Part A. Scattergram Exercise:
Draw a scatter diagram showing the relationship between processing speed and defects. What conclusions can you derive from the diagram?
Figure 1: Scatterplot
Figure 1 shows the scatter plot of units processed per hour against the average number of defects. The relationship between units processed per hour and the average number of defects is not linear at the initial stages. It shows a decreasing trend. At this point the graph has a negative correlation. The graph shows that as the number of units processed per hour falls, the average number of defect increases. However, the trend changes after some time demonstrating that the relationship is linear. At this point the graph shows an increasing trend. At this point, the graph has a positive correlation. As the number of units processed per hour increases, so is the number of defects. The correlation coefficient is 0.72 indicating that there is no strong correlation between the number of units processed per hour and the average number of defects. A positive correlation shows a direct variation; that is to say that as units processed per hour increased the average number of defects also increases. The line of best fit indicates direct proportionality, as unit processed per hour is increasing the corresponding average amount of defects increase.
Part B. Office Move: Cause and Effect (Fishbone) Diagram Exercise
You are in charge of managing a project to relocate an office from one building to another. The new building is located three kilometers from the old one. Your job is:• to schedule the move• to make sure the old building is prepared for the move (e.g., to reserve use of elevators)• to make sure the new building is prepared for the move (e.g., to reserve use of elevators)• to make sure all employees are aware of their responsibilities to help the move to go well• to handle all the financial arrangements associated with the move• to handle all contractual arrangements associated with the move• to arrange for the moving company to pack, transport, and unpack the furnishings being moved.Using the information supplied here, create a cause-and-effect diagram that describes the move effort.
The fish-bone diagram shows the cause and effect of moving an office. As a manager I need to consider some issues such as transport, people, old building preparations, contractual arrangements, financial arrangements, and new building preparations as the main causes. Transport plays a significant role in accessing the premise, transporting goods and services. People will play an indispensable role in packaging and arranging furniture, computers, and photocopiers. Every employee will be entitled to some duties to ensure less time is spent when moving. I will come up with a duty route to show where everyone’s input will be needed. However, some may be reluctant to move to the new office. Old office preparations will include elevator reservation, packaging, office items, repairing broken items, and labelling furniture for the new office. The furniture will be painted if necessary to match the color with the new office. Staff will also packaging their personal property and assist in emptying the old office. As a manager, since we are moving to a new office, contractual arrangements need to be updated. The agreements need to contain the new office address. Moreover, we need to sign an agreement with the firm to move the furniture and all office items. Lease and property and licenses will be renewed and updated to capture new address. Financial management will be critical in moving the office. I will have to pay rental deposits for the new office, pay some personal costs, transport costs, updating stationery also need to be taken into consideration. In addition, the new building preparations will need to be met to ensure swift movement and less time delay. Preparations such as reserving an elevator, locating self-work stations, locating computers and telephones, refurbishment, and layout of printers, faxes, and photocopiers will need to be cleared before the office items arrive in the new office.
Transport: Access to New Premise
Transport of goods and services
People: Defining roles of every employee
Duty rota
Resistance
Training
Old Building Preparations: Elevator reservation
Repair broken furniture
Packaging
Labelling Furniture
Contractual Agreements: Update Insurance
Update or Renew Service Agreements
Moving Services
Lease and Property
License
Financial Arrangements: Rental Deposits
Updating and fixing stationery
Personal costs
Rates and service charges
Cost of Transport
New Building Preparations: Location of Workstation
Refurbishment
Elevator Reservation
Layout of Printers, Faxes, and Photocopiers
