Table of Contents

Part 1. Introduction ...............................................................................................

2
Part 2. Customer Satisfaction ..............................................................................
4
2.1 Stakeholder Analysis .............................................................................
4
2.2 Capturing Customer Needs ...................................................................
5

2.3

Customer

Needs

Analysis

(Kano

Analysis) ......................................... 8
Part 3. Design Requirements ..............................................................................
13
3.1 Translating Customer Needs into Design Requirements (QFD) .......
13
3.2 Design Risk Analysis (Failure Mode and Effect Analysis) ................
15
Part 4. Supplier Selection and Evaluation .........................................................
17
4.1 Identifying Components ......................................................................
17
4.2 Developing Supplier Selection Criteria ...............................................
17
4.3 Constructing and Using a Supplier Selection System ......................
17
4.4 Supplier Evaluation Report ..................................................................
19
Part 5. Statistical Process Control (SPC) .............................................................
20
1

5.1 Identifying Processes ..........................................................................

20
5.2 Monitoring Processes using SPC Charts ...........................................
22
5.3 Constructing and Using a SPC Chart .................................................
25
Part 6. Problem Solving ...................................................................................
27
6.1 Identifying Problems and Problem Solving Tools .............................
27
6.2 Constructing and Using Problem Solving Tools ................................
28
References

...........................................................................................................

32

Part 1: Introduction
This assignment will be specifically focused on a flight simulator as a product. The
simulator will be operated as a training device in the aviation industry as well as an
entertainment product (flight experience) for general public on a commercial level.
A flight simulator is a system that replicates the experience of piloting an aircraft in
the most accurate and realistic way as possible. It is an identical copy of the real
size cockpit stablished on a hydraulic platform which faithfully reproduces the
commands and controls of an aircraft, including take-off and landing in multiple
airports and meteorology.
The simulator is connected to a computer which keeps all parameters described
above. The cockpit has a screen that displays everything what is happening
around and a system control program that generates the most diverse conditions
and even special situations. Through the screen, the pilot can see virtual images
corresponding to the pre-planned scenarios in the simulator session.
Flight simulators are mainly used worldwide for the training of pilots in the aviation
industry. In our particular case, we will focus on the flight simulator as a key tool for
the training of airplane pilots but also we will add the concept of flight simulator as
a package of entertainment for general public in order to provide customers a total
immersion experience as close as possible to fly in real time.
There are different types of simulators. Simulators used for training commercial
pilots have a higher level of realism and the only difference they have with the
cockpit of a real airplane is that the simulator does not have an oxygen supply
system. They also require official approval of the competent authority for the
training of flight crews. (Actualidad.rt.com)
Our simulator will be based on the Boeing 737, the biggest selling jet airliner ever
built.
3

Key Features (Flight Experience.com)

100% scale, fully enclosed cockpit

Fully functional aircraft panels, systems, avionics and controls including glass cockpit
instrument displays

Highly realistic flight model and flight controls

Motorised throttle quadrant including auto-throttle, speedbrake lever and trim

wheels

Surround stereo sound system with seat shakers including realistic sounds and
vibrations

180 curved screen High Definition Visual System

Global scenery and navigation database including over 24,000 airports and cities
globally

Two seats including 3-point seat harnesses for Pilot Seats

Touch-screen Instructors Station with extensive features

Though there are many variant of this simulator, the features listed above are the
same for each and every instance. See the appearance of the simulator in Figure
1 below:

Figure 1 Flight Simulator Appearance (Flight Experience Sydneys website 2016)

Part 2: Customer Satisfaction

2.1. Stakeholder Analysis
At professional level, the simulator will be used in universities, flight schools and
airlines as a basic training tool for learning their students aspiring to become pilots.
On a commercial level, the simulator will be marketed as a product of
entertainment through a physical store where customers can enjoy flying
experiences in command of our simulator that will make them feel like real pilots.
Therefore, we will need a factory where to manufacture the simulator as well as a
shop where to sell our simulator as a flight experience package. The following
table shows both internal and external stakeholders of our simulator.

Stakeholder
Internal
Executive Team

Responsabilities & Expectations

Engineering Department

Simulation Technologies Team

Flight Operations & Training Team

Provide values, quality objectives and

policies.
Develop the Actions, Strategies and Costs
Plan.
People leadership and management.
Resources management.
Inspection and quality control.
Reduce time and costs along the simulator
manufacturing process.
Analyse designs and operations in
software.
Maintenance and operations of the
simulator.
Inspecting and testing technicians in
commissioning of the simulator.
Test and verify the reliability and safety
standards required for the simulator.
Make sure all is working properly
according to the aviation regulation.
Cover the recruitment and training of new
and existing staff, developing training
programs.
Follow up and update the flight operations


Maintenance & Support Team

Marketing & Communications Area

Store Manager

Store staff: sales assistants and

instructors

External
Universities, Flight Schools & Airlines

Clients

Competitors

and training manuals and standards.

