$1\mathrm{.}2$ Measure the impact of the problem using the control limits by calculating the control limits for the manufacturing sales values using statistical process control $($SPC$)$ techniques. By analyzing the variability in sales values and comparing them to the control limits$,$ we can determine if the process is stable or if there are any significant deviations that need to be addressed.

$1\mathrm{.}3$ Analyse the root cause using a fishbone diagram also known as a cause$-$and$-$effect diagram, to analyze the root causes contributing to the fluctuations in manufacturing sales values. This tool helps identify potential factors affecting the process, such as internal $($e$.$g$.,$ equipment malfunction, workforce issues$)$ and external $($e$.$g$.,$ market demand, competition$)$ factors.

$1\mathrm{.}4$ Improve the process using impact$-$effort metrics by using impact$-$effort analysis to prioritize improvement initiatives. This involves evaluating the potential impact of each improvement opportunity on sales values and comparing it to the effort required to implement the change. By focusing on initiatives with high impact and relatively low effort, we can maximize the effectiveness of improvement efforts.

$1\mathrm{.}5$ Control: Maintain positive results using Total Productive Maintenance $($TPM$)(24$ marks$)$:

To maintain the positive results achieved through improvement initiatives, we will implement Total Productive Maintenance $($TPM$)$ practices. TPM focuses on improving equipment effectiveness, reducing downtime, and preventing defects through proactive maintenance and employee involvement. By integrating TPM into the manufacturing process, we can sustain improvements in sales values and ensure ongoing operational excellence