TOTAL QUALITY MANAGEMENT

Assignment - A
Question 1: Effective leadership and organization culture are foundations of Total
Quality Management. Discuss.
Answer:
TQM is an approach to improving the competitiveness, effectiveness and flexibility of an
organisation for the benefit of all stakeholders. It is a way of planning, organising and
understanding each activity, and of removing all the wasted effort and energy that is
routinely spent in organisations. It ensures the leaders adopt a strategic overview of quality
and focus on prevention not detection of problems whilst it must involve everyone, to be
successful, it must start at the top with the leaders of the organisation.
All senior managers must demonstrate their seriousness and commitment to quality, and
middle managers must, as well as demonstrating their commitment, ensure they
communicate the principles, strategies and benefits to the people for whom they have
responsibility. Only then will the right attitudes spread throughout the organisation.
A fundamental requirement is a sound quality policy, supported by plans and facilities to
implement it.
Leaders must take responsibility for preparing, reviewing and monitoring the policy, plus
take part in regular improvements of it and ensure it is understood at all levels of the
organisation.
Effective leadership starts with the development of a mission statement, followed by a
strategy, which is translated into action plans down through the organisation. These,
combined with a TQM approach, should result in a quality organisation, with satisfied
customers and good business results. The 5 requirements for effective leadership are:
Developing and publishing corporate beliefs, values and objectives, often as a
mission statement
Personal involvement and acting as role models for a culture of total quality
Developing clear and effective strategies and supporting plans for achieving the
mission an objectives
Reviewing and improving the management system
Communicating, motivating and supporting people and encouraging effective
employee participation
The task of implementing TQM can be daunting. The following is a list of points that
leaders should consider; they are a distillation of the various beliefs of some of the
quality gurus:
The organisation needs a long-term commitment to continuous improvement.
Adopt the philosophy of zero errors/defects to change the culture to right first
time
Train people to understand the customer/supplier relationships
Do not buy products or services on price alone look at the total cost
Recognise that improvement of the systems must be managed
Adopt modern methods of supervising and training eliminate fear
Eliminate barriers between departments by managing the process improve
communications and teamwork
Eliminate goals without methods, standards based only on numbers, barriers to
pride of workmanship and fiction get facts by studying processes
Constantly educate and retrain develop experts in the organisation
Develop a systematic approach to manage the implementation of TQM

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Culture change
The failure to address the culture of an organisation is frequently the reason for many
management initiatives either having limited success or failing altogether. Understanding
the culture of an organisation, and using that knowledge to successfully map the steps
needed to accomplish a successful change, is an important part of the quality journey.
The culture in any organisation is formed by the beliefs, behaviours, norms, dominant
values, rules and the climate. A culture change, e.g, from one of acceptance of a certain
level of errors or defects to one of right first time, every time, needs two key elements:
Commitment from the leaders
Involvement of all of the organisations people
There is widespread recognition that major change initiatives will not be successful
without a culture of good teamwork and cooperation at all levels in an organisation, as
discussed in the section on People.
Question 2: Discuss the approaches of Deming, Juran and Crosby in managing
quality. Compare the similarities and differences in their approach in a tabular form.
Answer:
As American industry becomes increasingly more concerned about quality as a
competitive advantage, the question of defining a term as inherently subjective as quality
becomes more and more contentious. Many managers operate on the "I know it when I see
it" principle; however, a growing awareness exists that in order to have a quality product
or service or company, there must be some consensus on what quality is. Since the early
1980's, a not-so-quiet revolution has been occurring in American business, a revolution of
ideas about doing business which has largely (but not exclusively) been spearheaded by
three individuals: Phillip Crosby, W. Edwards Deming, and Joseph Juran. While many
people are of the opinion that the ideas of these three men may differ, it is the purpose of
this paper to show that Crosby, Deming, and Juran all define quality in the same terms,
albeit from different perspectives: the user, the manufacturer, and the manager.
Table - A comparison of Deming, Juran, and Crosby
W. Deming
J.M. Juran

P. Crosby

Basic orientation
toward quality

Technical

Process

Motivational

What is quality?

