xa.yimg.comxa.yimg.com/.../1089281127/name/TQM+Booklet.docx · Web viewValidating ‘hunches’...

GE 71 – TQM Booklet SCADCET – IT DEPT.

SCAD COLLEGE OF ENGINEERING & TECHNOLOGY

DEPARTMENT OF INFORMATION TECHNOLOGY

GE 71 – TOTAL QUALITY MANAGEMENT

Semester VIII (Academic Year 2011-12)

UNIT I INTRODUCTION

Introduction - Need for quality - Evolution of quality - Definition of quality - Dimensions of manufacturing and service quality - Basic concepts of TQM - Definition of TQM – TQM Framework - Contributions of Deming, Juran and Crosby – Barriers to TQM.

1. Define quality. (Au Nov 05)

Quality is defined as the predictable degree of uniformity and dependability, at Low cost suited to the market. (Deming). Quality is defined as fitness for use (Juran). Quality is defined as conformance to requirements (Crosby). Quality is totality of the characteristics of entity that bear on its ability to satisfy

stated and implied needs(ISO).

2. List the dimensions of quality. (AU May / June 2009)

The dimensions of quality are

Performance Futures Conformance Reliability Durability Service Response Aesthetics and Reputation.

1

TWO MARKS QUESTIONS WITH ANSWERS


3. What do you mean by quality planning? (Au May 04)

The quality planning is strategy planning process in which quality is embedded in each and every step.

4. Where we use the quality planning road map?

Quality planning can be applied for the following levels

Supervisory and worker level Multi levels functional levels Major programming.

5. Define quality cost. (Au May 05)

Quality cost is defined as the cost associated with the non-achievement of product/service quality as defined by the requirements established by theorganisation and its contracts with customers and society.

6. List the categories of quality costs.

The categories of quality cost are

Cost of prevention Cost of appraisal Cost of internal failures and Cost of external failures.

7. What is meant by cost of prevention?

Prevention costs are the costs that are incurred on preventing a quality problem from arising.

8. List the elements of cost of prevention.

The elements of cost of prevention are

Cost of quality planning Cost of documenting Process control cost Cost of training Costs associated with preventing recurring defects.

9. What is cost appraisal?

2


Appraisal costs are the costs that are incurred in assessing that the products/services conform to the requirements.

10. What are the costs of appraisal?

The costs of appraisal are:

Cost of receiving test and equipment Cost of Laboratory acceptance testing Cost of installation testing Cost of installation and commissioning Cost of maintenance and calibration of testing and inspecting equipments.

11. What is meant by cost of internal failures?

The costs associated with defective products, components and materials that fail to meet quality requirements and result in manufacturing losses are called as costs of internal failures. These costs are linked to correcting mistakes before delivery of the product

12. List the components cost of internal failures.

The costs of internal failures are:

Cost associate with scrap and rejects. Cost of repair and rework. Cost of design changes. Cost of trouble shooting Cost of reinspection and retesting., etc;

13. What is meant by cost of external failures?

It consists of the costs which are generated because of defective products being shipped to customers. These costs are associated with the adjustments of malfunctions after delivery of the product.

14. What are the elements of external failure?

The elements of external failures are

Cost of processing complaints from customers. Cost of commissioning failure. Costs of servicing are replacing the defective items. Cost of guarantee and warranty claims Cost of lost goodwill of customers.

3


15. What are the techniques commonly used for analyzing the quality cost?

The techniques used for analyzing the quality cost are

Trend analysis and Pareto analysis

16. Define TQM

Total Quality Management is the management approach of an organization, centered on quality, based on the participation of all its members and aimingat long-term success through customer satisfaction and benefits to all membersof the organization and to society.

17. What are the six basic concepts that a successful TQM programme requires?

The six basic concepts that a successful TQM programme requires

Top management commitment Focus on the customer Effective employee involvement Continuous improvement Treating suppliers as partners and Establishing performance measures.

18. What are the elements of TQM?

The three elements of TQM are:

The philosophical element: It includes leadership continuous improvement, employee participation and development, design qualityand prevention, partnership development,etc.

The generic tools: This includes SPC tools, QFD, new seven Management tools, and FMEA

QC department: It consists of SQC methods, benchmarking, Taguchi methods, and TPM.

19. What are the pillars of TQM? (Au May 05)

The four pillars of TQM are:

Problem solving discipline Interpersonal skills Teamwork and Quality improvement process.

20. List out any four barriers to TQM implementation.

4


The four barriers to TQM implementation are

Lack of management commitment. Lack of employee’s commitment. Lack of effective communication. Lack of continuous training and education.

21. Tabulate the tangible and intangible benefits of TQM.

Tangible Benefits Intangible Benefits

Improved product quality Improved productivity Reduced quality costs Increased market and customers Increased profitability Reduced employee grievances Improved employee participation Improved teamwork Improved working relationships Improved customer satisfaction Improved communication Enhancement of job interest Enhanced problem-solving capacity Better company image.

22. What do you mean by the term leadership?

Leadership is the process pf influencing the activities of an individual or a group towards the achievement of a goal in a given situation.

23. List out the different leadership roles required for effective teamwork.The eight leadership roles are:

Producer role Director role Coordinator role Checker role Stimulator role Mentor role Innovator roles and Negotiator role.

5


24. What is a quality council? Who are all the members in the quality council?

A quality council is a team to provide overall direction for achieving the total quality culture.

The members of quality council are

The chief executive officer (CEO) The senior managers of the different functional areas and A coordinator or consultant.

25. What is vision statement?

The vision statement is a short declaration of what an organization aspires to be tomorrow.

26. What is mission statement?

It is bound organizational goal, based on planning premises, which justifies an organization existence.

27. What is quality policy statement? (Au Nov 05)

The quality policy is a guide for everyone in the organization as to how they should provide products and service to the customers.

28. What is strategic planning?

Strategic planning sets the long-term direction of the organization in which it wants to proceed in future.

29. What are the steps involved in strategic planning process?

The strategic planning process involves seven basic steps. They are:

Customer needs Customer positioning Predict the future Gap analysis Closing the gap Alignment and Implementation

30. Define Quality according to ISO 9000:2000

“Degree to which a set of inherent characteristics fulfills requirements”

Degree:

6


Means the quality can be used with adjectives such as

Poor Good & Excellent

Inherent:

Defined as existing in something, especially as permanent characteristics.

Characteristics:

It can be

Quantitative Qualitative

Requirement:

It is a need or expectation that is stated; generally implied by the

Organization Customers Other interested parties obligatory

31. Why there is a need for quality?

To provide quality / service to customers.

Increase productivity

To lower costs.

Enhance competitive position in market place. (Higher quality of product with lower price)

Achieve the objectives of profit & growth with greater ease.

Create a satisfying place to work (job security)

To have cultural change.

32. Define TQM

It is an anhancement to the traditional way of doing business.

It is a proven technique to quarantee survival in world class competition.

Total – Made up of the whole.

Quality – Degree of excellence a product or service provides.

7


Management – Act, art or manner of handling, controlling, directing etc.

TQM is the art of managing the whole to achieve excellence.

Golden Rule: Do unto others as you would have them do unto you.

TQM is the application of quantitative methods and human resources to improve all the

processes within an organization and exceed customer needs now and in the future.

TQM integrates fundamental mangement techniques, existing improvement efforts and

technical tools under a disciplined approach.

33. Write any two basic concepts of TQM?

A committed and involved management to provide long-term top-to-bottom organizational

support.

An unwavering focus on the customer both internally & externally.

34. Write the various dimensions of service quality?

Various dimensions of service quality include:

Reliability

Assurance

Responsiveness

Empathy

Tangables

Other dimensions ( such as timeliness, courtesy, consistenscy, ecredibility, etc)

35. Write about TQM Framework?

8

Benchmarking

Information Technology

Quality Management System

Environmental Management System

Quality Function Deployment

Shewhart

Deming

Juran

Figenbbaum

Ishikawa

Crosby

Taguchi


36. Write the equation that would quantify quality? (AU 2007)

Quality can be quantified as follows:

Performance (P)

Quality (Q) = ----------------------

Expectations (E)

9

Gurus Tools & Techniques

Customer

Product of Service

RealizationPrinciples & Practices

Benchmarking

Information Technology



Quality Function Deployment

Shewhart

Deming

Juran

Figenbbaum

Ishikawa

Crosby

Taguchi

People & Relationship: Appraoch:

Leadership Continuous Process Improvement

Customer Satisfaction Measure:

Employee Involvement Performance Measure

Supplier Partnership


37. Name any six gurus:

W. Edwards Deming Philip Crosby Joseph M. Juran Armand V. Feigenbaum Massaki Imai Kaoru Ishikawa

38. What is PDCA Cycle? The PDCA stands for:

Plan Do Check Act

It is a universal improvement methodology which encourages a systematic appraoch to problem solving.

39. What are the seven deadly diseases of management proposed by Deming? Lack of consistency of purpose. Emphasis on short term profits. Reliance on performance ppraisal & merits. Staff mobility. Reliance on financial figures. Excessive medical costs. Excessive legal costs.

40. What are the four elements of ‘system of profound knowledge’, described by Deming?

Appreciation for a system. Knowledge of statistical theory. Theory of knowledge. Knowledge of psychology.

1. Explain the evolution of quality?

The history of quality management is as old as industry itself.

10

16 MARKS QUESTIONS


The historical review of quality management:

Time Events

Until the 1960s

Prior to the 20th Century

Quality is art. Demands overcome potential production. An era of workmanship.

F. Taylor 1900s

The scientific approach to management resulting in rationalization of work and its break down leads to greater need for standardisation, inspection and supervision.

Shewart 1930s

Statistical beginnings and study of quality control. In parallel , studies by R A Fisher on experimental design; the beginning of control

charts as western electric in USA.Late 1930s

Quality standards and approaches are introduced in France & Japan. Beginning of SQC, reliability and maintenance engineering.

1942 Seminal work by Deming at the Ministry of war in USA on quality control and sampling.

Working group set up by Juran and Dodge on SQC in US Army. Concept on acceptance sampling devised.

1944 Dodge and Deming carried out seminal research on Acceptance Sampling.

1945 Founding of the Japan Standard Association.

1946 Founding of the ASQC

1950 Visit of Deming in Japan at the invitation of K. Ishikawa

1951 Quality Assurance increasingly accepted.

1954 TQC in Japan ; book published 1956.

1957 Founding of Eurpoean organization for the control of quality.

After the 1960s

1961 The Martin Co. in U.S.A introdues the zero-defects ‘approach’ while developing and producing pershing Missiles.

Quality motivation is starting in the U.S. and indigrated programmes begun.1962 Quality Circules are started in japan.

1964 Ishikawa publihes book on quality management.

1970 Ishikawa publihes the book on the bacis of Quality Circules and the concept of Total Quality is affirmed and devised in Japanese Industries.

1970 to 1980

Just-In-Time and Quality become crucial for competitiveness. A large number of U.S. and Eropean Corporations are beginning to appreciate the advance of Japan’s industries.

Taguchi popularises the use of environmental design to design robust systems and products.

1980+ Facing the rising sun challenge in quality management. Development and introduction of FMSs and greater dependance on suppier

contracts. Growth of economic based on quality control, information software backages.

1990+ The management of quality has become a necessary that is recognized at all levels

11


of management. Increasing importance is given to off-line quality management for the Design of

Robust Manufacturing processes and product. The growth of process optimization.

2. Select a product or service and describe how the dimensions of quality influence its acceptance.

Dimensions of Product Quality:

Performance

Features

Conformance

Reliability

Durability

Serviceability

Responsiveness

Aesthetics

Reputation

Dimensions of Service Quality:

Reliability

Responsiveness

Assurance

Empathy

Tangibles

Other dimensions

3. Explain the basic Concepts in TQM?

A committed and involved management to provide long-term top-to-bottom organizational

support.

An unwavering focus on the customer both internally & externally.

Effective involvement and utilization of the entire work force.

Continuous improvement of the business and production process.

Treating suppliers as partners.

Establish performance measures for the processes.

12


4. Explain Deming’s philosophy for the improvement of quality, productivity and competitive

position?

