process Flow Chart:..........................................................................................................16
ii) Brain Storming:...............................................................................................................17
Checklist:..........................................................................................................................17
Quality Circle:..................................................................................................................18
Conclusion:..............................................................................................................................18
References................................................................................................................................19

4QUALITY AND OPERATIONS MANAGEMENT
1.0 Introduction:
The study aims to identify the management process for Morrison Industrial
Equipment Co. The report aims to show the different types of the aspect of the management
of the company. The main aspect of the production of the company has been able to identify
designing and production of personnel management. Morrison Industrial Equipment co. is
recognised as the leading manufacturer for personnel and burden carrier globally. The burden
carrier and the personnel market has been identified to grow at a significant pace in the highly
competitive market. The U.S. manufacturing company has been seen to experience a vast
majority of the production and the designing of the carriers. In 2015 a growth of 7.5% has
been identified in the electrical and manufacturing carrier. Value sum has increased from US
$395.80 million to more than US$ 425 million. Based on the study of the business the
opportunity in the particular product has been discerned with manufacturing and selling of
the product in the market by the end of 2024, and amounted to more than USD $ 757 million.
The projected market share has been seen with the burden of electrical carrier which has been
seen to higher than 36% at the end of 2024 (Dobrzykowski et al. 2014).
The stable rate of production has been driven specifically in the U.S. with an annual
compound growth of 7.4% between 2024 and 2016. The main support with the production
and the marketing of the personnel has been discerned with a rapid growth in the
manufacturing industries. The growth in the industries has been further seen to result in the
demand for burden carrier and personnel. Based on the recent records, the Asia Pacific
countries have been seen with the fastest growth of personnel and burden carriers. The most
efficient market demand is evident with China with the highest market demand. The increase
in the abundance of the cheap labour and the affordability of thee raw material has been seen

5QUALITY AND OPERATIONS MANAGEMENT
with the total growth in the industrial production in various forms (Phan and Chambers
2013).
The personnel carriers are discerned as the vehicles for passenger working in the
industry for having the capability to move multiple amount of person in a lone ride.
Personnel carrier is of diverse types, which are used by the army. The carriers are used by the
army in different countries based on the carrying capacity. The larger ones are seen to be
having capacity of thirty persons per ride. The amusement parks are further seen to be having
rides which are made use for the entertainment purpose. The increase in the demand for the
burden carriers has been seen with the combination of carrying vehicles and personnel
vehicles. The concept has been seen with be emerging with the designing process and
increased production (Zhao 2014).
The demand cultures for the carriers have been further able to create the main
realm in the market which has been seen to be based on certain number designing and

6QUALITY AND OPERATIONS MANAGEMENT
product innovation. This has been seen with the different types of the changes in the
processes in the market especially in the Asia Pacific countries. However, main production
level is seen to be concentrated in the countries based in North America. The main terms of
the market venture of the personnel and burden carrier has been identified with design and
production of the vehicles needs to be considered. The study in the case has not been
captivated with the specific company which has been seen to be generalised as per the
designing of the carrying vehicles (Katsikopoulos and Gigerenzer 2013).
1.1. Strength and Weakness of the Chosen Product:
Strength:
a) Carrying capacity based on the number of personnel
b) Lessening of the difficulty in the personnel and goods
c) Increased amount of the agility based on the carrying capacity of the goods and
personnel
Weakness:
a) Electric vehicles are seen to be having certain aspect of limitations not more than the
carrying capacity of the products and the goods
b) Does not depict high amount of option to carry
c) Limitation to the market ASPAC
2.0 Customer Satisfaction:
2.1. Stakeholders Analysis:
Both the internal and the exterior stakeholders are seen to be playing a major role in
the determination of the quality of the product. In this particular consideration, it has been
seen that the main impact has been seen to be based on the quality fixity and designing of the
production, which is quite effective. These particular individual has been further seen to be