Oversee the certification process of the
simulator by the aviation authorities.
Solve technical issues within 24h.
Reduce the number of incidents and
support tickets related to the simulator
from the users and shop.
Create and perform the Marketing Plan:
offline and online actions.
Boost the traffic to the store as well as the
reputation in the market.
Get agreements with partnerships to
multiple the business impact.
Increase the sales and revenue by 30%
every year.
In charge of the general operations of the
store, making sure it runs smoothly, cleanly
and meets any budget or sales goals.
Plan and promote the daily schedule of
employees.
Create and maintain budgets and
coordinate with and report to senior
management in the company.
Provide a memorable and superior
experience to clients and exceed their
expectations.
Be involved and upsell.
Maintain the store and simulator in top
operating.
High return on investment.
Reliable and quality product,
with the minimum possible number of
incidents.
Effective communication channels for
users enquiries.
Excellent after-sale technical support.
Long warranty period.
They expect the money invested in the
experience worth.
They have to be totally satisfied and feel
like real pilots.
Decrease market dominance without
providing extra values and special
configurations of the simulator to keep our
audience far from them.

Aviation Regulatory Agencies &

Quality Certifications

No creative ideas or innovation to reduce

the competitive advantage.
Not to be the first in the market launching
any upgrade of the simulator to not have
exclusivity.
Comply with specific regulations on time.
Update regularly the quality requirements
necessary for certification approval easily
and fast.

Table 1 Stakeholder Analysis

2.2. Capturing the Customer Needs

Know the customer needs is the first step so these get satisfied why we must be
well informed about these needs. The customer is the most important part of the
production chain so we have to listen them. Therefore, we will use the following
methods to capture their feedback about what they need and how we can offer this
to them:
-

Surveys
Customer Interviews
Focus groups
Testimonials
Market trend analysis
Competition

Surveys
The surveys provide interesting information about our target and product to help us
to determine our behaviour and to establish positive relationships with the
customer. We need to know the feedback of our customers about our product as
we value what they think. In this way they will also create a confidence level
toward us.

Depending on the goal, we will formulate the questions in one way or another.
Accordingly, we will obtain more detailed product information (for example, how
satisfied or dissatisfied they are with our simulator, if they would recommend it to
another friend or colleague, how they would rate the quality of the simulator, etc.)
or more generic about our business needs (like if they have previously had a
similar experience, how much they would pay for that, if they would give it as a
gift...).
In our case, we will launch a survey by personalized email using a simple online
form easy to reply to our existing customers in order to know their overall
satisfaction with our product and customer service as well as support service in
general. The results will be key to observe if we are on the right way or instead we
must change the way we work, modify our behaviour based on these results, meet
new needs, etc.
Customer Interviews
Customer interview is one of the tools most common and useful in obtaining or
verify the information we are interested in quantitative measurement. They provide
an opportunity to get in-depth information from customer. (NPD-Solutions.com)
The interview consists of a battery of questions the interviewer asks in writing, by
phone or in person the interviewee. There are different types of interviews
(informal in-depth...). Depending on the purpose, it will be held one-to-one or
group interview.
The interviewer plays the main role at this stage. He must perform a previous
research on the interviewer and write a script of questions with a list of alternative
issues that may arise during the interview. Another important aspect to consider is
the preparation process. First, we must investigate the situation and then identify
respondents (one-by-one or group interview). Having decided this, prepare the aim
and content and plan the place and time.

During the interview, the interviewer should show objectively and impartially and
ensure that the interviewer is answering the questions directly without diverting
attention to other matters. After the interview, the interview notes and any
recordings will need to be summarized and distilled into a set of distinct customer
needs. (NPD-Solutions.com)
Focus groups
A focus group is a qualitative research tool based on a face to face meeting with a
previously selected sample of customers who share their ideas about their needs
and perspectives on a particular subject. This is a group experience where
participants explain not only what they think about the product but also how and
why they think that way, trying to seek improvements. It's a great way to hear
feedback from our customers first hand.
The group should be small -usually is composed between 5 and 10 people(Goldman AE & Mac Donald SS, 1987) so that everyone has the opportunity to
share their ideas and the interaction flows and has diversity of arguments.
It is essential to define the objectives before carrying out this method. Participants
must feel involved and provide quantitative data in detail to deepen and reach a
conclusion as accurate as possible.
Testimonials
Statements from customers as a sample of that our product is robust and reliable
is another measuring technique very effective to give us an idea about what our
customers think about us. However asking for a testimonial can be tough but is not
wrong, so we will try to get testimonials from our customers as soon as possible.
(Meylah Blog.com)

