Process to create an effective process and associated quality control policy (QCP) for that process

1. Determine what level of performance (actual product) is currently achieved relative to expected (correct product, specification and/or DPMO) and the degree to which the process addresses those expectations. What does the current level of performance cost them in lost revenue, rework, inspection, and/or additional costs relative to possible/desirable outputs? E&L CH 6-9

The correct product is a hiring process able to complete the task of placement for willing and able potential new hires within 15 days, at less than $1000 dollars for each hire. On average, post-treatment, the company places people within 20.03 days and it costs $1230.44 per hire. We determined that costs are 23.04% over and the time to place is 33.53% longer. Total duration time doesn’t factor completely into labor cost, but a lower duration time may impact labor costs. However, by producing the correct product cost spent on hiring would see a reduction of 20.03%.

Implementation of a new process that measures number of employees pre/ post treatment gives the company a way to analyze what’s spent on extra personnel due to longer times.

2. Based on Critical to Quality (E&L CH7) elements of the product, develop a set of primary controls, assessment and/or process changes you think would achieve expected performance and an over arching, general statement of the purpose for each of the various control methods and process changes you propose. E&L CH 6-9

The production process: managers request a new hire, request in TRS are sent to the appropriate distribution channels for further exposure ( advertising), applicants are screened to narrow down to an interview group, interview happens, new hire selected and revives job offer.

Step 1: This step is required because managers have to request the new hire to start the process. To increase performance, I would recommend further supervision of the request forms seeing as request error rate influences the overall performance of the process.

Step 2: This steps also required because, it’s how they acquire the new talent/new hires. There was no observed ineffectiveness in this process other than amount of misfit hires. In order to increase performance in this step there needs to be a new process that measures the effectiveness of advertising. The effectiveness can be determined by measuring the number of employees hired with advertising versus how many failed to fit the position and using a P-chart for comparison.

Step 3: This step is required since it aids in reduction of total time , as this helps reduce the total time needed for each hire and get down to a more manageable number of potential hires. Measuring the time this takes or its effectiveness is less important, and thus, we will not measure this step.

Step 4: this step is required to understand the potential new hires skill set. It is important to find a measure of success in producing the correct fit for the job. I would recommend a new process in which the employees tested using McKenzie’s cognitive test. This test would give a better idea of the proportion of successful new hires and would be displayed on an X chart.

Step 5: this is the final required step in the process of hiring an employee. This step is measured using complaint rate and the number hired and should continue to be used as a measurement. This is also crucial to setting up NPV and ensuring that the correct product is being produced.

3. Referencing the production process that you designed, how good does this production process have to be to satisfy customers (Cp and DPMO)? From number five above, where will you set the control limits for those steps that you are using SPC? Will you use the standard +/- 3 standard deviations, more than 3, or less than 3? E&L CH 6-9

In this process customers are considered the managers and production process performance is the key indicator of employee effectiveness. By lowering the standard deviations of the process the outcome would be a higher rate of new hires that fit the position. Both type one and type 2 errors are costly to the company and due to production yield being low it is recommended you measure every higher. Reducing the cost of measurement would result in increased profit for the company as well. It is important to know however that It is difficult to determine which error is more expensive for the company. This is due to the fact that we are unable to determine how much revenue each employee is bringing in. Furthermore, the probability index was found to be 80.48, which is the ratio of payoff to investment for this project, which can be compared to other projects to determine amount of value created per unit of investment.

Below is a list of data that is recommended for further analysis.

Actual touch time

· (8) Keep this measurement, it impacts NPV due to labor cost

· (9) Measured by tracking actual work time per hire.

· (10) Measurement taken where hiring process is being worked on.

· (11) Needs to be measured for each new hire when hiring process is underway/being worked on. Record will be kept throughout the process and summarized upon completion..

· (12) The HR employee working on the case.

· (13) This should be measured for all hires, it is integral to the NPV. This should be done if it is determined to be cheaper and easy to implement.

· (14) This should be done each time the employee is working on a case and for each new case done after as well.

· (16) Data should be displayed with an X chart.

· (17) HR department needs access to the data to determine how much time is spent per candidate, and the various levels of management.

Complaints

· (8) Keep this measurement, it impacts production of the correct product due to failed positional fit.

· (9) Measured by tracking number of complaints submitted by management per failed positional fit.

· (10) Measurement taken where the employee fails to meet the position.

· (11) Measurement taken after process reaches completion, since employee will have failed to fit the position post hired date.

· (12) The manager should keep record of the complaints when an employee lacks positional fit.

· (13) All data is needed, it is essential to analyze the correct product. This should be done if inexpensive and easy to implement.

· (14) This is required every time an employee fails to meet the positional fit.

· (16) This should be displayed using a P-chart.

· (17) The HR department and management at all levels need access to this data to determine proportion of employees that failed to fit the position.

Cost of training

· (8) Keep this measurement, allows us to analyze how much each complaint costs and if you should retrain or hire a new employee

· (9) Keep record of the cost of retraining employees due to misfit. We use this measurement and total complaints to calculate cost per complaint.