No faulty systems

Fitness for use;

freedom from
trouble

Conformance to
requirements

Who is responsible
for quality?
Importance of
customer
requirements as
standard

Management

Management

Management

Very important

Very important;
customers at each
step of product life
cycle

Very important

Goal of quality

Meet/exceed customer

Please customer;

Continuous

needs; continuous
improvement
Statistical; constancy of
purpose; continual
improvement;
cooperation between
functions

continuous
improvement
Cost of quality;
quality trilogy:
planning, control,
improvement

improvement; zero
defects

Chief elements of
implementation

14-point program

Role of training

Very important for

managers and workers

Breakthrough
projects; quality
council; quality
teams
Very important for
managers and
employees

14-step program;
cost of quality;
quality management
"maturity grid"
Very important for
managers and
employees

Methods for
achieving quality

14-point framework;

Question 3: What are the quality system requirements of ISO9001: 2000?

Explain the quality principles based on which the quality system is developed.
Answer:
ISO 9001:2000 specifies requirements for a quality management system where an
organization
> Needs to demonstrate its ability to consistently provide product that meets
customer and applicable regulatory requirements, and
> Aims to enhance customer satisfaction through the effective application of the
system, in clu d in g processes for continual improvement of the system and the
assurance of conformity to customer and applicable regulatory requirements.
All requirements of this International Standard are generic and are intended to be
applicable to all organizations, regardless of type, size and product provided.
Where any requirement(s) of this International Standard cannot be applied due to the
nature of an organization and its product, this can be considered for exclusion.
Where exclusions are made, claims of conformity to this International Standard are not
acceptable unless these exclusions are limited to requirements within clause 7, and such
exclusions do not affect the organization's ability, or responsibility, to provide product that
meets customer and applicable regulatory requirements.
The Company documents, implements, and maintains a quality management system and
continually improves its effectiveness in accordance with the requirements of the ISO
9001:2008 International Standard, that comprises:
(Company Name):
> determines the processes needed for the quality management system and their
application throughout (Company Name),
> determines the sequence and interaction of these processes,
> determines criteria and methods needed to ensure that both the operation and
control of these processes are effective,
> ensures the availability of resources and information necessary to support the
operation and monitoring of these processes,
> monitors, measures where applicable and analyzes these processes,
> Implements actions necessary to achieve planned results and continual
improvement of these processes.
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These processes are managed by (Company Name) in accordance with the requirements
of the ISO 9001:2008 International Standard. Where (Company Name) chooses to
outsource any process that affects product conformity with requirements, (Company
Name) ensures control over such processes. The type and extent of control of such
outsourced processes are identified within the quality management system. NOTE:
Processes needed for the quality management system referred to above include processes
for management activities, provision of resources, product realization, measurement,
analysis, and improvement.
Question 4: What are quality costs? Explain the different models for understanding
quality costs.
Answer:
Quality costs are the costs associated with preventing, finding, and correcting
defective work. These are costs that incurred because of poor quality cost may exist or
actually does exist. This term is also used as a means to quantify the total cost of quality
related efforts and deficiencies. Different models for understanding quality costs are listed
below:
P-A-F model or the Performance Appraisal Failure model, which holds that an optimum
economic quality exist at every level at which the cost of securing higher quality would
exceed the benefits of the improved quality.
Process cost model was developed by Ross in 1977 and was first used for quality costing
which represents quality costs systems that focus on the process rather than the products or
services. Process cost is the total cost of conformance and non-conformance for a particular
process. The cost of conformance is the actual process cost of producing products or services
first time to the required standards by a given specified process, whereas cost of nonconformance is the failure cost associated with the process not being executed to the
required standard. These costs can be measured at any step of the process. Accordingly, it
can be determined whether high non-conformance costs show the requirement for further
expenditure on failure prevention activities or whether excessive conformance costs indicate
the need for a process redesign.
A-B-C model Activity Based Costing model is where accurate costs for various cost
objects are achieved by tracing resource costs to their respective activities and the cost of
activities to cost objects. The ABC approach is actually not a CoQ model. It is an
alternative approach that can be used to identify, quantify and allocate quality costs among
products, and therefore, helps to manage quality costs more effectively.
Question 5: Write short notes on
i. Seven basic tools of problem solving
ii. Benchmarking
iii. Six Sigma
iv. BPR
v. Quality circles
Answer 5i: Seven basic tools of problem solving
Quality pros have many names for these seven basic tools of quality, first emphasized by
Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of quality
circles.
Seven Basic Tools of Problem solving
1. Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many
possible causes for an effect or problem and sorts ideas into useful categories.
2. Check sheet: A structured, prepared form for collecting and analyzing data; a
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generic tool that can be adapted for a wide variety of purposes.