7QUALITY AND OPERATIONS MANAGEMENT
based on the different types of the aspects which has been seen to be related to the
influencing the product design in a specific country or company. As the market of the
industrial personnel and the burden carrier is seen to be based on the rapid expansion and
demand, this may lead to certain transition. The main transition is highly devised as per the
external stakeholders of the company. The main clients of the owners of the industry,
wholesalers and the industry owners are seen to make use of the vehicles. The stakeholders
are seen to be divided as per two different types-
i. Internal Stakeholders (sponsors, designer of product, staff, engineers and investors)
ii. External Stakeholders (this includes the customers)
The main diversity among the stakeholders has been identified in the company involved
in manufacturing. It has been discerned that the main growth in the manufacturing sector has
increased with the overall production level with burden carriers. The internal and the external
stakeholders have been seen to be having specific expectations related to the quality of the
product. Based on the fact of the existing quality, it has been seen that the higher amount of
the product value has been seen with the market response. The main acceptance levels of the
investment are to be taken in the starting o the manufacturing process. The investors expect a
considerable increase with the proof and the amount of the investment for the process of
manufacturing. The external stakeholders of the companies are not seen to be having any
impact on the determination as per the design process and production. Despite of this, the
internal stakeholders like stockholders are seen to be contributing to the progress of the
organisation with the expansion of the strategies thereby unveiling of the flaws and benefits
as per the chosen product in the global market. The table given below has been able to depict
on the effectiveness of external stakeholders and internal stakeholders in determination of the
fixity of the product quality (Harvey, Heineke and Lewis 2016).

8QUALITY AND OPERATIONS MANAGEMENT
No. Stakeholders Expectations
1. Customers They are seen to be expecting efficiency in carrying, design
improvement, reliability of product, reasonable pricing and
product reliability
2. Employees This is recognised with suitable working environment, advanced
training provision, reward and bonus
3. Supplier Supply chain management along with timely payment and
overall improvement in the corporate ability
4. Direct Competitors Innovation in design along with Fair and positive completion
5. Stakeholders for the
Personnel and Burden
Carriers
Compliance for increasing the share price
Ensuring goodwill enhancement
6. Government Tax payment at a single time
7. Investors Improvement in the value of the investor and organisational
profit
8. Environmentalist Ensure reduction in the pollution level of the company
9. Retailers Marginal Level generation along with appropriate service for the
customer and clients
10. Organisational
Management
Efficiency in the return of investment
Table 1: Stakeholders’ Analysis
Source: Created by the Author
2.2. Capturing the Customer:
The main part of the methods has been seen to include the process and the methods
related to the same. It has been seen to reflect the customer satisfaction and the adaptation of

9QUALITY AND OPERATIONS MANAGEMENT
the varied range of the methods. The customer satisfaction has been further seen to be
observed based on the purchase of the product as per the existing purchase. The customer
level of the satisfaction has been further considered as per the quality designing and product
level. The five different types of the methods have been identified as per the customer needs
and purchasing of the personnel and the burden carriers (Pedraza-Martinez and Van
Wassenhove 2016).
Genchi Genbutsu:
Genchi Genbutsu has been considered as the Japanese method for accelerating the
process as per see strategy. This strategy has been further seen to be effective for analysing
the needs of the customer and the satisfaction of the particular market. The main perception
of the customers has been identified with the certain product assumption which is identified
and assessed. This particular technique has been identified with the individual need of the
product. The vehicles are not used as per the individual customer needs and individual
perception which has been considered. The consideration of this assessment technique has
been seen with the conduction of one2one interview with potential customer (Rosenhead
2013).
Customer Interaction over Telephone:
This has been an effective strategy which has been implemented in the respective
organizations. The personal level of the relationship is maintained with the customer
confirmation and retention in the post sales period. With the process, personal level of the
telephonic interview has been seen to be based on the customer feedback and the applause of
the grievance. The organizations are seen to be communicating with the customers who are
seen to be having leaser scope for assumption and speculative approach along with the
intelligibility of the company as per the consideration of the customer feedback (Machado et
al. 2017).

10QUALITY AND OPERATIONS MANAGEMENT
Benchmarking Criteria:
The Benchmarking Criteria are seen to be inevitable for the process of identified with
the customer needs. A certain change in the method of detection has been seen with customer
satisfaction. For finding customer mode in the market the benchmarking criteria is quite
phenomenal and effective for the advancement and the quality of the product. The ideas are
further seen to be generated based on the quality of the product manufactured meeting certain
amount of demand for the customer in the global market. This has been further seen ti be
identified based on the customer expectations and competitiveness and companies
maintaining secret along with the corporate database (Foropon and McLachlin 2013).
Focus Group:
The focus group has been further seen to be identified as per the various types of the
segments for the target customers. In most of the cases the companies are seen to appoint six
to five groups who are focusing on the customer needs and the level of the expectation from
the products which they purchase or are to buy. The various types of the feedback for the
customers and the companies are seen to be proceeded with the change in the product design
(Guide and Ketokivi 2015).
Customer Grievances:
The main form of the methodology is known with the grievance and complaint
method. This particular method has been seen to be assisting the companies in understanding
the exact problems to the customers. The best way to consider the customer needs has been
considered with the grievance method and manufactured products. The burden carrier and the
manufacturing companies will be able to mould with the quality and the characteristics of the
vehicles based on the customer needs, In addition to this, the different types of the demerits
and the cost of product needs to be solved based on the related issues.