Deming’s Contribution can be grouped under the following four topics:

Deming’s 14 points on route to quality. Deming cycle or PDCA Cycle. Seven deadly diseases of management. System of profound knowledge.

Deming’s 14 points on route to quality:

Create and publish the aims & purposes of the Organization

Learn the new philosophy

Understand the purpose of Inspection

Stop Awarding business on price alone

Improve constantly and forever the system

Institute Training

Teach and institute leadership

Drive out fear, create trust, and create a climate for innovation

Optimize the efforts of teams, groups, and staff areas

Eliminate exhortations for the work force

Eliminate numerical quotas for the work force

Eliminate management by objective

Remove barriers that job people of pride of workmanship

Encourage education and self improvement for everyone

Take action to accomplish the transformation

Deming cycle or PDCA Cycle:

13

Act

Do

Plan

Check

PLAN What is needed

DO It

CHECK That it works

ACT To correct problems or improve performance


Seven deadly diseases of management:

Lack of consistency of purpose. Emphasis on short term profits. Reliance on performance ppraisal & merits. Staff mobility. Reliance on financial figures. Excessive medical costs. Excessive legal costs.

System of profound knowledge.

Appreciation for a system. Knowledge of statistical theory. Theory of knowledge. Knowledge of psychology.

5. Explain the contribution of Juran?

About Juran

Juran born in Romania (1904) and emigrated to America in 1912.

1951 – published “Quality Control Handbook”.

Mid 1950’s – like Deming, travelled to Japan to conduct top and middle level

executive seminars on planning, organisational issues, management

responsibilities for quality and the need to set and moniotr improvement

target golas.

Juran has authored hundreds of papers and 12 books including “ Juran’s Quality

Control Handbook”, Quality Planning and Analysis”,and “Juran on Leadership for

Quality”.

Juran has been awarded over 30 medals and fellowship world wide, including Japan’s

highest honour for a non-Japaneses citizen, the Second Order of the Sacred Treasure

presented by the Emperor.

Juran’s Contributions

Juran’s contributions can be studied under the following six topics:

Internal customer

14


Cost of Quality

Failure costs

Appraisal costs

Prevention costs

Juran’s quality Trilogy

Quality planning

Identify the customers

Determine the customer,s needs

Develop product features

Establish quality goods

Devlop a process

Prove process capability

Quality control

Choose control subjects

Choose units of measurement

Establish standards of performance

Measure actual performance

Interpret the difference

Take action on the difference

Quality improvement

Prove need for improvement

Identify specific projects for improvement

Organise to guide the projects

Organise for diagnosis – for discovery of causes

Diagnose to find the causes

Provide remedies

15

Supplier CustomerProcess


Prove that remedies are effective under the operating conditions

Provide for control to hold gains

Juran’s 10 Steps for Quality improvement

Build awarness of the need and opportunity for improvement.

Set golas for improvement.

Orgnaise to reach the goals.

Provide training.

Carry out projects to solve problems.

Report progress.

Give recognition.

Communicate results.

Keep score.

Maintain momentum by making annual improvement part of the

regular systems and processes of the company.

The breakthrough Concept

Like the Deming cycle, juran’s breakthrough concerns itself with the

product / service life cycle.

In essence, this splits it up into two areas: the “journey from

symptom to cause” and the “journey from cause to remedy”.

6. Explain the contribution of Crosby?

About Crosby

Crosby is another of the American quality gurus who rose to international fame

mainly thanks to his teachings on quality management.

He is best known for the concepts of ‘Zero Defects’ and ‘Do it right first time’.

He has authored many books, including “Quality is Free”, “Quality without Tears”,

and “Let’s talk Quality and Leading: The art of becoming an Exective”.

16


He was the founder and chairman of the board of Career IV, an excutive

management consulting firm.

He also founded Phlip Crosby Associstes Inc. and the Quality College.

Crosby's Contributions

Four absolutes of quality:

First Absolute

The defintion of quality is conformance to requirments, not

goodness.

Second Absolute

The system for causing quality is preventive, not appraisal.

Third Absolute

The performance standard must be zero defect, not “that’s close

enough”.

Fourth Absolute

The measurment of quality is the price of non-conformance, not

indexes.

Crosby’s 14 steps for quality improvement:

Step 1:

Establish and ensure management commitment.

Step 2:

Form QITs.

Step 3:

Establish quality measurements.

Step 4:

Evaluate the cost of quality.

Step 5:

Raise quality awareness among all employees.

Step 6:

Take actions to correct problems.

Step 7:

Establish a zero defect committee.

Step 8:

17


Train supervisors and Managers in quality improvement process.

Step 9:

Hold a zero defects day to reaffirm management commitment.

Step 10:

Encourage individuals and groups to set improvement goals.

Step 11:

Obstacle reporting

Step 12:

Recognise & appreciate all participants.

Step 13:

Establish quality councils to discuss quality matters on a regular

basis.

Step 14:

Do it all over agin to demonstrate that the improvement process

never ends.

Crossby’s Quality Vaccine:

Section 1 – Integrity

Section 2 – Systems

Section 3 – Communication

Section 4 – Operations

Section 5 – Policies

7. What are the barriers for implementing TQM in an industry? (7 Marks)

Lack of Management Commitment

Inability to change organizational culture

Improper Planning

Lack of continuous training & education.

Incompatible organizational structure and isolated individuals & departments.

Ineffective measurement techniques & lack of access to data & results.

Paying inadequate attention to internal & external customers.

18


Inadequate use of empowerment & team work.

Failure to continually improve.

UNIT II TQM PRINCIPLES

Leadership – Strategic quality planning, Quality statements - Customer focus – Customer orientation, Customer satisfaction, Customer complaints, Customer retention – Employee involvement – Motivation, Empowerment, Team and Teamwork, Recognition and Reward, Performance appraisal - Continuous process improvement – PDSA cycle, 5s, Kaizen – Supplier partnership – Partnering, Supplier selection, Supplier Rating.

1. What do you mean by the term leadership?

19



Leadership is the process of influencing the activites of an individual or a group towards

the achievement of a goal in a given situation

2. What is a quality council? Who are all the members in the quality council?

A quality council is a team to provide overall direction for achieving the total quality culture.

The members of quality council are:

CEO Senior Managers Coordinators

3. What are Quality Statements? (AU No. 2005 / Nov. 2008)

The three elements of quality statement are:

Vision Statement Mission Statement Quality Policy Statement

4. What is vision statement? Give an example? (AU Nov. 2007)

The vision statement is a short declaration of what an organization aspires to be tommorrow.

Example: “SCADCET is an institution of higher education providing quality technical education for employment, workforce development, rural development and lifelong learning through partnerships with business, industry and the community, maintaining high quality for the Institution and its programs.

5. What is mission statement?

It is a broad organizational goal, based on planning premises, which justifies an organization’s existence.

6. What does a quality policy statement refer to?

The quality policy is a guide for everyone in the organization as to how they should provide products and service to the customers.

7. What do you mean by strategic planning? (AU May 2009)

Strategic Planning sets the long-term direction of the organization in which it wants to proceed in future.

20


8. What are the steps involved in strategic planning process?

The strategic planning process involves seven basic steps. They are:

Customer needs Customer positioning Predict the future Gap Analysis Closing the Gap Alignment Implementation

9. Draw the figure to depict customer satisfaction model.

Customer Satisfaction Model:

10. Who are internal and external customers?

The customers inside the company are called internal customers, whereas the customers outside the company a called external customers.

11. What are the customer’s perceptions on quality?

The six important customer’s perceptions are:

Performance Features Service Warranty Price and

21

Company Offer

Customer Satisfaction

Customer Needs


Reputation

12. Name some of the most common ways to collect customer needs?

Customer surveys, Focus Groups and market research programs and studies. Routine communications such as sales and service calls and reports, management

renews. Tracking customer complaints, incident reports, letters and telephone contacts. Customer meetings.

13. What is customer complaint?

A customer complaint is an expression of dissatisfaction with a product / service, either orally or in wrting, from an internal or external customer.

14. Why is a customer feedback / customer complaint necessary?

Customer feedback / customer complaint is required:

To discover customer dissatisfaction To identify customer needs To discover relative priorities of quality. To compare performance with the competitors and To determine oppourtunities for improvement.

15. List the various tools used for collecting customer complaints.

The various tools used are:

Comment card. Customer questionnaire Focus groups Toll-free telephone numbers Report cards The Internet and computer etc.

16. What are focus groups?

Focus groups are moderated, small group discussions where a pre-selected group of individuals provide insight into their preferences, attitudes, and opinions about products / services.

17. What are comment and report cards?

Report cards are feedback cards.

22


Report cards, like comment cards, are physica, paper cards or forms with one or more survey questions designed to collect customer feedback.

Report cards, unlike comment cards, are usually sent to each customer on a quarterly basis.

18. What is meant by customer retention?

Customer retention is the process of retaining the existing customers.

19. Customer retention is more powerful than customer satisfaction. Why? (AU Nov. 2008)

(Or) Mention the importance of customer retention (AU Nov. 2010)

Because of the following findings, customer retention is more powerful than customer satisfaction.

Over 60% of an organization’s future revenue will come from existing customer. A 2% increase in customer retention has an equivalent impact upon profitability as a

10% reduction in operating costs. 91% of the unhappy customers will never purchase goods and services from you again. It costs 5 times as much to attract a new customer as it costs to keep an old one.

20. Define Customer Care.

Customer care can be defined as every activity which occurs within an organization that ensures that a customer is not only satisfied but also retained.

21. What do you mean by service quality?

Service quality, also known as customer service, is the set of activities an organization uses to satisfy the customers and their needs.

22. What is motivation?

Motivation means a process of stimulation people to accomplish desired goals.

23. What are the Maslow’s basic needs? (AU Nov. 2006)

Maslow’s basic needs are:

Physilogical Safety Society Esteem and

23


Self-actualization needs

24. What are physiological needs?

Physiological needs are the biological needs required to preserve human life. These needs include needs for food, clothing and shelter.

25. List the Herzberg’s motivators and dissatisfies.

Motivator factors Dissatisfier or hygiene factors

Achievement Recognition The work itself Responsibility Advancement and growth. Supervisors Working conditions Interpersonal relationships Pay and security Company policy and administration

26. What is meant by reactive and proactive behaviour? (AU Nov. 2008)

According to behavioural theory of motivation, people would get motivated to work for recognition and reward.

They have a like for work. This behaviour is known as proactive behaviour. Some people have a dislike for work. Punishment only can motivate the people. This behaviour is known as reactive behaviour.

27. Define empowerment. (Au Nov 2005; Nov. 2008; Nov. 2009)

Empowerment is an environment in which people have the ability, the confidence, and the commitment to take the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer requirements within well defined boundaries in order to achieve organizational values and goals.

28. What are the conditions necessary for empowerment? (Au Nov 2006)

The conditions required are:-

Everyone must understand the need for change.

24


The system needs to change to the new paradigm. The organization must provide information, education and still to its employees.

29. Define team and teamwork.

A team can be defined as a group of people working together to achieve common objectives or goals.

Teamwork is the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill theobjectives or goals of the group.

30. List the different types of teams.

The different types of teams are

Process improvement team Cross-functional team Natural work team and Self-directed work team

31. List four common barriers to team progress. (Au Nov 2010)

Insufficient training Incompatible rewards and compensation Lack of planning Lack of management support

32. What are the stages of team development?

The six stages of team development are:

forming stage Storming stage Norming stage Performing stage Maintenance stage and Evaluating stage

33. What is meant by recognition in an organization?

Recognition is a process whereby management shows acknowledgement of a employee’s outstanding performance.

34. Differentiate between intrinsic and exterinisc rewards.

25


Intrinisc rewards: These are related to feeling of accomplishment or self-worth. Entrinisc rewards: These are related to pay or compensation issues.

35. What is performance appraisal? (Au June 06)

Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual.

36. What is the use of performance appraisal? (Au May 2006)

To identify employees for salary revision, promotion, transfer, demotion and lay-off. To provide useful feedback to the employees and allow them to take corrective

measures to improve performance further.