3. Control charts: Graphs used to study how a process changes over time.
4. Histogram: The most commonly used graph for showing frequency distributions, or
how often each different value in a set of data occurs.
5. Pareto chart: Shows on a bar graph which factors are more significant.
6. Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look
for a relationship.
7. Stratification: A technique that separates data gathered from a variety of sources so
that patterns can be seen (some lists replace "stratification" with "flowchart" or
"run chart").
Answer 5ii) Benchmarking
Benchmarking refers to the process through which organizations evaluate various aspects
of their processes in relation to the best practices that are present within their own industry.
They then plan to adopt these best practices in order to enhance performance.
Benchmarking is a basic tool for implementation of Total Quality Management. TQM
focuses on how to improve the work processes in order to get better products. And with
the help of benchmarking one can measure a work process or procedure and then to set a
standard and improve the processes to that standard. This would improve the effectiveness
and efficiency and thus TQM's goal will be achieved.
Answer 5iii) Six Sigma
Six Sigma is a business improvement methodology. Its main objective is to implement a
vigorous process to systematically eliminate defects and inefficiency. It was originally
developed by Motorola in the early 1980's and because of its proficiency has become
extremely popular in many corporate and small business environments around the
world.
Six Sigma's main purpose or objective is to deliver high performance, value and
reliability to the customer. It is regarded and used around the world as one of the major
themes for TQM (Total Quality Management).
Answer 5iv) BPR
Business Process Re-engineering is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical, contemporary measures
of performance, such as cost, quality, service & speed. A popular perception about BPR is
that it is a means of streamlining the business processes. There exists a fundamental
difference between streamlining a business process and re-inventing it.
Answer 5 v) Quality circles
A quality circle is a volunteer group composed of workers (or even students),
usually under the leadership of their supervisor (but they can elect a team leader), who are
trained to identify, analyse and solve work-related problems and present their solutions to
management in order to improve the performance of the organization, and motivate and
enrich the work of employees. When matured, true quality circles become self-managing,
having gained the confidence of management.
Quality circles are an alternative to the dehumanising concept of the division of labour,
where workers or individuals are treated like robots. They bring back the concept of
craftsmanship, which when operated on an individual basis is uneconomic, but when used
in group form (as is the case with quality circles), it can be devastatingly powerful and
enables the enrichment of the lives of the workers or students and creates harmony and
high performance in the workplace. Typical topics are improving occupational safety and
health, improving product design, and improvement in the workplace and manufacturing
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processes.

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Assignment B

Question 1: What is Statistical quality control? Explain control charts for

variables and attributes taking suitable examples.
Answer:
Statistical quality control refers to the use of statistical methods in the monitoring and
maintaining of the quality of products and services. It is also monitoring statistically
representative production samples for the purpose of determining quality. Careful
sample monitoring helps to improve overall quality by locating defect sources
Control charts are used to monitor a process for some quality characteristics such as
thickness, weight, defective fractions. A Shewhart control chart for variables is a
foremost chart being used in todays time to measure quality characteristics.
If the process is in control, all points will plot within the control limits. Any
observations outside the limits, or systematic patterns within, suggest the introduction
of a new (and likely unanticipated) source of variation, known as a special-cause
variation. Since increased variation means increased quality costs, a control chart
"signaling" the presence of a special-cause requires immediate investigation. Control
charts are there for simple detection of events that are indicative of actual process
change.
Control chart for variables in variable sampling, measurements are monitored as
continuous variables. They retain and use actual measurement data, variable sampling
plans retain more information per sample than do attribute sampling plans.
Control chart for attributes this chart is used when a number cannot easily represent
the quality characteristic. Therefore each item is classified as conforming or nonconforming to normal distribution.
Question 2: A structured approach is beneficial in implementing total quality.
Explain the concept with the help of the model developed by Samuel Ho.
Answer:
Samuel Ho developed a working concept to illustrate the application of innovation
through the conceptual framework of the total learning organization. Adversarial
challenges happen and are often experienced by organizations or companies. How
they can change things for the better delves into identifying management of change,
the total learning organization and that of performance quality. After which, the
company shall further investigate on how these concepts can be developed to add
more value to the success of the company. The approach on strategic process can be
summarized by 5 key steps: Action, Behavior, Mission, Vision and Culture. It has
been proven that action in the first step leads to behavioral change among employees.