11QUALITY AND OPERATIONS MANAGEMENT
2.3 Customer Needs Analysis through Kano Model:
The use of the “Kano model” will be able to interpret the exact customer requirement.
In total there are four types of quadrants in this model. The quadrants are seen to be helpful
for understanding the positive and the negative aspects of the customer satisfaction. In this
particular aspect, a survey is held by the companies for having a clear idea of the customers.
The features of the organizations are analyzed through the company. The analysis is seen to
be based on the required amount of the changes which are related to the promotional
activities for the market. The Kano model is important for the staff based on the deployment
of the customer service for understanding different segments of the product exhibited to the
customers as per the requirements. The customer requirements as per the product are further
seen to be customized. The figure given below has depicted the Kano model for the customer
perception (Shepherd and Patzelt 2013).
Fig 1: Kano Model
Source: Created by the Author

12QUALITY AND OPERATIONS MANAGEMENT
Phase 1: Definition of the Purpose:
The personnel of the industry are seen to be carrying the burden carriers are identified
as the vehicles which are seen to be used in the industrial factories for carrying the goods
from a particular segment to another. Despite of the production of the personnel carriers
being seen to be based on the military usage, this has been seen to be an item of significant
needs for the business. The specific business is seen to be marketed as per the contracted
tender marketing process. For interpreting the customer feedback and demand add on
process, the different methods have been already taken into consideration. The customer
perception has been discerned as per the output of the analysis which needs to be confirmed
as per the hypothetical as well as observed manner. “QFD (Quality function Deployment)” is
considered with analysing the exact mode of the customer perception focusing on the
purchase of personnel and burden carriers. As the production process is seen to be belonging
to the heavy engineering industry, it differs with the household products and the demand of
the customers or retail products. With the assistance of the quality function deployment
process, the satisfaction of the customers is seen to be based on the competition of the varied
types of the designing features of the vehicles (Slack, Chambers and Johnston 2013).
Phase 2: Designing the Interview:
The execution of the customer need analysis has been seen to be based on the fourteen
dissimilar but significant aspects. This particular aspect has been further seen to be based on
the various types of the considerations which have been seen to be based on the questionnaire
set for the interview process for the customers. The preparation of the questionnaires is
further seen to be considered as per the word doc table format. The main objective of the
study is seen to retrieve 300 data based on the conduction of the analysis. The study has been
further seen to be based on the consideration of the different stages of the production which
are consideration as per the respondents with rating aspect of (1 to 5) based on the level of

13QUALITY AND OPERATIONS MANAGEMENT
severity. 1 is seen to present the least amount of severity or important factor and 5 shows the
most severe or the important factor (Schiraldi 2013).
Tutorial 1 Template A: Stakeholder Analysis
Musts Wants Extras
Score 1500> 999-1499 <999
Tutorial 1 Template B: Customer Needs Analysis (Kano Analysis)
10 MUST’s
1. Handling Ease
2. Implementation of advanced Technology
3. Security
4. Carrying capacity of the personnel
5. Burden Carrying Capacity
6. Overall Efficacy
7. Lasting
8. Look
9. External Design
10. Pricing
10 WANT’s

14QUALITY AND OPERATIONS MANAGEMENT
1. Structuring Ease
2. Availability of colours and graphic designing
3. Customisation availability
4. Ease of using
5. Replacement Requirement
6. Strength
7. Money Value
8. Aesthetic Look
9. Durability of the battery
10. Electric vehicle charging capacity
5 EXTRA’s
1. Safety in the rain
2. Default engine quality and tire
3. Weight
4. Useful in outdoor transportation and commutation
5. Lesser prone to accident
Customer Need Analysis
Questionnaire format:
Aspects 1 2 3 4 5
Handling Ease
Implementation of advanced Technology
Security

15QUALITY AND OPERATIONS MANAGEMENT
Carrying capacity of the personnel
Burden Carrying Capacity
Overall Efficacy
Lasting
Look
External Design
Pricing
Structuring Ease
Availability of colours and graphic designing
Customisation availability
Ease of using
Replacement Requirement
Strength
Money Value
Aesthetic Look
Durability of the battery
Electric vehicle charging capacity
Safety in the rain
Default engine quality and tire
Weight
Useful in outdoor transportation and commutation
Lesser prone to accident
Table 2: Questionnaire Format
Source: Created by the Author