37. Why is it difficult to change organisational culture? (Au Nov 2006)

Influencing external environments and internal environments make it difficult to change organisational culture.

38. List various techniques to sustain continuous improvement.

juran trilogy PDSA cycle 5S concept Kaizen

39. What are the three components of the Juran Trilogy?

The three components of the Juran Trilogy are

Planning Control Improvement.

40. What are the steps in the PDSA cycle?

The steps in the PDSA cycle are:

The basic Plan-Do-Study-Act is an effective improvement technique.

Plan carefully what is to be done. Carry out the plan. Study the results. Act on the results by identifying what worked as planned and what didn’t.

26


41. What is ‘5W2H’ method?

The 5W2H stands for:

What Why Where When Who How How much

It is also a continuous improvement tool.

42. What is 5S practice? (AU Nov. 2005)

The 5S practice is a housekeeping technique used to establish and maintain a productive & quality environment in an organization.

5S stands for SEIRI SEITON SEISO SEIKETSU SHITSUKE

43. Name the 5S? (AU Apr. 2005; Nov. 2007; Nov. 2008)

SEIRI SEITON SEISO SEIKETSU SHITSUKE

44. What are the objectives of 5S housekeeping?

To create a neat & clean work place. To systemise day-to-day working. To improve work efficiency. To standardize work practices. To improve work discipline.

45. Differentiate between SEIRI and SEITON

27


SEIRI denotes action to identify and sort out all items into necessary and unnecessary items and discard all unnecessary items.

SEITON means to arrange everything in proper order so that it can be easily picked up for use.

46. What does SEIKETSU mean?

SEIKETSU means maintaining a high standard of workplace organization and housekeeping at all times.

47. What are the benefits of 5S? (AU May 2006; Nov. 2007)

Workplace becomes clean and better organised. Results in good company image and generates more business. Shop floor and office operations become easier and safer. Contribute to productivity, quality and employee morale.

48. What is a Kaizen? ( Au Nov 05 , May 05)

Kaizen is a Japanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone.

It is the process of continuous improvement in small increments that make the process more efficient, effective, under control and adaptable.

49. Different Kaizen and Kairyo.

Kaizen Kairyo It is achieved through conventional know-how and PDCA.

It is obtained by technological or organizational breakthrough.

It is employee oriented. It is technology oriented. It requires little investment but

great effort to maintain. It requires large investment but

little effort to maintain. It involes everbody in the company It involves a selected few experts

and researchers. It requires recognition of effort

before results. It is motivated by expected reults.

50. What does the term ‘Muda’ refer?

28


Muda refers to the seven classes of wastes. They are over-production, delay, transportation, processing, inventory, wasted motion, and defective parts.

51. What is supplier partnering?

Supplier partnering is defined as a continuing relationship, between a buying firm and supplying firm, involving a commitment over an extened time period, an exchange of information and acknowledgement of the risks and rewards of the relationship.

52. What are the three key elements to a partnering relationship?

The three key elements to a partnering relationship are:

Long-term commitment Trust Shared vision

53. What are the types of sourcing?

Sole sourcing Multiple sourcing Single sourcing

54. Differentiate between sole sourcing and single sourcing.

Sole sourcing is theuse of only one supplier for the organisation. Single sourcing is the use of one supplier for an item when several sources are

available.

55. Explain supplier selection. (AU Nov 2008)

Suppliers are selected based on their performance in terms of cost, qulity, and delivery reliability.

56. What are the various stages in supplier selection and evalution?

Survey stage Enquiry stage Negotiation and selection stage Experience stage

57. What is supplier rating?

A supplier rating system, also reffered as a scorecard system, is used to obtain an overall rating of supplier performance.

29


58. Why dose customer rate supplier?

The customer rates supplier in order to: Obtain an overall rating of supplier performance Ensure complete communication with supplier Provide each supplier about the details of problems for corrective action Maintain and improve the partnering relationship.

59. What does the term relationship development refer?

The relationship development refers to maintaining and improving the growth of the customer-supplier relationship.

60. What are the strategies for relationship development?

Inspection Training Team approach Recognition

61. Name different members in a team.

The different members in a team are

Team leader Facilitator Recorder Timekeeper and Member

62. Classify rewards.

Intrinsic rewards: These are related to feelings of accomplishment or selfworth. Extrinsic rewards: These are related to pay or compensation issues.

63. List four common barriers to team progress.

The four common barriers to team progress

Insufficient training Incompatible rewards and compensation Lack of management support

64. Give the steps involved in training process?

30


The steps involved in training process are

Make everyone aware of what the training is all about. Get acceptance. Adapt the program. Adapt to what has been agreed upon.

65. Define Recognition and Reward?

Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or team hasmade to the success of the organization.

Reward is something tangible to promote desirable behavior. Recognition and reward go together to form a system for letting people know they are

valuable Members of the organization.

66. What are the types of appraisal formats?

The types of appraisal formats are

Ranking Narrative Graphic Forced choice

67. What are the benefits of employee involvement?

The benefits of employee involvement are

Employee Involvement improves quality and increases productivity because employees make better decisions using their expert knowledge of the Process.

Employees are more likely to implement and support decisions they had a part in making.

Employees are better able to spot and pinpoint areas for improvement.

68. What are the basic ways for a continuous process improvement?

The basic ways for a continuous process improvement are:

Reduce resources Reduce errors Meet or exceed expectations of downstream customers Make the process safer Make the process more satisfying to the person doing it.

31


69. What are the phases of a Continuous Process Improvement Cycle?

The phases of a Continuous Process Improvement Cycle are:

Identify the opportunity Analyze the process Develop the optimal solutions Implement Study the results Standardize the solution Plan for the future

70. What is 5S? (Au Nov 05, May 05)

5S Philosophy focuses on effective work place organization and standardized work procedures.

5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiency and safety.

71. What are the objectives of Performance measures?

The objectives of Performance measures are:

Establish baseline measures and reveal trends. Determine which processes need to be improved. Indicate process gains and losses. Compare goals with actual performance. Provide information for individual and team evaluation. Provide information to make informed decisions. Determine the overall performance of the organization.

72. What are the characteristics used to measure the performance of a particular process?

The characteristics used to measure the performance of a particular Process are:

Quantity Cost Time Accuracy Function Service Aesthetics

32


73. Give the six basic techniques for presenting performance measures?

The six basic techniques for presenting performance measures

Time series graph Control chart Capability index Taguchi’s Loss Function Cost of poor quality Malcolm Baldrige National Quality Award

1. Write down the seven step procedure of strategic planning cycle?

Customer Needs Customer Positioning

Predict the future

Gap Analysis

Closing the Gap

Alignment

Implementation

2. Explain Leadership?

Definition:

Leadership is the process of influencing others towards the accomplishment of goals.

Characteristics or Behaviours of Quality Leaders:

The customers first

Value people

Build supplier partnership

Empower people

Demonstrate involvement / commitment

Strive for excellence

33

16 MARKS QUESTIONS


Explain and deploy policy

Improve communication

Promote team work

Benchmark continuously

Establish system

Encourage collaboration

Leadership styles for effective leaders:

Directing style for leadership

Consulative style of leadership

Participative style of leadership

Delegating style of leadership

Requirement of effective leadership:

Vision

Empowerment

Intuition

Self – understanding

Value congruence

Leadership Roles:

Producer role

Director role

Coordinator role

Checker role

Stimulator role

Mentor role

Innovator role

Negotiator role

3. Explain Quality Statement?

34


Definition:

Quality dtatements are established by the quality council to provide overall direction for

achieving the total quality culture.

Elements of quality statements:

Vision Statement

Mission Statement

Quality Policy statement

4. Dicuss on: Customer Complaints

Definition:

A customer complaint may be defined as an expression of dissatisfaction with a

product / service, either orally or in writing from an internal or external customer.

Customer complaint is necessay:

To discover customer dissatisfaction.

To identify customer’s needs.

To discover relative priorities of quality.

To compare performance with the competition.

To determine oppourtunites for improvement.

Sources for customer complaint:

Customer complaints related to product itself.

Customer complaints related to after sales service.

Common customer feedback collection tools:

Comment cards

Customer Questionnaire (online, phone and mail surveys)

Post-transaction surveys

Report Cards

Focus Groups

35


Social media

Toll-free telephone numbers

Customer Visits

Employee Feedback

Customer Complaint Flow Chart

5. Discuss on: Customer Satisfaction

Definition:

The customer is the king

Quality is a measure of customer satisfaction.

The purpose is meeting or exceeding customer expectations, so that the customers are

delighted.

Customer Satisfaction Model:

Customers are:

The most important people in the business.

The org. depends on them.

A part of business.

36

Company Offer

Customer Satisfaction

Customer Needs


People who comes with their needs.

Types of Customers:

Internal Customers

Customers are inside the company.

External Customers

Purchasers

End User

Merchants

Processors

Suppliers

Potential Customers

Hidden Customers

Customer Supplier Chain:

Customer Perception on Quality:

Performance

Features

37

Where C – Internal customer

S – Internal Supplier

Internal Customer Supplier Chain

c/s c/s c/s

Inputs from External

CustomerOutputs to

External

Customer


Service

Warranty

Price

Reputation

Identifying customer needs

Kano Model of customer satisfaction (understanding customer need)

6. Explain Customer Retention:

Definition: Customer Retention is the process of retaining the existing customers.

It is obvious that customer retention is more powerful and effective than customer

satisfaction.

Because of the following findings, customer retention is more powerful than customer

satisfaction.

Over 60% of an organization’s future revenue will come from existing customer.

A 2% increase in customer retention has an equivalent impact upon profitability as a

10% reduction in operating costs.

91% of the unhappy customers will never purchase goods and services from you again.

It costs 5 times as much to attract a new customer as it costs to keep an old one.

Definition of Customer Care.

Customer care can be defined as every activity which occurs within an organization that

ensures that a customer is not only satisfied but also retained.

7. Explain Employee Involvement?

Employee Motivation

Employee empowerment

Teams and team work

38


Recognition & reward schemes

Performance Appraisal

8. Explain Motivation?

Definition: Motivation means a process of stimulating people to accomplish desired

goals.

Importance of motivation

Theories of motivation

Maslow’s Hierarchy of needs

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization needs

Herzberg’s Two factor theory

Motivation factors or satisfiers

Hygiene factors or dissatisfiers

9. Explain Employee Empowerment?

Concept of empowerment

Empowerment defined

Job enrichment Vs Job Empowerment

General principles for empowering employees

Conditions to create the empowered environment

Characteristics of empowered employees

10. Explain: Teams & Team work?

Definition of Team, Teamwork

Benefits of teamwork

Types of teams

39


Process improvement team

Cross-functional team

Natural work team

Self-directed/self-managed work team

Characteristics of successful teams

Elements of effective teamwork

Team Management wheel

Activities of team management wheel

Role of team members

Stages of team development

Barriers to team progress

11. Explain Recognition and Reward?

What is eant by recognition?

Why should one recognize the employees?

Types of rewards

Intrinsic rewards

Extrinsic rewards

Ways to recognize people

12. Explain Perfomance Appraisal?

What is Performance Appraisal?

Need for Performance Appraisal

Process of Performance Appraisal

Benefits of Performance Appraisal

13. Explain Continuous Process Improvement?

PDSA Cycle

5S

Kaizen

40


14. Explain PDSA Cycle?

What is PDSA Cycle?

Phases of PDSA Cycle

Continuous Process Improvement Cycle using PDCA

Benefits of the PDSA Cycle

5W2H Method

15. Explain 5S?

What is 5S?

Meaning of 5S Elements

Relationship between various 5S

Objective of 5Sdetails of 5S

Factors in Implementing 5S

Benefits in Implementing 5S

16. Explain Kaizen?

What is kaizen

Kaizen Vs Kairyo

Various aspects of Kaizen

Features of Kaizen

Role of people in implementing kaizen

17. Explain Supplier Partnership?

Principles of Customer / Spplierr Relations

What is Supplier Partnering?

Benefits of Partnering

Japanese View on Partnering

Key elements of Partnering

Long – term commitment

Trust

41


Shared vision

Supplier Sourcing

Sole sourcing

Multiple sourcing

Single sourcing

Supplier Selection

Stages in supplier selection & evaluation

Conditions for selection and evaluation of suppliers

Supplier Certification

Supplier Rating

What is supplier rating?