On the other hand, social media play a significant role in this field as well.
Today many companies are using these social networks to study the behaviour of
customers. Thus reviews on Facebook and YouTube, LinkedIn recommendations
and local search directories can be a great source of feedback from our
customers. If the comments are positive, it means we are in the right way and we
can be proud of our work. If instead they are negative, we need to assess case by
case, analyse our weaknesses and elaborate a new actions plan.
Market trend analysis
Know market needs is to know what to sell. The ability to grow and expand in the
labour market depends on the quality of our product and the level of satisfaction
that we offer to the needs of our customers.
To provide a quality product that meets satisfactorily the needs of our customers
we must analyse the market situation in the sector where we are (in our case,
aviation). To do this, we will collect all the information already published about it
from institutions, associations, magazines, universities and related organizations.
Basically the most helpful information for our interest is (Carlos Jimnez, 2014):

Market demand
Companies and customers profile
Predicting market in the future
Historical data from market performance
Price history

Similarly, we will conduct an analysis of competition through the following actions:

Visit their websites and social networks

Analysis of the market leaders
Reports and profile company
Site plan of competition and range
Anlisis comparativo de fortalezas y debilidades.
Comparative analysis of strengths and weaknesses

Competition
10

Get feedback from the customers of our competition is a great way to learn about
our competitors and what our potential customers like about them. As Meylah
Blog.com explains, experience is the best way to fine tune the way you capture
customer feedback, so don't worry about the way you do it as long as you do it.
We need to know the power of existing competitors and threats both potential
competition as substitutes. We must avoid creating an exact copy of what the
competition, however, we must always be alert and informed of their activities.
Sometimes we can even be influenced by their actions and inspirations which we
can replicate adapting them to our product. Innovate is to advance. The novelty in
our product means progress. Changes generate greater interest and usually bring
new customers.
2.3. Customer Needs Analysis (Kano Analysis)
The method chosen to capture customer needs has been the survey. For that, we
have carried out a plan of actions based on the following steps (Moreno
Research.com):
1.
2.
3.
4.
5.
6.

Set up the objectives of the survey

Determination of the universe to study
Design of the questionnaire
Launch the survey
Analysis and interpret the results
Action plan

Step 1. Set up the objectives of the survey

The objectives of this particular survey are listed below:

Know the level of customer satisfaction

Understand their needs
11

Get the information necessary to keep them satisfied

Detect specific areas of improvement
Understanding the factors that strengthen customer relationships
More specific objectives: Understand the expectations of customers, whether
they would recommend the product or service, know the strengths and
weaknesses and get descriptive information that allows segmenting
customers.

Step 2. Determination of the universe to study

The survey has been carried out between our customers. We have chosen a list of
50 existing clients categorized into two segments:
-

Those have been working with our simulator as a training product for +1

year.
Those have enjoyed our simulator as an entertainment product at less twice
in the past year.

Step 3. Design of the questionnaire

The questionnaire will require the participant to score the significance of each
simulator aspects from 1 to 5 (1 being least significant and 5 being most
significant).
The questionnaire will appear as in Table 2 on the following page:

Please complete the questionnaire below by scoring the Significance of each aspect
from 1-5 simulator as described by the proceeding scale:
1
Not

2
Somewhat

3
Somewh

4
Significa

5
Very

Significa

Insignifica

at

nt

Significa

12

nt

nt

Significa

nt

nt

Aspect
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19

Scor
e
[1-5]

Complete packaging of all

required wire ring looms
Adjustable Positioning
Powder Coated Finish
Scale Sizing and Fit
USB Plug and Play
FDS-AN1 Annunciator
Integrated Backlighting
Precision Laser Cut Materials
Quality Approval Certificates
Professionally Engineered
Powder Coat Finish for Long
Lasting Use
Includes All Mounting
Hardware
Hardware
Computer Matched Paint
Software manual
Software updates
Easy Maintenance
Operations
Support enquiries 24x7
Real Time Support

20 Simulator Air Condition

Automatic slave motor for
21
throttle quadrant
22 6 LCD screens
23 2 seats
Hydraulically run vibration
24
modules
25 Perspex windshield
Table 2 Questionnaire

We applied the questions and scoring for the simulator product with 250 clients.
We identified MUSTs, WANTs and EXTRAs based on the scoring table.
13

Once results have been collected from all respondents (97 in total), each
attributes score will be summed to provide a cumulative score which will be
categorised into customer musts, wants and extras as per the criteria described in
Table 3 below:

Cumulative
Score

MUSTs

WANTs

EXTRAs

> 370

270 - 370

< 270

Table 3 Category Criteria

Step 4. Launch the survey

The survey will be spread by personalized email through an online surveys
platform according to the scale and style of questionnaire as described previously.
Step 5. Analysis and interpret the results
The results of the survey are shown in Table 4 on the following page:

14

Cumulat
Average
ive
Score
Score

Aspect

Complete packaging of all required

wire ring looms
Adjustable Positioning

Powder Coated Finish

203

2.1

Scale Sizing and Fit

398

4.1

USB Plug and Play

408

4.2

FDS-AN1 Annunciator

349

3.6

Integrated Backlighting

358

3.7

Precision Laser Cut Materials

407

4.2

Quality Approval Certificates

398

4.1

Professionally Engineered

417

4.3

269

2.8

401

4.1

10

417

4.3

310

3.2

12

Powder Coat Finish for Long Lasting

Use
Includes All Mounting Hardware

13

Hardware

401

4.1

14

Computer Matched Paint

339

3.5

15

Software manual

378

3.9

16

Software updates

300

3.1

17

Easy Maintenance Operations

378

3.9

18

Support enquiries 24x7

301

3.1

19

Real Time Support

242

2.5

20

Simulator Air Condition

368

3.8

21

Automatic slave motor for throttle

quadrant

281

2.9

22

6 LCD screens

349

3.6

23

2 seats

329

3.4

24

Hydraulically run vibration modules

232

2.4

25

Perspex windshield

203

2.1

11

Table 4 Survey Questionnaire Results

15

16
shortcomings.
our strengths, cope to our weaknesses optimistically and remove our
the data, our plan of action after the survey must always be focused on leveraging
increase the current level of satisfaction of our customers. However, regardless of
A careful analysis of the results will help us define an action plan in order to
Step 6. Action plan
Figure 2 Customer Needs results

MUSTs

Complete packaging of all required

wire ring looms
Professionally Engineered
USB Plug and Play
Precision Laser Cut Materials
Includes All Mounting Hardware
Hardware
Scale Sizing and Fit
Quality Approval Certificates
Software manual
Easy Maintenance Operations

WANTs

Simulator Air Condition

Integrated Backlighting
FDS-AN1 Annunciator
6 LCD screens
Computer Matched Paint
2 seats
Adjustable Positioning
Support enquiries 24x7
Software updates
Automatic slave motor for throttle
quadrant

EXTRAs

Powder Coat Finish for Long Lasting

Use
Real Time Support
Hydraulically run vibration modules
Powder Coated Finish
Perspex windshield

categorised as the Figure 2 shown below:

According to the results of the previous questionnaire, the customer needs can be

Part 3: Design Requirements

3.1. Translating Customer Needs into Design Requirements (QFD)
Please see the analysis in Table 5 on the following page:

Musts

Precision Laser Cut Materials

Includes All Mounting
Hardware
Hardware

Automatic slave motor for

throttle quadrant

4.
1
4.
1
4.
1
3.
9
3.
9
3.
8
3.
7
3.
6
3.
6
3.
5
3.
4
3.
2
3.
1
3.
1
2.
9

Powder Coat Finish for Long

Lasting Use

2.
8

Real Time Support

Hydraulically run vibration
modules

2.
5
2.
4

Powder Coated Finish

2.

Scale Sizing and Fit

Quality Approval Certificates
Software manual
Easy Maintenance Operations
Simulator Air Condition
Integrated Backlighting
FDS-AN1 Annunciator

Wants

6 LCD screens
Computer Matched Paint
2 seats
Adjustable Positioning
Support enquiries 24x7

Desirables

Software updates

maintenanceSupport and

10

quality certificatesInsurance and

Thermostat

procedureAssembly

processing unitInternal electronic

USB Plug and Play

10

simulator enginesMovement

4.
3
4.
2
4.
2
4.
1

screensHigh quality TV

Professionally Engineered

softwareWell coded

4.
3

dimensionsCockpit

Complete packaging of all

required wire ring looms

Ergonomic

Customer Needs /
Expectations

RatingImportance

Design Requirements

7
9
6
9
10
8

10
6

10

9
9
8
10

7
10
8

10
10

17

1.5g

36

24

209.
3

33.3

64.4

The results from the above table show that Assemble Procedure, Support and

solve/take care of anyLess than 24h to

4K

66.5

6 Auxiliary inputs

Without bugs

34.2

6
value of $1M & ISO Insurance in the

Table 5 QFD Form

117.5

temperature in 24 CSet up the

153.2

Absolute score (total)

plane Exact reproduction

of the cockpit of a

with disabilitiesTailored to people

Target value

procedure 4 Step assembly

1
2.
1

Perspex windshield

161.9

Maintenance, Ergonomic and Cockpit Dimensions have got highest numbers. It

means that these areas will be the most valued by the customer once we deliver
the simulator.
The total score has been calculated by multiplying each expectation with the
corresponding importance factor for each attribute associated to the design
requirements (from 1 to 10 = from lowest to highest) and summed up to an
absolute value.
3.2. Design Risk Analysis (FMEA)
The following Failure Mode and Effect Analysis Chart (FMEA) is conducted on the
5 highest scoring design requirements using the risk severity.