16QUALITY AND OPERATIONS MANAGEMENT
Phase 3: Conducting the Interview:
The different types of the process can be old for the manufacture handling of the
“burden carrier”. The burden needs to be exacted with the emergence as per the overall
process. The conduction of the interview has been seen information which has been retrieved
by assistance of MS Excel. This information needs to be selected for further analysis.
Phase 4: Analysing the Information:
Post retrieving and short listing the data, they have been seen to be analyzed as per the
use of the statistical method. The details of the data analysis are mentioned below as follows:
Aspects 1 2 3 4 5
Handling Ease
Implementation of advanced Technology
Security
Carrying capacity of the personnel
Burden Carrying Capacity
Overall Efficacy
Lasting
Look
External Design
Pricing
Structuring Ease
Availability of colours and graphic designing
Customisation availability
Ease of using
Replacement Requirement
Strength

17QUALITY AND OPERATIONS MANAGEMENT
Money Value
Aesthetic Look
Durability of the battery
Electric vehicle charging capacity
Safety in the rain
Default engine quality and tire
Weight
Useful in outdoor transportation and commutation
Lesser prone to accident
3.0 Design Requirements:
3.1. Changing Customer Needs into Design Requirements (QFD):
The various activities related to the “QFD (Quality Function Deployment)” are seen
to be generally managed as per the deployment of various formats of the products and various
requirement of the company to support for the convenience of the customers in the certain
time period. The company is seen to be having the ability to plan for the different
requirements for the need to justify the planning process and the projected products. The
sustainable method of the supply process in the market has been considered with the easy
highlight of the exact customer needs with the help of the firm’s distribution process. The
correlation methodology will be able to easily identify the exact needs of the customers as per
the distribution activities of the firms. The appreciation of the correlation methodology will
be able to construct business link in maintaining link between the customer and designing.
Despite, of the product design the available product available in the market. The table shown
below has been able to depict the actual connection along with the actual relationship and

18QUALITY AND OPERATIONS MANAGEMENT
relationship with the customer requirement with the individual aspects (Bromiley and Rau
2016).
Correlation R^2 1-0.7 0.7-0.5 0.5-0
Rating of relationship Strong (9) Moderate (3) Weak (1)
Table 5: Correlation Table

0QUALITY AND OPERATIONS MANAGEMENT
Source: Created by the author
Design Requirements
Customer
Requirements
Important Rating Resistan
ce
Low
Maintenan
ce
Durabilit
y
Ease of
Use
Battery
strength
Carrying
Capacity
Efficacy for
outdoor
transportation
Charging
Capacity
Produ
ct
reliabi
lity
Main
material
Handling
Ease
4.017 3 9 1 3 1 3 3 9 3 3
Implementati
on of
advanced
Technology
3.833 - 3 * * 1 3 * 3 1 3
Security 4.667 1 3 3 3 1 9 9 3 1 3
Carrying
capacity of
the personnel
4.433 - 1 3 3 1 - 3 3 1

1QUALITY AND OPERATIONS MANAGEMENT
M
u
st
s
Burden
Carrying
Capacity
4.05 3 9 1 9 3 1 9 3 9
Overall
Efficacy
4.667 3 3 4 * 3 3 3 -
Lasting 4.833 - 3 9 3 3 1 9 3 - 3
Look 4.667 1 3 9 9 3 1 9 9 1 3
External
Design
4.05 1 9 3 1 3 1 3 1 1 9
Affordable
Pricing
4.8333
3
3 9 1 3 1 3 1 3 3 3
Structuring
Ease
2.833 3 9 1 3 1 3 1 3 1 9
Availability
of colours
and graphic
2.833 - 3 9 9 1 3 9 3 - 3

2QUALITY AND OPERATIONS MANAGEMENT
W
a
nt
s
designing
Customisatio
n availability
2.833 1 3 3 3 1 9 3 3 1 3
Ease of using 2.833 - 1 3 3 1 - 3 9 - 1
Replacement
Requirement
2.833 1 9 3 1 3 1 3 3 1 9
Strength 2.833 3 1 - - 3 1 - 3 3 9
Money Value 3.25 3 3 1 9 3 1 3
Aesthetic
Look
2.833 9 - 9 1 3 - 9 1 3 -
Durability of
the battery
2.833 1 3 3 1 1 9 3 1 1 3
Electric
vehicle
charging
capacity
2.35 - 3 9 3 3 1 9 3 - 3
Safety in the 2.333 1 3 9 9 3 1 9 9 1 3

