Essay on Ethics: Process Capability and Project Green...

Process Control at Polaroid Professor Rupesh Kumar Pati Pof. Anand G By Abhishek Ojha (EPGP - 04B - 003) Saurabh Kumar Singh (EPGP 04B - 102) Toban Varghese (EPGP 04B 116) Contents TOC o 1-3 h z u HYPERLINK l _Toc339873884 Polaroid Background PAGEREF _Toc339873884 h 2 HYPERLINK l _Toc339873885 Issues before the Project Green Light PAGEREF _Toc339873885 h 3 HYPERLINK l _Toc339873886 Project Green Light PAGEREF _Toc339873886 h 4 HYPERLINK l _Toc339873887 Control Chart Selection PAGEREF _Toc339873887 h 5 HYPERLINK l _Toc339873888 Ishikawa Diagram to show efficacy of Greenlight Project PAGEREF _Toc339873888 h 12 HYPERLINK l _Toc339873889 Recommendations to further enhance quality. PAGEREF _Toc339873889 h 13 HYPERLINK l _Toc339873890 Attachments PAGEREF _Toc339873890 h 14 Polaroid Background Polaroids main line of business was instant photography. Edwin H. Land, Polaroids founder revolutionized photographic industry in 1948 with development of Polaroid camera. Since then, Polaroid had led the instant photography market. By mid-1970s, it offered two basic types of instant films viz. Peel Apart Integral. Peel-apart film was based on older technology where user physically pulled the film from the camera, and then after a brief period, peeled apart the two sides of the film envelope to obtain the finished photograph. In integral film customers inserted a plastic cartridge containing ten frames. Top cover sheet was automatically ejected from the camera. By the mid-1980s most consumer instant film was integral. So there was a high demand for integral films. Due to large production of the films care was taken to meet the quality standards. Issues before the Project Green Light Some of the shortcomings before the introduction of Project Green Line ( Endeavour to enhance quality in the product) are Quality Control (QC) department at Polaroid had final responsibility of release of films to the market. Process engineers at Polaroid were responsible for materials while mechanical engineers were responsible for the equipments. Because no one was responsible for the overall process of production, when defects were discovered much time was lost in blaming materials or machines. The overall cost of defective products crossed more than 2M. Each machinery ran on different parameters hence each reacted uniquely to new parts, each ran at slightly different speed and each put products with different level of variations. These situations gave rise to low quality products. QC used only perfect cameras for testing while most of the customers had imperfect cameras. Hence QC was easily missing those issues where which were related to films and imperfect cameras. Some people thought that QC was not testing issues which customers do encounter. Sampling process was imprecise and often inaccurate. Act of testing was itself increasing the defect rate as whenever QC auditors found a defective sample in a lot, they tested the larger sample from that lot and next lot. Project Green Light Green Light, came from Murrays original idea of having a light over the machines that would be green when they were running on target. As a part of green light it was needed to implement operator based statistical process control. The final plan consisted of three key elements. First, Statistical process control principles would be adopted, as the processes in control and capable of producing within specification would produce more with consistent quality. Second, production operators would be given the process control tools that the process engineering technicians has been using, and in conjugation with sampling would be expected to make deposition decision themselves. Third quality control auditors would concentrate on training operators and operationalizing specification one new products. There were two important aspects of the project which the project promoters had to sell to the higher management Cost saving could be achieved through reduced

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