AMERICAN INTERNATIONAL UNIVERSITY-BANGLADESH

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF OPERATIONS & SUPPLY CHAIN MANAGEMENT

TOTAL QUALITY MANAGEMENT

CASE STUDY ASSIGNMENT SET
PROGRAM: .
SECTION: .

SL : ID : 18-38652-3 SECTION: A

Name:UDDI Signature: BELAL

N BELAL

CASE TITLE :

SL TOPIC CHECKED DATE

QUALITY INDICATOR FOR A TV
1 21/ 10 /
COMPANY
ESTABLISHMENT OF QUALITY
2 / /
STRATEGY FOR BRIX & CO.
IMPLEMENTING TQM FOR AN
3 / /
INSTITUTION
4 SWOT ANALYSIS FOR A COMPANY / /
FISHBONE ANALYSIS FOR AN
5 / /
EDUCATIONAL INSTITUTION
6 ANALYSIS OF PARETO DIAGRAM / /

7 3-SIGMA LIMIT CONTROL CHART / /

MEAN-RANGE CONTROL CHART FOR A
8 / /
COMPANY
9 P-CHART ANALYSIS FOR A COMPANY / /
10 ANALYSIS OF C-CHART / /
ANALYSIS OF PROCESS CAPABILITY
11 / /
INDICES
5S IMPLEMENTATION FOR MOON
12 / /
MOTOR
13 POKA YOKE MODEL FOR A COMPANY / /

14 ISO QUALITY CERTIFICATION / /

15 COST OF QUALITY AND RELIABILITY / /

Case Study 1: Quality Indicator for a TV Company

A TV company branded ‘SS’ established in 80’s was selling its brand based on ‘price’
differentiation. With several MNC entering the market, SS started facing stiff competition. The
owner Mr. Nattan felt if he focuses his company’s image as a quality company then he can beat
the competition. Hence he shifted the company’s focus from ‘price’ differentiation to ‘service’.
He started concentrating in finding what the customer wants. Prior to quality introduction, the
performance measures were in terms of number of new clients, total billing etc. While meeting
the customer, the sales talk was on ‘high service delivery’ without any regard to customer’s
needed level of service or on the satisfaction as in the minds of the customer. There was hence a
possibility of not meeting their own stated level of service delivery which led to disappointment
among customers. Quality goals were now established which were felt to be the indicators of
quality – assuring the company in terms of tangible success.

Satisfaction of customer is indicated through

 Bills paid on time

 Retaining customer return at 70%
 Accounts receivable days outstanding is improved by 30% within the next 6 months
 Customer satisfaction survey will indicate customer satisfaction to be above 90%

Satisfaction of employee is indicated by

 Turnover rate brought down by 3% in 6 months time

 Absenteeism is lowered by 10%
 Employee satisfaction survey indicating a level above 95%

Growth of the organization is indicated by

 Obtaining ISO certification

 Increase in share price by 30%
 Increase in number of customers

Discuss:
 1. Do you agree with the methodology adopted by the company for becoming ‘quality
organization’?

Ans: I agree with the methodology adopted by the company for becoming quality
organization.

The aim of quality management is to ensure that all the organization’s stakeholders work
together to improve the company’s processes, products, services, and culture to achieve the
long-term success that stems from customer satisfaction. The aim of quality management is
to ensure that all the organization’s stakeholders work together to improve the company’s
processes, products, services, and culture to achieve the long-term success that stems from
customer satisfaction. The process of quality management involves a collection of guidelines
that are developed by a team to ensure that the products and services that they produce are of
the right standards or fit for a specified purpose.

2. Evaluate the firm’s ‘indicators of quality’ which is expected to measure quality.

3. Identify a few quality indicators to measure quality effectiveness for a company gearing
towards TQM.

Case Study 2: Establishment of Quality Strategy for Brix & Co

Brix & Co is a proprietorship firm located in Dhaka. It is a TV Spare parts manufacturing

company. It is in existence for more than 55 years. There are recent plans in the company to
export its products abroad. Twenty young professionals who are highly talented were also
recruited recently.