3QUALITY AND OPERATIONS MANAGEMENT
D
es
ir
a
bl
es
rain
Default
engine
quality and
tire
2.333 1 9 3 1 3 1 3 1 1 9
Weight 2.333 1 9 3 1 3 1 3 1 1 9
Useful in
outdoor
transportation
and
commutation
2.167 3 1 - - 3 1 - 3 3 3
Lesser prone
to accident
2.833 9 3 3 1 3 9 3 3 3 1
Target
Value
5 10 5 5 5 5 10 5 5 5 5
Absolu
te score 84.3 51 106 94 70 51 73 102 93 38 102

4QUALITY AND OPERATIONS MANAGEMENT
(total)

0QUALITY AND OPERATIONS MANAGEMENT
3.2. Analysis for Design Risk:
The understanding of the specific customer requirement needs to be based on the
customer requirements and technique of risk assessment which needs to be considered. The
company’s needs to further check for the required criteria’s as per the needs of the customer
to bring specific modification in the process of production. The various types of the
difficulties faced by the companies are seen with the design and weight determination for the
vehicles which are light weightiness and specific changes related to the certain changes with
the burden carrying capabilities. Despite of this, the increased technology has been
considered with more vehicle production. The ease of the facility and the function of the
durability have been ensured with the manufacturing companies adhering to the customer
requirements (Plambeck 2013).
Requirement
for design
Risk Effect Cause of
risk
Pre-action
Risk
Action
Taken
Post- action
Risk
P S R P S R
FAILURE MODE AND EFFECT ANALYSIS CHART
Part or
functio
n
Potential
failure
Effect on
system
Root
Cause
Risk before
Action taken
Action to
reduce risk
Risk after
action taken
P S P R S R

1QUALITY AND OPERATIONS MANAGEMENT
of failure S
Motor
cover
Overheating Lower
Efficienc
y
Inappropria
te
application
of the
motor in
cover
4 3 12 Proper
cooling
ventilation
and
appropriate
cooling
ventilation
1 5 5
Rotor Complete
dissipation
Rotation
failure
due to
excess
load
Excess
power to
the rotor
motor
3 4 10 Maintaining
proper rotor
1 4 4
Battery Battery
failure
System
not
working
Failure of
battery for
power
generation
4 3 8 Ensure right
battery
usage for
correct
voltage
1 5 5
Nozzle Blockage Not
releasing
outside
pressure
Substance
blockage at
nozzle
3 2 6 Using of
clean
nozzles
1 4 4
Grip Unable to Non- Fixing of 3 2 4 Using of 1 4 4

1 2 3 4 5
P Probability of occurrence (due
to the selected root cause) Low Low to
Medium Medium Medium to
High Hig
S Severity (of Effect on the
system) Minor Minor to
Serious Serious Serious to
Critical Critic
2QUALITY AND OPERATIONS MANAGEMENT
make the
system
mobile
mobility loose grips high
standard for
fixing glue
Stage Descriptor Probability Description
1 Unlikely <0.019 Very likely to happen
2 Possible 0.020-0.049 At some time, probable
3 Likely 0.050-0.499 50-50 chances
4 Probable 0.500-0.999 Less chances to happen
5 Highly Probable 1.000 Least chances to happen
4.0 Supplier Selection and Evaluation:
4.1. Identifying the Components, Elements and Parts:
The integration of the parts for the vehicles, burden and the personnel carriers are
built in the organization. The mechanism and the vehicle parts are seen to be acquired from
the suppliers. The main components for the manufacturing of the automotive vehicles are
seen to be used in the different process. The body base is manufactured as per the support of

3QUALITY AND OPERATIONS MANAGEMENT
the raw materials like fossil fuel, virgin steel and different types of petroleum- products such
as plastic and vinyl. The industrial personnel and the burden carriers are seen to be made of
aluminium. The use of aluminium in the vehicle body results in reduced weight and ease of
use. The plastic materials and aluminium materials are used in different proportions. The
effective supply method is seen to be supply method is seen to be confirming with low cost of
supply process and loyalty of the suppliers as per the need of manufacturing. Despite of this
the need of supply is seen to be affected with the needs of the customer due to the quality and
design of the products. It needs to be ensured that the suppliers are communicated
appropriately for the newly modified plan and design quality for avoiding risk (Hitt, Xu and
Carnes 2016).
The different proportions of the materials will be able to provide improved strength
and stability which needs to be understood as per the various types of the developmental
models to ensure effective supply chain. As the requirements are placed to the customers,
there is certain demand made to the suppliers for the newer components which needs to be
considered with the variations in the production and design.
Some of the different types of the considerations for the components are listed below as
follows:
i. Use of risk proof metal to protect the vehicle from cosmetic decay
ii. Aluminum
iii. Plastic Materials
iv. Higher capacity of iron components
v. High Quality of tire
vi. Higher durability of battery for longer charging capacity
4.2. Developing the Criteria for Supplier Selection;
The various factors for the supplier selection has been seen with the required criteria
as per the production process for manufacturing of burden carriers.