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The fundamentals of learning organizations are revisited for providing relevant

perspective in achieving international class of work performance. The concept
of total learning organization was created to fill the gap of totality in
organizational learning.
It is in this that several other concepts were later identified:
- High performance fitting international standards can be achieved
through identification of the rules for success.
- Everyone must learn from the experience of mistakes and hence the
related rules.
- The cost resulting mistakes due to poor learning can be huge.
- Through total learning organization, we can work towards a plan that
will lead the organization towards world class performance.
Question 3: Distinguish between
a) Quality and total quality
b) Quality control and Quality assurance
c) Online quality and Off-line quality
d) Kaizen and innovation
e) Adequacy audit and compliance audit
Answer:
a) Quality and total quality quality is a broad termed that is very
subjective and depends on a persons idea of what it is. It is basically
a finished product to which it meets the customers satisfaction.
Total quality on the other hand is an approach in business in which
all elements of the process are integrated in order to meet the
expectations of customers and clients.
b) Quality control and Quality assurance is a process by which
employees review the quality of all factors involved in the
production. QC places emphasis on three aspects:
1. Elements such as controls, job management, performance and
integrity area.
2. Competence such as knowledge and skills and
3. Soft elements like confidence, culture, team spirit. On the other hand,
Quality Assurance is refers to a program for the systematic monitoring
and evaluation of the various aspects of the project, service or facility to
ensure that standards of quality are being met. QA is different from QC

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as it is more than just testing the quality aspects of a product, service or

facility, it analyzes quality to make sure it conforms to specific
requirements and comply with established plans.
c) Online quality and Off-line quality It is building a product with
specifications that meets the desirable needs of a target market or
customers. Online quality is more of maintaining or further
improvement of performance during normal production time. Offline quality connotes building of a product at the background or
development stage.
d) Kaizen and innovation Kaizen is working on the concept of continuous
change in all directions. It relates to using techniques and that of the human
brain to start a process of improvement which never ends. Innovation is an
improvement to the technique but differs from Kaizen as this correlates to
outside aspects that generate improvements (i.e. technology, process
change).
e) Adequacy audit and compliance audit adequacy audit is a check on
whether all requirements of the applicable standards are satisfied by the
QMS. A compliance audit on the other hand is a check on whether the QMS
as defined by the organization is actually being followed or not hence the
term compliance.

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CASE STUDY Quality

Management Health Care
Founded in 1980 the New Central Hospital (NCH) is a privately owned 580 patient
bed facility in south Delhi. The hospital has 753 employees and provides a broad range of
health care services including emergency rooms; X-ray and laboratory facilities, maternity
wards, intensive and cardiac care units and outpatient facilities. In 1997 the hospital began
a series of advertisements in newspapers highlighting its capabilities including its doctors,
friendliness of its support staff and its overall philosophy that its employees care about
their work and their patients.
Quality health care is a goal that NCH had long professed. But it had never
developed comprehensive and scientific means of asking customers to judge quality of
care they receive. Past efforts to measure quality at NCH had largely ignored the
perceptions of the customers-the patients, physicians and payers. Instead of formally
considering customer judgments of quality the hospital had focused almost entirely on
internal quality assessments made by the health professionals who operate the system.
The Board of NCH believed that the hospital needed to make the transformation
from the current practice of attempting to ensure quality to measuring and improving the
quality of care from both external customer perspective and internal provider perspective.
Fueled by concerns in recent years cost and medical practice variation and by the demand
of grater social responsibility, the hospital found an emerging demand by patients and
payers that quality health care be provided at best value.
The Board of NCH believed that as the prices people pay in the future for given
levels of service became more similar hospitals will be distinguished largely on the basis
of their quality and value assessed by customers. The Board wanted accurate information
about how its customers, not health care professionals judge the quality of care in the
institution.
In February 1997 the hospital administrator Mr. Ravi called a meeting of the
department heads to discuss the issue of quality. He began by asking, Can we really
deliver on our promises? Or are we in danger of failing to live up to the level of health care
our patients expect, and are we loosing them? Some patients who leave NCH happy may
have actually received poor treatment here. If we are serious about improving the quality
of care we need more valid and reliable data on which to act. We need answers to specific
quality related questions about activities that affect patients like admission, nursing,
medical staff, daily cases and ancillary staff.
Question 1: Why is it important to get patients assessment about health care
quality? Does a patient have the expertise to judge the health care he or she receives?
Answer:
Getting customer feedback is an effective method to get a baseline on how they were
satisfied with the service being offered and given to them. An organization can get a lot of
criticisms from surveys be it be bad or good, however, insights and customer observations
can lead to improvement and possible change on how things are currently handled in the
hospital. The feedback obtained from the customers can be considered as a wake-up call
for the organization as it will run contrary to the results of internal assessment of the
hospitals services. It will cancel out internal and external bias and can get an accurate
observation on how happy the patients are with the hospitals service.
A patient may or may not have the expertise to judge the health care he / she receives, but
can provide ample information if the service offered is effective to make them more