The proprietor, Mr. Shah Alam is a strict disciplinarian who is 70 years old. He is known for his
autocratic style of management. Mr. Shah Alam attended seminar organized for executives on
quality management. Attracted by the principles taught in the seminar, he wanted to make his
company a quality company. The same day he sat alone till 2 am and formulated a vision
statement for his company. The next day morning at 8 am he called for an urgent meeting of all
the 60 employees he had and announce proudly his intentions of making the company a quality
company. He also announced the vision statement for the company. By 10 am about 100
placards with the vision statement were made ready and fixed in all important locations. All the
employees were surprised to see the placard everywhere and wondered what it is all about. Mr.
Shah Alam enforced that the vision of the company has to be adhere to by everyone. He was
confident that company will soon become a quality company.

One month later, Mr. shah Azad approached his brother Mr. Shah Alam to help him in starting a
joint venture company. Mr. Shah Azad was new to business. Mr. Shah Alam being very much
attached to his family, readily agreed to his brother’s proposal to start a new company. For the
next six months, Mr. Shah Alam spent more than 80% of his time in the establishment of the new
company.

In the meantime, Brix & Co in Dhaka, had a setback. Even though Brix & Co has set targets to
exports, the situation was so bad, they could not even penetrate the local market. Percentage
rejection increased and the balance sheet showed heavy loss.

Discuss:

1. What according to you is the reason for the setback in Brix & Co?
2. What would be your advice to Mr. Shah Alam to revamp the situation?
3. What would have been the right strategy for Mr. Shah Alam in the beginning?
4. Do you feel that Mr. Shah Alam should not have started the second company? If he still
wanted to start what he should have done?

Case Study 3: Implementing TQM for an institution

Chennai is famous for housing many prestigious and old colleges. SS College situated in the
suburbs of Chennai, recently celebrated 50th anniversary. It offers BE degree programme in eight
different descriptions. About 4000 students are studying in the college. The principal of the
college is in the verge of retirement. He has served the college for 35 years. The teaching staff
strength is 55; in addition 25 non-teaching staff are also working. Most of them are there for
more than 25 years.

Recently there has been a series of complaints from students that the facilities they get is in no
way comparable to the fees paid by them. All the hostel students went on a day fasting strike to
express their dissatisfaction. The college management was disturbed by this. They appointed a
one man committee to looking to the affairs of the college and offer remedies.

The one man committee, during the interrogation with students and staff found that there are
many problems in the college which have not come out earlier. The students were unhappy with
the teaching offered at the college. It was found that the results are also poor and the pass
percentage has been decreasing over the years. When enquired about the reason for this the staff
and students were blaming each other. It was noticed that even among staff there is no co-
ordination. The committee noticed that the age old practices are being followed both in teaching
and administration. In the meanwhile one of the parents wrote a strong letter to management,
expressing his displeasure about the treatment he got during his last visit to the college. Already
the government issued a notice to the college to improve the library facilities.

With all these, the management is perplexed and looking for a direction to move.

Discuss:

1. What would be your recommendation to the college management?

2. Highlight five critical areas wherein focus is needed. Give reasons also.
3. What would be the best suited TQM model for this college?
4. What are the problems you anticipate while implementing TQM and how will you tackle
them?

Case Study 4: SWOT analysis for a Company

Mr. Tom is a manager in M/S Texon, a company producing goods for export. Third world
countries are their main customers. The company has been in existence for more than 40 years.
From Managing Director down to workers there are 9 cadres in the organization. Most of the
employees are specialists in their work area. Company has been doing good. The rejection rate
has been only about 1%. Employees are all demanding for wage increase, threatening to go on
for indefinite strike. There are about 4 unions active and the employees are equally divided. The
Managing Director of the company is a very busy person and manages about 6 different firms in
different countries. He visits this firm once a month and stays for 2 to 3 days. Suddenly the
customers have posed a few restrictions. They wanted to buy products only from quality
companies. Mr. Tom has been given the responsibility of sustaining the market share.

Discuss:

1. What will be your SWOT analysis for the company?

 2. What will be the strategic planning process that you would recommend?

Case Study 5: Fishbone analysis for an Educational Institution

Mr. Suresh is a student of an engineering college doing 1 st year BE. He stays in the college
hostel. In the first semester, he was a regular student but could not score good mark. In the
second semester, the college introduced ‘shift’ system for classes, with the good intention of
providing about 4 to 5 hours of time at a stretch for studies and other useful purpose. It was
expected that he would improve his studies and score good marks. On the contrary, he has failed
in a couple of subjects.