4QUALITY AND OPERATIONS MANAGEMENT
Eco- friendly
i. Market Reputation
ii. Product flexibility and efficacy
iii. Eco- friendly
iv. Time of Delivery
v. Skill of improvisation and innovation
vi. Warranty of the product
vii. Terms of Payment
viii. Product quality
ix. Safety and Security confirmation
x. Ease in Use
4.3. Constructing and Using Supplier Selection System:
The main form of the production in the “industry and burden carrier” is seen to be
limited to the comparison as per the production of the other vehicles. This has been seen with
availability of plenty of resources used in the production process. The different types of the
resources are widely used in the suppliers and company chosen skilfully based on the
tendency of market falsification and higher price of the resource. The supplier selection is
based on the efficient caring of the supply chain in specific time period as per the
requirement of the manufacturing companies. In addition to this, the companies are seen to
focus on both quality and quantity for production. The companies further needs to ensure the
quality and quantity due to the high amount of the risk for the intervention of the competitors.
In case there is a difference in the quantity and quality, competitors need to expect to steal the
show in the market (Bochtis and Sørensen 2014). The understanding of the supplier
framework needs to be understood based on the following framework:
Criteria Low- 1 Moderate- 2 Medium- 3 Good-4 High- 5
Market
Reputation

5QUALITY AND OPERATIONS MANAGEMENT
Product
flexibility and
efficacy
Eco- friendly
Time of
Delivery
Skill of
improvisation
and innovation
Warranty of
the product
Terms of
Payment
Product
quality
Safety and
Security
confirmation
Ease in Use
Supplier 1:
Criteria Low- 1 Moderate- 2 Medium- 3 Good-4 High- 5
Market
Reputation

Product
flexibility and

6QUALITY AND OPERATIONS MANAGEMENT
efficacy
Eco- friendly
Time of
Delivery
Skill of
improvisation
and innovation
Warranty of
the product

Terms of
Payment

Product
quality

Safety and
Security
confirmation

Ease in Use
Supplier 2:
Criteria Low- 1 Moderate- 2 Medium- 3 Good-4 High- 5
Market
Reputation

Product
flexibility and
efficacy

Eco- friendly

7QUALITY AND OPERATIONS MANAGEMENT
Time of
Delivery
Skill of
improvisation
and innovation
Warranty of
the product

Terms of
Payment

Product
quality

Safety and
Security
confirmation

Ease in Use
Supplier 3:
Criteria Low- 1 Moderate- 2 Medium- 3 Good-4 High- 5
Market
Reputation

Product
flexibility and
efficacy
Eco- friendly 

8QUALITY AND OPERATIONS MANAGEMENT
Time of
Delivery
Skill of
improvisation
and innovation
Warranty of
the product

Terms of
Payment

Product
quality

Safety and
Security
confirmation

Ease in Use
Table: Supplier Selection Checklist
Source: Created by the Author
4.4. Outcome of Supplier Selection Process:
The supplier selection has been identified with the going confirmation with the
trustworthiness of the suppliers of the company. The tedious process is eliminated with
proper selection and the basic confirmation and choice.
Product Quality: The main quality check of the suppliers is seen with the improvement in the
industrial personnel and burden carrier’s quality.

9QUALITY AND OPERATIONS MANAGEMENT
Safety: After the checking procedure of the procured materials, there have been specific
changes with the safety measures. The aluminium and the steels are further seen to be safe in
terms of the accident resisting criteria (Gunasekaran and Irani 2014).
5.0: Statistical Process Control
5.1 Process for Identification
1. The designing process has been based on material handling system for the burden
carrier. The designing has been seen with the functioning of the cost which not only
minimized but also quantifiable as per the costs. This has been seen with the
involvement of keeping hold of new trend in the market with the changes as per
changes and modification in the product.
2. Commercialization and Test Marketing- The main concept has been seen to be
identified based on the proposed marketing plan and the acceptance of the product,
upgradation and validation based on the market response.
3. Selection of Supplier- The various types of the product has been further seen to be
identified based on the burden carrier. Despite of this, the suppliers are seen to be
contacted as per the organization due to the product imitation in the market.
4. Manufacturing Process – The various types of the burden carrier has been seen to be
associated to the modified process involvement. As the product has been seen to be
related to the longer form of the response time, the different types of the process has
been seen to be associated to the compiling of the individual parts (Narasimhan 2014).
5. Process of Inspection as well as Quality Assurance – The inspection has been
identified with safety of the society and the company which has been seen to be
related to the proper integration which is not seen to be useful products. The