Part or
function

Assembly

Potential
failure

Order

Maintenance
Ergonomic

Dimensions

Risk
before
Action
taken

of failure

Action to reduce risk

Risk after
action
taken
P

Total failure

Human root

Training

1 4

Delayed

Human cost

Staff investment

0 3

Not
ergonomic
design
Mistaken
measurement

Study human body

1 3

Communication with
aircraft builder

0 3

ion

Not
availabl
Bad design

solution

Muscular
pain

Cockpit

Root Cause

misconcept

procedure
Support and

Effect on
system

Far from reality

dimensio
ns

Reduced space to
operate

18

Risk (expressed in numbers):

R=PxS
Serious to
Minor to
SeriousCriticalSerious
Critical

Well coded
software

Severity (of Effect on the system)

Minor

Bug in the

Malfunctioning

software

Failure debug
processing

16

Multi test t software

3 4

Table 6 Failure Mode and Effect Analysis Chart

Part 4: Supplier Selection and Evaluation

4.1. Identifying the Components, Elements, Parts, etc.
In our particular case we will have different components depending on the usability
of our simulator. Whether we are selling it as a training device or as an
entertainment product.
If it is in the first case (simulator as a training product), the list below shows the
major components which need to be sourced from external suppliers:
-

Flight Management Computer

Overhead panel
Mode control panel
Flight controls
Primary flight displays
Auxiliary power unit
Seats
Throttle quadrant
Avionics pedestal
Computer software

On the other hand, if the simulator is being offered as an entertainment product,

we will need suppliers to get the following items:
-

Set of furniture (to decorate the store)

Computer/s
Uniforms for instructors and sales assistants
Commercial documentation (brochures, flyers, displays)
Merchandising
19

12

4.2. Developing the Supplier Selection Criteria

For this part the component chosen has been the "Computer software". The
criteria to analyse the selection of the suppliers are:
1. Functionalities according to our needs
2. Total cost based on value for money/maintenance
3. Interface and usage of use
4. Installation (time and price)
5. Reliability
6. Location
7. Delivery time
8. Warranty
9. Reputation and reviews of the supplier
10. Customer Service and Technical Support after the sale
4.3. Constructing and Using a Supplier Selection System
The selection process to choose the supplier that best meets our needs is based
on 3 steps:
1. Criteria evaluation: We will value our criteria greater to lesser importance
according to our simulator's requirements. To do this, we will give a score
from 1 to 10 our list of criteria in order of priority, where 1 will represent the
least important criterion and 10 the most important.
2. Suppliers evaluation: After that the list of criteria has been established by
order of priority, the 3 suppliers will be scored based on the level of
satisfaction which offer according to the required criteria. The score ranges
from 1 to 10, where 1 will be the lowest level of satisfaction and 10 the
highest.

3. Weighting: Once the criteria have been evaluated by level of importance

and the suppliers have been scored based on their level of satisfaction
20

according to the required criteria, we will add both scores per each provider.
The highest number obtained from this operation will correspond to the
supplier that meets better our simulators requirements.
To carry out this process we have relied on a table whose results are shown
below:

Selection and
Evaluation
Criteria
Functionalities
according to our
needs
Total cost (value
for
money/maintenan
ce)
Interface and
usage of use
Installation (time
and price)
Reliability
Location
Delivery time
Warranty
Reputation and
reviews of the
supplier
Customer Service
and Technical
Support after the
sale

Importa
nce

Pac Sim

Suppliers
PPO
Engineering
Satisfact
Sum
ion

Satisfact
ion

Su
m

16

17

LM & P Co.
Satisfact
ion

Sum

18

17

16

16

13

14

16

16

14

15

9
4
6
8

7
8
7
6

16
12
13
14

9
7
8
9

18
11
14
17

7
6
9
8

16
10
15
16

12

13

12

15

16

14

Totals

73

144

80

151

76

147

Table 7 Supplier Evaluation Matrix

21

4.4. Conclusion
According to the table 7, PPO Engineering Company has the highest total of 151,
followed by LM & P Co. with 147 points and finally Pac Sim with the lowest sum of
144.
The results of the total sum are too close to determine straightaway the most
suitable supplier for the computer software however an analysis of each criterion
comparing provider by provider will help us to make the decision.
For instance, if we consider the criteria by level of importance, PPO Engineering
got the highest score in the most important required criteria: functionalities and
reliability.
Similarly, the total cost (value for money/maintenance) and the warranty have
been valued as one of the priorities on the required criteria of our simulator and we
can see also PPO Engineering got the largest amount in there. That means they
are cheaper than the others and the warranty conditions meet better our needs.
In contrast, another criterion valued as one of the main priorities was the interface
and usage of use where LM & P Co. had the highest amount before of PPO
Engineering and finally Pac Sim with the lowest sum. Same thing with Customer
Service and Technical support after the sale, however in this case Pac Sim
obtained the record, after that PPO Engineering and lastly LM & P Co.
On the other hand, the delivery time, reputation and reviews of the supplier and
location were evaluated as the less important criteria according our simulators
requirements and curiously the highest score for this factors were given to LM & P
Co. and Pac Sim, except the reputation where PPO Engineering had the top mark.
In conclusion, the sum of points according to level of importance by priorities as
well as the analysis and comparison based on level of satisfaction offered confirm
that PPO Engineering is the most suitable supplier which meets better our
22