Discuss:

1. Analyze this problem and draw a fish bone diagram.

2. Suggest methodologies for solving the problem.
Case Study 6: Analysis of Pareto diagram

Make a check sheet and then a Pareto diagram for the following car repair shop data:

Ticket no. Work Ticket no. Work

1 Tires 11 Brakes
2 Lube & Oil 12 Lube & Oil
3 Tires 13 Battery
4 Battery 14 Lube & Oil
5 Lube & Oil 15 Lube & Oil
6 Lube & Oil 16 Tires
7 Lube & Oil 17 Lube & Oil
8 Brakes 18 Brakes
9 Lube & Oil 19 Tires
10 Tires 20 Lube & Oil
Case Study 7: 3 sigma limit control chart

A glass manufacturing company produces flat glass sheets, with target final thickness of 0.130
inch and a known standard deviation of 0.0078 inch. The company decided to construct a 3-
sigma control chart to know in and out of control situations. The values in the following table
are obtained for samples of size 6, in 8 consecutive days.

Days 1 2 3 4 5 6 7 8

Average
thickness of
samples 0.1196 0.1351 0.126 0.1192 0.1212 0.125 0.1275 0.1195

Decide whether the process is out- of- process.

Case Study 8: Bayfield Mud Company
In November 1990, John Wells, a customer service representative of Bayfield Mud Company,
was summoned to the Houston, Texas, warehouse of Wet-Land Drilling, Inc., to inspect three
boxcars of mud-treating agents that Bayfield Mud Company had shipped to the Houston firm.

(Bayfield's corporate offices and its largest plant are located in Orange, Texas, which is just west
of the Louisiana-Texas border.) Wet-Land Drilling had filed a complaint that the 50-pound bags
of treating agents that it had just received from Bayfield were short-weight by approximately 5%
The light-weight bags were initially detected by one of Wet-Land's receiving clerks, who noticed
that the railroad scale tickets indicated that the net weights were significantly less on all three of
the boxcars than those of identical shipments received on October 25, 1990. Bayfield's traffic
department was called to determine if lighter-weight dunnage or pallets were used on the
shipments. (This might explain the lighter net weights.) Bayfield indicated, however. that no
changes had been made in the loading or palletizing procedures. Hence, Wet-Land randomly
checked 50 of the bags and discovered that the average net weight was 47.51 pounds. They noted
from past shipments that the bag net weights averaged exactly 50.0 pounds, with an acceptable
standard deviation of 1.2 pounds. Consequently, they concluded that the sample indicated a
significant short-weight. (The reader may wish to verify the above conclusion.) Bayfield was
then contacted, and Wells was sent to investigate the complaint. Upon arrival, Wells verified the
complaint and issued a 5% credit to Wet-Land. Wet-Land's management, however, was not
completely satisfied with only the issuance of credit for the short shipment. The charts followed
by their mud engineers on the drilling platforms were based on 50-pound bags of treating agents.
Lighter-weight bags might result in poor chemical control during the drilling operation and
might adversely affect drilling efficiency. (Mud treating agents are used to control the pH and
other chemical properties of the cone during drilling operation.) This could cause severe
economic consequences because of the extremely high cost of oil and natural gas well drilling
operations. Consequently, special use instructions had to accompany the delivery of these
shipments to the drilling platforms. Moreover, the light-weight shipments had to be isolated in
Wet-Land's warehouse, causing extra handling and poor space utilization. Hence, Wells was
informed that Wet-Land Drilling might seek a new supplier of mud treating agents if, in the
future, it received bags that deviated significantly from 50 pounds.

The quality control department at Bayfield suspected that the light-weight bags may have
resulted from "growing pains" at the Orange plant. Because of the earlier energy crisis, oil and
natural gas exploration activity had greatly increased. This increased activity, in turn, created
increased demand for products produced by related industries, including drilling muds.
Consequently, Bayfield had to expand from a one-shift (6:00 A.M. to 2:00 P.M.) to a two-shift
(6:00 A.M. to 10:00 P.M.) Operation in mid-1988, and finally to a three-shift operation (24 hours
per day) in the fall of 1990.