10QUALITY AND OPERATIONS MANAGEMENT
authorities are seen to be keeping a count on the applicability of the different
products.
6. Process of Packaging – At the time of the product inspection, it is seen to be ready for
delivery at the designated address.
7. Distribution process – This is done by assigning a burden carrier among the selected
recipients and appropriate documentation to avoid errors.
8. Invoicing Process – This has been further based on the ideas and funds appropriate
accountability and recording of the same in the books to avoid discrepancy in the
future.
5.2 Monitoring Processes using SPC Charts
The different types of the statistical process have been seen to focus on plotting of the
data points for assessing the control process. Additionally, it has been normal process of
monitoring of the predictive tools for unnecessary modification in the process capability.
Similarly, the changes in the quality have been discerned in the SPC charts and the same has
been incorporated in the organizations in the functional boundaries. In addition to this, these
charts are useful in analyzing the variations to reduce the data surplus and prove about the
misconceptions and specific assumptions.
The methods of the SPC are seen to be consisting of 7 basic quality tools such as
“control charts”, “check sheet”, “pareto chart”, “flow chart”, “cause and effect diagram”,
“scatter diagram and histogram”. The three main characteristics of control chart are given
below as follows:
 The control charts are seen with the sample of the data measures within the
determined range of the variations.

11QUALITY AND OPERATIONS MANAGEMENT
 The “control chart” is seen to be measured as per the “lower control limits (LCL)”
and “upper control limits (UCL)” which has been separated from the assigned source.
 At time when the data falls outside the control limit then the main process is seen to
be out of control.
The three different types of the statistical control charts which is to be used for the decisions
in the monitoring process are:
1. Mean Control Chart (Variables) – The variables are designated against the sample
means. This has been supposed as per the conjunction with R Charts which is listed as
UCL = x̄̅ + A2*R̅ and LCL = x̄̅ - A2*R̅ where A2 is the tabular value of control limits
comparable to 3σ limits
2. Range Charts (Variables) – These charts are recorded as per the lowest and the
highest value of the sample which has been able to reflect the processes variability
towards the average value.
This has been discerned as – “UCL = D4 R̅ and LCL = D3 R̅ where R̅ = Average Range and
D3 and D4 are factors for defining control limits”.
3. P – Charts (Attributes) – This particular type of the chart has been seen with the
recording of the proportion of the defective items, with varying size and the
possibility conformance and non-conformance.
It has been considered as – “UCL = p̅ + zσ p and LCL = p̅ - zσ pwhere p̅ = defective proportion
in the population”.

12QUALITY AND OPERATIONS MANAGEMENT
4. C – Charts (Attributes) – The defects are seen to be assigned as per the set sample size
and measures of the center line measures and the average defects based on number of
period. Unlike p chart it considers the defective items.
This has been shown with – “UCL = c̅ + z√̄  c and LCL = c̅ - z√̄  cwhere c̅ = center line
for the defects”.
5.3 Constructing and Using a SPC Chart
The “SPC Chart” has been considered as per the “16 samples” over a total sub group
of “n = 1 to 7”. On the other hand, the size of the sample is seen to be 30% of all the parts
used in the burden carrier. The different variables associated to the level of equipments will
be depending as per the supplier’s demand. The result has been created as per 7 sub-groups
and the same has been tabulated below as follows:
Sam
ple
# n = 1 n = 2 n = 3 n = 4 n = 5 n=6 n=7
Sample
Average
Sampl
e
Range
R
1
45.00
00
52.00
00
56.00
00
52.00
00
47.00
00
25.00
00
87.00
00 52.0000
62.
0000
2
51.00
00
55.00
00
56.00
00
65.00
00
52.00
00
25.00
00
52.00
00 50.8571
40.
0000
3
56.00
00
69.00
00
55.00
00
72.00
00
96.00
00
23.00
00
10.00
00 54.4286
86.
0000
4
89.00
00
66.00
00
47.00
00
56.00
00
64.00
00
55.00
00
45.00
00 60.2857
44.
0000
5
100.0
000
78.00
00
122.0
000
147.0
000
154.0
000
125.0
000
41.00
00
1
09.5714
113.
0000
6
150.0
000
54.00
00
150.0
000
147.0
000
178.0
000
111.0
000
63.00
00
1
21.8571
124.
0000
7
120.0
000
155.0
000
24.00
00
65.00
00
145.0
000
53.00
00
123.0
000 97.8571
131.
0000
8
82.00
00
69.00
00
36.00
00
45.00
00
78.00
00
59.00
00
123.0
000 70.2857
87.
0000
9
81.00
00
56.00
00
14.00
00
77.00
00
87.00
00
78.00
00
74.00
00 66.7143
73.
0000
10
70.00
00
64.00
00
120.0
000
76.00
00
89.00
00
89.00
00
65.00
00 81.8571
56.
0000
11
62.00
00
58.00
00
156.0
000
55.00
00
95.00
00
11.00
00
32.00
00 67.0000
145.
0000
12
55.00
00
53.00
00
54.00
00
36.00
00
56.00
00
54.00
00
23.00
00 47.2857
33.
0000
13 88.00 51.00 36.00 78.00 52.00 74.00 54.00 52.