Objectives of Supplier Rating

Supplier Rating Format

Relationship Development

Inspection

Training

Team Appraoch

Recognition

42


UNIT III TQM TOOLS & TECHNIQUES I

The seven traditional tools of quality – New management tools – Six-sigma: Concepts, methodology, applications to manufacturing, service sector including IT – Bench marking –Reason to bench mark, Bench marking process – FMEA – Stages, Types.

1. List the seven tools of quality?

Flow charts

Check sheets

Histograms

Pareto diagrams

Cause & effect diagrams

Scatter Diagrams

Control charts

2. What is a flow chart?

43



A flow chart is a diagrammatic view of the various steps in sequential order that form an overall

process in an organization.

3. Define check sheet. Mention its uses.

The check sheet is a data gathering and interpretation tool.

A check sheet is used for,

Distinguishing between fact and opinion (Example: How does the community perceive

the effectiveness of the school in preparing students for the world of work?)

Gathering data about how often a problem is occurring? (Example: How often are

students missing classes?)

Gathering data about the type of problem occurring. (Example: What is the most

common type of word processing error created by the students-grammar, punctuation,

transposing letter etc.?)

4. When do you use the check sheet?

A check sheet is used to indicate the frequency of a certain occuraence.

5. What are the types of check sheets commonly used?

Process distribution check sheet

Defective item check sheet

Defect location check sheet

Defect factor check sheet

6. In a foundry. The castings manufactured are inspected with respect to the four defects

namely, blow holes, core shift, honey combing and hot tear design. Design a check sheet to

gather data on the total number of castings found defectives due to the respective above

defects? (AU Nov. 2007)

Check sheet of foundry defects:

S. No: Casting Defects Frequency

44


1 Blow holes IIII II 7

2 Core Shift II 2

3 Honey combing IIII IIII I 11

4 Hot tear design IIII IIII 10

7. What is the procedure to create a check sheet?

The procedures to create a check sheet are,

Clarify the measurement objectives. Ask questions such as ‘What is the problem?’ Why

should data be collected?’, ‘Who will use the information being colleted?’, ‘Who will

collect the data?’.

Create a form for collecting data.

Determine the specific things that will be measured and write this down on the left side

of the check sheet.

Determine the time or place being measured and write this across the top of the

columns.

Collect the data for the items being measured.

Recovery each occurrence directly on the check sheet as it happens.

Tally the data by totaling the number of occurrences for each category being measure.

8. Define: Histogram.

A histogram is used to display in bar graph format measurement data distributed by

categories.

9. What are the problems that can be interpreted by the histogram?

The problems that can be interpreted by the histogram are,

Skew problems

Clustering problems.

10. When do you use histogram?

45


A histogram is used to show clearly where the most frequently occuring values are

located and the data is distributed.

It enables the analyst to quickly visualize the features of a complete set of data.

11. What are the various types of histogram?

Bell-shaped

Double-peaked

Plateau

Comb

Skewed

Truncated

Isolated Peak

Edged Peak

12. Draw the different types of histograms and specify their characteristics? (AU Nov. 2008)

Some of the possible types of histograms are depicted below:

Shape Description

Bell - Shaped Symmetrical shape with a peak in middle representing a normal distribution.

Double-Peaked Two normal distributions with two peaks in middle indicating more than one

distribution at work.

Plateau Flat top, no distinct peak and tails indicating more than one distribution at

work.

Comb Alternative peaks howing possible errors in data collection and analysis.

46


a. Bell-shaped b. Double-peaked

c. Plateau d. Comb

13. Define cause and effect diagram.

A cause and effect diagram is an analysis tool to display possible causes of a specific

problem or condition. It is also called a fishbone diagram.

14. What are the uses of cause and effect diagram?

A cause and effect diagram is used for, a. Identifying potential causes of a problem or

issue in an orderly way. (Example: why has membership in the band decreased? Why

isn’t the phone4 being answered on time? Why is the production process suddenly

producing so many defects?)

Summarizing major causes under four categories. (Example: People, machines, methods

and materials or policies, procedures, people and plant.)

15. Under what situations, one can use cause and effect diagram?

47


The cause and effect diagram has unlimited application in research manufacturing,

marketing, office operations, services, etc.

16. What is Pareto chart?

A Pareto chart is a special form of a bar graph and is used to display the relative

importance of problems or conditions.

17. Give some applications of Pareto chart.

The applications of Pareto chart are,

Focusing on critical issues by ranking them in terms of importance and frequency

(Example: which course causes the most difficulty for students?; which problem with

product X is most significant to out customers?)

Prioritizing problems or causes to efficiently initiate problem solving (Example: which

discipline problems should be tackled first? or what is the most frequent complaint by

parents, regarding the school? solution of what production problem will improve quality

most?)

18. State the Pareto Principle.

Pareto principle states that a few of the defects accounts for most of the effects.

19. What are the purposes of Pareto Diagrams?

Pareto analysis can be used in a wide range of situations, where one need to prioritise

problems based on its relative importance.

It can be used as a risk assessment technique from activity level to system level.

20. What is Stratification?

Stratification is a method of analysis of data by grouping it in different ways.

21. What is Scatter Diagram?

48


A scatter diagram is used to interpret data by graphically displaying the relationship

between two variables.

22. List some applications of Scatter Diagram.

The applications of scatter diagram

Validating ‘hunches’ about a cause-and-effect relationship between types of variables

(examples: I wonder if students who spend more time watching TV having higher or

lower average GPA’s? IS there a relationship between the production speed of an n

operator and the number of defective parts made? Is there relationship between typing

speed in WPM and errors made?)

Displaying the direction of the relationship (positive negative, etc). (Examples: will test

scores increase or decrease if the students spend more time in study hall? Will

increasing assembly line speed, increase or decrease the number of defective parts

made? Do faster typists make more or fewer typing errors?)

Defective parts produced? How strong is the relationship between typingfaster and the

number of typing errors made?).

23. When do you use Scatter Diagram?

The purpose of scatter diagram is to display whay happens to one variable when

another variable is changed.

This diagram is used to understand why particular variations occur and how they can be

controlled.

24. Define control chart.

Control chart is defined as a display of data in the order that they occur with statistically

determined upper and lower limits of expected common cause variations. It is used to

indicate special causes of process variations to monitor a process for maintenance and

to determine if process changes have has the desired effect.

25. What are the types of control charts?

49


Control charts for variables – for measurable data such as time, length, temperature,

weight, pressure, etc.

Control charts for characteristics – for quantifyable data such as number of defects,

typing errors in a report, etc.

26. When do you use control chart?

The purpose of control chart is to identify when the process has gone out of statistical

control, thus signaling the need for some corrective action to be taken.

27. What are the four basic steps included in SPC?

The four basic steps included in SPC are

Measuring the process

Eliminating variances in the process to make it consistent.

Monitoring the process.

Improving the process to its best target value.

28. Mention the seven basic tools involved in statistic quality control.

The seven tools involved in statistical quality control. They are,

Pareto diagram

Check sheet

Cause and effect diagrams

Scatter diagram

Histogram

Control charts

Graphs

29. What is the use of SPC?

SPC is used to monitor the consistency of processes used to manufacture a product as

designed.

50


30. What is line graph?

A line graph is a way to summaries how two pieces of information are related and how

they vary depending on one another. The numbers along a side of the line graph are

called the scale.

31. What is an arrow diagram?

An arrow diagram is another term for a PERT or CPM chart.

It is graphic descriptions of the sequential steps that must be completed before a

project can completed.

32. Give some applications of arrow diagram.

The applications of arrow diagram are,

Understanding and managing complex project or task.

Understanding and managing a project that is of major importance to the organization,

and the consequences of late completion are sever.

Understanding and managing a project in which multiple activities must take place and

be managed simultaneously.

Explaining the project status to others.

33. How is an arrow diagram constructed?

Steps in constructing an arrow diagram are,

Select a team that is knowledgeable about the project, its task and subtasks.

Record all of the tasks and subtasks necessary to the completion of the project.

Sequence the tasks.

Assign a time duration to each task.

Calculate the shortest possible implementation time schedule using the critical path

method.

Calculate the earliest starting and finishing times for each task.

Locate tasks with slack (extra) time and calculate total slack.

51


Update the schedule as the project is being completed.

34. What is nominal group technique?

The nominal group technique is a structured process, which identifies and ranks the

major problems or issues that need addressing.

35. What are the uses of nominal group technique?

The nominal group technique is used for,

Identifying the major strengths of a department /unit/institution. (Example: why are

enrollments decreasing in the business courses making decision by consensus when

selecting problem solutions in a business.

Providing each participant with an equal voice. (Example: Defusing a domineering

faculty member or influential employee who tends to control the discussion and

dominate the process.

36. Define systematic diagram.

A systematic diagram is a hierarchical graphic representation of the prerequisite steps

necessary to go accomplish a goal or task.

37. List out the uses of systematic diagram.

A systematic diagram is used for,

Developing a sequence of steps that depend on each other that form he solution to a

problem.

When it is known that the implementation of some task will be a complex sequence.

When serious consequences can occur as the result of missing a key step in

implementing the solution to a problem.

38. Define Statistics?

52


Statistics is defined as the science that deals with the collection, tabulation, analysis,

interpretation, and presentation of quantitative data.

39. What is a measure of central tendency? (Au , May 05)

A measure of central tendency of a distribution is a numerical value that describes the

central position of the data or how the data tend to build up in the center. There are

three measures in common in use in quality viz, the average, the median and the mode.

40. What is Measures of dispersion? ( Au , May 05)

Measures of dispersion describe how the data are spread out or scattered on each side

of the central value. The measures of dispersion used are range and standard deviation.

41. What is a Normal Curve?

The normal curve is a symmetrical, unimodal, bell-shaped distribution with the mean,

median and mode having the same value.

42. What is the use of the control chart?

The control chart is used to keep a continuing record of a particular quality

characteristic. It is a picture of process over time.

43. Give the objectives of the attribute charts?

The objectives of the attribute charts are

Determine the average quality level.

Bring to the attention of management any changes in the average.

Improve the product quality.

Evaluate the quality performance of operating and management personnel.

Determine acceptance criteria of a product before shipment to the customer.

44. What are the new seven management tools?

53


The new seven management tools

Affinity Diagram

Interrelationship Digraph

Tree Diagram

Matrix Diagram

Prioritization Matrices

Process Decision Program Chart

Activity Network diagram

45. What is affinity diagram?

An affinity diagram is a tool to collect a large amount of verbal expressions and organize

them in groups according to natural relationships between individual items.

46. When do we use affinity diagram?

Affinity diagram is used:

To provide a visual representation of large amount of ideas.

To determine logical priorities.

To extract the large amount of useful inforamtion from few or scattered data or from

unlrelated ideas.

To understand and organize problems that are not clear.

To create new concepts.

47. What is relationship diagram?

The relationship diagram is a tool for finding causes to a problem.

The relationship diagram not only clarifies the relationship between cause and effect but

also between the various causes.

48. When do we use relationship diagram?

54


The purpose of the relationship diagram is to generate a visual representation of the

relations between an effect and its causes as well as the inter-relationship between the

different causes of the problem.

49. What is tree diagram?

A tree diagram systematically breaks down a topic into its compents, and shows the

logical and sequential links between these elements.

The tree diagram systematically outlines the complete spectrum of paths and tasks that

must be carried out to achieve a goal.

50. When do we use tree daigram?

The purpose of the tree diagram is to explore the ways and means to achieve the

objective, devlop a list of alternative means and to present them in visual

understandable from.

51. What is matrix diagram?

A matrix diagram is a tool that is used to systematically organise inforantion that must

be compared on a variety of characteristics in order to make a comparison, selection or

choice.

52. When do we use matrix diagram?

The matrix diagram is used to show relations between individual items in two sets of

factors.

53. What is Matrix data analysis diagram?

A matrix data analysis diagram is very much similar to a matrix diagram with a difference

that numerical data is used instead of symbols indicating the existence and strength of

relationship.