The additional night-shift bagging crew was staffed entirely by new employees. The most
experienced foremen were temporarily assigned to supervise the night-shift employees. Most
emphasis was placed on increasing the output of bags to meet the ever-increasing demand. It was
suspected that only occasional reminders were made to double-check the bag weight-feeder. (A
double-check is performed by systematically weighing a bag on a scale to determine if the proper
weight is being loaded by the weight-feeder. If there is significant deviation from 50 pounds,
corrective adjustments are made to the weight-release mechanism.)

To verify this expectation, the quality control staff randomly sampled the bag output and
prepared the following chart. Six bags were sampled and weighed each hour.

Average Range
Weight
Smallest Largest
Time (Pounds)
6:00 A.M. 49.6 48.7 50.7
7:00 50.2 49.1 51.2
8:00 50.6 49.6 51.4
9:00 50.8 50.2 51.8
10.00 49.9 49.2 52.3
11:00 50.3 48.6 51.7
12 Noon 48.6 46.2 50.4
1:00 P.M. 49.0 46.4 50.0
2:00 49.0 46.0 50.6
3:00 49.8 48.2 50.8
4:00 50.3 49.2 52.7
5:00 51.4 50.0 55.3
6:00 51.6 49.2 54.7
7:00 51.8 50.0 55.6
8:00 51.0 48.6 53.2
9:00 50.5 49.4 52.4
10.00 49.2 46.1 50.7
11:00 49.0 46.3 50.8
12 Midnight 48.4 45.4 50.2
1:00 A.M. 47.6 44.3 49.7
2:00 47.4 44.1 49.6
3:00 48.2 45.2 49.0
4:00 48.0 45.5 49.1
5:00 48.4 47.1 49.6
6:00 48.6 47.4 52.0
7:00 50.0 49.2 52.2
8:00 49.8 49.0 52.4
9.00 50.3 49.4 51.7
10:00 50.2 49.6 51.8
11:00 50.0 49.0 52.3
12 Noon 50.0 48.8 52.4
1:00 A.M. 50.1 49.4 53.6
2:00 49.7 48.6 51.0
3:00 48.4 47.2 51.7
4:00 47.2 45.3 50.9
5.00 46.8 44.1 49.0
6:00 46.8 41.0 51.2
7:00 50.0 46.2 51.7
8:00 47.4 44.0 48.7
9:00 47.0 44.2 48.9
10:00 47.2 46.6 50.2
11:00 48.6 47.0 50.0
12 Midnight 49.8 48.2 50.4
1:00 A.M. 49.6 48.4 51.7
2:00 50.0 49.0 52.2
3:00 50.0 49.2 50.0
4.00 47.2 46.3 50.5
5:00 47.0 44.1 49.7
6:00 48.4 45.0 49.0
7:00 48.8 44.8 49.7
8:00 49.6 48.0 51.8
9:00 50.0 48.1 52.7
10:00 51.0 48.1 55.2
11:00 50.4 49.5 54.1
12 Noon 50.0 48.7 50.9
1:00 P.M. 48.9 47.6 51.2
2:00 49.8 48.4 51.0
3.00 49.8 48.8 50.8
4:00 50.0 49.1 50.6
5:00 47.8 45.2 51.2
6:00 46.4 44.0 49.7
7:00 46.4 44.4 50.0
8:00 47.2 46.6 48.9
9:00 48.4 47.2 49.5
10:00 49.2 48.1 50.7
11.00 48.4 47.0 50.8
12 Midnight 47.2 46.4 49.2
1:00 A.M. 47.4 46.8 49.0
2:00 48.8 47.2 51.4
3:00 49.6 49.0 50.6
4:00 51.0 50.5 51.5
5:00 50.5 50.0 51.9

Discussion:

1. What procedures would you recommend to maintain proper quality control?

Chapter 3 Bayfield

Case Study 9: Westover Electrical, INC.

Westover Electrical, Inc., is a medium-sized Houston manufacturer of wire windings used in
making electric motors. Joe Wilson, Operations Manager, has experienced an increasing problem
with rejected product found during the manufacturing operation. "I'm not sure where to begin,"
said Joe at the weekly staff meeting with his boss. "Rejects in the winding department have been
killing us the past two months. Nobody in operations has any idea why. I have just brought in a
consultant, Roger Gagnon, to take a look at the situation and make recommendations about how
we can find out what is going on. I don't expect Roger to make technical recommendations -- just
see if he can point us in the right direction."