requirements. They provide us with the best solution according to our priorities, at
lower cost and higher efficiency in the short-medium-long term.
Part 5: Statistical Process Control
5.1. Identifying the Processes
The following 10 processes contribute to the production of the simulator in no
particular order:
1. Design process: This process includes the analysis of market trends
and ground-breaking technology as well as the activity of the competition in
order to draw a situation plan of the market based in our product. Launch a
product without understanding our competitors is risky.
This phase also develops final drawings for use during manufacture. In our
particular case, it will be carried out the design of the major elements of the
simulator (Luz Adriana Aguirre Bonilla & Janneth Guarnizo Reyes, 2008):
o Structure design
Selection of the cockpit materials
Selection of the type of binding between the simulation cockpit

and the base of the simulator

Cockpit dimensions
Weight of the cockpit components
Modelling of the components of the cockpit

o Hydraulic system design

List of components of the hydraulic system for the simulator
Hydraulic circuit
Hydraulic calculations
Operation of the hydraulic circuit

2. Supplier selection process: The supplier selection process identifies

components which are to be manufactured outside the organisation and
which suppliers will be contracted.
23

3. Execution Planning and Costs Plan: This stage takes into

consideration the plan of the execution (timing and deadlines) and costs
plan estimated to manufacture and commercialize our simulator.
4. Manufacturing process: Responsible of executing the design from the
first phase (design process) through information and technology
interacting with people. In other words, manufacturing is the process of
coordinating personnel, tools and machines to convert resources and
materials into products. Its ultimate goal is to satisfy demand.
5. Software selection and installation: This process is involved in
deciding what software is the most suitable to be integrated in the product.
Once selected, according to the needs and requirements of the product, it
will be carried out its corresponding installation. In our particular situation,
we will focus on the interaction of the simulation software with the
hydraulic system of the simulator.
6. Assembly of the all components: The assembly process involves
consolidating all of the internally manufactured, and supplied components
and systematically assembling the simulator together.
7. Start up: Testing and Feedback: Once the product is ready to go, it is
essential to carry out an internal evaluation of the both technical and
physical aspects of the product in order to make sure and double check all
is working properly. We must subject the product to different situations and
special conditions to avoid unexpected failures or unknown in the future.
It is also important to be critical of our product and listen to the feedback
we get back from other people. This will help with any further product
development.

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8. External Quality Assurance process: This process involves periodic

checking of conformance to all quality assurance measures including
process forms. This process ensures the credibility of all quality measures
as well as making sure that product has been manufactured to its
corresponding specifications.
9. Distribution process: Before the product is launched in the market, it
is necessary to establish the methods and channels to reach customers.
The distribution process determines the type of channel that we will use to
distribute our product and the sales points where we will offer/sell it.
10. Marketing process: This process develops marketing and advertising
strategies to ensure that the simulator has good market exposure and a
better chance of succeeding.
5.2. Monitoring Processes using SPC Charts
Statistical Process Control (SPC) is an analytical decision making tool which
allows you to see when a process is working correctly and when it is not.
Control charts are the basic procedure of the SPC that show the variation in a
measurement during the time period that the process is observed. (Marilyn K. Hart,
Ph.D. & Robert F. Hart, Ph.D.)
SPC charts can be categorised according to the data set in which they use:
attribute data and variable data. Attribute refers a product characteristic that can
be evaluated with a discrete response (for example, good bad; yes no).
Variable is related to a product characteristic that is continuous and can be
measured (for instance, weight length). (John Wiley & Sons, 2006)
Some of the most common SPC control charts which use attribute data are
described below:

P-Chart
25

A P-Chart shows changes in the proportion of defective products, rejects or

unacceptable outcomes. It is an indicator of the consistency and predictability of
the level of defects in the process. (Statit.com) There are only two possible
outcomes: either the product is defective or it is not defective.
A P-Control chart can be used when you have yes/no type data and involves
counts. To use this kind of chart, the counts must also satisfy the following two
conditions (Dr. Bill McNeese, 2005):
1. You are counting n items. A count is the number of items in those n items that fail
to conform to specification.
2. Suppose p is the probability that an item will fail to conform to the

specification. The value of p must be the same for each of the n items in a
single sample.
According to Bill McNeese, if these two conditions are met, the binomial
distribution can be used to estimate the distribution of the counts and the p control
chart can be used.