55


54. When do we use matrix anaysis diagram?

The purpose of matrix data anaysis diagram is to present numercial data about two sets

of factors in a matrix from and analysis it to get numerical output.

This tool is used in principal component analysis where only two charteristics can be

studied at a time.

55. In what way, matrix data analysis diagram differs from all other management tools?

Matrix data analysis diagram is the only tool among the ‘new seven management tools’

which uses numerical data and produces numerical results.

56. What is decision tree or process decision programme chart(PDPC)?

A decision tree or PDPC is a planning tool to outline every conceivable and likely

occurrence in any planning.

57. When do we use decision tree?

The PDPC or decision tree is useful when one wants to plan all possible chains of events

that might occur during a project.

This tool is particularly used in new product development, building and equipment, and

data processing programs.

This tool is widely used in decision making when the task is new, complex and unique.

58. What is arrow diagram?

An arrow diagram is a graphic description of the sequential steps that must be

completed before a project can be completed. Example: PERT and CPM charts.

59. When do we use arrow diagram?

The main purpose of the arrow diagrams are: (i) To show the paths to complete a

project. (ii) To find the shortest time possible for the project, and (iii) To display

graphically simultaneous activites.

56


The arrow diagram is indispensable for long-term projects, such as the construction of

a plant or the development of new products.

60. What is six sigma? (AU Nov 2010)

Six sigma is similar to Zero Defects (ZD), is a philosophical benchmark or standard of

excellence proposed by Philip Crosby.

Six sigma strives for perfection.

It allows for only 3.4 defects per million opportunities(or 99.99966 percent accuracy).

61. What are the five phases in six sigma process? (AU Apr. 2005)

The five phases in six sigma process are:

Define

Measure

Analyse

Improve

Control

62. contrast the terms DMAIC and DMADV, in relation to 6concept.

The term DMAIC stands for Define, Measure, Analyse, Improve and Control; whereas

DMADV stand for Define, Measure, Analyse, Design and Verify.

DMAIC model is used for improving existing processes/products, whereas DMADV

model is applied to a new process/product.

63. What are the advantages of applying six sigma principle.

Improved customer satisfaction.

Improved quality, efficiency and cost of products sold

Creation of self-sustaining infrastructure

Standardisation of system.

64. Brief the scope of six sigma principle.

The six sigma concept is originated from manufacturing field.

57


Now it is applied to non-manufacturing processes also.

Today one can apply six sigma to many fields such as servies, medical and insurance

procedures, call centres,etc.

67. Define benchmarking? (AU Apr.2005)

Benchmarking is the process of identifing, understanding and adpting, outstanding

practices and process from organisations anywhere in the world to an organisation to

improve its performance.

68. What are the objectives for benchmarking? (or) What are the reasons to benchmark? (AU

Nov2006)

Benchmarking aims at a goal setting process to facilitate comparision with the best.

It aims at motivating and stimulting company employees towards the goal of continuous

quality improvement.

It aims at external orientation of the company.

It aims at identifying a technological breakthrough.

It aims at searching for industry best practices.

69. What are the different types of benchmarking in relation to objects being benchmarking?

Product benchmaring

Performance benchmarking

Process benchmarking

Strategic benchmarking

70. Classify benchmarking based on the nature of firms against which benchmarking could be

done?

Creating a culture that values continuous improvement to achieve excellence.

Sharing the best practices between benchmarking partners.

Prioritizing the areas that need improvement.

Enhancing creativity by devaluing the not-invented – here syndrome.

58


71. What are the limitations of benchmaring? (AU Nov 2005)

Benchmarking is based on learning from others, rather then developing new and

improved approcahes.

Therefore the benchmarking cannot provide a sustained competitive advantage.

If all the industries employ the benchmarking approach, it will lead to stagnation of

ideas, strategies, best industry practices, etc.

72. Indicate any two strengths and weaknesses of benchmaking technique. (AU Nov 2007)

Strength/benefits of benchmarking include:


Sharing the best practices between bentchmarking partners.

Weaknesses/pitfalls of benchmarking include:

Cannot give a sustained competitive advantage.

Lead to stagnation of ideas, strategies, best industry practices, etc.

73. What does FMEA stand for? (AU Apr 2005)

FMEA stands for Failure Mode and Effect Anaysis.

74. State the objective of FMEA.

The objective of FMEA is to anticipate failures and prenvent them from coouring FMEA

priorities failures and attempts to eliminate their causes.

75. What are the various types of FMEA?

System FMEA

Design FMEA

Process FMEA

Service FMEA

Equipment FMEA

Maintenance FMEA

Concept FMEA

59


Environmental FMEA

76. List out any four benefits of FMEA?

Improved product/process reliablity and quality

Increased customer satisfaction

Early identification and elimination of potential product/process failure modes.

Prioritized product/process deficiencies.

77. What are the inputs for preparation of FMEA?

People inputs

Data inputs

78. List the four stages of FMEA.

Specifying possibilities

Quantifying risk

Correcting high risk causes

Re-evaluation of risk

79. Define failure rate. (AU Nov 2009)

It is the probability of failure per unit time of items in operation; sometimes estimated

as a retio of the number of failures to the accumulated operating time for the iterms.

80. Differentiate the terms ‘failure mode’ and ‘failure effects’. (AU Nov 2010)

A failure mode is defined as the manner in which a component, subsystem, system,

process, etc., could potentially fail to the meet the design purpose.

A failure effect is defined as the result of a failure mode on the function of the

product/process as perceived by the customer.

81. Define risk priority number (RPN). Also state its significance.

The risk Priority Number (RPN) is defined as the product of the sverity (S), occurrence

(O), detection (D), rankings. That is RPN = (S) x (O) x (D).

60


The RPN is used to prioritise items that require additional quality planning or action.

1. Explain the seven traditional tools of Quality?

The seven traditional tools of quality are:

Flow charts

Check sheets

Histograms

Pareto diagrams

Cause & effect diagrams

Scatter Diagrams

Control charts

2. Explain the New Management Tools?

The new seven management tools are defined for the qualitative problems.

Affinity (KJ) Diagram – For synthesizing, classifying, organizing indefinite ideas.

Relationship Diagram – For isolating cause-and-effect relationships.

Tree Diagram – For deploying general concepts into details.

Matrix Diagram – For correlating in a logical form, in order to evaluate, select and decide.

Matrix data analysis – For quantifying relationships.

Decision trea (PDPC) – For identifying alternatives.

Arrow Diagram (PERT) – For planning.

3. Explain Six Sigma?

Six sigma is similar to Zero Defects (ZD), is a philosophical benchmark or standard of

excellence proposed by Philip Crosby.

Six sigma strives for perfection.

It allows for only 3.4 defects per million opportunities(or 99.99966 percent accuracy).

61

16 MARKS QUESTIONS


Need of Six Sigma:

Scope of six sigma principle:

The six sigma concept is originated from manufacturing field.

Now it is applied to non-manufacturing processes also.

Today one can apply six sigma to many fields such as servies, medical and insurance

procedures, call centres,etc.

Concept of Six Sigma:

Six Sigma Process (DMAIC Process):

The five phases in six sigma process are:

Define

Measure

Analyse

Improve

Control

Six Sigma Organiation:

Advantages of Six Sigma:

Improved customer satisfaction.

Improved quality, efficiency and cost of products sold

Creation of self-sustaining infrastructure

Standardisation of system.

DMAIC and DMADV, in relation to 6 concept:

The term DMAIC stands for Define, Measure, Analyse, Improve and Control; whereas DMADV

stand for Define, Measure, Analyse, Design and Verify.

DMAIC model is used for improving existing processes/products, whereas DMADV model is

applied to a new process/product.

4. Explain Benchmarking?

Definition:

62


Benchmarking is the process of identifing, understanding and adpting, outstanding practices and

process from organisations anywhere in the world to an organisation to improve its

performance.

Reasons to Benchmark:

Benchmarking aims at a goal setting process to facilitate comparision with the best.

It aims at motivating and stimulting company employees towards the goal of continuous quality

improvement.

It aims at external orientation of the company.

It aims at identifying a technological breakthrough.

It aims at searching for industry best practices.

Types of Benchmarking:

Based on the object to be benchmarked

Product benchmaring

Performance benchmarking

Process benchmarking

Strategic benchmarking

Generic Banchmarking

Based on the organizations against whom one is benchmarking

Internal Benchmarking

External Benchmarking

Industry Benchmarking

Competitive Benchmarking

Best-in-class Benchmarking

Relationship Benchmarking

Banchmarking Process

Steps in Benchmarking Process:

Planning

Analysis

Integration

Action

Maturity

63


Benchmarking Proces by AT &T and Xerox:

AT & T’s 12 step Process

Xerox’s 10-step Process

Benefits of Benchmarking


Sharing the best practices between bentchmarking partners.

Pitfalls of Benchmarking

Cannot give a sustained competitive advantage.

Lead to stagnation of ideas, strategies, best industry practices, etc.

5. Explain FMEA?

FMEA stands for Failure Mode and Effect Anaysis.

Objective of FMEA:

The objective of FMEA is to anticipate failures and prenvent them from coouring FMEA

priorities failures and attempts to eliminate their causes.

Various types of FMEA:

System FMEA

Design FMEA

Process FMEA

Service FMEA

Equipment FMEA

Maintenance FMEA

Concept FMEA

Environmental FMEA

Benefits of FMEA:

Improved product/process reliablity and quality

Increased customer satisfaction

Early identification and elimination of potential product/process failure modes.

Prioritized product/process deficiencies.

Inputs for preparation of FMEA:

64


People inputs

Data inputs

Stages of FMEA:

Specifying possibilities

Quantifying risk

Correcting high risk causes

Re-evaluation of risk

FMEA Form:

FMEA Procedure:

Examples of FMEA Document Preparation:

UNIT IV TQM TOOLS & TECHNIQUES II

Quality circles – Quality Function Deployment (QFD) – Taguchi quality loss function – TPM – Concepts, improvement needs – Cost of Quality – Performance measures.

1. What is a Quality Circle?

A quality circle (QC) is a small, voluntary group of employees and their supervisors,

comprising a team of about 6 to 10 members from within same work area or doing

similar works that meets regularly to solve problems relating to their job scope or

workplace.

2. Write the Objectives of Quality Circle? To promote job involvement To create problem solving capability To improve communication and production To promote morale and personal devlopment.

3. Sketch the Structure of a Quality Circle.

65

Coordinating

Agency



4. List out the Elements of the Quality Control Structure

Top Management

Coordinating agency

Steering committee

Facilitator

Leader / deputy leader

Members

Non – members

5. What are the roles of a facilitator in a quality circle?

Serves as a resource for the circle

Works closely with steering committee

Trains members by assisting leaders whenever required

Arranges management persentations of his circles

Coordinates and monitors all activities.

6. List out the potential benefits of implementary quality circles.

Tangible gains Intangible gains

66

Top Mgmt

Steering Committee

Facilitator

Leader / Deputy Leader

Members

Non - Members


Better quality

Productivity improvement

Higher safety (reduced number

of accidents)

Greater cost effectiveness

Better housekeeping

Increased profitability

Waste reduction

Reduced absenteeism

Reduced grievances

Enriched quality of work life

Attitudinal changes

Harmony, mutual trust

Effective team working

Better human relations

Participative culture

Human resource development

Promotion of job knowledge

Greater sense of belonging

7. What are the Limitations of Quality Circles?

Participation is not always voluntary in all cases.

Participation fades away if it lacks the top management’s support.

No involvement of the trade unions.

8. What is a QFD?

Quality Function Deployment is a planning tool used to fulfill customer expectations. It is

a disciplined approach to product design, engineering, and production and provides in-

depth evaluation of a product.

9. When is QFD used? (AU Nov 2006)

QFD is used when the true voice of the customer needs to be identified, for designing

new products and services or for improving the existing products and services.

10. What are the objectives of QFD? (AU May 2006)

To identify the true voice of the customer and to use this knowledge to devlop products

which satisfy customers.

To help in the organisation and analysis of alla the pertinent information associated with

the project.

67


11. What do you mean by House of Quality? (AU Nov 2009)

The primary planning tool used in QFD is the House of Quality (HOQ).