13QUALITY AND OPERATIONS MANAGEMENT
00 00 00 00 00 00 00 61.8571 0000
14
72.00
00
50.00
00
75.00
00
88.00
00
80.00
00
0.000
0
16.00
00 54.4286
88.
0000
15
56.00
00
94.00
00
56.00
00
78.00
00
93.00
00
23.00
00
65.00
00 66.4286
71.
0000
16
99.00
00
87.00
00
54.00
00
89.00
00
61.00
00
56.00
00
55.00
00 71.5714
45.
0000
Chart for
Picking
Constants D3
and D4 based on
Sample Size n
Excel Name Value Interpretation n D3 D4
X_2bar 70.8929 average of sample averages 2 0
3.26
7
Sigma_X_ba
r 15.7331 standard deviation of sample averages 3 0
2.57
5
R_bar 78.1250 average of sample ranges 4 0
2.28
2
Sigma 35.1802
standard deviation of all process
data 5 0
2.11
5
Number of
standard
deviations
for Control
Limits in X-
bar chart
3
Three is the default value 6 0
2.00
4
sample size 5 7
0.07
6
1.92
4
0
Pick based on sample size from chart to the right
→ 8
0.13
6
1.86
4
2.115
Pick based on sample size from chart to the right
→ 9
0.18
4
1.81
6
23.693
7
1
0
0.22
3
1.77
7
121.857
1
33.000
0
145.000
0

14QUALITY AND OPERATIONS MANAGEMENT
Figure: X̅ and R̅ Control SPC Charts
The different type of the variables for the mean is seen to be shown by X̅ and average
range is given by R̅. The X is seen to show 16 observations for 7 samples (sub groups).
Additionally, LCL and UCL is shown with the range of “UCL = x̄̅ + A2*R̅ and LCL = x̄̅ ” -
A2*R̅ and the mean chart is discerned with “UCL = x̄̅ + A2*R̅ and LCL = x̄̅ - A2*R̅ ”.

15QUALITY AND OPERATIONS MANAGEMENT
The X̅ and R̅ chart is seen to depict the process of making the parts, which cannot be
used with the parts and equipment’s in the process which is seen in control. Additionally, the
variables for the sample size cannot cross the upper and the lower limit as the company is
seen to be in the trail period and take care of the quality by dispatching of the average parts of
the equipments in the burden carrier. The Nelson Rule, as per rule 5 has been considered
with two to three points above 2 SD in the same directions with the possibility and the sample
is considered to be “out of control.” Additionally the positive side of the mean is unspecified.
The X and the R charts are seen to be efficient by maintaining a consistency for
dispatch and maintaining the relationship with the suppliers as it is unique in the modified
product in the market (Pedraza-Martinez and Van Wassenhove 2016).
6.0. Problem Solving:
6.1. Identifying the Problems and Problem solving Tools:
The main problem is seen to be associated with the burden carriers which shows:
i. Driving Hazards
ii. Issues
iii. Low Maintenance Issues
iv. Light Weight Issues
The “Identification”, “classification”, “fixity” and required improvements has been seen to be
ensured as per the customer satisfaction as per the product purchase terms. The following
problems have been considered:
 Brainstorming
 Japanese 5S
 Quality circle