C-Chart

A C-Chart displays how the number of defects for a process is changing over time.
(Statit.com) The number of defects is collected for the area of opportunity in each
subgroup. The area of opportunity can be either a group of units or just one
individual unit on which defect counts are performed. (Statit.com)
When constructing a C-Chart, it is important that the area of opportunity for a
defect be constant from subgroup to subgroup since the chart shows the total
number of defects. (Statit.com) When the number of items tested within a
subgroup changes, then a U-Chart should be used, since it shows the number of
defects per unit rather than total defects. (Statit.com)

U-Chart

A U-Chart displays how the frequency of defects or nonconformities is changing

over time for a process. (Statit.com) The number of defects is collected for the
26

area of opportunity in each subgroup. The area of opportunity can be either a

group of items or just one individual item on which defect counts are performed.
(Statit.com)
A U-Chart is appropriate when the area of opportunity for a defect varies from
subgroup to subgroup. (Statit.com) It is used to determine if the process is stable
and predictable, as well as to monitor the effects of process improvement theories
(PQ Systems.com).
This chart shows the number of defects per unit. When the number of items tested
remains the same among all the subgroups, then a C-Chart should be used since
a C-Chart analyses total defects rather than the number of defects per unit.
(Statit.com)
On the other hand, two SPC charts that use variable data are described below:

Range (R-chart)

Range charts measure the variation in the data. (Statit.com) For example, the
weather report in the newspaper gives the high and low temperatures each day.
The difference between the high and the low is the range for that day.
The Range chart can be combined with I charts and X-bar charts. The chart
names combine the corresponding chart initials.

X-bar chart

An X-bar chart shows the changes in the average output of a process. (Statit.com)
It reflects either changes over time or changes associated with a categorical data
variable. (Statit.com)
The chart demonstrates how consistent and predictable a process is at achieving
the mean. (Statit.com) X-bar charts measure variation between subgroups. They
27

are often paired with either Standard Deviation (S) or Range (R) charts, which
measure variation within subgroups. (Statit.com)
5.3. Constructing and Using a SPC Chart
First, select one of the 10 processes identified under 5.1 and determine
which SPC chart you wish to use.
Then, make up a set of data (appropriate to your SPC chart) which should
include minimum 15 units of time or batch intervals. Then, using the
appropriate formulae, calculate CL, UCL, and LCL. (approx. 1 page).
Plot the complete chart including all the control and specification limits.
(approx. 1 page).
Finally, applying the Nelson Rules provide an interpretation of your chart.
(approx. half page).
Part 6: Problem-Solving
6.1. Identifying the Problems and Problem Solving Tools
During the operation of the simulator, some problems could occur including:
1.
2.
3.
4.
5.

Software failure
Disruption of power supply
Overload
Component failures
Crash caused by user/customer

Some quality tools that could be used for problem-solving are (Salvador Climent
Serrano, 2005):
1.
2.
3.
4.
5.
6.
7.

Process flow chart

Cause and effect diagram
Criteria matrix
SWOT analysis
Brainstorming
Pareto diagram
Data collection
6.2. Constructing and Using the Problem Solving Tools
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The potential problem chosen to be rectified is Software failure.

The chosen problem solving methods include the following:
1.
2.
3.
4.

Process flow chart

Criteria matrix
Brainstorming
Data collection
These problem-solving methods are applied below:
Process flow chart
The flow chart is a graphical representation used to show the sequence of steps
performed to obtain a certain result. This can be a process, service or a
combination of both. Is the representation or basic description of a problem, which
will help us to understand how works the process before taking a solution.
In the flow chart easily identifiable symbols are used to represent the type of
process developed in each phase (in Figure 3 can see an example). It is used
when we need to identify the actual path that follows a product or service, to
identify deviations (Shostack 1987 pp. 45-48).

29

Figure 3 Flow chart

Criteria matrix
The criteria matrix consists of a double entry matrix which provides the most
appropriated solution for the problem that needs to be solved. Its goal is to reduce
subjectivity to determine which of the solutions is more suited to preset criteria.
The solutions will be included in the rows and the criteria will be added in the
columns by score (being 1 the less suitable criterion according to the solution and
10 the most suitable).
See an example of the criteria matrix applied for our software failure problem
below in Table 8??
Criteria
Solutions

Spee
d

Reliabilit
y

Debug the system

Wipe memory

30

Efficienc
y

Co
st

Total

Hard disk replacement

Reinstall the program that is
failing
Software update
Reboot the system
Raise the issue to technical
support
Table 8???? Criteria matrix

Brainstorming
Brainstorming is a group creativity technique where group members (in this case,
team members involved in the manufacturing process of our simulator) provide the
largest possible number of ideas on a topic or problem in order to find a solution of
that issue. The contributions should be brief, no one can judge any of them and no
discussion.
The most important thing is the number of ideas. In our situation, we will offer a list
of possible causes which may explain the reason of the problem. From there, we
will be able to undertake the solving problem process in depth from this initial
analysis. An example of our brain storming session is shown below in Figure
4????:

Virus
Software not updated properly
Memory leak
Drivers
Installation of programs incompatible with the system

Possible Causes:
Problem: Software failure
Figure 4??? Brainstorming session

Data collection
Data Collection forms are used to collect data easily and facilitate its subsequent
analysis. Its method of use is based on the following steps:
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1.
2.
3.