The house of quality converts the voice of the customer into product design

characteristics.

QFD uses a series of matrix diagrams, also called ‘quality tables’,that resemble

connected houses.

12. What are the six sections of a basic house of quality matrix?

Customer requirments

Prioritized customer requirements

Technical descriptors

Relationship matrix

Trade – off – matrix

Prioritized technical descriptors

13. What are the four phases of product development in QFD Process?

Product planning

Part development

Process planning

Production planning

14. Write and draw the parts of the house of quality. (AU Nov 2008)

68

V

Interrelationship between Technical

Descriptors

III

Technical Descriptors

(Voice of the Organization)

IV

Relationship between

Requirements and Descriptors


ICu

stom

er R

equi

rem

ents

(Voi

ce o

f the

Cus

tom

er)

IIPr

iorit

zed

Cust

omer

Re

quire

men

ts


15. List out any four benefits of QFD.

Promote better understanding of customer demends.

Improves customer satisfaction

Promotes team work

Facilities better understanding of design interactions.

16. What are the benefits of QFD?

The benefits of QFD are

Customer driven

Reduces implementation time

Promotes teamwork

Provides documentation

17. What are Taguchi methods?

Taguchi methods are statistical methods developed largely by Genichi Taguchi to

improve the quality of manufactured goods.

Taguchi’s priciple contributions to statistics are:

Taguchi loss function

The philosophy of off-line quality control

Innovations in the design of experiments.

18. Define quality in terms of Taghchi’s words.

69

IV




VI

Prioritized Technical Descriptors

ICu

stom

er R

equi

rem

ents

(Voi

ce o

f the

Cus

tom

er)

IIPr

iorit

zed

Cust

omer

Re

quire

men

ts


Taguchi defines quality as “The loss imparted by the product to society from the time

the product is shipped”.

19. Write down the philosophy of Quality Loss Funtion. (AU Nov 2008)

The loss function philosophy says that “for a manufacturer, the best strategy is to

produce products as close to the target as passible, rather then aiming at “being within

specifications”.

20. State the concept of quality loss function.

The essense of quality loss function (QLF) concept is that whenever a product deviates

from its target performance is right on target, but it grows gradually as one deviates

from the target.

21. What is difference between taguchi’s approach and tradtional approach? (AU Nov 2007)

In the traditional approach, the product within the specification limits is considered as a

good product while the outside are is considered as bed product.

In Taguchi’s approach, when a product moves from its target value, that move causes a

loss no matter if the move falls inside or outside the specified limits.

22. If the specifications are 10 ± 2 for a particular quality characteristic and the average repair

cost is Rs.200, determine the loss function. Also determine the loss at x = 11. (AU Nov 2007)

Solution: Taguchi quality loss function is given by

L(x) = k (x – N)2

where k = C

d2

C = Loss associated with the specification limit = Rs.200, and

70


d = Deviation of the specification from the target value = 2 units

k = 200/22 = 50

:. Loss function, L(x) = 50 (x-N)2 Ans.

When normal value N = 10 and x = 11, loss is given by

L(x) = 50 (11 – 10)2 = Rs.50 Ans.

23. Define Maintenance.

Maintenance is defined as the management, control, execution and quality assurance of

activites which ensure the achievement of optimum availability and performance of a

plant in order to meet business objectives.

24. What are the types of maintenance?

Corrective or break down maintenance

Scheduled or routine maintenance

Preventive maintenance

Predictive maintenance.

25. What do you mean by the term corrective or breakdown maintenance?

Corrective maintenance implies that repairs are made after the failure of machine or

equipment.

26. Explain the term scheduled or routine maintenance.

Scheduled maintenance is a stitch-in-time procedure aimed at avoding breakdowns.

This includes all work undertaken to keep the production equipment in efficient

condition.

71


It may cover periodic inspection, cleaning, lubrication, overhaul, repair, repalcement,

etc.

27. What do you mean by preventive maintenance?

preventive maintenance is carried out before the failure arises or prior to the

equipment actually breaks down.

It is a safety measure designed to minimize the possiblity of unanticipated

breakdowns and interruptions in production.

28. What you mean by the term predictive maintenance?

In predictive technique, on the prediction of any fault, maintenance is being done.

In this technique, equipments codition is measured periodically or on a continous basis.

This enables maintenance staff to take a timely action such as equipment adjustments

repair and overhaul.

29. What is TPM?

TPM is systematic excution of maintenance by all employees through small group

activities.

The dual goal of TPM are zero breakdowns and zero defects.

30. What are the objectives/benefits of TPM? (or) Why TPM is required? (AU Nov2005,May

2006, June 2009)

To improve equipment effectiveness.

To achieve autonomous maintenance

To plan maintenance

To train all staff in relevant maintenance skills.

To achieve early equipment management.

31. What are the six big losses?

Breakdowns

Setup and changeover

72


Idling and minor stoppages

Reduced speed

Defects and rework

Start up losses.

32. List out the various techniques adopted for JIT. (AU May 2009)

Pull system, Kanban, Waste reduction, TPM, Continuous improvement, Flexible

workforce, etc.

33. What is the formaula for calculating overall equipment effectiveness (OEE)?

Overall equipment effectiveness (OEE)

= Availability x {Performance efficiency} x {Rate of quality products}

34. What do you mean by the term Terotechnology?

TPM’s comprehensive role in integration of interrelated activities has been described as

Terotechnology.

Terotechnology is concerned with the application of managerial, financial, engineering

and other skills to extend the operational life and increase the effeciency of equipment

and machinery.

35. List any four objectives of performance measures.

To establish baseline measures and reveal trends.

To determine which processes need to be improved.

To indiamte process gains and losses.

To compare goals with actual performance

36. How do the business people measure satisfaction? (AU May 2009)

Number of customers complaints

Number of warranty claims

73


% returns by customers

Customer satisfaction index

Time to solve complaints

37. List any four performance indicators to measure production of a company.

Productivity = output / input = result / costs

Revenue frowth

% rejects; % scrap

Failure rate

38. List the performance indicator used to measure the performance of the supplier in an

organisation.

Service rating

On-time delivery

Quality performance

SPC charts

Billing accuracy

Average lead time

39. What are the strategic goals of performance measures? (AU May 2009)

The strategic goals include quality, cost, time, accuracy, etc.

40. List down the techniques used for presenting performance measures.

Time series trend graphs

Control charts

Capability index

Tagchi’s loss function

Costs of poor quality

Quality awards

41. What do you mean by Costs of Quality? (AU April 2005 , May 2006)

74


Quality costs are definded as those costs associated with the non-achievement of

product / service quality as definded by the requirments established by the organisation

and its contracts with customers and society.

42. List the elements categories of quality costs. (AU April 2005)

Costs of prevention

Costs of appraisal

Costs of internal failures

Costs of external failures

43. What is meant by costs of prevention?

Prevention costs are the costs that are incurred on preventing a quality problem from

arising.

44. List any five elements of costs of prevention?

Cost of quality planning

Cost of documenting

Process control cost

Cost of trining

Costs associated with preventing recuring defects, etc.

45. What do you mean by costs of appraisal?

Appraisal costs are the costs that are incuured in assessing that the products / services

conform to the requirements.

46. What are the costs of appraisal?

Cost of receiving test and equipment

Cost of laboratory acceptance testing

Cost of installation testing

Cost of installation and commissioning

Cost of maintenance and calibration of tests and inspecting equipments.

75


47. What is mean by costs of internal failure?

The costs associated with defective products, components and materials that fail to

meet quality requirements and result in manufacturing losses are called as costs of

internal failures.

These costs are linked to correcting mistakes before delivery of the product.

48. List the components of costs of internal failure.

Cost associated with scrap and rejects

Cost of repair and rework

Cost of design changes

Cost of trouble shooting

Cost of reinspection and retesting

49. What is mean by costs of external failures?

Costs of external failures consists of the costs which are generated because of defective

products being shipped to customers.

These costs are associated with the adjustments of malfunctions after delivery of the

product.

50. Name any four elements of costs of external failures?

Costs of proceesing complaints from customers

Costs of commissioning failures

Costs of servicing or replacing the defective items.

Costs of guarantee and warranty claims

Costs of lost goodwill of customers.

51. What are hidden costs of quality?

Hidden costs, also known as the intangible costs, are the costs associated with providing

a nonconforming product / service to a customer that are difficult to identify and

quality.

76


Some of the hidden costs include: customer dissatisfaction cost; polantial lost sales, loss

of company image.

52. Define quality cost index. (AU Nov 2009)

The ratio of quality costs and any quality cost base is known as quality costs index.

Examples of quality cost index

Labour base index (Quality costs per hour direct labour)

Cost base index (Quality costs per rupee of production cost)

53. What are the techniques commonly used for analysing the quality costs?

Trend analysis

Pareto analysis

54. What are quality awards?

Quality awards are prizes awrded for some aspects of quality performance which has

been demonstrated to an organisation.

55. What are the objectives of establishing quality awards?

To help stimulate organisations to improve quality of their products / services.

To recognize the achievement of organisaional learning and to provide guidelines for

initiating quality improvement.

To act as a driving force for a national movement of quality improvement for

turnaround.

56. Name any two popular awards for quality.

The deming prize

The Malcolm Balbridge National Quality Award.

57. What is MBNQA?

MBNQA is abbreviation for Malcolm Balbridge National Quality Award.

It is an annual award given to recognize U.S. organisations for performance excellence.

77


This award is used to measure TQM efforts on an annual basis.

58. List any two nationalquality awards in India.

Golden peacock National Quality Award.

Rajiv Gandhi National Quality Award.

59. What are the goals of TPM? (Au Nov 05)

The overall goals of Total Productive Maintenance, which is an extension of TQM are

Maintaining and improving equipment capacity

Maintaining equipment for life

Using support from all areas of the operation

Encouraging input from all employees

Using teams for continuous improvement

60. Give the seven basic steps to get an organization started toward TPM?

Management learns the new philosophy

Management promotes the new philosophy

Training is funded and developed for everyone in the organization

Areas of needed improvement are identified

Performance goals are formulated

An implementation plan is developed

Autonomous work groups are established

61. What are the major loss areas?

The major loss areas are

Planned downtime

Unplanned downtime


Slow-downs

Process nonconformities

78


Scrap

1. Explain Quality Circles?

Definition:

A quality circle (QC) is a small, voluntary group of employees and their supervisors,

comprising a team of about 6 to 10 members from within same work area or doing

similar works that meets regularly to solve problems relating to their job scope or

workplace.

Objectives of Quality Circle: To promote job involvement To create problem solving capability To improve communication and production To promote morale and personal devlopment.

Process of Quality Circle Operation: Problem Identification Problem Selection Problem Analysis Generate alternative solutions Select the most appropriate solution Prepare plan of action Present solution management Implementation of solution

Structure of a Quality Circle:

79

Top Mgmt

Steering Committee

Facilitator

Leader / Deputy Leader

Coordinating

Agency

16 MARKS QUESTIONS


Elements of the quality control structure:

Top Management

Coordinating agency

Steering committee

Facilitator

Leader / deputy leader

Members

Non – members

Roles of a facilitator in a quality circle:

Serves as a resource for the circle

Works closely with steering committee

Trains members by assisting leaders whenever required

Arranges management persentations of his circles

Coordinates and monitors all activities.

Potential benefits of implementary quality circles:

Tangible gains Intangible gains

Better quality

Productivity improvement

Higher safety (reduced number

of accidents)

Greater cost effectiveness

Better housekeeping

Increased profitability

Waste reduction

Enriched quality of work life

Attitudinal changes

Harmony, mutual trust

Effective team working

Better human relations

Participative culture

Human resource development

80

Members

Non - Members


Reduced absenteeism

Reduced grievances

Promotion of job knowledge

Greater sense of belonging

Limitations of quality circles:

Participation is not always voluntary in all cases.

Participation fades away if it lacks the top management’s support.

No involvement of the trade unions.

2. Explain Quality Funciton Deployment?

Definition:

Quality Function Deployment is a planning tool used to fulfill customer expectations. It is

a disciplined approach to product design, engineering, and production and provides in-

depth evaluation of a product.