Gagnon's first stop later that day was the production floor. His discussions with the production
supervisors in the winding department indicated they had no real grasp of what the problem was
or what to do to correct it. A tour of the winding operation indicated that there were three
machines that wound wire onto plastic cores to produce the primary and secondary electric motor
windings. After inspection by quality control (QC), these windings then went to the packaging
department. Packaging personnel, Gagnon found, inspect their own work and make corrections
on the spot. The problem is that too many windings are found to be defective and require
reworking before they can be packaged.

Gagnon's next stop was the quality control department where he obtained the records for the past
month's winding department rejects (Table 1).

Table 1

[SIGMA] January Transformer Reject Log: Winding Process

No. Of Reject Units By Cause
Date No. Winder Bad Twisted Broken Abraded Wrong Wrong Failed
Inspected Wind Wire Leads Wire Core Wire Electrical
Test
1 100 1 1 0 4 1 0 0 1
100 2 2 1 0 0 1 5 0
100 3 0 0 0 5 0 0 3
2 100 1 0 1 3 0 0 0 0
100 2 3 1 0 0 2 3 0
100 3 0 0 1 6 0 0 0
3 100 1 1 0 0 2 0 0 0
100 2 0 0 0 0 0 3 0
100 3 0 0 1 4 0 0 3
4 100 1 0 0 3 0 0 0 0
100 2 0 0 0 0 0 2 0
100 3 0 0 0 3 1 0 3
5 100 1 0 1 5 0 0 0 0
100 2 0 0 0 0 0 2 1
100 3 0 0 0 3 0 0 2
6 100 1 0 0 2 0 0 0 0
100 2 0 0 0 0 0 1 0
100 3 0 0 0 3 0 0 3
7 100 1 0 1 2 0 0 0 0
100 2 0 0 0 0 0 1 0
100 3 0 0 0 3 0 0 4
8 100 1 0 0 5 0 0 0 0
100 2 1 0 0 0 1 0 0
100 3 0 0 0 5 0 0 4
9 100 1 0 0 4 0 0 0 0
100 2 0 0 0 0 0 0 0
100 3 0 0 0 4 0 0 4
10 100 1 0 0 3 0 1 0 0
100 2 1 0 1 0 0 0 0
100 3 0 0 0 5 0 0 4

Discussion:

1. Prepare P chart and interpret.

Case Study 10: Analysis of C chart

Given the following data for the number of defects per spool of cable, using three sigma limits, is
the process in control?
 Sample No. No. of failures Sample No. No. of failures

1 12 11 9

2 9 12 10

3 25 13 12

4 16 14 9

5 10 15 8

6 13 16 11

7 11 17 24

8 18 18 13

9 12 19 10

10 8 20 11

Case Study 11: Analysis of process capability indices

Each of the process listed is non-centered with respect to the specifications for that process.
Compute the appropriate capability index for each and decide if the process is capable.

Process Mean Standard deviation Lower limit Upper limit

A 15 0.32 14.5 16.5

B 33 1 30 39

Case Study 12: 5S Implementation for Moon Motor

Moon motors has been the sole distributors of EX motorbike in the Chaluk district. The EX
motorbike was known for its quality and Moon motors were hence able to establish a name for
themselves through high sales. They also did the servicing of EX motorbikes but the servicing
department had been facing several complaints from customers. The customer complaint runs as
follows:

 Service personnel are rude

 The delivery of a serviced vehicle is not prompt
 The stated faults are not completely rectified
 Servicing cost is high
 Customers coming to the service station have to wait standing in the dust and oil

Their only advantage is being the sole distributorship which is getting them the sales. Complaints
from the customer have reached EX Motorbikes and the company is now on the lookout for
another dealer for that area.

Mr. Pal Singh of Moon Motors finds himself to the brink of business. He has to immediately do
something. Getting to talk with his employees, he found that there is lot of friction between the
sales and service personnel. Also sales office was in direct contrast to the service department.
Sales office was at the front end and the place was really decked up, flashy and sparkling bright,
while the service station was dirty. There were oil stains all over; the service staff clothes were
all messy. The instruments were lying all over the place. One mechanic was shouting for a size 4
spanner and his colleague was finding difficulty in locating it. Mr. Pal returned back to his AC
cabin since there was a call on his cell informing him that officials from EX Motorbikes are
waiting in his office.

Discuss:

 What are the problems with Moon Motors?

