SCORE RATING

ASGEM

Evaluation 1 - Quality Management

I. Student identification

Name of Student: CRISTIAN MANSILLA SILVA / 12.308.234 - 6

Course: PAC

Name of Instructor: Marcelo Silva Ibarra

General instructions
The test consists of 3 parts, with a total of 86 points, with a level of demand of 60%, therefore,
with 51.6 points you have a 4.0.

II. True or False ( 26 points, 2 points each statement)

Indicate which of the following items are true or false. True is understood as those statements
that from the point of view of quality management are valid under any circumstances.
Statements that from a quality management point of view are incomplete, ambiguous or do not
represent reality are considered false. The statements that you consider to be false must be
justified.

1 V Productivity is a mathematical relationship that defines how many products the organization
generates for each productive factor.

2 V ISO 9001:2015 is based on quality principles, including process management and risk-based
approach.

3 V The PHVA cycle (plan, do, assess and act) is very useful for structuring and executing quality
and productivity improvement projects at any hierarchical level in an organization.

4 F An example of quality costs is effective guarantees, and an example of non-quality costs is

supplier selection and evaluation.

5 V A process is a set of mutually related or interacting objectives and policies that transform
 inputs into outputs.

6 V The cost of quality is the cost incurred to help the employee get the job done right every time
and the cost of determining whether the output is acceptable, plus any costs incurred by the
company and the customer because the output did not meet customer specifications.

7 V Continuous improvement is based on teamwork, leadership, process optimization and

commitment to quality, service and productivity.

8 F In a quality management system, from the perspective of people, the processes are executed
by a group of people led and coordinated by executives capable of building a common vision
of the processes, in this sense, the changes of the processes are individual, as well as the
motivation and commitment of each member of the organization.

9 V Quality and productivity are key components of competitiveness. It allows us to generate

better products and services at better costs. This allows our customers to access a higher
value product/service. Therefore, our position improves with respect to our competitors.

10 V One definition of productive factor is "all inputs and services necessary for the generation of
other goods and services".

11 V Motorola's experience shows that if a company focuses exclusively on quality it can lead to
financial problems.

12 F It is possible to develop an activity with only one productive factor, let's say labor, an example
of this is the free exercise professions such as architects or technical draftsmen.

13 F Quality is the totality of features and characteristics of a product or service that relate to its
technical specifications.

II. Development questions ( 10 points each)

1.-What are non-quality costs, describe and exemplify

In an armchair covers company, a production order is generated for the following products:

- 1 1-body sleeve, navy blue.

- 1 3-body cover, navy blue.

Those that must be sent by delivery to an address located in another commune, at the time of
delivery the order is reviewed, realizing the customer that does not correspond to what was
requested, see detail:

- 1 cover of 2 bodies, navy blue.

- 1 3-body cover, navy blue.

There was an error in the shipment of the products, so they must be returned to the supplier,
which implies a new cost for the next day's shipment.

This external failure generates an additional cost for the product to the company and a loss of
customer confidence for future purchases.
 2.- Describe through a diagram the PHVA Cycle.

PLAN
1 DEFINE AND ANALYZE THE PROBLEM
2 SEARCH FOR ALL POSSIBLE CAUSES
3 INVESTIGATE WHAT IS THE MOST
IMPORTANT CAUSE
IMPORTANT
4 CONSIDER REMEDIAL MEASURES

ACT MAKE
7 PREVENT RECURRENCE 5 PUT INTO PRACTICE THE
CYCLE
OF THE PROBLEM REMEDIAL MEASURES
PHVA
8 CONCLUSION

VERIFY
6 VERIFY DATA AND
RESULTS

III. Case (40 points)

San Pablo Materials
Materiales San Pablo produces and markets concrete reinforcement and reinforcements, its
markets are Chile, Argentina, Peru and recently Bolivia. A week ago I received a notification
from a customer in Peru (a large local chain) who complained because some materials did not
correspond to the technical specifications of the product, products that cannot be sold properly.
In particular, the products are electrowelded meshes of 4.2mm thickness, and 2.6m by 5m,
where the thickness of the material varies between 4.1mm and 4.4mm.

The internal investigation, conducted by the company's quality manager, has led to the
determination that the materials used for the construction of the screens come from two
suppliers, a national and a Chinese supplier.

The national supplier does not have a traceability system that allows them to establish the origin
of the failures, therefore, they cannot act satisfactorily to correct the problem because they
effectively do not know where it originates, as soon as the Chinese supplier indicates if there is
nonconforming material this must be shipped to China, once it arrives in Shanghai, they can
return the purchase money and the cost of the shipment, estimated time of the operation 3
months.

Meanwhile, at Materiales San Pablo, the production manager met with the quality manager to
establish corrective measures to overcome this problem over time, since no one is willing to
allow it to happen again. The company had to send another shipment to Peru at its own expense
in order not to lose the customer.

The production manager assumed that the materials were in usable condition, but what
happened was a surprise. The production process for this product went smoothly and as
planned. The audit of the quality assurance systems records showed no "problems" in the
processes.

Answer the following questions

Describe the service or product with quality failure

- Meshes of variable thickness between 4.1 mm and 4.4 mm x 2.6 m x 5 m

What flaws does the company have in its quality system?

There are two possible failures:

- Requesting materials from your suppliers with deficient specifications.

- Inspect that materials are in accordance with final product specifications before sending to
production.

What quality costs is the company not incurring?

The company is not incurring the following quality costs:

Prevention Costs
 - Process control
- Inspection planning
- Supplier selection and evaluation.

Evaluation Costs
- Inspection of materials upon receipt.
- In-process inspection and testing.
- Final inspection.
- Product quality audit (certificates).
- Special tests (destructive tests)
- Maintenance of inspection equipment.

What are the company's non-quality costs?

The company has the following non-quality costs:

External
- Rejection of the product.
- Payment of Guarantees (Cancellation of purchase order and return of advance payment).
- Product recalls.
- Development of a new product.
- Management time.
- Loss of contracts.
- Loss of customers.
- Loss of images.

In general terms, what do you propose to the company to improve its current
situation?
The following is suggested to the company:

- Review your purchase order processes so that the inputs meet the technical specifications of
the final product.
- Inspect upon receipt of materials and generate a compliance checklist of the materials before
they go to the production plant.
- In the production process, inspect that the manufacturing stages of the product are carried out
step by step up to a final inspection that gives the product a clean bill of health.