· (10) Measurement is taken based on where employee is trained

· (11) Measurement is taken at the end of training or when the employee is determined to be positionally fit.

· (12) Measurement taken by HR employees who oversee training costs.

· (13) All data is necessary, it impacts the NPV. This should be done if cheap and easy to implement.

· (14) Needs to be done every time an employee reaches completion of their training.

· (16) This should be displayed using an X chart.

· (17) The HR department and management at all levels should have access to this data as it helps determine how much is spent on training.

Total number hired

· (8) Keep this measurement as it directly impacts NPV

· (9) Measurement taken by tracking the total number of hired employees each day.

· (10) Measurement taken at the point when a potential new hire becomes an employee

· (11) Measurement taken at the end of the hiring process when an employee is hired..

· (12) Measurement taken by HR employees who finalize the hiring process.

· (13) Measurement taken for each hire, this impacts the NPV. This should be done if inexpensive and easy to implement.

· (14) Required after each time a new employee is hired.

· (16) This should be graphed using histograms.

· (17) The HR department and management at all levels should have access to this data as it helps determine the total number of employees hired.

Total Duration

· (8) Keep this Measurement, it’s directly associated with production of the correct product

· (9) Measurement taken by recording time between request submission and hire completion.

· (10) Keep record on the portfolio for each hire.

· (11) Measurement taken at the beginning and end of the process, the days between are our duration.

· (12) The total duration time Measurement taken by HR employees who receive and file hires.

· (13) Measurement taken for each hire, impacts the correct product. This should be done if inexpensive and easy to implement.

· (14) This is required twice for each new employee hiring process.

· (16) This should be displayed using an X chart.

· (17) The HR department and management at all levels should have access to this data as it helps determine how long they are spending on hiring each employee from request to hire.

Errors on Request

· (8) Keep this Measurement the error rate is a lagging indicator and shows the correct description is used for each job position.

· (9) Measurement taken by tracking total number of errors per request form. The error rate is calculated using the number of errors and dividing them by number of opportunities.

· (10) Keep record on each field with an error.

· (11) Measurement taken before the request is placed in the proper distribution channels.

· (12) This should be done by employees who monitor requests or by an automated system..

· (13) keep all data if inexpensive and easy to implement.

· (14) Measurement taken once per request form.

· (16) This should be displayed using a U-chart.

· (17) The HR department and management at all levels should have access to this data as it helps determine the error rate and help improve the request form.

Number of employees hired per advertisement

· (8) Keep this Measurement, can use to determine the value of each advertisement/cost to advertise per employee

· (9) Measurement taken by tracking how each employee found out about the job and keeping records for each given advertisement. Cost per advertisement helps determine cost to attract each new hire.

· (10) Measurement taken at the end of hiring process.

· (12) This should be done by employees who are in charge of finalizing the hire process.

· (13) Since there’s a lower production yield and high cost of failure, record data per employee hired. This should be done if inexpensive and easy to implement.

· (14) Required each time a new employee is hired.

· (16) This should be displayed using a P-chart

· (17) The HR department and management at all levels, and marketing team should have access to this data as it helps determine how many employees each advertisement brings in.

These are very useful measurements and we recommend they be concluded to analyze NPV of the hiring process/correct product.

4. Determine how managers and process operators should react to the data generated from each of the measures. E&L CH 1-13

Since it’s an HR process, priority is not shutting down. Instead the process looks for causal variation that impacts the process going forward. We recommend managers and operators analyze the data, checking for variations that can be improved for higher efficiency and cost effectiveness. When issues are identified in the hiring process, they should respond rapidly to prevent impacting the production of the correct product and NPV.

5. Determine how the effectiveness of the QCP should be determined E&L CH 8 Metrology pp383-391

To ensure the control process is working to expectations there will be 3 layers of control. The three layers are as follows the production process the control process for production and the control process for the control processes. This control can be accomplished by having operators developing an analysis for the production process. In addition operators would also implement random quality control checks. It is important these checks be randomized in order to have little external influence on the process itself. It is also important to include lagging indicators to get a better overview of what the process looks like. Examples of lagging indicators to include are total errors, the hire the errors, the more complaints and hires that will occur and vice versa.

6. Conduct a cost to benefit analysis to ensure that the NPV/IRR/Pay Back Period of your proposed quality control process and/or process improvement is positive. In addition, conduct a sensitivity analysis that demonstrates breakeven and the range of possible results depending on variation of input variables.

a. This can be found on the NPV analysis spreadsheet.

The NPV analysis would have proven that our previous NPV was correct and that this process was indeed profitable to implement. This was most likely done as a means of checking a proposed NPV. With an probability index of 80.48, 0% probability that the NPV will be equal to 0, and being 95% confident that we will make $9,878,536,346.43 or more, this process was very successful. That said, the data presented did not take into account all six stakeholders into its analysis, and thus, a more complete NPV would be beneficial.