4.

5.

6.
7.

Questioning that meet our information needs

Define tools that respond to these questions by analysing data
Definition of the conditions of data collection
Personal
Time
Design of the data collection forms
Simple annotation
Avoid errors annotation and interpretation
All data
Self-explanatory
Forms test
Data
Instructions
Data collection
Audit data collection process and validate the results

In our case, the form designed to collect data regarding the software failure (daily
for 2 weeks) is shown below in Table 9????:

No
.

Dat
e

Tim
e

Proble
m
durati
on
(sec.)

Issue
La
g

Vir
us

Blac
k
scre
en

Distort
ed
image
s

Comme
nts

Frequency
Unexpec
ted
system
shutdow
ns

Oth
er

Alwa
ys

Oft
en

Someti
mes

Rare
ly

Table 9??? Data Collection form

References
-

Goldman AE & Mac Donald SS (1987): The group depth interview,

Englewood Cliffs, NJ: Prentice Hall.

32

Nev
er

Staff
member

Shostack, G.L. (1987): Service positioning through structural change,

Journal of Marketing, volume no. 51 no. 1.

Qu es un simulador de vuelo? (Parte 1):

https://actualidad.rt.com/opinion/aviones/view/41172-Qu-es-un-simuladorde-vuelo-%28parte-1%29

Flight Experience Sydney | Youre the captain:

https://sydney.flightexperience.com.au

Carlos Jimnez (2014), 5 formas de conocer las necesidades de los

clientes: http://www.carlosjimenez.info/5-formas-de-conocer-lasnecesidades-de-los-clientes/

5 Ways to Capture Customer Feedback: https://meylah.com/meylah/5-waysto-capture-customer-feedback

Designing a Survey: http://www.sciencebuddies.org/science-fairprojects/project_ideas/Soc_survey.shtml

Pasos para crear una encuesta: http://moreno-research.com/pasos-paracrear-una-encuesta-el-salvador/

Customer Interviews A Voice of the Customer Technique: http://www.npdsolutions.com/interviews.html

Focus groups for your product: Grasp customer needs and insights:
https://www.marsdd.com/mars-library/focus-groups/

Using the Focus Group in Market Research:

https://www.b2binternational.com/publications/market-research-focus-group/

Dirigir y optimizar departamentos de ventas: http://www.rivassanti.net/cursoventas/analisis-cliente-el-mercado.php

Marketing: Estudio de mercado, perfil del cliente, estrategia de mercado:

http://tecnologiaplanaiii.blogspot.com.au/2013/02/marketing-estudio-demercado-perfil-del.html
33

Community Needs Assessment Survey Guide:

http://extension.usu.edu/files/uploads/surveyguide.pdf

Some Aspects of Simulator Design:

http://comjnl.oxfordjournals.org/content/3/3/158.full.pdf+html?sid=37516224e623-44af-aeb8-4c85ee61687e

Components Flight Deck Solutions:

http://www.flightdecksolutions.com/components/b737ng/b737ng-sectionsmodules/b737ng-interior-liner-package/

Qu hay que tener en cuenta a la hora de elegir un proveedor de

software?: http://www.iprofesional.com/notas/114198-Qu-hay-que-tener-encuenta-a-la-hora-de-elegir-un-proveedor-de-software

Understand your market and competitors:

https://www.business.qld.gov.au/business/running/marketing/respondingcompetition/understanding-market-competitors

Luz Adriana Aguirre Bonilla & Janneth Guarnizo Reyes (2008), Diseo
detallado de un simulador de vuelo dinmico:
http://bibliotecadigital.usbcali.edu.co/jspui/bitstream/10819/1698/1/diseno_de
tallado_simulador_aguirre_2008.pdf

- Proceso de produccin: en qu consiste y cmo se desarrolla:

http://retos-operaciones-logistica.eae.es/2014/07/proceso-de-produccion-en-queconsiste-y-como-se-desarrolla.htm
-

Statistical Process Control Techniques (Statit Software, 2007):

http://www.statit.com/services/SPCOverview_mfg.pdf

Statistical Process Control (SPC): http://quality-one.com/spc/

Quality Advisor Your proof of quality resource:

http://www.pqsystems.com/qualityadvisor/DataAnalysisTools/u_chart.php

34

Salvador Climent Serrano, University of Valencia (Spain), 2005:

Herramientas de anlisis y resolucin de problemas utilizadas en los
sistemas de gestin de la calidad y su relacin con los costes de calidad:
http://www.uv.es/scliment/investigacion/2005/aedemanali2005.pdf

Herramientas para resolucin de problemas:

http://www.euskalit.net/pdf/folleto4.pdf

35