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comfortable and relieved from their pain and sickness. The quality of making them feel
well is a constant satisfier for patients. The organization can gather data from the
perspective of the patient and not as an administrator or hospital staff. Patients are the front
line recipients of hospital care making them a good source of feedback.
Question 2: How might a hospital measure quality?
Answer:
It really depends on the organizational culture of the hospital and its administration.
However, a hospital may measure quality on the following concepts:
1. Health care services providing ample support and competent service
can be a strong measure of quality in a hospital. Process wise and
manner by which
2. Customer Satisfaction rating quality of service is best known by
conducting a routine survey to get the views of the patients and how
they would rate their hospital experience.
3. Performance of their employees this is another concept that a hospital
might measure quality. The more experienced and well trained staff the
better the quality of care they can provide to the patients.
4. Protocols and regulations many hospitals take pride in the
implementation of hospital protocols and regulations for some of their
procedures ensuring that the health and life of the patient is of utmost
importance.
Question 3: How can the value of a human life be included in the cost of quality
control?
Answer:
In any aspect, human life is considered to be of top value. General perception of quality
costs was that as the higher the quality requires higher costs but to some extent only. By
classifying human life as part of the cost of quality control, management or the
organization can evaluate investments in quality based on cost improvement and profit
enhancement. In line to this, the management can observe product quality has improved,
defects are reduced and that the cost has also been reduced. Many organizations place
human life in their plans for QC planning. Most especially in plants and factories as there
are presence of heavy machineries and other equipments that can harm a person.
If in case human life was not included, human relations will not flourish. Rational
contracts between the organization and their clients are not met. Overall relationships
between each department are not that interesting or appealing.
Question 4: Select one department in the hospital and elaborate how quality
standards could be developed.
Answer:
Emergency department is one where quality standards can be developed. In cases of
accident or other emergencies, this department should be on top of everything to ensure
that the lives of their patients are taken care off while being admitted or awaiting transfer
to another department.
An ER department without quality standards would spell doom to the hospital as they are
considered to be the frontline team. Quality of care should be in check along with
standards for monitoring and procedures for surgical and non surgical protocols. Quality of
service should be indoctrinated to the ER staff so that they can be the intermediary
between the patient and its administration.

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Quality standards in the ER will be the core of the hospitals quality framework. They
outline the key elements of what the standards the implement would want to implement.
The hospital can also start of by assessing their ERs current standards of quality then
come up with action plans to improved areas that needs further attention and / or develop
other aspects to which has already been effective to further strengthen it. They must
identify factors or items that are considered to be inappropriate and not within the
standards.

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Assignment C

1. Quality as understood in TQM context means

a) Fitness for use
b) Adherence to specification
c) Zero defect manufacturing
d) Meeting or exceeding customer needs and expectations
2. Internal customer means
a) Next operator
b) Customer within the country
c) Service provider
d) Management
3. Non value adding means that
a) Has incurred least cost to execute
b) Customer is unwilling to pay
c) Non essential to organization
d) None
4. Waste means
a) Non essential
b) Non value adding
c) Not earning profit
d) Difficult to implement
5. TQM is
a) A statistical approach to quality
b) Methods of capturing customer requirements
c) Integrated approach to customer satisfaction
d) Ensuring robust design
6. Purpose of existence of a organization is
a) Vision
b) Mission
c) Values
d) Goals
7. Which of the following is not a philosophy of TQM
a) Customer focus
b) Universal responsibility
c) Inspection for compliance
d) Continuous improvement
8. Which of the following is not a part of the eight dimensions of quality
a) Reliability
b) Durability
c) Performance
d) Capability
9. Quality trilogy is the contribution of
a) Deming
b) Juran
c) Crosby