 If the officials of EX Motorbikes have come to find out how they can help- may be
giving a six months test period- before they terminate the distributorship then what
assurance would they demand from Mr. Pal and what promises can Mr. Pal make?
 How can 5S benefit in this scenario? How will you implement 5S here?

Case Study 13: Poka Yoke model for an Automobile company

Naveen Scott was running an established automobile manufacturing business. The firm
manufactured family cars under the trade name ‘Scotto’ and commercial vehicles ‘Motto’. The
vehicles were known for their quality and tradition.Changes in government policies brought in
multinationals. A competitor to ‘Scotto’ entered the business with tie-ups with multinationals.
The firm with its brand of ‘Eskimo’ flooded the market with small cars for a nucleus family,
which was five times lower in price than ‘Scotto’. ‘Eskimo’ also came in from a quality certified
house since this was insisted by the multinational.

Naneen found that ‘Eskimo’ was taking away a major share of his family-car market. Naveen
wanted to use his company’s niche on quality and tradition. He called for a meeting of the
managers and briefed them on the market situation. He said the company would have to obtain
either the C11 quality award or Peacock award for quality in two years time. The top officials put
their heads together and came out with a vision ‘market leadership through quality’. They
stressed the need to bring in quality into the process, which would ensure product quality.
Naveen in all meetings kept stressing that total quality management is a never ending process. It
is a process of continuous improvement of continuously questioning the way you do things, and
of continuously re-evaluating the market, customers needs and work process and procedures. It is
a process if done properly would continuously renew itself.

Training was focused so that everyone in the organization is aware and come in unison towards
the management’s vision. Top manager were first trained on TQM. It was their responsibility to
train their subordinates who in turn was asked to train their immediate juniors. Over a period of
three months the entire organization was reared towards TQM. The organization started bringing
in improvisation in the commercial vehicle segment. There was a new fleet of vehicles. The
design was made using the feedback from their existing customers. Some of the vehicles were so
designed that they could also be used as a family car. The family car ‘Scotto’ continued in the
market. Another mini car was attached to the family cars category called ‘Flash’. ‘Flash’ was
brought in to compete with ‘Eskimo’ in the mini car category. The entire team had worked
towards the vision and was waiting for the launch of the new breed of commercial vehicles and
family cars in the national auto fair. A quality consultant was approached and was asked how to
proceed further and how to launch the products. There was a 200% price hike announced by
‘Eskimo’. The original price seemed to be an introductory offer.

Discuss:

1. The new set of vehicles have been designed considering the existing customers feedback.
Do you feel it is sufficient in the present scenario? What will be your suggestions?
2. As the quality consultant what will be your recommendations?
3. How “Pokayoke” can be used in this scenario?

Case Study 14: Quality certification

Enviaud is an energy and environment auditing company. The company has been established
since 1990. There are 400 staff members working in the company. They do several and
environment auditing work for organizations all over the country. There are around 19 energy
consultants and 16 environment consultants. The responsibility of the consultants is to visit
industries and audit their energy consumption and environmental pollution levels. The company
is now interested in getting a certification.

Discuss:
1. As a quality lead assessor advise the type of certification the Enviaud can get?

2. what are the pre-requisites and the methodology to be followed to get the certificate?

Case Study 15: Cost of Quality and Reliability

Shyam, a third year college student had purchased a moped, 2 years back. During the first year of
purchase, there were four free service coupons available and he had regularly given his moped
for servicing.

Presently he finds it is six months since he has given his moped for service. During last one
month, there were three times the moped didn’t start and he had to tow it to a roadside machine,
who normally took 3 hours for repairing it. The fault was very often minor such as carbon
deposit in the spark plug, etc. the machine had charged between Taka 50 to taka 100.

Shyam was considering whether he should go for dealer service where the standard service
charge was taka 75 plus additional charges for items replaced. Leaving at the dealer service
would normally take 2 days since there are several mopeds in queue in the dealer service
stations. Shyam is wondering whether he can go for a new spark plug which would cost him taka
150. Shyam noticed in a magazine the failures of spark plug under normal operating conditions
during the total period of 10 years as follows:

Time 0 1 2 3 4 5 6 7 8 9 10 Total
No. of failure 0 3 11 17 30 10 9 7 6 4 3 100

Discuss:

1. Calculate the failure rate and the probability of survival of spark plugs using the
reliability figures, the service downtime, and the cost.