QFD used:

QFD is used when the true voice of the customer needs to be identified, for designing

new products and services or for improving the existing products and services.

Objectives of QFD:

To identify the true voice of the customer and to use this knowledge to devlop products

which satisfy customers.

To help in the organisation and analysis of alla the pertinent information associated with

the project.

House of Quality:

The primary planning tool used in QFD is the House of Quality (HOQ).

The house of quality converts the voice of the customer into product design

characteristics.

81


QFD uses a series of matrix diagrams, also called ‘quality tables’,that resemble

connected houses.

Six sections of a basic house of quality matrix:

Customer requirments

Prioritized customer requirements

Technical descriptors

Relationship matrix

Trade – off – matrix

Prioritized technical descriptors

Four phases of product development in QFD Process:

Product planning

Part development

Process planning

Production planning

Parts of the House of Quality:

82

V

Interrelationship between Technical

Descriptors

III

Technical Descriptors


IV




ICu

stom

er R

equi

rem

ents

(Voi

ce o

f the

Cus

tom

er)

IIPr

iorit

zed

Cust

omer

Re

quire

men

ts


Benefits of QFD:

Promote better understanding of customer demands.

Improves customer satisfaction

Promotes team work

Facilities better understanding of design interactions.

Customer driven

Reduces implementation time

Provides documentation

3. Expalin Taquchi Quality Loss Function?

Taguchi methods:

Taguchi methods are statistical methods developed largely by Genichi Taguchi to

improve the quality of manufactured goods.

Taguchi’s priciple contributions to statistics are:

Taguchi loss function

The philosophy of off-line quality control

Innovations in the design of experiments.

Quality in terms of Taghchi’s words:

Taguchi defines quality as “The loss imparted by the product to society from the time

the product is shipped”.

Philosophy of Quality Loss Funtion:

The loss function philosophy says that “for a manufacturer, the best strategy is to

produce products as close to the target as passible, rather then aiming at “being within

specifications”.

83

VI

Prioritized Technical Descriptors


Concept of Quality Loss Function:

The essense of quality loss function (QLF) concept is that whenever a product deviates

from its target performance is right on target, but it grows gradually as one deviates

from the target.

Difference between taguchi’s approach and tradtional approach:

In the traditional approach, the product within the specification limits is considered as a

good product while the outside are is considered as bed product.

In Taguchi’s approach, when a product moves from its target value, that move causes a

loss no matter if the move falls inside or outside the specified limits.

Taguchi Quality Loss Function:

L(x) = k (x – N)2

where k = C

d2

L(x) = Loss Fucntion

K = Constant of proportionality

X = Quality characteristic of selected product

N = Nominal value of the chosen product

(x-N) = Tolerance

C = Loss associated with the specification limit

d = Deviation of the specification from the target value

k = determines the slope of the Quality Loss Fucntion

4. Explain TPM?

84


Maintenance:

Maintenance is defined as the management, control, execution and quality assurance of

activites which ensure the achievement of optimum availability and performance of a

plant in order to meet business objectives.

Types of maintenance:

Corrective or break down maintenance

Scheduled or routine maintenance

Preventive maintenance

Predictive maintenance.

Corrective or breakdown maintenance:

Corrective maintenance implies that repairs are made after the failure of machine or

equipment.

Scheduled or routine maintenance:

Scheduled maintenance is a stitch-in-time procedure aimed at avoding breakdowns.

This includes all work undertaken to keep the production equipment in efficient

condition.

It may cover periodic inspection, cleaning, lubrication, overhaul, repair, repalcement,

etc.

Preventive maintenance:

preventive maintenance is carried out before the failure arises or prior to the

equipment actually breaks down.

It is a safety measure designed to minimize the possiblity of unanticipated

breakdowns and interruptions in production.

Predictive maintenance:

85


In predictive technique, on the prediction of any fault, maintenance is being done.

In this technique, equipments codition is measured periodically or on a continous basis.

This enables maintenance staff to take a timely action such as equipment adjustments

repair and overhaul.

Definition of TPM:

TPM is systematic excution of maintenance by all employees through small group

activities.

The dual goals of TPM are zero breakdowns and zero defects.

Objectives/benefits of TPM:

To improve equipment effectiveness.

To achieve autonomous maintenance

To plan maintenance

To train all staff in relevant maintenance skills.

To achieve early equipment management.

Six big losses:

Breakdowns

Setup and changeover


Reduced speed

Defects and rework

Start up losses.

Formula for calculating overall equipment effectiveness (OEE):

Overall equipment effectiveness (OEE)

= Availability x {Performance efficiency} x {Rate of quality products}

86


Terotechnology:

TPM’s comprehensive role in integration of interrelated activities has been described as

Terotechnology.

Terotechnology is concerned with the application of managerial, financial, engineering

and other skills to extend the operational life and increase the effeciency of equipment

and machinery.

5. Explain Performance Measures?

Objectives of performance measures:

To establish baseline measures and reveal trends.

To determine which processes need to be improved.

To indiamte process gains and losses.

To compare goals with actual performance

Business people measure satisfaction:

Number of customers complaints

Number of warranty claims

% returns by customers

Customer satisfaction index

Time to solve complaints

Performance indicators to measure production of a company:

Productivity = output / input = result / costs

Revenue frowth

% rejects; % scrap

Failure rate

Performance indicator used to measure the performance of the supplier in an organisation:

Service rating

On-time delivery

87


Quality performance

SPC charts

Billing accuracy

Average lead time

Strategic goals of performance measures:

The strategic goals include quality, cost, time, accuracy, etc.

Techniques used for presenting performance measures:

Time series trend graphs

Control charts

Capability index

Tagchi’s loss function

Costs of poor quality

Quality awards

Costs of Quality:

Quality costs are definded as those costs associated with the non-achievement of

product / service quality as definded by the requirments established by the organisation

and its contracts with customers and society.

Elements categories of quality costs:

Costs of prevention

Costs of appraisal

Costs of internal failures

Costs of external failures

Costs of prevention:

Prevention costs are the costs that are incurred on preventing a quality problem from

arising.

88


Elements of costs of prevention:

Cost of quality planning

Cost of documenting

Process control cost

Cost of trining

Costs associated with preventing recuring defects, etc.

Costs of appraisal:

Appraisal costs are the costs that are incuured in assessing that the products / services

conform to the requirements.

Cost of receiving test and equipment

Cost of laboratory acceptance testing

Cost of installation testing

Cost of installation and commissioning

Cost of maintenance and calibration of tests and inspecting equipments.

Costs of internal failure:

The costs associated with defective products, components and materials that fail to

meet quality requirements and result in manufacturing losses are called as costs of

internal failures.

These costs are linked to correcting mistakes before delivery of the product.

Components of costs of internal failure:

Cost associated with scrap and rejects

Cost of repair and rework

Cost of design changes

Cost of trouble shooting

Cost of reinspection and retesting

89


Costs of external failures:

Costs of external failures consists of the costs which are generated because of defective

products being shipped to customers.

These costs are associated with the adjustments of malfunctions after delivery of the

product.

Elements of costs of external failures:

Costs of proceesing complaints from customers

Costs of commissioning failures

Costs of servicing or replacing the defective items.

Costs of guarantee and warranty claims

Costs of lost goodwill of customers.

Hidden costs of quality:

Hidden costs, also known as the intangible costs, are the costs associated with providing

a nonconforming product / service to a customer that are difficult to identify and

quality.

Some of the hidden costs include: customer dissatisfaction cost; polantial lost sales, loss

of company image.

Quality Cost Index:

The ratio of quality costs and any quality cost base is known as quality costs index.

Examples of quality cost index

Labour base index (Quality costs per hour direct labour)

Cost base index (Quality costs per rupee of production cost)

Techniques commonly used for analysing the quality costs:

Trend analysis

Pareto analysis

Quality Awards:

90


Quality awards are prizes awrded for some aspects of quality performance which has

been demonstrated to an organisation.

Objectives of establishing Quality Awards:

To help stimulate organisations to improve quality of their products / services.

To recognize the achievement of organisaional learning and to provide guidelines for

initiating quality improvement.

To act as a driving force for a national movement of quality improvement for

turnaround.

Two popular awards for Quality:

The deming prize

The Malcolm Balbridge National Quality Award.

MBNQA:

MBNQA is abbreviation for Malcolm Balbridge National Quality Award.

It is an annual award given to recognize U.S. organisations for performance excellence.

This award is used to measure TQM efforts on an annual basis.

Two nationalquality awards in India:

Golden peacock National Quality Award.

Rajiv Gandhi National Quality Award.

UNIT V QUALITY SYSTEMS

91


Need for ISO 9000- ISO 9000-2000 Quality System – Elements, Documentation, Quality auditing- QS 9000 – ISO 14000 – Concepts, Requirements and Benefits – Case studies of TQM implementation in manufacturing and service sectors including IT.

1. What do you mean by the term Quality System?

The Quality System is the organizational structure, responsibilities, procedures,

processes and resources for implementing quality management.

2. What is ISO?

ISO (International Organization for Standardization) is a specialized agency for

standardization. The primary objective of ISO is coordination and unification of

international standards.

3. What is the need for the quality system in an organization? (or) What is the need for ISO

9000? (or) What are the objectives of ISO 9000? (AU Nov 2008)

ISO 9000 Quality System is needed:

To achieve, maintain and seek to continuously improve product/service quality.

To improve the quality of operations to continually meet customer’s and

stakeholder’s stated and implied needs.

To provide confidence to internal management and other employees that quality

requirements are being fulfilled and that improvement is taking place.

To provide confidence to customers and other stakeholders that quality

requirements are being achieved in the delivered product.

4. What is the difference between ISO 9000 and ISO 14000?

ISO 9000 has become an international reference for quality management requirements

in business-business dealings.

ISO 14000 is for environmental management requirements

92



5. What is the function of ISO 9000 family?

The ISO 9000 family is primarily concerned with quality management.

This means what the organisation does to fulfil.

The customer’s quality requirements.

Applicable regulatory requirements while aiming to enhance customer

satisfaction.

Achieve continual improvement of its performance in pursuit of these

objectives.

6. What is ISO 9000:2000? (AU Nov 2005)

The ISO 9000 standards are a collection of formal international standards, technical

reportd, handbooks and web based documents on quality management and quality

assurance.

7. What is responsible for devloping the ISO 9000 standards?

The ISO technical committee and its sub-committees are responsible for the devlopment

of the standards.

The work is conducted on the basis of consensus among quality and industry experts

nominated by the national standards bodies, representing a wide range of interested

parties.

8. Where we can apply the ISO 9000 series atandards?

ISO 9000 series of standards are applied to any organisation, large or small, whether its

product, and whether it is a business enterprise, a public administration or a

government department.

9. Name the ISO series of standards.

ISO 9000:2000 Quality Management Systems: Fundamnetals and Vocabulary.

ISO 9001:2000 Quality Management Systems: Requirements.

93


ISO 9004:2000 Quality Management Systems: Guidelines for performance

Improvement.

10. Differentiate between ISO 9001 and ISO 9004.

ISO 9001 is the only standards in the family of ISO 9000 standards that can be used for

registration or certification.

ISO 9004 is a guidance standards and are not meant for certification.

11. Draw the model of process based quality management system given in ISO 9001:2000.

(AU Nov 2007)

12. What are the elements of quality systems?

The five elements/clauses of quality system are:

Clause 4. Quality Management System

Clause 5. Management Responsibility

Clause 6. Resource Management

94

Value adding activities

Information flow

Continual Improvement of the quality Management System

Customers

Requirements

Customers

Satisfaction

Clause 5

Clause 8

Clause 6

Clause 7

Management responsibility

Product realization

Measurement analysis and improvement

Resource management

Product


Clause 7. Product realization

Clause 8. Measurement, analysis and improvement

13. What is the equivalent Indian standard for ISO:8402? (AU April 2005)

The equivalent Indian standard for ISO:13999 (as per the 1994 version).

14. Write down the necessity for documentation.

The proper documentation is the pre-requisite for implementing quality system.