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d) Garvin
10. Which of the following is not a part of the four absolutes of quality as proposed
by Crosby
a) System of quality is prevention of defects
b) Performance standard is zero defects
c) Measurement of quality is cost of nonconformance
d) Observe zero defects day to improve quality
11. Quality chain reaction is the contribution of
a) Deming
b) Juran
c) Crosby
d) Garvin
12. PAF model of quality costs is the contribution of
a) Deming
b) Juran
c) Crosby
d) Garvin
13. Which of the following is the contribution of Taguchi
a) Quality Loss Function
b) 80/20 rule
c) PDCA cycle
d) Do it right first time
14. Kaizen is the teaching of
a) Imai
b) Deming
c) Ishikawa
d) Juran
15. Cost incurred on quality audit is
a) Prevention cost
b) Internal failure cost
c) Appraisal cost
d) External failure cost
16. Warranty claims is
a) External failure cost
b) Internal failure cost
c) Appraisal cost
d) Prevention cost
17. What is a process
a) It assures continuous improvement and employee participation
b) It converts inputs into outputs
c) Anything that satisfies customers
d) Anything that causes change
18. Statistical process control is
a) A technique for finding best settings on machines
b) A method of ensuring consistent levels of product quality by
monitoring the production process
c) A way to identify and eliminate potential failure modes in an operation
d) A means of ensuring that the voice of customer is considered at every
stage of design and production

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19. The application of statistical techniques to determine whether a quantity of

material should be accepted or rejected based on the inspection or test of a
sample is known as
a) Specification review
b) Acceptance sampling
c) Statistical process control
d) Benchmarking
20. To facilitate the identification, exploration and graphical display of possible
causes of an effect we use
a) Fishbone diagram
b) Pareto chart
c) Flow chart
d) Check sheet
21. The quality tool used to identify the most relevant problem area is
a) Cause & effect diagram
b) Pareto analysis
c) Histogram
d) Run chart
22. The spread of a process can be easily understood by
a) Flow chart
b) Scatter diagram
c) Ishikawa diagram
d) Histogram
23. The quality tool used to understand a process is
a) Check sheet
b) Flow chart
c) Histogram
d) Run chart
24. Which of the following activities must be carried out by someone who has no
direct responsibility for the work being carried out
a) Contract review
b) Inspection of a product
c) Audit
d) Training
25. Information, which can be proved true, based on facts obtained through
observation, measurement or test is called
a) Objective evidence
b) Deficiency
c) Non conformity report
d) Validation report
26. A third party audit is
a) An internal audit
b) An audit by the customer
c) An audit by an independent organization
d) An audit by the buyer
27. Surveillance audit is carried out by
a) Internal auditor
b) Statutory auditor
c) Certifying body

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d) Customer
28. A tool which addresses potential countermeasures is
a) PDPC
b) Interrelationship graph
c) Arrow diagram
d) affinity diagram
29. Samuel Ho is famous for
a) PDCA cycle
b) BPR
c) TQMEX model
d) Benchmarking
30. Which of the following is not a pillar of the TQMEX model
a) Satisfying customers
b) Improvement tools
c) System/Process
d) Top Management
31. EPDCA cycle means
a) Excellence, Plan, Do, Check, Act
b) Evaluate, Plan Do, Check, Amend
c) Evolve, Plan, Do, Check, Act
d) Edit, Plan, Do, Check, Amend
32. The objectives of Quality council are
a) Provide strategic direction on TQM for the organization
b) Set up and review the process quality teams that own the key critical
process
c) Review and revise quality plans for implementation
d) All of the above
33. Appraisal costs are associated with
a) Quality audits
b) Re-work
c) Calibration & maintenance of equipment
d) Complaints
34. SPC is a tool kit that can answer which of the following questions
a) Are we capable of doing the job correctly?
b) Do we continue to do the job correctly?
c) Have we done the job correctly?
d) All of the above
35. A process is under control if
a) The output is within specifications
b) Variability due to assignable cause is eliminated
c) Variability due to random causes is eliminated
d) Machines are put under TPM
True or False
36. The purpose of quality manual is to state particularly for the benefit of assessors
that how the requirements of ISO9000 are met in the companys quality system
a) True
b) False

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37. Total quality management is far more than shifting the responsibility of detection
of problems from the customer to producer
a) True
b) False
38. Special process requires pre-qualification of the process capability
a) True
b) False
39. TQM is all about producing best quality of products
a) True
b) False
40. Design for six sigma (DFSS) is used for an existing product
a) True
b) False

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