The documentation serves as a reference for the management, the staff and other

agencies whose involvement is essential for implementation of the quality system.

15. What are the advantages of having a documented quality system?

Documentations

Serves as a reference

Brings about clarity of objectives and targets.

Provides standardsation in work procedures

Bring about consistency on operations

Develops confidence amongest employees

Generates customer’s confidence

Provides a basis for continuous improvement, etc.

16. What are the documents required for implementing the quality system?

Quality policy manual

Quality system procedures(QSPs)

Work instructions

Records/Formats/Forms

17. What is the need for documentation (or) State the benefits of documentation?

The various documents required are:

Documenatation regularies the method of performing the day-to-day activies.

It provides formats for standardising practices.

95


It provides reference for assessing degree of enforcement in practice.

It facilitates trouble shooting for tracking back on the processes.

It demonstrates the ISO quality system certification.

18. Define quality audit. (AU April 2005)

A quality system audit is defined as a systematic and independent examination to

determine whether quality activities and related results comply with planned

arrangement, whether these arrangements are implemented effectively and whether

these are suitable to achieve objectives.

19. What are the types of audit?

First party audit (or internal audit)

Second party audit

Third party audit.

20. What are the objectives of quality audits?

To determine the conformity or non-conformity of the quality system elements with

regard to specified requirements.

To determine the effectiveness of the implemented quality system in meeting specified

quality objectives.

To meet regulatory requirements if applicable.

To permit the listing of the audited organisations quality system in a register for third

party certification.

To evaluate an organisation’s own quality system against a quality system standard.

21. What is the third party audit? (AU Nov 2010)

The third party audit refers to audit by an independent organisation on a supplier for

accredation assessment purposes.

22. List the stages of an audit.

Audit planning

96


Audit performance

Audit reporting

Audit follow-up

23. Explain about NCR. (AU Nov2008)

NCR means Non-Conformance Report.

During ISO certification, the things which do not comply the ISO requirements are

reported in the format known as NCR.

24. What is QS 9000?

QS 9000 is a set of quality system requirements to help automotive suppliers to ensure

that they are meeting/exceeding customer requirements.

25. What is the objective of QS 9000?

The objectives of QS 9000 is to devlop fundamental quality systems based on

continuous improvements, direct prevention, reduction of variation and waste

elimination in the automobiles supply chain.

26. Mention any two organisational benefits of QS 9000. (AU Nov 2008)

ISO 9000 enhances quality systems for suppliers.

ISO 9000 eliminates redundant requirements and reduces costs.

27. What is ISO/TS 16949?

ISO/TS 16949 is an ISO Technical Specification which aligns existing American, German,

French and Italian automotive quality system standards within the global automotive

industry, with the aim of eliminating the need for multiple certifications to satisfy

multiple customer requirements.

28. What is ISO 14000?

ISO 14000 standards are set of norms for Environmental Management System (EMS)

either at organisation and process level or product level.

97


29. In what way the concept of ISO 14000 differs from ISO 9000 series of quality system?

The ISO 14000 family is concerned with environmental management, whereas the ISO

9000 family is concerned with quality management.

30. List out the various organisation evaluation standards of ISO 14000 series of standards.


Environmental Auditing (EA)

Environmental Performanace Evaluation (EPE)

31. List out the various product evaluation standards of ISO 14000. (AU Nov 2010)

Environmental Aspects in Product Standards (EAPS)

Environmental Labels and Declarations (ELD)

Life Cycle Assessment(LCA).

32. Differentiate the terms environmental aspect and environmental impact.

Environmental aspect is definded as an element of an organisation’s activities, or

services that can interact with the environment.

Examples are waste water discharge, air emissions, and energy usage.

Environmental impact is definded as any change, whether adverse or benefical, wholly

or partially resulting from an organissation’s activities, products, or services.

Examples are impact on water supply and soil erosion.

33. Contrast environmental objective and environmental target.

Environmental objective is an overall environmental goal, arising from the policy

statement, that an organisation sets for itself.

environmental target is a detailed performance requirement and should be quantified

when practical.

34. What is an environmental objective.

98


Environmental objective is an overall environmental goal, arising from the policy

statement, that an organisation sets for itself.

35. What are the concepts of ISO 14000?

36. List out the five stages of EMS model.

Environmental policy

Planning

Implementation and operation

Checking and corrective action

Management review

37. What is meant by environmental policy? (AU May 2009)

Management commitment to continual improvement

Prevention of pollution

Compliance with environmental laws and regulation, cooperation with public authorities

Creating a freamwork for setting objectives etc.

38. What is the purpose of EMS audit?

The purpose of EMS audit is to ensure that the EMS conforms to plans.

99

Continual Improvement

1. Environmental policy

2. Planning

5.Management Review

3. Implementation and Operation

4. Checking and Corrective Action


39. What are the main elements of ISO 14000 standards? (AU May 2006)

General requirements


Planning



Management review

40. List the benefits that could be realized by implementing an ISO 14000 quality system.

Global benefits are:

To facilitate trade and remove trade barriers

To improve environmental performance of planet earth etc.

Organisational benefits are:

Satisfying customer requirements

Assuring customer of a commitment to environmental management etc.

41. What are the purpose of the following standards: (i) ISO 14001:1996; (ii) ISO 14004:1996;

iii) ISO 1420:2000; (iv) ISO 14040:1997.

ISO 14001:1996 gives the elements that organisations are required to conform to get

registration certificate.

ISO 14004:1996 provides supplementary material for EMS and it is only for information

and not used for registration.

ISO 1420:2000 provides guidance on the goals and principles that should be used in all

labeling programs.

ISO 14040:1997 provides an overview of the practice, applications and limitations of life

cycle assessment.

42. Matches :-

ISO 14001 - Environmental management systems – specifications with

Guidance for use

100


ISO 14010 - Guidelines for environmental auditing – General principles.

ISO 14031 - Guidelines on environmental performance evaluation.

ISO guide 64 - Environmental aspects in product standards.

ISO 14040 - Life cycle assessment – principles and framework

43. Differentiate between TS 16949 and ISO 14001 standards. (AU Nov 2007)

ISO 14001 standards are standards for environmental management.

TS 16949 standards are standards for automotive quality management systems.

44. Give the ISO 9000 Series of Standards?

ISO 9000, “Quality Management and Quality Assurance Standards Guidelines for

Selection and Use”.

ISO 9001, “Quality Systems – Model for Quality Assurance in Design, Development,

Production, Installation & Servicing”.

ISO 9002, “Quality Systems – “Model for Quality Assurance in Production, Installation &

Servicing”.

ISO 9003, “Quality Systems – “Model for Quality Assurance in Final Inspection and Test”.

ISO 9004-1, “Quality Management and Quality System Elements – Guidelines”.

45. What is the need for ISO 9000?

ISO 9000 is needed to unify the quality terms and definitions used by industrialized

nations and use terms to demonstrate a supplier’s capability of controlling its processes.

46. Give some other quality systems?

The quality systems are

QS-9000

QS-9000

TE-9000

AS9000

101


47. Enumerate the steps necessary to implement the Quality Management System?

The steps necessary to implement the Quality Management System are

Senior management commitment

Appoint the management representative

Awareness

Appoint an implementation team

Training

Time schedule

Select element owners

Review the present system

Write the documents

Install the new system

Internal audit

Management review

Pre assessment

Registration.

48. What are the three sections of QS-9000?

The three sections of QS-9000 are

Common requirements, which include the exact text of ISO 9001 and the addition of

automotive/heavy trucking requirements.

Additional requirements covering production part approval process, continuous

improvement and manufacturing capabilities.

Customer-specific requirements.

49. Give the objectives of the internal audit?

The objectives of the internal audit

Determine the actual performance conforms to the documented quality systems.

Initiate corrective action activities in response to deficiencies.

102


Follow up on noncompliance items of previous audits.

Provide continued improvement in the system through feedback to management.

Cause the auditee to think about the process, thereby creating possible improvements.

50. What are the requirements of ISO 14001?

The requirements of ISO 14001 are

General requirements


Planning



Management review

51. What are the benefits of ISO 14000?

The benefits of ISO 14000 are

Global

- Facilitate trade and remove trade barriers.

- Improve environmental performance of planet earth

- Build consensus that there is a need for environment management and a common

terminology for EMS.

Organizational

52. What are the four elements for the checking & corrective action of ISO 14001?

Monitoring and measuring

Nonconformance and corrective and preventative action

Records

EMS audit

53. What are the seven elements for the implementation & operations of ISO 14001?

Structure and responsibility

103


Training, awareness and competency

Communication

EMS documentation

Documentation control

Operational control

Emergency preparedness and response

54. What are the four elements for the planning of ISO 14001?

Environmental aspects

Legal and other requirements

Objectives and targets

Environmental Management Programs

55. Give the types of Organizational Evaluation Standards?


Environmental Auditing

Environmental Performance Evaluation

56. Give the types of Product Evaluation Standards?

Environmental Aspects in Product Standards

Environmental Labeling

Life-Cycle Assessment

57. Define Quality Audits? (Au Nov 05 , May 05)

Quality Audits examine the elements of a quality management system in order to

evaluate how well these elements comply with quality system requirements.

58. What are the benefits of ISO?

Fewer on-site audit by customers.

Increased market share.

Improved quality, both internally and externally.

104


Improve product and service quality levels from suppliers.

Greater awareness of quality by employees.

A documented formal systems.

Reduced operating costs.

59. Give the ISO 9001 requirements?

Scope

Normative Reference

Terms and Definitions


Management Responsibility

Resource Management

Product Realization

60. What are the methods of actual audit?

Examination of documents

Observation of activities

Interviews

1. Explain the need for ISO 9000?

Reasons for implementing a Quality System that conforms to an ISO standard.

Objectives of ISO 9000 Quality System.

Benefits of ISO 9000 Certification.

2. Explain ISO 9000:2000 Quality System?

Elements:Principles:

Customer Focus

105

16 MARKS QUESTIONS


Leadership Involvement of People Process Appraoch System Appraoch to Management Continual Improvement Factual Apprach to Decision making Mutually Beneficial Supplier Relationship

Documentation: Necessary for documentation Documents to be prepared

Quality Policy Manual Quality System Procedures Work Instructions Records / Formats / Forms

Quality Auditing: Introduction Features of Quality Audits Types of Audits Objectives of Quality Audits Stages of an audit

Audit Planning Audit Performance Audit Reporting Audit Follow-up

3. Explain QS 9000?

It is Automotive Quality Management Systems.

Definition:

QS 9000: It is a set of quality system requirements recently adopted by members of the automotive industry.

Objectives:

To develop fundamental quality systems based on:

Continuous improvements Direct prevention Reduction of variation

106


Waste Elimination in the automobiles supply chain.

Applications:

Production materials Production or service parts Heat treating, painting or finishing services.

Content of QS 9000:

Three sections are:

Section I: ISO 9000 Based Requirements Section II: Automotive Sector Specific Requirements Section III: Customer specific requirements

Documents required for QS 9000 Programme:

Seven documents required:

QS 9000 Quality System Requirements. Advanced Product Quality Planning. (APQP) FMEA Measurement System Analysis. Fucndamental statistical process control. Production part approaval process (PPAP) manual. Quality System Assessment (QSA) Manual.

4. Explain ISO 14000?

Definition:

ISO 14000 standards are a set of norms for Environment Management System (EMS) either at organization and process level or product level.

Need of ISO 14000 Standards:

World wide focus to the environment Ensure no conflicts between regional interpretations of good environmental practice. Environmental certification is required to compete the global marketplace.

ISO 14000 Family of Standards:

107


Organization evaluation standards Product evaluation standards

Concepts:

Environmental Policy Planning Implementation and Operation Checking and corrective action Management Review

Requirements:

Section 1: Scope Section 2: Normative References Section 3: Definitions Section 4: EMS Requirements

Benefits:

Global Benefits Organisation Benefits

108

xa.yimg.comxa.yimg.com/.../1089281127/name/TQM+Booklet.docx · Web viewValidating ‘hunches’...

Documents

Transcript of xa.yimg.comxa.yimg.com/.../1089281127/name/TQM+Booklet.docx · Web viewValidating ‘hunches’...